10 Things You Need To Know About Contingency Recruiting

10 Things You Need To Know About Contingency Recruiting

Are you thinking of using contingency recruiting to find your next hire? Let’s look at 10 reasons why you might want to avoid doing so…

A new client of mine, a VP of accounting, came to us after a terrible experience with a contingency firm. His company was in desperate need of hiring a corporate financial analyst. The recruiter from the contingency firm contacted the VP claiming they had the perfect candidate who was immediately available. The VP agreed to interview the candidate, only to waste everyone’s time. The candidate did poorly in the interview, and the VP was shocked that they sent him someone so ill-prepared and ill-fitted for the role. As a result, he and his firm decided to start over to find a new recruiting company—and that’s how he found me!

As a former and recovering contingency recruiter, I knew exactly what happened to him and offered to explain the behind-the-scenes process contingency teams use. Here are the 10 things you should know before using a contingency agency:

What To Know About Contingency Recruiting

recruiting concept

  1. It’s a great job market. Most of us veterans have never seen such a rich, robust market with so much demand and high salaries. Accounting and finance professionals have never been in so much demand and not for this long before.
  2. Contingency recruiters are commission based and don’t earn a commission until their candidate is hired.
  3. Contingency recruiters negotiate their fees which are based on salaries. The higher the fee is, and the higher the salary is, makes a very healthy commission!
  4. The contingency recruiter represents the candidate first. Yes, that is right. They will present the candidate to many clients to get them hired to make their commission, and the ideal is a high fee with a high salary.
  5. A contingency recruiter generally interviews the candidates, but the depth varies because they don’t want to spend too much time working for free.
  6. Contingency recruiters work alongside a team and compete against their team.
  7. With so many positions to fill quickly, contingency recruiters don’t want to spend time on a challenging role and a low fee and salary.
  8. A contingency recruiter usually does not spend a lot of time asking the client questions about the position. They don’t often understand the position and may not send the right candidates, if any at all. Remember they are working for free.
  9. If you don’t want to receive many resumes, then agree to a low fee.
  10. If you only want candidates that are actively looking, then work with a contingency recruiter. Don’t expect they will cold-call recruit passive candidates because they don’t want to do much work for free.

After explaining all this to the VP, he seemed happy to have an approach that involved sourcing passive, qualified candidates. He also understood the financial benefits of investing in recruiting based on billable time instead of the outdated and expensive percentage of salary fee structure. In short, he realized we were set up to be an extension of his team and focused on his best interest—which is just one of the multiple benefits of my company being an agnostic partner in the hiring process.

I should also mention that we provided him with a talent pipeline so that in the event he needed to hire another person in the same role, he could do so without being billed again, unlike a contingency recruiter who would require another large lump sum for an additional placement.

The VP now understood what many come to realize about contingency recruiting: it’s a broken model that is overpriced and ineffective.

If you’d like to learn more about the cost-effective way we can help you find the right senior-level talent, please contact me at [email protected].

The Secrets To Great Project Management

The Secrets To Great Project Management

I have spent many man-years serving as a project manager both formally and informally. I confess—I do not like project management. Project managers often have all responsibility with minimal authority. PMs are the face of problems to the customer and take many hits for actions outside of their control. PMs often do the “dirty work” in the project while others receive the glory. However, being a PM is necessary for organizational success.

I may not like it; however, I respect being a PM. PM actions are necessary and difficult. These activities can be rewarding if executed well. PMs must be able to respond quickly, and these ideas are some of the lessons I learned the hard way.

What Is Being A PM Anyway?

Project management/manager concept

Being a project manager, you are the coordination between many factions all working together to accomplish a larger task. You are the glue to hold projects together, and you are the central node to the spider web network among the team members.

Project managers absorb information from all the stakeholders and consolidate these inputs into a unified plan of action. This plan defines the course for completing the project. Schedules, action item lists, documentation, and meetings originate with the PM for dissemination. PMs should be the first to know about problems, and they often work to mitigate risks to the overall project.

How Do You Be A Good PM?

Project manager talks during a work meeting

Being a good PM takes some effort. You cannot passively manage a project and expect positive results. You need to act.

My recommendations have developed over years of experience. I have made mistakes, and I have learned to incorporate strategies to avoid my previous transgressions. Although I am not saying these are the “be all/end all” list of actions, I think these strategies can plant the seeds for your own activities.

Communicate, Communicate, And When You Think You Are Done, Communicate More

Project manager communicates with her stakeholders

Regardless of the size of the team or the complexity of a project, I believe you cannot over-communicate. The team must be aware of the project status and decisions made to ensure success.

Shying away from problems without sharing them with the team is a common mistake. PMs must communicate the good, the bad, and the very ugly. Failure to share these details drives mistrust. Rumors begin, and stories unfold. Communicating the truth builds trust and unity among stakeholders.

Frequency is a balance, and PMs do not want to burden the team (or themselves) with unnecessary details. Too little, people on the team are left to their own devices; too much, the PM may appear to be crying wolf. Experience will be a guide, and a common approach is a minimum of once a week connecting with each stakeholder or group. When in doubt, err on communicating more than necessary ensuring you have delivered your message.

Keep Charts, Reports, Minutes, And Updates Simple… Complexity Breeds Confusion

Project manager organizes information using project management tools for his stakeholders

Everyone talks about MS Project®, Primavera®, or any myriad of tools to manage a project. When required, use them—simply. When not required, use the most effective tool possible, even Excel®.

With the volume of emails everyone receives in a professional setting, the challenge is reading and digesting volumes of information every day. The more complex your message as a PM, the less likely the stakeholders will comprehend it. Simple charts, tables, and bullets summarize ideas and use subsequent details to reinforce the message.

The more complicated PMs make the process, the more unmanageable the project may become. Even the most complex multi-year project can be simplified. Work to make your updates as clear as possible. Your audience will appreciate the brevity.

“RAIL” Lists Can Be Your Best Ally…

I learned to use a very simple “running item action list (RAIL)” for capturing information. Utilizing this tool in meetings keeps things very simple and easy to communicate. I have included a typical format above.

Sequentially add action items to the list by date. Describe the task to complete briefly. Add due date and responsibility. Status percentage updates each time you discuss an item and only 100% when completely closed. Notes is an open field to capture information each time an item is discussed.

By capturing these action items, PMs have a record of questions, concerns, and details discussed throughout the project. Sharing the file with the team during review meetings or as an attachment within messages keeps people informed. Open items are easily searched, and completed items are for reference.

Each time the file is modified, the PM can save a copy by date/revision and maintain a working record of all discussions throughout a project. In the event of a discrepancy, cross-reference older files as an item of record.

Communicating “Bad” News Or Problems

Project manager communicates with a stakeholder

Every project will face issues to address. In our current world, supply chain delays are prevalent in nearly every industry. Design setbacks and failed tests can delay a project unmeasurably. You will have problems—trust me!

So what do you do? Keep it to yourself and deal with it? Limit the discussion to a small team? What and how do you tell the customer?

In my experience, you first identify the problem and discuss it within the internal team. What went wrong? How did this happen? Identify some alternative solutions and measure feasibility.

Before having 100% of the answers, I engage my customer. I explain the situation, and I define some of the alternatives listing potential solutions. I gauge the impact on the project timing. Then, I ask for their suggestions.

Involve your customer in problems. Many customers appreciate the candor and the opportunity to participate in the process. They may not be happy; however, they have a stake in the solution. I have discovered my customers often have ideas we had not considered when presented with the issue.

My biggest takeaway is NEVER hide anything. Yes, you will make people angry. Yes, stakeholders will be disappointed. Yes, you may get in trouble. Deceiving the team that “everything is all right” to find out later you were covering up only creates distrust and fear. Be honest and sincere, and you will see improved results when dealing with problems.

Final Advice

Happy business people during a project management meeting

Project management is often a thankless, difficult job. Everyone has managed a project at one time—whether professionally or simply around the house. PM work is challenging.

You can plan now on how to make the project run efficiently. You can prepare your communication methods defining them with the team. You can develop your templates to keep communication simple. You can agree with stakeholders on how problems are presented to the team.

With some planning, PMs can create simple strategies to make the process flow well. Knowing how to manage the project’s intangibles will allow you to focus on where to add value.

Finally… execute! The stakeholder is looking to you to succeed. Show them you can deliver, and make your project a success! Good luck, and know that I appreciate your efforts because I walk in your shoes.

3 Surefire Signs You Should Turn Down A Job Offer

3 Surefire Signs You Should Turn Down A Job Offer

When you’re looking for a job, you’re probably going to see opportunities out there that you shouldn’t take. But when does it make sense to turn down a job offer? How will you know?

Be sure to look out for these clear signs you should turn down a job offer when considering your employment options:

The Money Is WAY More Than You Were Expecting

It’s important to assess every job opportunity very carefully.

For example, if a company is offering you a lot of money, WAY more money than you were making before, you have to ask yourself why.

  • Do you truly deserve that money or is this hazard pay?
  • Is there something going on in the organization that they’re not telling you about?
  • Is the job a lot harder than you thought?
  • Will you be working more hours than you thought?

It’s really important to kick the tires and look under the hood of every opportunity before you decide to move forward with it.

The Company Has A Bad Track Record

Young professional woman researching a company on her laptop to determine if she should turn down a job offer.

Another time you might want to turn down a job offer is when a company has a bad track record. You have to do your homework before you accept a job offer.

Go over to Glassdoor and check the reviews. What are people saying about the company? If there is a constant history of disgruntled employees and bad reviews, this is a major red flag.

The Company Isn’t Well-Defined

Young professional man debating whether or not he should turn down a job offer during a job interview.

It’s one thing to accept a job offer at a startup, but make sure you join one that has clear roles and responsibilities for you as an employee. If they can’t give you a defined role or an idea of how your success is going to be measured, that’s a warning sign.

You could get in there and they could pull a “bait and switch.” That’s when, all of the sudden, what you were told you were going to do and what they want you to do are two totally different things—and you’re stuck. So, be careful!

Hopefully, being aware of these three signs will give you a better idea of when to turn down a job offer. Bottom line: if you’re dealing with any of these situations, you might want to rethink the opportunity and/or do more research.

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This article was originally published at an earlier date.

How To Explain Why You “Rage Quit” Your Last Job

How To Explain Why You “Rage Quit” Your Last Job

If you or somebody you know has rage quit, this is probably the most powerful advice you’ll receive.

When you get asked the question, “Why did you leave your last job?” you need to have a solid answer. And by that I mean you need to be very objective. You need to talk the hiring manager through what you’ve learned and how you’ve grown, and you need to have some accountability.

That’s right.

You need to take ownership of your part in what happened.

How Job Seekers Can Explain Why They Rage Quit Their Last Job

@j.t.odonnell Replying to @gingermcbride How to explain rage quitting your last job in an interview… #ragequit #edutok #careertiktok #careeradvice #learnontiktok #interviewtips ♬ original sound – J.T. O’Donnell

So let me give you a scenario of what taking ownership might look like. If I asked you, “Why did you leave your last job?” you might say…

“I’m glad you asked me that question. It was a really powerful learning experience for me.”

By saying, “I’m glad you asked that question. It was a really powerful learning experience,” you’re framing the story without the negativity so the hiring manager can listen to it in a positive light. Then you’re going to say…

“I spent X years working there. I worked really hard, but the last year, particularly in the pandemic, was really difficult.”

You’re not oversharing. You’re not getting into specifics. You’re just stating where in the journey of working for them it started to go off the tracks. At which point, you can say…

“I made a decision to leave and I left in a little bit of an emotional state. I needed time to really process and get back to a better place where I could be the best possible employee.”

That’s an accurate statement. Right?

“As a result, I think that if you were to call them, they would probably tell you that they weren’t happy with me leaving. But I want to be really transparent about that with you. And I want to tell you what I learned from that experience.”

Now you stay positive, tell the truth, and take accountability.

“Once I collected myself, I figured out what I wanted to do next and realized I had to go out there and explain this situation. I never want to go through this again. So how I’ve grown as a professional is that I’m going to find a job that’s a good fit for me, and if it starts to not feel like a good fit, I’m going to talk with my employer. I’m going to try to figure out things so that I can stay on track because the mistake I made in the last job is I kept my head down. I didn’t process it, and I let it build up and that’s on me. And I own that.”

That’s that ownership piece I’m talking about. Are you trash-talking, your former employer? You don’t have to.

There are three sides to every story: your side, their side, and, somewhere in there, the truth. The hiring manager knows that you and your previous employer weren’t perfect. But what they love is the way you framed this story using the “Experience + Learn = Grow” model which helps you talk about any experience in an objective way.

When you use this model to explain why you rage quit your last job, they’ll thank you for sharing and move on. Plus you set the expectation that if they call in and do a reference check, they know that they’re not going to get a glowing recommendation.

So please learn this, internalize it, work out what you want to say, and rehearse it a few times. You don’t want to sound canned, but you definitely want to make sure you have all of those aspects in there…and then go out there and get yourself a new job!

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“What’s Most Important To You In Your Next Position?” Answers

“What’s Most Important To You In Your Next Position?” Answers

“What is most important to you in your next position?” is an interview question that comes up all the time, but many applicants aren’t prepared for it. This guide will help you structure an answer that will leave a great impression, and improve your chance of getting the job. Why Interviewers Ask “What is Most […]

The post “What’s Most Important To You In Your Next Position?” Answers appeared first on Career Sherpa.

Summary Sunday: Issue #486

Summary Sunday: Issue #486

Summary Sunday includes current articles about crucial job search topics. Have a look at this week’ s release. In this week’ t summary, you’ ll discover articles to help an individual improve your job lookup: Why are some work harder to find together with how to uncover these people Watch out for rescinded job offers How that will find people hiring inside your network […]

The write-up Summary Sunday: Issue #486 appeared very first on Career Sherpa .

How To Create An Effective Resume Even If You Were Fired

How To Create An Effective Resume Even If You Were Fired

How can you make an effective resume after getting fired? People get fired from their job for various reasons. However, to a potential new employer, it may leave an unfavorable connotation on the candidate.

If you find yourself in such a situation, you may have a number of questions concerning how to address the adverse reactions you may receive from a potential employer. You may have questions such as:

  • How do I impress an employer given I was fired from my last job?
  • Do I include the job on my resume?
  • How should I answer when asked the reason for departing my previous job?

Understandably, there are many questions on your mind. And yet, there are ways to be truthful in answering the questions your potential new employer may have for you, along with tips to make such a situation feel a little less threatening. Essentially, before updating your resume for the next job opportunity, think about:

Is The Experience From Your Last Position Relevant?

If there is little to no relevance between the positions, you do not have to showcase it on your resume. The hiring company is primarily interested in relevant experience and skills you can bring to their company. You might be able to break your resume into “Relevant Experience” and “Additional Experience” sections.

How Long Were You In The Position?

If you were in the position for only a few months, it may not be necessary to mention it on your resume. Determine if the employment gap, should you choose not to include it, would be cause for concern by an employer. In today’s market, it’s not a surprise to see some candidates unemployed for a year before finding a new job.

How Severe Was The Cause For Firing?

Were you laid off or fired due to lack of performance or conditions outside of your control? If the latter, then you should put on the resume the reason such as “Major Downsizing,” “Company Relocated,” or “Management Reorganization,” all of which indicate that the termination was not due to your performance. If the reason you were terminated was due to a minor issue that can be easily explained and seen from your point of view by a potential employer, than including the position on your resume should not be a concern. Be honest with yourself and think through your response to a potential interviewer.

Your answers to the questions above will tell you whether it is appropriate to include the job on your resume. If it is included, consider the following to help you through the application and interview process.

1. Showcase Your Achievements And Accomplishments

Woman on laptop writes a resume after being fired

Your mission is to get your foot in the door for an interview and to make an outstanding impression. You do not need to bring up that you were fired or laid off from your last job on paper, especially if you were only there for a year or two. Instead of focusing on how your previous job ended, quantify what you accomplished while you were employed there.

If necessary, you will have the opportunity during an interview to explain further details.

2. Don’t Insult Your Past Employer

Man on laptop edits his resume after getting fired

Even if you were fired and have bitter feelings toward your former boss or co-workers, your resume is not the time nor the place to reveal it. It is seen as unprofessional and leads to questions that focus on negative aspects.

So, even if the interviewer wasn’t planning on asking you the reason for leaving, you may have just brought it upon yourself by insulting your past employer or hinting at a conflict there on your resume.

3. Don’t Lie About Your Employment

Woman on laptop struggles to write her resume after being fired

You should never lie on your resume. Don’t fabricate anything on your resume or your reason for looking for a new job. If asked about this during an interview, you need to address the question truthfully, but keep it brief regarding the reason for your departure and move on to more positive points. At least you now have your foot in the door and have a greater advantage of explaining the reason for departure in a more positive light.

You can also use it to your advantage to reinforce points of achievements and accomplishments that may apply to the job. Remember that companies do check references and background information. Any candidate caught lying is grounds for dismissal.

4. Pull Together Your References

Man on laptop pulls together his references after getting fired

Gather people you worked with on the job as references, whether it’s co-workers, clients, or vendors. Individuals who worked with you on the job and who can speak positively about your work can help effectively rid any negative connotations associated with being fired.

In this instance, it makes sense to include references with your resume, especially written recommendations.

5. Focus On Functionality Rather Than Chronology

This is a last resort option. Functional resumes typically are not used since it lacks detail on dates of employment—information most employers want to know.

A functional resume focuses on grouping specific skills and experiences together as the highlight of the resume. This type of format might also work for the career changer and those with gaps in employment history that are due to other pursuits, such as education or family.

This is the last resort, though. We recommend using a chronological resume format, even if you got fired. But it might be worth it to try a functional resume format if the chronological format isn’t working for you.

Being fired means you have an additional hurdle to overcome to find a new job, but it is not insurmountable. It’s all in the way you frame it on your resume and handle yourself in addressing the matter if the subject comes up. Remain positive, address any concerns succinctly and honestly, and then move on to the more positive highlights.

Need more help with your job search?

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This article was originally published at an earlier date.

Calm Down, Breathe, Be Yourself – Tips to Overcome Interview Anxiety

Calm Down, Breathe, Be Yourself – Tips to Overcome Interview Anxiety

You would’ve come across folks that often seem to know precisely what to express and how towards react and react to almost any kind of situation, actually when they’re put in the spot. Very frequently, these individuals aren’t confident due to the fact they know all the exact right answers (it’s nearly impossible to find a person who does) – they’re […]

The post Relaxed Down, Breathe, Raise self-pride – Tips to Conquer Interview Anxiety appeared first on Jobacle. com .

Chief Data Analytics Officer (CDAO): From Mindsets To Skill Sets

Chief Data Analytics Officer (CDAO): From Mindsets To Skill Sets

In this article, I will outline the primary responsibilities of the CDAO role and, in this and subsequent posts, will further differentiate CDAOs from CIOs and CTO roles. I invite the readers of this post to comment and add their thoughts and experiences with the position.

The State Of The CDAO Role

Executive/leader smiles a work

CAO (chief analytics officer) and chief data officer (CDO) are terms that have increasingly been used interchangeably for the CDAO (chief data analytics officer) role that has been getting traction over the past several years. This trend is not only happening in mid-sized firms with 1000 or more employees but also in large Fortune 1000 companies such as global banks. Scale, while an essential topic for certain aspects of the CDAO role, is not the only consideration for having a CDAO and a center of excellence in data analytics.

In a data-driven decisioning company, the CDAO is the steward of the cognitive or thinking functions behind every decision in the firm. The CDAO provides the ‘neurons’ (data, decision sciences, insights, platforms, and more) that enable better thinking and decision-making throughout the organization. This broader view that “data analytics is the brain and part of the central nervous system in the organization” is warranted given the shift to digitization and AI. The use of data will accelerate over the next ten years—driving decision-making by ever more constituents in the organization, adopting artificial intelligence, making sense of the metaverse, and other high-tech, knowledge-driven endeavors.

In addition, the CDAO is often best positioned to drive and deploy CRM initiatives and digital infrastructure programs such as marketing and risk automation. Led by the CDAO, the data analytics team, the organization’s data, and appropriate tools are the core enablers of this knowledge, decisioning, and action ecosystem. The CDAO’s role in data-driven infrastructure development is often lost in much confusion about who designs and implements AI, how it should be built, and what data and tools are needed.

The CDAO Mindset Is Multi-Disciplinary, Analytical, Creative, And Collaborative

Leaders look at data during a work meeting

The CDAO mindset differs from that of the CIO or the CTO as they don’t own or exclusively think about operational systems and tech infrastructure. CDAOs think about the data in those systems and how it feeds into knowledge systems for analytics and decision-making. The CDAO consults with business partners to arrive at a knowledge solution. In other words, they don’t think about servers or plumbing unless it relates to data—warehouses, big data, or other knowledge platforms.

  • SHOULD evangelize AI and insights-driven business outcomes.
  • SHOULD NOT evangelize platforms.
  • SHOULD deliver the platform with outcomes in mind. In doing so, they…
    • Consider revenue generation, good customer outcomes, or NPS uplifts.
    • Timing SHOULD and MUST be considered. For example, if capabilities development is needed to meet regulatory or risk goals, the delivery may take more than a year or two.
  • Evangelizing SHOULD be linked to a corporate strategy and, ideally, a business or digital transformation to get future traction.

The CDAO must be a collaborative leader who can engender trust to transform and lead the function. Change management and transformation skills must include running a strategic roadmap, blueprinting process, and ongoing executive committees to seek stakeholder buy-in and top management support.

What Tom Davenport said in Competing on Analytics in the early 2000s still holds today: engaging top management’s trust through thoughtful communications is the key to building a successful data analytics and AI COE. The CDAO should have strategy expertise and experience managing diverse teams. Another key trait is the ability to coach and grow data analytics professionals; these teams are highly skilled and in demand, and many are very independent thinkers and experts.

Ideally, the CDAO should have a POV on the work product and will challenge and coach the team during the development phase but not micromanage. Said differently, having a POV on the data analytics solutions of the team should be in the form of advice; think growing talent, not telling talent what to do. In terms of the operational aspects of the function, CDAOs must understand how to make trade-offs in the form of prioritization processes.

Setting The Boundaries Of The CDAO Role

Executive/leader works on her laptop at work

The CDAO is a highly visible and critical role responsible for leading the data analytics function as a general manager and businessperson.

The CDAO drives outcomes:

  • Overall value creation includes creating new business or customer propositions
  • Actionable insights connected to P&L drivers
  • Data analytics innovation: finding new ways to apply facts, data, and methodologies to opportunities and problem sets

Data: The CDAO is the executive responsible for ensuring the firm treats data as a strategic and critical asset. The CDA drives the data strategy, management, and governance—including all aspects of data throughout the lifecycle. The CDAO helps select the tools for data lineage, hires the team, vets data stewards, and ensures connectivity to IT governance and the corporate governance process. At the same time, the CDAO plays a crucial role in building gold standard quality data and the platform(s) to house that data, most likely in the cloud. However, the role profile of the CDAO, unlike its legacy predecessor, the chief data officer, is grounding the data efforts with the end game in mind. This represents yet another mindset to skill set shift from the past. The CDAO starts with the commercial purposes and outcomes and spends time learning what the business needs instead of an all-too-common trend in data management: build it, and they will come.

Whether or not it is technically possible to throw all the data into a big data platform is beside the point; again, mindset versus skill set must still be done with the priorities and applications desired by the business in mind. Suppose you are reading a CDAO job description or a CDO job description that leads with regulatory commitments or risk management capabilities. In that case, this will result in a stalled road map for data analytics as that is not thinking about the end-state vision for data analytics and AI. That position then will struggle to get beyond data governance and developing the platform because whatever gets built will not be fit for purpose for all use cases.

The CDAO ensures business partner input and consensus are accounted for in the priorities from a data analytics blueprint that seeks to connect AI, analytics, and data into a unified impact strategy. Using terms like data literacy probably needs to be revisited into something like quality decisioning or data analytics and AI literacy. Data literacy is very 2005 in an age of ML, and many executives find being called data illiterate somewhat insulting, so it is time to rethink how this gets presented.

Success factors and mindset shifts include:

  • Ensure the data strategy is aligned with business outcomes.
    • Ongoing data strategy and planning as opposed to viewing data strategy as a project.
    • Making data governance and management an exco-level committee.
  • Understand business problems and use cases and their prioritization within the business.
  • Avoid the tools for tool’s sake syndrome. Align data tools by purpose and function.
  • Don’t just interface with LOBs; create a permanent planning process with your C-suite that deliberately seeks to calibrate and constantly validate data initiatives with LOBs.
  • Don’t just run a compliance-based data literacy education program. Create an ongoing summit for insights literacy from data that seeks to cover various transformational topics.

Information: The CDAO mindset for information is about distributing insights and democratizing data access for citizen data scientists and citizen business users. The mindset goes beyond business intelligence concepts (BI) such as regulatory reporting to concepts such as data visualization and analytical self-service. Still, the focus is on assisting business and power users in generating insights from data visualization and Analytics-as-a-Service platform tools. For that, the exemplary architecture facilitates the delivery of insights. But understanding what architecture to build requires a blueprint and road map that is business aligned. Many firms refer to this as simply delivering the platform but providing the “platform” requires so much more. This goes beyond just standing up the environment or ensuring data stewardship.

The CDAO was created; as Gartner recently mentioned in a talk, I attended to be more of a “concierge” type role beyond data stewardship and strictly the plumbing and configuration of tools. The CDAO needs to ensure an assisted self-service paradigm to help businesses and other users gain traction with data analytics. This means helping the business generate insights when they get stuck and helping them to use the tools until they graduate to power users. Cloud-based or on-prem tools such as Power BI and Tableau data visualization tools should enable the self-service paradigm.

Success factors and mindset shifts include:

  • From business performance to adaptive intelligence and real-time insights.
  • From data warehouses to Analytics-as-a-Service (AAS), particularly self-service.
  • From data-warehousing to data lake or open garden to facilitating data sharing and partnerships and third-party data acquisition.
  • From viewing data strategy as a stand-alone to viewing data analytic strategy as one overarching strategy aligned to corporate strategy.

Knowledge: The holy grail and the highest level of DA maturity occurs when you generate and use knowledge. Achieving the knowledge stage in a company is a complex endeavor requiring not only change leadership but the right combination of org design, stakeholder engagement, and the right open-source tools. This is where proactive and predictive analytics comes into play, as well as topics in AI such as automated machine learning, deep learning, and optimization modeling. The fact of the matter is very few firms truly achieve this level. Many firms attain a beachhead level of one or more competencies, such as predictive modeling for marketing or risk. But the full vision of truly plugging in AI and decision engines to drive the next best action or next best everything requires for the consumer or business is a concept that only a few world-class, leading-edge firms have fully achieved.

Success factors and mindset shifts include:

  • From having a separate data council or committee to having an integrated data analytics governance committee beyond just advisory.
  • Viewing data analytics as strategy, not only a capability.
  • Balancing business needs with technology through understanding and framing the right data analytics solutions. Notice I didn’t lead with technology. Data analytics is the conduit.
  • From batch mode to real-time insights.
  • From capabilities development to designing the enterprise knowledge strategy.
  • From deploying tools to partnering with business lines, identify the path to deploy the tools and come up with the priorities to do so.

In conclusion, the CDAO has a formidable challenge to bring insights to ultimately inform decision-making, data, and other tools to bear on various problems. The CDAO role is becoming more common, and it is a role many firms are ready for, including mid-size firms, but it will all go back to the level of transformation and maturity the board and the CEO are trying to drive.

I look forward to your thoughts on this post and your experience with the CDAO role.

3 Benefits Of Outplacement Services

3 Benefits Of Outplacement Services

Sometimes businesses are forced to restructure and cut staff. We’ve seen this during the COVID-19 crisis, but it can happen at any point of time.

While sometimes unavoidable, the decision to layoff employees can be one of the toughest decisions a company has to make. These are never easy conversations to have, but it’s possible to show both commitment and compassion to impacted employees.

“How?” you ask. By providing them with outplacement services.

Providing outplacement services is an essential step that benefits the impacted employee and the business! Here’s why…

1. It Helps Employees Take The Next Step

Getting laid off is a gut punch and one of the first questions an impacted employee asks is, “What do I do now?” As an employer, you can’t answer that question. But one thing you can do is give the employee the resources to help them answer that question.

Outplacement services typically help people with resumes, LinkedIn profiles, cover letters, and job search and networking strategies. These services are particularly beneficial to those impacted employees who have been with the company for a long time. A lot has changed in the job search game, and these employees have a lot of catching up to do.

Nothing is ever guaranteed, but studies have shown that people who receive outplacement services get hired two times faster than those who don’t. Providing these services shows the impacted employees that, even though you are laying them off, you still care about their professional futures.

Being unemployed is tough, but employers can make it easier by helping their former employees get the resources they need to help them move through the stages of career grief faster and get their job search going in the right direction.

2. It Will Help Morale At The Company

A manager holds a serious discussion with employees following a layoff.

When a company goes through layoffs, thoughts are naturally with the impacted employees. However, layoffs impact the entire company.

The workforce just lost trusted colleagues and friends. In addition, some people are about to see their job responsibilities change as a result of the layoffs.

The workforce is shaken, perhaps even scared about their own futures at the company, and some will have survivor’s guilt.

Many of the remaining employees will talk with those who are laid off. If the company showed compassion and offered outplacement services to those impacted employees, this will get communicated to the current workforce.

While it doesn’t make the situation any easier, the fact the company did what it could to help the impacted employees can slightly improve the morale of the remaining workforce.

Another thing the company can do to ease the concerns of its workforce after a layoff is to over-communicate. Be as transparent as possible and give them what information you can about the decision and the future of the company.

In order to rally the remaining workforce and move the company forward, these employees need to know the vital role they play in helping the company achieve its goals. These employees need to feel a part of a team.

All of this plays a huge role in the company keeping the trust and respect of their employees.

3. It Reflects Well On The Company

Company leaders discuss how to move forward following a layoff.

The company’s employer brand and reputation are two things that may get put on the back burner when a business goes through tough financial times. But, eventually, these things will matter again, and the way the company navigates a crisis or restructuring will impact its reputation.

Just because a company lays off employees, doesn’t make it a bad business. For example, the COVID-19 pandemic has thrown numerous businesses for a loop, but even in normal conditions, businesses have to make adjustments in staffing based on a number of ever-changing factors.

Ultimately, it’s the way the business handles the layoffs that will impact its reputation.

Employees who feel that they were mistreated or shown a lack of compassion during the layoff process will post a review on job review sites like Glassdoor and Indeed.

Job seekers use these sites to research your company’s employee experience, and negative reviews about employees not being treated well during layoffs could cost the company talent in the future.

Giving outplacement will lessen the odds of a former employee writing a negative review about the company. It may even lead to some positive reviews.

Being able to say you made sure every single person got one-on-one job search coaching will show just how much you care for your employees and will reflect well on the company’s reputation.

How To Get Outplacement Services

Man on laptop works with an outplacement service after getting laid off

Cost has always been a point of contention for companies considering whether or not to use outplacement services. However, over the last few years technology has made outplacement services more efficient—and cheaper.

Many essential outplacement services such as resume reviews, LinkedIn and cover letter advice, and professional networking are now built into virtual platforms that eliminate the need for in-person services.

And the good news is, Work It Daily is one of them!

Learn more about Work It Daily’s outplacement services and give impacted employees a fighting chance to find work faster in this competitive job market.

For pricing inquiries, please contact [email protected].

How To Prepare For The Next Disaster

How To Prepare For The Next Disaster

There are many types of disasters including threats to health, critical infrastructure, power outages, and weather-related (which vary by region, season, etc.). It seems like disasters are continually dominating the nightly news headlines.

According to Statista Research Department the:

  • Costliest wildfire – November 8-25, 2018, the Camp Fire in CA caused insured losses of ~$10.38 billion;
  • Costliest earthquake – January 17, 1994, in Los Angeles, CA caused ~$30 billion of damages;
  • Costliest hurricane – August 29, 2005, Hurricane Katrina resulted in ~$125 billion of damages;
  • August 25, 2017 – Hurricane Harvey caused substantial electrical outages along Texas’ Gulf Coast when power plants and transmission infrastructure knocked out 10,000+ megawatts of electricity generating capacity;
  • And last but not least, as of August 12, 2022, the CDC reported that there were over 1 million coronavirus (COVID-19) deaths.

And did you know that the Red Cross responds to more than 60,000 disasters every year? How can your entire organization be better prepared for the next disaster?

Create Monthly Campaigns

calendar, days, months,

One thing you can do is create a different monthly campaign on the organization’s intranet. Be sure to keep the content fresh and interesting. Not sure what to promote each month to keep the employees engaged? March could be Red Cross Month wherein you offer CPR or other lifesaving skill classes to the employees or host a blood drive or find the nearest mobile bloodmobile bus.

Other well-established campaign weeks/months are:

  • May – National Hurricane Preparedness Week
  • September – National Preparedness Month
  • The 2022 theme is “A Lasting Legacy.” The life you’ve built is worth protecting. Prepare for disasters to create a lasting legacy for you and your family.
  • The 2021 theme was “Prepare to Protect.” Making a plan to prepare for disasters is the best way to protect your family.
  • October – Cybersecurity Awareness Month
  • December – National Influenza Vaccination Week

There are several campaigns listed on the Ready.gov Preparedness Calendar and the NWS Awareness and Preparedness Calendar by state.

This will allow you to increase awareness of what to do before, during, and after various disasters.

Also, try to practice whenever practicable. This means taking time to perform exercises and drills such as evacuating your building and safely assembling in the designated area(s). Providing this type of information will make both the organization and the employees more prepared for the next disaster.

3 Main Components Of Disaster Preparedness

"be prepared" concept

Although the topic of disaster preparedness may seem overwhelming, think of it as three main components (including other related articles I’ve written):

1. Having a documented and tested IT Disaster Recovery (DR) plan – technology is typically at the core of the business and touches every department.

2. Having a comprehensive and tested business continuity planning (BCP) plan – each department will identify the unique needs/requirements based on their business impact analysis (BIA).

3. Employee Emergency Preparedness — because employees will want to ensure their own families are safe before coming into the office.

For more information on disaster preparedness, follow me on LinkedIn!


Corrective Coaching: What It Is & How To Do It

Corrective Coaching: What It Is & How To Do It

Thirty-plus years ago, I was an officer cadet in the Royal Navy. On one occasion, we were lined up on the parade ground and took turns in telling each other off under the supervision of a Royal Marine Drill Instructor.

Confrontation is part of leadership. Most of us are brought up at home to be “nice” and “polite.” We have a problem, as leaders, confronting our staff over poor performance. Nobody wants to be the “bad guy,” so s/he does not know how to handle these discussions. Either s/he gets aggressive, then abuse is exchanged, or s/he avoids confronting the person and the poor performance continues.

Military-style reprimands are not appropriate in civilian life, so what can a civilian leader do?

“Corrective Coaching”

Leader talks to her colleagues during a work meeting

One method is an extension of my “four questions” approach to problem-solving. See “further reading” below for the original article.

The “4 questions” – a recap:

This is my personal twist on the GROW method. GROW is an acronym. This is how the four questions fit into the acronym.

  • “What are you trying to do?” = Goal – This helps your colleague to define what she is trying to achieve. You will probably ask more questions to define the goal in more detail.
  • “What’s stopping you?” = Reality – This builds a bridge between the current reality and achieving the goal. If you want to build a real bridge, you have to know how wide the river is. To solve a problem, you have to understand its size.
  • “What are your options?” = Outcomes – This encourages your colleague to produce as many ideas as possible. Follow-up questions help to assess which are practical.
  • “What is your plan?” = Will – This leads your colleague to make decisions and formulate a concrete plan. These conversations must end with a plan, even if the plan is to do more research.

“PRO-GROW”

Man writes something down while working

How do we adapt the GROW method for “Corrective Coaching”?

We add three stages to the front end. The “PRO” elements set the conversation up.

P = Present: Present your colleague’s poor performance as factually and as unemotionally as possible. Describe actions taken or not taken with dates, times, and other measurable data.

Keep your presentation as unemotional as possible. Your colleague may be feeling defensive. If s/he interprets any language or behavior as emotional or judgmental, s/he will attack.

R = Response: Give your colleague the chance to respond to the issue presented.

Ask your colleague to respond. I would not recommend asking: “What have you got to say for yourself?” This is aggressive, arrogant, and cliched. Try asking: “Would you like to comment?” or “What are your thoughts?” Make your invitation to respond as neutral and non-confrontational as possible.

Now say nothing! Their silence will feel uncomfortable. It will be a lot less comfortable for your colleague. Let the silence do its work. Listen very carefully to what your colleague says and the way s/he says it.

If s/he admits that it is his/her fault, skip the “O” stage shown below. If s/he gets defensive or blames other factors or people, proceed to the next stage.

O = Ownership: Ask a question to get your colleague to take ownership or responsibility for the issue. Here are some examples:

  • How is this going to affect the business/team/company etc.?
  • How do you think your colleagues will feel about this?
  • How would you deal with this situation if you were in my position?

Having asked the question, wait silently for the answer.

When your colleague replies, don’t just consider the words, but also how they are spoken. Does s/he look like s/he means them?

If your colleague continues to be aggressive, then you may need to escalate to higher levels of management.

If s/he does admit responsibility, move on to the following adapted version of the GROW questions.

  • What are you going to do to fix this? = GOAL
  • What’s stopping you from fixing this now? = REALITY
  • What are your options? = OPTIONS
  • What is your plan? = WILL

The first two questions have been slightly adapted to focus on the issue to be solved.

Your colleague may see this as a way to regain your trust and respect. The result should be a plan with a concrete timeline and actions that you can follow up on.

General Principles

Man talks to his colleague at work

Whatever happens, keep control of this conversation. That means:

  1. Your aim is to present the issue and agree on a plan to address it.
  2. You represent your employer or your business. Personal relationships are off the table.
  3. Do not respond to your colleague’s provocations or emotional outbursts. Stay calm and silent.
  4. Control the conversations by asking the questions. Don’t let your colleague lead you astray by answering his/her questions.

The Ball’s In Your Court!

Women talk at work

Confronting people can be quite scary. This is what builds your colleagues’ respect for you as a leader. If you feel like it, contact me in a private message and let me know how you get on!

Further reading…

Here’s the original article on the four questions: 4 Steps To Solving Problems