DHR International & IDA Partnership Enters 13th Year

Global Executive Search firm DHR International is pleased to announce their continued partnership with International Downtown Association (IDA) which has now entered its 13th year. DHR International along with its affiliate companies, Jobplex and Elevate Partners, will offer executive and next generation talent search services in addition to leadership development and assessment to IDA members.

IDA provides urban professionals a membership-based community in which members have access to resources, knowledge, and a network that fosters their continued work creating dynamic city centers connecting regions’ public and private sectors to foster community partnerships.

“We are extremely pleased to have this unique opportunity to work closely with IDA and its members throughout the world,” said David P. Smith, Partner and Economic Development Practice Leader. “Our Economic Development team focuses on building partnerships with our clients to assist them in identifying innovative and transformational leaders.  Leaders who can build exciting, creative, and vibrant communities.  Communities that will attract and retain a quality workforce that values a dynamic and diverse urban environment,” Smith said.

“IDA is extremely pleased to partner with a top international search firm,” said IDA’s President & CEO, David Downey. “The success of our member organizations is, to a very large degree, dependent upon the expertise, vision, and drive of the chief executive who leads the organization. DHR’s reputation for identifying exceptional executive talent, coupled with their understanding of metros and the diverse elements involved in urban development, make them an ideal partner. Under the provisions of the Preferred Provider Agreement, our member organizations will be able to avail themselves of DHR’s experience and global resources. As an example, DHR completed a ground breaking, leadership study, High-Performing Urban District CEOs for IDA.”

About the IDA
The International Downtown Association is the premier organization for urban place professionals who are shaping and activating dynamic city center districts. IDA’s members are downtown champions who bring urban centers to life, bridging the gap between the public and private sectors. The organization represents an industry of more than 2,500 place management organizations, employing 100,000 people throughout North America and growing rapidly around the world. Founded in 1954, IDA is a resource center for ideas and innovative best practices in urban place management. For more information, visit www.ida-downtown.org.

About DHR’s Economic Development Practice
DHR is the only major executive search firm with a dedicated Economic Development practice consisting of a fully integrated team representing both DHR (C-level search), and our affiliated company, Jobplex (Support roles to the C-Suite and the emerging leader category).  Diversity and inclusion are integral to the team and our process.  DHR’s Economic Development team is led by David Smith, Partner DHR, and supported by Tina Winner, Martita Mestéy, and Steven Oberhoffer Partners with Jobplex, a DHR company.

About DHR
Since 1989, DHR International has been a leading, privately held provider of executive search solutions with more than 50 wholly owned offices spanning the globe. DHR’s renowned consultants specialize in all industries and functions in order to provide unparalleled senior-level executive search, management assessment, and succession planning services tailored to the unique qualities and specifications of our select client base. For more information on DHR International or Jobplex, visit www.dhrinternational.com  and www.jobplex.com.


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Mayleben Joins Jobplex As Partner

Atlanta, GA (June 8, 2017) – Jobplex, Inc. is pleased to announce that Mark Mayleben has joined the firm as Partner. Mayleben will lead the firm’s Atlanta office and be a catalyst in Jobplex’s rapid growth in the Apparel, Consumer Goods, Food and Beverage, Leisure, and Retail sectors.

Prior to joining Jobplex, Mayleben served as Managing Director and co-lead of Harvard Group International’s Consumer practice. Here, Mayleben was successful in securing new accounts across multiple industries and blue-chip brands, such as: Coca-Cola, Checkers/Rally’s Restaurants, General Nutrition Centers, Golden Corral Restaurants, HSN, Inc., ServiceMaster, Shane Co., Sodexo USA, Synchrony Financial, among others. Mayleben also led mid- to senior-level searches across a myriad of functional disciplines including Business Development, Data and Analytics, Human Resources, Marketing, Procurement, Sales, and Supply Chain.

Previously, Mayleben held executive roles at one of the busiest hospitals in the United States. His experience leading large teams, projects, and multi-million dollar budgets gave him deep expertise in talent acquisition, general management, continuous process improvement, and finance.

“Mark’s hiring is another great example of Jobplex’s continued efforts to grow strategically,” said President Justin Hirsch. “Mark has a strong record of developing impactful client relationships and exceeding their expectations in quality of service, speed of delivery, and in the caliber of candidates placed. We saw a unique opportunity to build out the Jobplex brand with Mark’s leadership and proven ability to deliver consistent results.”

Mayleben holds a Bachelor of Science in Finance and a Master of International Business from the University of Florida.

Established in 1996, Jobplex leads the recruiting industry in offering diversified search services for your company’s next generation executive leader. Our customized search offerings and performance-based fee structure provide solutions from a Single Search to Project Recruitment. For more information on Jobplex, visit www.jobplex.com.


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10 Ways Business Leaders Can Improve Their Appeal to Candidates

Businesses might be struggling with tight talent supplies, but there are ingenious ways for them to attract job candidates at every level. One industry expert offers up 10 techniques to lure workers.

Hundreds of media outlets are running pieces every week about the talent shortage and challenges in finding skilled labor and filling top level job openings. Companies, of course, are well aware of the problem. U.S. demographics show baby boomers retiring, Millennials switching jobs at the drop of a hat, and increasing wage costs to secure talent eating into profits.

While the business community laments and genuinely struggles with a reduction in the number of available workers (this is a fact to be reckoned with), there are a number of underlying factors, and some solutions, that are not being addressed in the media, on the plant floor or in the corner office.

One top talent management expert, Dr. Russ Riendeau, a partner with Jobplex, has seen it all over an executive search career spanning more than 30 years. He’s now put pen to paper and offers up 10 techniques that businesses can adapt to enhance their attractiveness to candidates and help them to consider candidates from a larger pool source.

1) “Revitalize your on-boarding program. Or get one officially launched,” said Dr. Riendeau. “Most on-boarding programs consist of a week shadowing a bunch of people, then time spent watching stuff being made, reading manuals and then off to work they go.” Training programs, he said, are not robust enough in teaching the mechanics of a job.

“If you want to allow more talent to be interviewed, hire the frontal cortex, not the fancy Roledex,” he quipped. A smart person from outside an industry will thrive faster and just as well as a person from the industry with a mediocre track record or intellect. Product knowledge is easy to learn — but you have to teach well and make it interesting. “Think of your on-boarding program as your in-house university. Make it fun, impactful and robust.”

2) Interview training. “Hiring managers spend the least amount of time learning the skills and theory behind effective interviewing — yet hiring is the most important element of one’s job as a leader,” Dr. Riendeau said. More people spent more time on sexual harassment training, than in interviewing last year, he noted. “The ability to interview and assess a person’s intellectual potential and cultural fit takes practice. Invest in training leaders how to spot the quiet superstars and potential future leaders.”

3) Human resource professionals need to take a more proactive role. “HR professionals who are not exercising their training, insights, certification credentials and market research are not doing themselves or their employers anywhere near the good they can offer,” said Dr. Riendeau. If you are an HR professional, it’s time to assert your role, he said. Start by writing more and better job specs, incorporate better training for interviewing and compensation evaluation. Find out what your employees need to be more successful. “Teach your hiring teams how to interview legally and how to sell the jobs to skeptical interviewees. You have skills and insights and the time to think about the bigger picture in your company. Become indispensable!”

4) Don’t believe all the data. While there are thousands of versions of recruiting software — all claiming the most robust algorithms on the planet, remember that resumes are a ‘self-reporting tool.’ “Regardless of what person’s skill sets and experiences are, the words the person uses are not an indicator of proficiency or successful usage of the skill,” Dr. Riendeau said. Thus, the ability for hiring managers to know how to interpret vocabulary, terminology, and cultures prevalent in various industries and requiring documentation of success and W2 income to verify success is a more critical skill.

5) Terminate the weak performers tomorrow. Every leader in any company has a number of employees that are either trouble makers, exhibit bad attitudes, are ineffective, and not team players. Remember this, said Dr. Riendeau: you can terminate a person in an at-will state for any reason. “Poor performance is poor performance. If this person were gone tomorrow and you wouldn’t miss a beat then fire them now,” he said. And use that savings of salary and benefits to spend on interview training, creating a better on-boarding university, and creating a better incentive program for your sales team to sell more.

6) Sales professionals training. Research shows that less than 75 percent of companies deliver sales training to their team every year. Even fewer sales professionals take the time on their own to study their craft. If you are not seeing sales grow, do something immediately to change this. Here are some suggestions:

  • If you pay a yearly bonus, start paying commission on what the person sells;
  • If you pay a bonus one time a year, pay it two times a year so employees see the money and stay focused;
  • Bonus-oriented sales people are not as challenging and rarely are the most assertive. Commissions work to motivate and measure success;
  • Terminate the bottom 20 percent of your sales team and feed their salary monies to the hungry top sales performers as incentive dollars to sell more. Watch the frenzy begin!;
  • Give your people current sales training and insist on written summaries of what they learned. Mandate four books read per year and a summary of each book to share with other team players;
  • Insist that at least 15 to 20 percent of a sales professional’s quota is in new business. And pay a higher percent of commission for new business;
  • Require your sales manager to create a manual that shows every possible scenario the sales team will see and how to counter against the rebuttals with facts, logic, emotion and financial benefits to your product or service. Supporting the sales team with ammunition to sell is a key job requirement.

7) Show me the money! Pay a better wage. Leaders talk about ‘industry averages or standards’ when making job offers and wonder why a person quits sooner or doesn’t accept the job at all. “Pay better than the others,” said Dr. Riendeau. “This is a no-brainer and if you expect to hire your competitors and buy what’s in their brain, there’s a premium that goes with it: cash. Make it difficult for a person to leave for better money by heading to a competitor.” If the headhunter can steal a person from your company, he added, it’s because that person was not feeling appreciated, lost the belief in the company vision or was being underpaid.

8) Consider hiring a corporate strategy officer. This person can be an 18-year old wunderkind that asks great questions to keep you on your toes, or a person with the intellect and curiosity and who can invest his or her time in studying, reviewing, and analyzing trends, new products, your leadership training program, competitive advantages, and creating an on-boarding program. “A person dedicated to think about your business every day will pay for itself very quickly,” said Dr. Riendeau.

9) Recognize the real cost of turnover. Leaving jobs open for months on end (CareerBuilder estimated 12 weeks average of open positions unfilled) saves you money by not paying salary and benefits for sure, but the real costs calculate into such factors as lost revenue, lost orders, irritated customers and employees who are abandoned or overworked, bad morale, lost faith in leadership for not acting fast enough to fill a role, less appreciation for the work other staffers do to fill in, risk of competitors swooping in to snatch customers while the sales territory is vacant, increase in errors, as well as increased PTOs and sick days taken by overworked and stressed workers. “The cost to hire a person, be it through search firms or staffing firms, is a well-spent and calculated spend when you consider the serious amounts of money and damage that can occur when positions go unfilled,” noted Dr. Riendeau.

10) Key initiatives creation for every worker. What gets measured gets done. Reward for the desired behaviors. “These two mantras are critical in assuring your team is performing well and engaged in the right activities,” Dr. Riendeau said. “Make sure each person has three critical, measurable goals and / or initiatives for the next 12 months that represent the most important contributions the person can make related to their specific job.” And be sure there is some form of incentive tied to it. “Be it bonus, vacation time, gift points, a trip, promotion, trophy — make it something they can share, spend or brag about.”

Hunt Scanlon Media Article

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“The Big Swing” highlights business strategies that transformed the Chicago Cubs

(April 2017) – A new baseball season is underway. And after the Chicago Cub’s historic season, they’re back and ready to fly the “W.” But there is much more to breaking a 108-year-old “curse,” and author Dr. Russ Riendeau reveals how the Cubs’ leadership created this winning formula in his newest book “The Big Swing.”

The Big Swing —with a thought-provoking Foreword written by the longtime radio voice of the Chicago Cubs, Pat Hughes, and endorsed by best-selling author of “Drive” and “To sell is Human,” Daniel Pink – sets the tone for a different kind of professional development book, not just a book reminiscing on the World Series, but one that analyzes the key steps that made it happen.

Riendeau pinpoints the business best practices utilized by “The Wizards of Odds”—the Chicago leadership team—to design, implement and execute the strategies that led the team to the championships. Delivering ideas and examples that teach capitalism, commitment and culture, “The Big Swing” dives deep into goal-setting, leadership, sales and marketing prowess, accountability, mind time management, health & wellness, sleep management, game plans and practice routines – all part of the plan that worked to transform a sports franchise and an organization.

“The Big Swing” ($3.99 on Kindle) features checklists, action plans and creative storytelling that ties sports and business competition and analysis into a cohesive field guide for business.

Riendeau is the author of 11 books, a behavioral psychologist and partner with Jobplex, a DHR International company.

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