by Fronetics | Apr 30, 2015 | Blog, Strategy, Supply Chain, Talent
Why “sexy” is a perfect fit for the supply chain.
Why do we apply the word “sexy” to things that are non-sexual, like, for example, the supply chain? Sexy is synonymous with the words exciting, appealing, fascinating, desirable, provocative. It’s a buzzword for something popular and attractive. When people think of the supply chain, do they think of the word “sexy”? Many might say no, but here’s an argument as to why it’s a perfect fit.
Are Apple products sexy? Are designer clothes sexy? Is the Audi A5 sexy? Are oysters sexy? Many people would answer yes. Substitute your favorite and most desired technology, clothes, cars, and food, and you will find that they are all products of the supply chain. Senior Vice President of Research at SCM World, Mark Davis, is leading the charge in pointing out the vibrancy, attractiveness, and desirability of the supply chain. A study conducted by SCM World shows how consumers view the supply chain. Here’s what they found:
- Very few people react to the supply chain in a negative or strongly negative way.
- People aged 16-25 view the supply chain as positive or strongly positive, which is more optimistic than any other age groups reported.
- People aged 56 and older reported the highest level of unfamiliarity with the supply chain, while people aged 16-25 reported being most familiar with the supply chain.
- People aged 16-25 were the least neutral compared to other ages in their reaction to the supply chain.
Given what we know about the Millennial generation, this makes sense, and it could be good news for the supply chain. Millennials are optimistic, achievement-oriented, social, collaborative, tech-savvy, and value-based. Their buying patterns are informing everything we do and it should be stressed that there are many of them. According to the New York Times, “there are more 23-year-olds — 4.7 million of them — than any other age, according to census data from June. The second most populous age group was 24, and the third was 22. There is no official age range for Millennials but the generation generally is defined as being born between the early 1980s and early 2000s. By 2020, they will account for one-third of the adult population.” We think of the Baby Boomer generation as the largest age group, but at 24% they are just surpassed by the Millennial generation at 26% of the population.
Often we equate what is sexy with youth. With the Millennial generation—our youth— poised to make up 50% of the workforce by 2020, the supply chain could harness their optimism and interest. According to Mark Davis, “we should all be highly optimistic about the future. Millennials are strongly positive about supply chain, which presents a unique opportunity for us to inspire them to choose it as a career. We have to keep them interested by sharing stories of how supply chain is innovating to solve the world’s three fundamental issues: health, hunger and environmental sustainability.”
Aside from being supported by Millennials, why else would we consider the supply chain “sexy”? Some of the most innovative work is being done in the supply chain, including enterprise resource planning, cloud-based computing, use of big data, and involvement in the Internet of Things. If the supply chain can continue to harness technology, make smart hires, and attract Millennials, the word “sexy” could apply for a long time.
by Fronetics | Apr 29, 2015 | Blog, Strategy, Talent
Every career coach will tell you that preparation is the key to interview success. Few ever talk about the key to interview failure. To understand how to succeed, you need to understand the ways you can fail.
Here’s your study guide to bombing your next interview.
Show up late
Hiring managers, like the rest of us, are short on time and likely have other appointments scheduled after yours. They tend to look favorably on candidates who show that they value their time. Most managers agree that arriving ten minutes early gives you sufficient time to check in with staff without becoming burdensome. When asked about appropriate interview arrival time, one manager flatly stated, “I won’t likely know if you’re early, but I’ll notice if you’re late.”
Dress inappropriately, and don’t even think about brushing your hair
In an online poll of HR professionals, personal hygiene and inappropriate dress stood out as the most egregious offenses of all job candidates. Describing his worst interview experience, an HR manager recounted a particular job candidate who chose to attend his interview shirtless – he didn’t get the job. You don’t have to wear a suit, especially if the company’s culture is informal, but you do need to wear a shirt. In fact, play it safe and stick to business casual attire for your interview.
Be on your worst behavior
Chewing gum, taking a phone call during the interview, or otherwise interrupting will hurt your chances at connecting with the hiring manager and all but obliterate your chances of securing the job. But small errors can quite literally cost you as well. Calling your interviewer by the wrong name or widely gesturing with your hands won’t make a good first impression. Make sure to get plenty of sleep the night before your interview, and prior to your arrival take some time to review your interview preparation materials and focus your thoughts.
Be Modest
While not necessarily a deal-breaker, you’re still missing an opportunity to sell the interviewer your best self. Sure, it may come as a little unnatural to present a total stranger your professional accomplishments and strengths, but if you don’t put those convincingly forward, you’re losing out on an opportunity to show how your experience and education make you the best candidate for the job.
Fail to show how you could contribute to the company
Up until your interview, the hiring manager has had a number of candidates give him the same thing – their resumes. The interview is your opportunity to set yourself apart by linking your relevant work experience with what you know about the company. The better you are at conveying your relevance and showing ways in which you could contribute to that company’s current goals and objectives, the better your chances will be of getting a job offer.
Bad-mouth former employers
Even if you feel slighted by your previous employer, it’s best to keep that information to yourself. If you’re asked to give details on your relationship with a previous employer, compose a frank response and keep it respectful. Most hiring managers can respect the fact that differences arise that may require someone to move on, but they won’t tolerate unprofessional behavior. Use the limited time you have in the interview room wisely by keeping the focus on why you feel you’d be a good fit for this position.
Be argumentative
If the hiring manager presses you for follow up details on an answer you gave, beyond actually just wanting more detail, that might be a signal that she’d like you to rephrase your answer or perhaps give a more relevant example to substantiate your point. Don’t view it as a personal attack. Keep your calm, take a deep breath, and rearticulate your answer in a new way.
Never show your appreciation
Whether it’s the hiring manager or the receptionist who scheduled your interview, do not miss a chance to tell them that you are grateful. Be respectful and show your courtesy by personally thanking the interviewer for inviting you in to discuss your potential contributions at her company. Sending a thank you email or handwritten letter after your interview gives you a chance to reemphasize your gratitude and remind the interviewer just what makes you the best candidate for the open position.
Following this guide to bombing your next job interview will undoubtedly lead you to failure. Without any preparation at all you’ll be sure to fail your next interview with flying colors. On the other hand, taking the appropriate measures to avoid these pitfalls will bolster your changes of career advancement and ensure you’ll never become a hiring manager’s “worst interview candidate”.
by Fronetics | Apr 28, 2015 | Blog, Strategy, Talent
How to answer answer interview questions and ace your next interview.
Congratulations! You just landed a job interview. Your resume proved enough to get you in the door, but now the real work starts. How do you approach your interview preparation to ensure that on interview day you’ll be walking in cool, calm, and collected?
Start your preparation by reviewing our suggested approach to these common interview questions.
Can you tell me about yourself?
Despite this being one of the most frequently used interview questions (and often used as an opening question), this seems to be the one people find most difficult to prepare for. But if you’re successful in confidently articulating your fit for the position beyond what’s on your resume, you’ll set a favorable tone for the rest of the interview. Instead of reciting what has already been presented to your interviewer, use this time to share a little more detail. Is there a particularly relevant aspect of your previous position that you’d like to highlight? Now’s the time to mention it.
Why should I hire you?
Lucky for you, the hiring manager just pitched you a big, fat softball question. While initially intimidating to some, the “why should I hire you” question is really the best opportunity for you to start a dialogue with your interviewer about the things you feel make you most qualified for the position. For example, if the position requires someone that is customer service-oriented, you’ll want to include in your response not only your experience working with the public, but also an example that demonstrates how you handle unhappy customers.
What are your salary requirements?
While you likely have a specific number in mind based on your current lifestyle and income needs, it’s important to spend some time on sites like Glassdoor or Payscale to make sure your request is in line with what’s typical for your location and industry. Taking into consideration your education, experience, and skills, you’ll then be able to formulate an appropriate salary range. Most importantly, be flexible, but also firm with yourself and your interviewer during salary negotiations. If you feel the company’s offer is too low, don’t be afraid to cite relevant industry information to bolster your case for an offer increase. And by all means, no matter how badly you want the job, never agree to accept less than your minimum income requirements.
Why are you leaving your current job? Or, why did you leave your last job?
Regardless of the reason you’re seeking new employment, you’ll want to keep your answer to this question positive and keep the focus of the interview on your interest in the new position. Making negative comments about previous employers is a red flag that will cause hesitation for many hiring managers. Besides, you shouldn’t turn down an opportunity to convey your excitement about pursuing a new career, taking on new responsibilities, or expanding a specific skill set.
What are your greatest professional strengths/weaknesses?
When formulating an answer to these questions, remember that honesty is always the best policy. Never overreach and claim to be strong in an area you clearly aren’t just because you think it would help you land the position. Eventually, your dishonesty will be exposed and you might find yourself in hot water. To address the question of strengths, identify your forte in a functional area or highlight a strong character trait that’s most relevant to the position for which you are interviewing; be as specific as possible when giving examples on how you’ve demonstrated these in a professional environment. You’ll want to approach the question about your weaknesses a bit differently. While the hiring manager isn’t expecting you to come right out and say you’re terrible at something, she most assuredly isn’t looking for a declaration that you’re perfect. Offer your interviewer specifics about an area that you are working to improve. Don’t feel like your spreadsheet skills are up to par? Tell the interviewer about the classes you’re enrolled in at a local college. It’s expected that no one is perfect, but acknowledging an area where you have some room to grow, and actively working to advance your skills in that area shows self-awareness and initiative.
While there are some variables over which you won’t have control on the day of your interview, thinking through your answers to the most likely questions will improve your chances of presenting a strong and focused case for your candidacy.
by Fronetics | Apr 27, 2015 | Blog, Strategy, Talent
The economy is getting back on track and some areas of business, like the supply chain, are growing rapidly and experiencing a dearth of applications, sometimes trying to fill “six to eight management jobs” for every one application received. So in an environment such as this, shouldn’t a company want to hang on tight to talented employees? The answer is yes. In a 2013 survey by Careerbuilder, 39% of employers were concerned about retention of top talent. Given the high cost it can take to fill an open position, keeping top employees around is vital to a company’s success.
Some of the things that tempt talented employees away are:
- The desire for new experiences, training and growth
- More money, stock options, vacation, and better benefits and perks
- A better title, a more prestigious company, a better location or environment
- Dissatisfaction in current job, one of the main causes being stress, work overload, and frustration with supervisors
- The “job hopping” climate— people expect to have many jobs over a lifetime unlike decades ago when one worked with a company for a lifetime
Many promising and talented workers expect a lot from the companies they work for “precisely because they work harder (and often better) than their peers, they expect their organizations to treat them well—by providing them with stimulating work, lots of recognition, compelling career paths, and the chance to prosper if the organization does.” When an employer disappoints even the most talented employee, productivity, effort, and interest falls. So how can a company prevent this from happening, and mitigate the risk of losing top talent?
Here is what companies can do to retain top talent:
- In a survey by Careerbuilder, 70% of employees reported that an increase in salary was the best way to retain them followed by 58% saying that benefits were important.
- Communicate with these employees and “assess their level of engagement” and satisfaction. Employees want to feel valued, so ask them if they feel valued.
- Understand that happiness in the workplace produces loyalty and productivity, and act on it. Be a thoughtful and generous leader. Provide career opportunities and work-life balance considerations.
- Ensure that your top talent is part of the conversation about the future of the company. These employees want to feel like part of something meaningful, so let them be stakeholders, too.
- Because of their talent and success, these employees may be given the brunt of the work. When top talent is recognized and rewarded, they will produce more. When they are not treated “fairly” they may become dissatisfied, less productive, and resentful.
- This idea may seem to work against everything previously listed, but allow for some risk. Don’t coddle these employees or shield them from failure that could prevent them from developing. Let them learn and grow. Ask yourself: do I want to retain top talent if they are incredibly high-maintenance or if their requirements are outrageous? Be generous, but don’t create a monster.
Honest conversations can often be the best way to retain top talent. Don’t assume that, in today’s climate with an increasingly savvy workforce, people will feel satisfied by simply being told they’re lucky to have a job. People often know they’re lucky to have a job, but top talent also believe something potentially more valuable: the company is lucky to have me. Everyone might be replaceable, but at what cost? Let your employees see you as an ally, as a caring entity, then you have a chance of earning their loyalty.
by Fronetics | Apr 23, 2015 | Blog, Leadership, Strategy, Talent
When it comes to hiring it is important to get it right. This is especially true for small businesses. This is not only because of the significant financial implications of a bad hire, but also because, as Jeff Haden points out,
“When employee No. 300 turns out to be a disaster, the impact on the business is relatively small and often confined to a small group of staff. When employee No. 3 turns out to be a disaster, everyone—and everything—suffers.”
When considering candidate for a position intelligent companies don’t focus on where the individual went to school, what degree was obtained, or the companies for which the individual has worked. Rather, intelligent companies focus on qualities; good employees tend to possess distinct qualities.
Here are 14 qualities that good employees possess:
Innovative
Good employees think outside the box and introduce new ideas and new methods for accomplishing a task or achieving goals.
Determined
Determined employees don’t see challenges or constraints as roadblocks. Rather they are unwavering in their resolve to accomplish the task, achieve the goal, or further their career.
Positive
Individuals who have a positive attitude and come to work with an optimistic outlook and tend to be more productive than negative or pessimistic individuals. Moreover, a positive attitude tends to be contagious; therefore, creating a more positive (and productive) workplace.
Confident
A confident individual is one who is willing to take on tasks that others avoid out of fear of failure or fear of a challenge. A confident individual is also someone who is not afraid to speak up and introduce new ideas, or question the status quo.
Honest
As Benjamin Franklin said: “Tricks and treachery are the practice of fools, that don’t have brains enough to be honest.”
Detail-oriented
While it is important to be able to see the big picture, being detail-oriented is critical.
Smart
When someone is smart they are willing and able to learn, to evolve, and to tackle challenges without needing to be coached or coddled.
Ambitious
An individual with a desire enhance their career is someone who will bring valuable contributions to your company.
Hard working
There is no substitute for hard work. As Vince Lombardi put it: “The price of success is hard work, dedication to the job at hand, and the determination that whether we win or lose, we have applied the best of ourselves to the task at hand.”
Cultural fit
It is critical that the individual be a good match for the culture of the company. If there is no cultural fit it is not only likely that there will be friction, it is also likely that the person won’t stay with the company very long.
Autonomous
A good employee is one who is able to work on their own without hand-holding.
Magnanimous
An individual who is considerate, humble, and recognizes the contributions and work of others is someone you want to have join your company and your team.
Accountable
A person who has proven that they are accountable to themselves and to others is someone you want to hire.
Proactive
When an individual is proactive they are more likely to approach their job with energy, and they are more likely to address and tackle challenges before challenges become problems.
by Fronetics | Apr 22, 2015 | Blog, Leadership, Strategy
The world has changed a lot in a century, but Andrew Carnegie’s ideas on leadership endured.
When reading the list of specific traits that define “successful leaders in all walks of life” compiled by Napoleon Hill from an interview with Andrew Carnegie, current or potential leaders might feel intimidated or overwhelmed. Then again, if they’re strong leaders according to Carnegie, they might feel as though they’re being described. On the list are thirty-one attributes ranging from being driven, focused, determined, loyal, attentive, tactful, fair, enthusiastic, open-minded, optimistic, creative, persistent, interested in others motivations, able to collect facts before making judgment, and responsible for the actions of their subordinates, among other things.
We know strong leaders don’t work alone. Carnegie knew how to surround himself with others, those who were talented and shared his vision. According to an Inc. article The Best Leaders Don’t Do It Alone, the most successful leaders also have others in mind: “The most successful leaders, activists, and companies have missions to help a community of people, from Martin Luther King rallying the civil rights movement to Mahatma Gandhi unifying India–or even TOMS CEO Blake Mycoskie’s ‘One for One’ program that provides shoes to children in need. ‘People don’t like to follow leaders who are dedicated only to their own personal glory, but they will sacrifice everything for leaders and communities who give them a higher calling, a greater purpose.'” Carnegie himself was, perhaps, the greatest example of philanthropy. By his death in 1919 it is thought that he donated $350 million, and urged his peers to do the same.
Is the wisdom of Andrew Carnegie dated, after nearly a century? Current studies are in line with his beliefs. A 2014 study asked 332,860 bosses, peers, and subordinates what skills had the greatest impact on a leader’s success. “Inspires and motivates others” ranked first at 38 percent, followed by “displays high integrity and honesty” and “solves problems and analyzes issues” at 37 percent.
The Harvard Business Review follows columnist Dan Savage’s formula that he applies to personal relationships, “good, giving, and game” but applies them to professional relationships as well. They say a leader needs to be:
Gifted
They need to be superb at what they do. They need to, as Carnegie also felt, be able to go above and beyond others’ efforts. They need to be, “smart, prepared, and well-informed, they need to engage in conversations with curiosity and capability. But to be on a team, they need to go beyond that. They need to be gifted communicators and gifted learners, mastering conflict without being offensive, and adapting to their own changing roles as the organization grows.”
Giving
They need to put the good of the company before their own immediate interests. They must also be curious about the work of others on their team and “be good-hearted, mutually respectful, and gracious, resisting the urge to dominate, take the upper hand, or shine at the expense of others.” Recent studies have also shown that being the traditionally distant, or “tough” manager leads to stress in employees, which can lead to increased days off, higher health care costs, and turnover. Giving and fair managers bring about loyalty and productivity in employees.
Game
Carnegie listed that a good leader must be able to take criticism and take risks. They need to possess the “kind of confidence that allows them to be questioned by others — even take blame and feel threatened — without becoming defensive.”
The world has changed a lot in a century, but Andrew Carnegie’s ideas on leadership haven’t. They can be applied to our current world, one he may have never imagined, though given his qualities as a leader, he may very well have envisioned it all.
