When is it Time to Get Out of Line?

Posted by Eric Martinez, Project Coordinator at Glenmont Group

As everyone knows, many locations along the East Coast were recently severely damaged by Hurricane Sandy.  As the devastated areas begin to walk the long road of recovery, Glenmont Group sends  our thoughts and prayers to all of those who have been affected by this disastrous storm.  We were lucky that we have only had to deal with relatively minor issues such as lost power and interrupted cable and internet service.  Personally, the only annoyance I have had to deal with was a long wait to fill up my car’s gas tank on Friday night.  While this is certainly nothing to complain about amidst such destruction, the five hours I spent in line offered me plenty of time to think.

One thought that popped into my mind was how my situation, in this case waiting for gasoline, was very similar to what most people are experiencing in their current workplace.  As I plodded and inched my way toward the gas station, I wondered how many people there are out there inching and plodding their way through their career on a day-to-day basis.  While the obstacle keeping me away from my prize was about one hundred cars, how many obstacles are there in your workplace prohibiting you from achieving your ultimate goals?  Whether it be highly experienced superiors who have seemingly been at the firm all their life, a recently hired hot-shot who has no intentions of leaving anytime soon, or your company feels that your talents are just too good to be wasted on more of a management position, there are a number of factors which could be keeping you from the job of your dreams.

So why do people stay in situations such as these, where they may (or may not) realize that they are only treading water?  The two simplest reasons are that they are comfortable and familiar with their current situation.  By hour number two, it had become painfully obvious that I would only be moving about a half of a car length every ten to fifteen minutes.  I began to question whether I should continue to wait or leave in the hopes of finding a better fueling opportunity.  Of course when making the decision I had to weigh all of the risks.  What if there were lines like this everywhere?  Am I really going to just throw away the two hours I have already vested in this line?  What if I run out of gas by the time I find a new place?  What if every other station in the area already ran out of THEIR gas?  The fact of the matter was that I couldn’t leave.  I knew this line. It was frustrating yet predictable, and besides, I had no way of knowing if a better opportunity existed out there.

Unfortunately for me, there was no person, service or app which could tell me which stations had gas, how long the lines were and how much gas was left to be sold.  But the good news is there is something out there which can provide this service to potential job seekers.  A GOOD recruiter.  Notice the emphasis on good.  Just like anything in life, there are good and bad recruiters out there.  The differences between the two are long enough to justify a separate blog post so I won’t go into detail but one of the main differences between the two is a good recruiter has established solid relationships with the firm he or she recruits for.  A good recruiter should be able to tell you details about the company which go beyond a standard job description.  Things such as the work environment, current management team, how the firm compares to their direct competition and what benefits exist in joining the firm beyond the compensation package.   Because of this, there is much less risk involved for people to test the waters before deciding to take the plunge of moving to another firm.

The key is to know when to get out of line.  The problem many people face is they wait too long before taking action.  Just like it would have been foolish for me to begin my hunt for gas with my tank already running on fumes, it is just as bad for people to wait until they become so disenfranchised with their current situation that they allow their productivity to slip or begin to commit avoidable mistakes before beginning to look for their next job opportunity.  Don’t wait until your tank is running on empty before deciding to see what is out there.

After five hours in line, I finally had made it to one of the three active gas pumps.  Not only was I relieved that the station had not run out of gas one car ahead of me (as I had been paranoid about all night long) but it was amazing to see how many people were willing to lend their hand and help others.  Whether it was helping to push a car which ran out of gas or filling up extra canisters to bring back to neighbors who were relying on generators to power their homes, it is always good to see people pulling together in a time of need.  This can also apply to the job hunting scene.  When looking for a change of scenery, it is more important than ever to lean on the network you have built over the years.  Not only can it provide you valuable insights into which places would be great to work for and which you should avoid, but it could also provide you with potential openings which you otherwise would not have known about.  Referrals make up a large part of our business.  When people are contacted by recruiters, but are not currently looking to make a move, most are happy to pass along a few names of people who might be more open to the opportunity.  It is important for you to stay on these people’s radar.  Likewise, if you are contacted by a good recruiter with an opportunity you are not interested in, don’t miss out on an opportunity to possibly help out a friend in need.

If you would like to help those who have been most affected by Hurricane Sandy, please consider donating to a Hurricane Relief Fund.

www.redcross.org/HurricaneSandy

Technology-Assisted Review: Four Key Questions

Guest Blog by Joe Garber, Vice President of Marketing at RenewData

There’s no question that Technology-Assisted Review is a hot topic in eDiscovery circles right now. A quick Google search certainly confirms that premise, and reinforces that organizations are increasingly looking for defensible, cost-saving measures to apply to the most expensive aspect of eDiscovery.  However, what’s equally evident is that there isn’t a commonly accepted understanding of what this term actually means and, as a result, the need for market education is clear and widespread.  Over the summer, my team and I have traveled from city to city across the U.S. to discuss these important issues with industry peers.  During these highly interactive sessions, we routinely find ourselves addressing a handful of questions.  I have identified four of the most frequent questions we are asked, as well as the “consensus conclusion” achieved among these groups.

What is Technology-Assisted Review and Why Should I Care?

Consensus conclusion: Technology-Assisted Review was borne out of organizations’ desires to control cost in the portion of eDiscovery (review) that generally accounts for roughly 75% of their total spend.  It is unlike traditional linear review that is highly manual and involves the interplay of humans and computers – often overlaying a variety of technological approaches such as keyword search, clustering, relevance ranking, and sampling – to vastly expedite the review process.  Technology-Assisted Review has been proven to save up to 80% of total cost versus linear review, which can add up to millions of dollars for even a single matter.

Are all Technology-Assisted Review Solutions the Same?

Consensus conclusion:  No.  Today, there are two broad categories of Technology-Assisted Review – one that leverages artificial intelligence and another that relies on a human’s understanding of language to identify potentially relevant data in a document collection.  The artificial intelligence-based approach provides quick insight into the matter and may require less oversight from senior attorneys, but there can be a “blind spot” in this process.  A few years ago, the common practice was to review as few as 500 documents as a “seed set” in order to train the system on what to look for within the collection. But with data volumes increasing and better education on semantic patterns, a best practice is now to build a seed set of approximately 10,000 documents.  Alternatively, the language-based approach makes document coding decisions based on the specific language contained within each document.  This process is easier to understand and explain to all parties than its artificial intelligence cousin (can you explain the inner-workings of Latent Semantic Indexing?), provides more transparency into the coding decisions and makes it easier to audit reviewers in real time, and creates a reusable work product that can provide even greater efficiencies in the future.

Does Case Law Support the Use of Technology-Assisted Review?

Consensus conclusion:  Case law is quickly emerging to support the use of both categories of Technology-Assisted Review.  Two specific cases, from highly respected districts, are particularly notable: Judge Peck’s February 24^th order in Da Silva Moore v. Publicis Groupe & MSL Group,No. 11 Civ. 1279 (ALC) (AJP)(S.D.N.Y. Feb. 24, 2012), and Kleen Products v. Packaging Corporation of America, Case No. 10 C 5711 (N.D. Ill. April 8, 2011). In Da Silva, Judge Peck specifically holds that “(Technology)-assisted review is an acceptable way to search for relevant ESI in appropriate cases.”  While Judge Peck comments on a matter that involves the artificial intelligence approach in this particular case, the general principles he highlights – leveraging technology to expedite review, focusing on quality, and sampling to ensure reasonable results – support both approaches.  In Kleen, Judge Nolan held for the producing party’s use of a language-based approach for a number of reasons but specifically because their approach has been embraced by the court system for years.

How Do I Choose the Right Alternative?

Consensus conclusion:  It depends.  There is a whole spectrum of review acceleration solutions available in the market, and choosing the right one (or often a combination of them) depends on your company’s litigation profile, your data set, and the time, cost and risk sensitivities of each unique matter.  The artificial intelligence-based approach to Technology-Assisted Review often has two elements that are in play: the need to arrive at quick decisions early on in the litigation, and enough time is available to read up to 10,000 documents for a seed set.  The language-based approach is most appealing when transparency and reviewer auditability are of paramount concern, and when an organization wants to incorporate this approach as a regular business practice.  Be cautious of tying your success to a single technology platform because each matter is unique and each may require a slightly different methodology to achieve optimal results.  If you need help on compiling the right solution, take the time to find an expert, because the cost and risk of making a mistake in eDiscovery can be severe.

To learn more about review acceleration, and the two key alternatives to Technology-Assisted Review, an excellent white paper written by Enterprise Strategy Group is available here.

About the Author

Joe Garber is Vice President of Marketing for RenewData.  During his 18-year career, he has served as Director of Market Strategy for Autonomy (an HP company), a management consultant for IBM, led marketing and product management for a variety of successful technology startups, and served as a press secretary for a U.S. Senator.  He holds a Bachelor of Arts degree from Pepperdine University and a Master’s of Business Administration (MBA) from Cornell University, where he received the prestigious Park Leadership Fellow award for “demonstrated leadership and academic excellence.”

When Working With A Recruiter May Not Be Right For You

Posted by Adam Malanaphy, Project Coordinator at Glenmont Group

Practicing good ethics is one of the core values that we recognize at the Glenmont Group. It is important to understand that recruiters can be an extremely useful tool for both the client and the candidate if used in a manner that will be mutually beneficial for both parties. With that being said, there are certain situations that are unlikely to bode well for all of the parties involved. I find that it is important to point out these scenarios early in the process to ensure a positive outcome.

If a candidate is experienced in the proper subject matter, but has been out of the job market for an extended period of time – it can be difficult to ensure a placement. In this situation, one must understand that our clients are charged a fee to attain the most relevant and talented candidates on the market. Although the candidate in question may be very talented, the fact remains that they will be perceived as less relevant than candidates who are currently working. If you combine the previous relevancy issue with the fee, it equates to a situation that is less than optimal. Two additional instances in which I would take the same approach are:  1) if a candidate is skillful, but still very early in their career, or 2) if a candidate is switching industries. In fact, we will often advise a candidate in either of these positions that they may be better off applying for a given role on their own. This will take the fee out of the equation and reduce the risk of hiring him/her for the position.

Let me now take the opportunity to point out the fact that it may seem taboo for a recruiter to advise candidates that using a recruiter is not always their best option. At first glance, some may even feel that blogging on this topic would be counterproductive. I think that either of those two conclusions could not be farther from the truth. We understand how important it is to “take our recruiter hats off” for a moment and implement a more consultative approach in order to provide our network with the best strategy available. That is one of the biggest advantages that we, as leaders in the recruiting market, can provide to our customers.

Advancing Your Career in Litigation Support

Posted by Adam Malanaphy, Project Coordinator at Glenmont Group

Litigation support is one of the best industries to be in. At the right firm, litigation support can have a very clear career trajectory, and a relatively high level of stability. The top-level employees at AMLAW 100 firms can reach well into the 200k range plus the best benefits in the job market and a long list of other perks traditionally found in the corporate environment. Over the course of the last year I have spent countless hours speaking to litigation support professionals across the USA. What I have found is that the majority of people in this industry take one of the following two paths.

The first group of litigation support professionals I will describe are very likely to have had an interest in the space early on in their career. These are people who may have pursued a major related to the industry in college, or may have spent time in law school before inevitably realizing that they did not want to practice. The typical trajectory we find here begins with an entry-level role like legal assistant or data processing before advancing to an analyst level, to specialist, to coordinator, to project management and on to litigation support manager later in their career (please note that the titles listed in the previous statement may be interchangeable from one firm to the next).

The second most common career trajectory takes a very different route. This group is less likely to have planned on basing their career within the litigation support space, but instead ended up here due to a specific need for their skillset. Now more than ever, I am seeing IT majors begin their career in the technical support departments of big law firms. Those that take this route learn the relevant technology through maintenance of review platforms and databases, then segue to a more operational role where their superior knowledge of the technical landscape can be applied in a more effective manner.

Regardless of which road one takes on their way to becoming a professional within our industry, it will take time and effort to rise to the top. That being said, we do see some candidates rise to the upper echelon much faster than others. In order to separate yourself from the rest of your peers it is important to have some sort of competitive advantage. I see the strongest advantages in candidates who have a well-rounded understanding of the subject matter relevant to their role, with an additional specialty that helps to distinguish themselves from their peers. This specialty can come in the form of trial experience, ability to speak various languages, knowledge of a specific technology, etc.

One must also consider the value of making calculated, strategic moves. It is very important to be sure-footed in one’s consideration of new opportunities because not every new position warrants consideration. Here at the Glenmont Group, we provide expert advice on open positions within the space. Speaking with a recruiter can offer tremendous value because we see the strengths and weaknesses of the top organizations from a bird’s eye view. We are constantly helping candidates find new opportunities, and in doing so – we see which firms people stay at for extended periods of time, which one’s cannot retain talent, and which firms offer the best opportunity for growth. Helping candidates make the right move at the right time is what our business is founded on. In many cases a new role can help one advance in title faster than they would by remaining in one role for many years, offer a 10-15% increase in compensation, and help reinstill passion in the subject matter by offering analysis from a different viewpoint.

When one stands back and takes a look at the litigation support space on a macro level, the benefits of a career within the space truly stand out amongst the many different industries which compose our economy. Whether you take the traditional route into litigation support, or you find yourself in the space via another avenue, the potential to earn a successful living is very high. Remember that learning a specific skill in addition to a foundation of the best practices and procedures within the industry can truly set you apart from the pack. Finally, when the right opportunity presents itself, be ready to seize the moment and proceed accordingly!

Hello? Hello! Anyone Out There? Why You Never Hear Back

Posted by Dana Fink, Director of Staffing at Glenmont Group

The most common complaint we hear on a day-to-day basis is when a candidate sends out resumes during a search, they never hear back. Applying  to positions through a company’s website or job portal is often compared to sending resumes into a “black hole”.

Some ways to avoid /overcome this are:

• Do some investigation on LinkedIn. See if you have any personal connections to potential hiring managers, at the minimum get a contact name to send your information to.
• Use a recruiter to act as your talent agent. They have personal connections and have the ear of hiring managers and HR contacts to highlight your strengths as they apply to a specific job.
• Have a clear and concise message in a cover email. Lengthy cover letters with broad sweeping statements of how wonderful you are and excited about the opportunity are pointless. Have a few key bullets that DIRECTLY correlate to the opening at hand.
• Luck and timing have to be on your side. Replying to old postings in hopes that the position is still open will probably not net the best results.

I welcome reader’s comments on their own experiences—

In addition, I found the following tips on Glassdoor.com insightful-

5 Reasons Why You Never Hear Back After Applying For A Job

Meghan M. Biro, Glassdoor

Read more: http://www.glassdoor.com/blog/top-5-reasons-hear-applying-job/#ixzz25bbHV55O

People  often wonder why they never hear anything back after they hit ‘send’ on the  email with a resume attached or on the on-line job application. If you’re very  lucky, you might have a preliminary email exchange with a recruiter and then  never hear from them again.

It’s a depressing experience, and one which also casts a shadow on the  hiring company’s reputation. So why does it happen? Is it you, is it them, or is  it just something every candidate must prepare for in the hiring  process?

There’s no question job seekers face an uphill climb. High unemployment  nationally means more competition for every position; according to a January  2012 article in the Wall  Street Journal, Starbucks “… attracted 7.6 million job applicants over the past 12 months for about 65,000  corporate and retail job openings…”

An oft-cited recruiter’s complaint is that as many as 50 percent of people  applying for a given  job simply aren’t qualified. Adding to the challenge, most  large companies – and many  smaller ones – use talent-management software to screen resumes,  weeding out up to 50 percent of applicants before a human even looks at a resume  or cover letter. The deck is definitely stacked against the job seeker. So how  do you break through?

Here are my top 5 reasons you’re not hearing back after applying for a job,  with five suggestions for ways to avoid the Resume Black Hole.

Why You Never Hear Back:

1. You really aren’t qualified. If a job description  specifies a software developer with 3-5 years of experience and you’re a recent  graduate with one internship, it’s unlikely you’ll get a call. Avoid  disappointment – don’t apply for jobs for which you lack qualifications. Most  job descriptions are written with very specific requirements. Yes, the company  is trying to find the most qualified candidate; yes, they are trying to weed  people out. It’s not personal, it’s business.
2. You haven’t keyword-optimized your resume or  application. Job descriptions are salted with keywords specific to  the skills or attributes the company seeks in applicants. A close read of the  job description is a necessity, as is keyword-optimizing your resume and cover  letter, if you’re using one, or email. If the job description lists words in a  certain order, e.g. a list of programming languages required, use the same order  in your resume.
3. Your resume isn’t formatted properly. You might think  distinctive formatting will set your resume apart, but automated programs don’t  care if a document is pretty. Help a machine out. Be consistent in formatting – consider using separate lines for former employer, job title, and years  worked.
4. Your resume is substantially different from your online  profile. LinkedIn, Dice and other online  profile sites can be useful tools, so it‘s important to make sure they match  what’s on your resume. This may seem to be a contradiction – in #1 I advised  keyword optimization – but it’s really common sense. Jobs worked, employers,  years on the job and other details should match. The subtext here is  always tell the truth.
5. The company received 500 resumes for one job posting, and yours was  499^th in. Looking for a job is a  job. Do your research – know which companies you want to work for, organizations  where you sense culture fit. Every morning scour the job postings and jump on  anything for which you’re qualified (and in which you’re interested.) Being  early with your resume or application does matter. Check back  often in the first few days to make sure the listing hasn’t changed. Often a  company will post a job and halfway through the process change the  description.

It’s hard to game the system. Your best bet is still a personal referral, and  even that may not be enough to get a call. A guy I know gave his resume to a  woman who worked at a company where a good job had been posted. He received an  automated email noting his resume had been received but never heard another  word. After a month he asked his friend to check with the recruiter. It turned  out the job description had changed, but the recruiter never bothered to let the  referring employee – or the applicant – know. This isn’t unusual, unfortunately.  So what can you do?

How You Can Get Noticed:

1. Research interesting companies on social media. Find  out who the recruiters are and follow them. Many will tweet new postings, so  watch their streams and jump on anything for which you are qualified. And if  they tweet news saying the company’s had a great quarter, retweet the news with  a positive comment.
2. Consider starting a blog in your area of interest or  expertise. It’s a social world; time to build a trail of  breadcrumbs leading to you. Include the blog, and links to any especially  relevant posts, in your emails to recruiters with whom you’re working.
3. Get professional help with your resume. Either a  resume writer or an SEO expert can help you increase your odds of getting  through the talent management software. If you can’t afford this step, read the  top career blogs for advice.
4. If at all possible, don’t wait until you’re out of work to find your  next job. I realize for many people this isn’t possible or might  even be offensive, but your chances of finding the next job are best when you’re  still employed.
5. Network. Old advice, but still true. Be visible, be upbeat,  be informed about industry trends and news in your area of expertise.

Finding a job is tough, no question. I’ve talked to other recruiters who say  they only respond to 30 percent of applicants. The odds are good you’ll be in  the 60+ percent who hears nothing a lot of the time. Don’t take it personally – it’s not a rejection of you, it’s a reflection of the times. If you don’t hear  back, know you’re not alone.

Read more: http://www.glassdoor.com/blog/top-5-reasons-hear-applying-job/#ixzz25bakRF69

3 Time Savers That Have Changed My Life

Posted by Kate Potters, COO at Glenmont Group

As a working Mom of 4, with a busy recruiting business, I sometimes feel that it’s a miracle that anything gets done. Since starting our business 12 years ago, my husband/business partner and I have used every tool at our disposal to make things work. There are 3 simple things that have been a tremendous help.
Number 1: Grocery Shopping Online
While we used to spend 2-3 hours a week walking the aisles and waiting on line, it now takes 30 minutes tops. As I’m shopping online, I can look up a recipe and buy all the right ingredients or check the fridge to see if we’re out of milk (we usually are). It’s also been a money saver since you eliminate most impulse buys and can easily sort prices low to high. Every year, my family spends a week at the Jersey Shore and we wasted half a day at the grocery shore. (Seriously, it’s not all Snooki and beach bars, we go to the other Jersey Shore, Long Beach Island. If you want to see some beautiful homes click here www.beneescola.com.) This year we discovered that Peapod offers delivery there. What a wonderful thing to be relaxing on the beach and get a text that your groceries have arrived, go to the house, meet the delivery person and be back on the beach 15 minutes later!
Number 2: Outlook’s Email Calendar
I put everything on my calendar. It’s a to-do list, interview tracker and soccer practice reminder all-in-one. The best part about it is the ability to invite others to the appointment and set an alarm. We have a Percolator at work-yes they still make them. Once or twice we forgot to unplug it, which is not good. I added an alert on my calendar and invited one or two other coffee drinkers in the office. Now I can sleep at night, knowing we’re not going to burn the building down.
Number 3: Banking Online
I started using this for work and then decided to handle personal banking this way as well. It not only saves time but also helps for budgeting. I haven’t used the photo deposit feature yet but why not. I’ll do just about anything to avoid waiting in line at the bank.
If you have some time saving tips to share, please add a comment below.

Time Is Money and The Clock Is Ticking

Posted by Adam Weissman, Director of IT and Legal Technology at Glenmont Group

There are hundreds of recruiting industry-related seminars, webinars, conferences, discussion groups and training events. Many of them are offered free of charge, but there are a small percentage of those which charge a fee for participation. Regardless of how much or how little the expense, if you are paying to participate, it is reasonable to expect that you are listening to or speaking with a leading industry-recognized expert, and that it theoretically and practically adds value to your business. Topics run the gamut from Getting Clients to Call You First, and The Art of Targeted Cold Calling, to 5 Simple Steps to Get Top Talent to Find You, and Behind the Scenes of the Hiring Process (just to name a few I’ve seen throughout my recruiting career). If you look hard enough, you can likely find one that potentially provides some level of benefit to your business, and hopefully your bank account.

I recently participated in such a seminar designed to provide new techniques for recruiters to grow their individual businesses. This was widely-marketed and geared towards established recruiters across industries, and touted as expert advice on how to take a book of business, no matter how successful, and substantially increase individual revenue. I paid a higher-than-average fee to “attend” and listen by phone. By the 30-minute mark of this seminar, I hung up and disconnected from it.

In those 30 minutes, I gave 100% of my attention to the presenter – I paid money to listen to ideas that were supposed to enhance my day-to-day business, so I wanted to get my money’s worth! I neither made nor accepted other calls, did not respond to emails, nor reviewed resumes (all activities that help me make money). In addition, this seminar was scheduled right in the middle of the day, at what we consider prime-time for calling candidates and clients.

(NOTE: The following comments are not intended to be cruel, spiteful or discrediting to the host.)  The information presented in this seminar was catered to inexperienced and independent recruiters whose business may be stagnant, struggling to grow, or just getting off the ground. However, it was also advertised to experienced agency and executive recruiters. The presenter stopped short of recommending that recruiters should consider finding humans to fill jobs for their clients, but the level of advice being offered, excuse me, being paid for by more than 100 participants, was at best elementary.

It would be equivalent to a doctor attending a one-hour medical industry seminar advertised to practicing physicians, conducted during regular office hours, and the presenter spending the opening 15 minutes explaining the value of having a stethoscope. Following the handy outline, the speaker then uses the next 15 minutes to break down why having two stethoscopes is better than only having one, and where one might look to procure said value-adding second stethoscope.

When someone targets experienced professionals who are, in other words, industry peers, with the notion they will be bringing new ideas or concepts to the attention of the “community”, the audience has a reasonable right to expect exactly that. There are probably no more than a handful of legitimate thought-leaders in the recruiting world whose ideas are worth spending time and money to hear. It is not always easy to decipher the good ones from the bad simply from the topic of the seminar or from whether you recognize the names of the presenters. However, you also cannot assume an event is inherently going to be worthwhile simply because it was promoted on a popular industry website or is booked at a banquet hall at the chain hotel in the City. Substance is substance. You don’t want anyone to steal your money, so don’t let anyone steal your time.

Summertime Blues

Posted by Joe Alonzo, Director of eDiscovery/Computer Forensics at Glenmont Group

It’s that time of year again, back to school commercials are airing on TV, the sun is going down just a bit earlier every day, and the beach chairs are nearing the end of their season.  Apple will (likely) launch the next iPhone in time for the holiday season; and if you are anything like me, you are excited for football, you noticed the beer selection has changed from summer brews to Oktoberfest or pumpkin ales, and your four year old has vetoed her bathing suits in favor pants and long-sleeved shirts (it’s still 90 degrees out I tell her)!

As we come closer to the last quarter, there are two scenarios you will see regarding the job market:  1) Companies have added their headcount for the year and are done hiring OR 2) Companies have budget surplus and need to spend money on hiring before the year is up.

With the end of summer approaching, many have started to shake the sand out of their heads and get back into the hiring/interviewing process.

Glenmont Group predicts hiring demand to rise as we near the end of 2012.  Many candidates will want to ride out the year into the beginning of 2013 so they can see their bonus.  This puts the passive job seeker in a good position.  If you are unsure of a bonus this year, or it’s marginable, beat the 2013 candidate rush and put yourself in touch with one of us.  When it comes time for an offer, chances are you will see an increase in salary and won’t even miss your bonus.  PLUS…you will be bonus eligible at your new firm.

Like always, the vendors are hiring sales people, but we are noticing more start to look for Project Management and Operations.

On the law firm side of things, the demand lies in the mid-level candidate at the Coordinator or PM level.  Salaries remain competitive but keep in mind that it is never the best idea to over-negotiate for a few dollars more as there is always a candidate next in line willing to accept that offer.

So far this year, our client requirements have risen over 33% and our placements have risen nearly 28% from last year, we expect 2013 to be even stronger.

Enjoy the rest of the summer, before you know it you will be in line at Toys R Us (or clicking away on Amazon) doing your holiday shopping!

Please contact me if I can answer any questions, I am always happy to help.

-Joe

joe.alonzo@glenmontgroup.com

Candidates Aren’t The Only Ones

Posted by Geoff Zodda, Managing Director at Glenmont Group

It is obvious that when candidates arrive at an interview, they are going to have to speak to their background, achievements and aspects of the department that they have been instrumental in building. Without that information, the hiring manager has no way to separate them from everyone else they are interviewing. In essence, they need to “sell” themselves.

In this day and age, the potential employer needs to be in a position to sell their organization as well, in order to nab the top individuals on the market. This is a key component to an interview from the candidate’s perspective. If they feel that they are being sought after and have gotten a lot of information on an organization, they are more likely to accept a future offer, rather than if it’s a cookie cutter, Q&A interview.

One aspect of selling is just giving the candidate a feel for the long-term growth potential. While they may not ask about it during the interview process, candidates always like to have a big picture, birds eye view on what their career may look like at an organization if they are successful there. Another aspect is introducing the candidate to respected employees who would be in their department. Seeing an example of those who have been successful could provide the incentive to come on board. They can picture their future with the organization.

One last consultative way of selling an opportunity to a candidate is to have them meet with the highest individual in the department. It doesn’t have to be a full fledged interview, but at least a meet and greet. This will make them feel like they will be an integral part of the organization, as opposed to a small cog in a large machine.

When I see employers utilize these methods to “sell” candidates on their firm, the results are extremely positive. The proof is in the pudding that when a candidate feels like they have growth potential, are part of a team and can have an impact on an organization, an accepted offer will be forthcoming.

What Does Your Language Say About You?

What comes out of your mouth always makes a difference.

Posted by Adam Weissman, Director of IT and Legal Technology at Glenmont Group.

No matter how small or big the organization, have no doubt that the messages communicated from anyone and everyone who holds a management or leadership role will guide the culture of the company. In the last decade alone, news stories have documented the wildest success stories and catastrophic failures of some of the most recognized corporate names in the world. When you read or listen to interviews with current and former employees, it is seemingly common for these recounts to point directly and specifically at the messages being delivered from the top-down. References to emails, company-wide memos, and management directives that enabled certain behaviors and fostered particular protocols are brought to light. They refer to singular management-delivered and -driven messages that inspired an entire organization to do better or, conversely, connect specific incidents and communications that ultimately and negatively altered the undercurrent of employee sentiment.

In a recent article entitled “How Language Shapes Your Organization” by Kevin Allen, a contributing author to Harvard Business Review, the impact and power of the words used by managers and executives is analyzed. His commentary assigns responsibility and accountability to even the most casual of communications from those in a leadership function.

http://blogs.hbr.org/cs/2012/07/how_language_shapes_your_organization.html