Search firm rep begins football coach hire process at Oregon State

CORVALLIS — After visiting Corvallis for the first time last weekend, touring the campus, meeting with coaches and officials and attending Oregon State's 36-33 loss to Colorado at Reser Stadium, Glenn Sugiyama says he is prepared to begin the search for the Beavers' next head football coach.
OREGON STATE FOOTBALL
OREGON STATE FOOTBALL


"It was important for me to be there and see the commitment from the institution, which doesn't exist everywhere," says Sugiyama, managing partner and global sports practice leader for DHR International, the search firm that will help Oregon State identify candidates to be its next coach.

Sugiyama met with OSU athletic director Scott Barnes and spent time talking with baseball coach Pat Casey, men's basketball coach Wayne Tinkle and women's basketball coach Scott Rueck during his time in Corvallis.

"Something I'll be able to relay (to coaching candidates) is (the Beavers') commitment to winning and to excellence," Sugiyama says. "The facilities they've built and what they plan on doing in the future is exceptional. That's going to be a strong selling point for this job.

"I was also impressed with the fan base and support (the football program gets) in and around Corvallis. It's a great opportunity. A coach could in there and build a program and win."

On its website, DHR International identifies itself as one of the largest executive search firms in the world, with more than 50 offices. Sugiyama, who works out of the Chicago office, says DHR operates one of the largest sports practices in the executive search industry.

Sugiyama, in his 14th year with DHR, identified Barnes as a candidate when he was named athletic director at Pittsburgh in 2015. DHR was the search firm used by Purdue last year when it hired Jeff Brohm as football coach and by Stanford when it hired Jim Harbaugh. The company also placed Heather Lyke as Barnes' success at Pitt.

DHR is the search firm used in the hiring for AD and coaching positions for schools such as Colorado State, Fresno State, San Jose State, Kansas and Syracuse.

The company's fees for a candidate, or candidates, for the Oregon State job "shall not exceed $200,000," as per a contract it signed on Monday.

Sugiyama says he will work with a couple of other staffers assigned to the project.

"Oregon State is in good hands," he says.

DHR officials will reach out to representatives of potential coaching candidates to identify their interest in the OSU job.

"We can talk to them as a third party on behalf of our client without (the client) being involved," Sugiyama says.

The company has a research department that vets candidates, and will be armed with a list of criteria aimed specifically at Oregon State.

"We've learned what types of characteristics and traits would be successful there," Sugiyama says. "It's not just about finding a coach who could win games. It's also about a person who fits the culture in the Oregon State community and the city of Corvallis."

Sugiyama says he isn't sure how many candidates he will recommend to Oregon State.

"I let the marketplace dictate the search," he says. "Once we find our person, the search is over."

Barnes says, however, that he, along with school president Ed Ray, will make the final decision on the coaching hire, taking DHR's recommendations into consideration.

"I'll also seek advice from some people on campus and other folks before reaching a decision," Barnes says.

Barnes says there is no time line in which the school will name a new football coach, but hopes a hire will be made as soon as possible after the Nov. 25 Civil War game. The national letter-of-intent signing date has been moved up this year, from the first week in February to Dec. 20.

Executive Search Leader Lisa Maxwell Honored in SIA’s 2017 “Global Power 100 – Women in Staffing” for Third Consecutive Year

ATLANTA--(BUSINESS WIRE)--Gerard Stewart Founder and Managing Partner Lisa Maxwell has again been named to the Staffing Industry Analysts (SIA) 2017 “Global Power 100 – Women in Staffing” list as one of the most influential women in the staffing industry today. Maxwell has been included on the list all three years of the award’s history.

The annual list is not a ranking but a spotlight on those whose accomplishments and contributions are defining and redefining the evolution of work and related solutions against a backdrop of rapid technological advancement, shifting economies and legislative change, SIA said.

As Founder and Managing Partner at Gerard Stewart, an international leader in executive search firms focused on the C-suite, Maxwell has guided the firm to expand its client portfolio and report record-breaking revenue growth of 47% in 2015 and 62% in 2016. She has led the company to grow its footprint and influence globally, most recently in Asia Pacific. Cited for her balanced viewpoint and straightforward approach, Maxwell often serves as an advisor and sounding board to many of the industry’s most influential executives.

“I am honored to be among the growing number of women taking on leadership roles and thriving in this industry,” said Maxwell. “Staffing and talent management have evolved to become more critical to and integrated into business strategy, and I am thrilled to be part of this group of leaders who are shaping the human capital space and its impact on business.”

“From strategic visionaries, top executives and niche experts to global professionals and HR innovators, those named to this year’s list represent an impressive caliber of female leadership,” said Subadhra Sriram, publisher and editor, SIA. “We are extremely proud to celebrate their success stories and to raise awareness for the values and diversity so integral to our industry and essential to keeping us competitive while elevating the industry.”

A 20-year human capital industry veteran based in Atlanta, Maxwell was named to the “North America 50” category of the Global Power 100 list, also known as “The Power 50.” Throughout Maxwell’s career, she’s been recognized with multiple industry awards, including SIA’s “Staffing Industry 100,” a list of the 100 most influential people in the staffing industry for the last four consecutive years, including the 2017 list.

About Gerard Stewart

As an international leader in executive search, Gerard Steward focuses on recruitment for leading outsourcing and professional services firms and senior level positions within the human capital industry.

The team at Gerard Stewart advises client companies on recruiting and retaining outstanding leaders and helps mitigate the risks involved with senior level appointments. The firm has completed engagements across the broad human capital landscape. Its prestigious client list includes firms in staffing, workforce management, human capital consulting, information technology services, vendor management software, professional services and outsourcing. Gerard Stewart leverages deep industry expertise and an extensive network of human capital executives to ensure access to leading candidates in chosen markets.

Headquartered in Atlanta, Gerard Stewart has offices in London and Menlo Park, Calif. For more information, visit www.gerardstewart.com.

Arts Consulting Group Finds New CEO for Cape Arts & Entertainment

October 19, 2017 – Theatrical, film and music organizations have been turning to executive search firms in recent months to find new leaders. Arts Consulting Group (ACG) placed Jonathan Kaledin as president and CEO of Cape Arts & Entertainment (CA&E). ACG president Bruce D. Thibodeau led the search.

CA&E had been seeking an experienced, entrepreneurial visionary and a team leader who will empower and work with the board, said the search firm. The non-profit wanted someone with experience in financial management, complex organizational structures and project management.

Mr. Kaledin is a lawyer and non-profit executive with more than 30 years of experience working in government and the private sector. He is one of the country’s more renowned public interest environmental executives. His leadership roles include executive director of the National Water Education/Funding Council, executive director of the Alliance for Water Stewardship and executive vice president/general counsel of Natural Systems Utilities. He has also served as New York regional counsel for the Nature Conservancy and general counsel of environmental affairs for the Commonwealth of Massachusetts.

Musicologist

A professionally trained cellist and musicologist, Mr. Kaledin played in the Boston Philharmonic Orchestra and the Boston-based Copley String Quartet. He has also substituted in the Albany Symphony Orchestra and performed at the Monadnock Chamber Music Festival, the Nantucket Chamber Music Festival and at the International Music Festival of Nice. Mr. Kaledin has delivered guest lectures at universities and conferences nationally and internationally.

“We’ve spent many months in an executive search process, guided by Arts Consulting Group, that led us to Jon,” said Douglas MacDonald, chairman of the Cape Arts & Entertainment board of trustees. “We believe his dual experience in executive management and professional musicianship provides a unique perspective that will be valuable in guiding Cape Arts & Entertainment, and its two organizations, the Cape Symphony & Conservatory, to new levels.”

Wyona Lynch-McWhite, vice president of Arts Consulting Group, said her group wanted to congratulate Cape Arts & Entertainment on the placement. “As both a musician and an esteemed nonprofit executive leader, he possesses all the skills, knowledge, and strategic vision needed to advance the Cape Symphony & Conservatory and create a unified and synergistic organization,” she said.

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In his new role, Mr. Kaledin will partner with those working to build the Oceanside Performing Arts Center, a future performance hall. He will leading a senior team of 18 professional staff members across the organization. Fundraising, marketing, team building and communication will be a large part of his role as will becoming a visible presence in the Cape Cod community.

“I hope to bring my decades of experience thinking about and running non-profit organizations to bear on the further growth and development of Cape Arts & Entertainment and the Cape Symphony & Conservatory,” said Mr. Kaledin. “Both the Symphony and Conservatory are models of highly functioning, important contributors to the arts on Cape Cod. Our next goal is to determine how best to continue advancing their growth and success,” he said. “In partnership with other regional and community arts and culture organizations, we will elevate the Cape as one of the country’s nationally recognized arts and culture centers.”

Cape Arts & Entertainment is the largest arts non-profit on Cape Cod and the parent organization of both the Cape Symphony and the Cape Conservatory, having merged these two organizations in 2010. Founded in 1961, the Cape Symphony has an annual audience of more than 27,000.

Performing Arts Specialists

Arts Consulting Group provides interim management, executive search, revenue enhancement consulting, facilities & program planning, and organizational development services for the arts and culture industry. It has identified senior-level leaders for the Long Beach Opera, Fort Worth Opera, Chicago Opera, Stockton Symphony Association and Portland Baroque Orchestra, among others. The firm has offices in Boston, Calgary, Chicago, Dallas, Denver, Halifax, Los Angeles, Nashville, New York, Portland, San Francisco, Tampa, Toronto and Washington, D.C.

Dr. Thibodeau founded ACG in 1997 and has been part of numerous projects in all practice areas to grow institutional sustainability, advance the arts and culture sector, and enhance communities served by the industry. He has guided hundreds of non-profit, university and government clients in achieving effective leadership transitions, planning cultural facilities, increasing revenues, developing dynamic institutional brands and messages, crafting strategic plans and business models, and revitalizing board governance practices.

Arlington Partners Seeking CEO for The Institutional Limited Partners Association

The Institutional Limited Partners Association (ILPA) has retained Arlington Partners International to lead a global search for its next CEO. Lisa Heidman, the recruitment firm’s founder and CEO, and Deborah Magidson, senior client partner, are heading the assignment.

ILPA’s chief executive is expected to lead an executive team and staff to deliver near- and long-term value to the association’s highly-engaged membership and key stakeholders, said the recruiters. At the heart of those efforts, they added, the CEO should pursue the strategic advancement of each of ILPA’s four pillars: membership and events, industry affairs, education, and research and content.

ILPA is seeking an exceptional motivational leader and communicator with a track record of bringing out the best in leadership teams across geographies, said Arlington Partners. The individual will have already grown an organization globally or be able to demonstrate how to do so. Ideally, the new leader will combine industry-specific knowledge and insight with a keen ability to anticipate and identify market opportunities.

The Institutional Limited Partners Association engages, empowers and connects limited partners to maximize their performance on an individual, institutional and collective basis, said the search firm. The group has more than 450 member institutions representing over $1 trillion of private equity assets under management. It is also the only global organization dedicated exclusively to advancing the interests of LPs and their beneficiaries through best-in-class education, research, advocacy and networking.

Non-Profit Recruiters

Based in Toronto, Arlington Partners includes more than 20 partners, consultants and board advisors, each with extensive private sector, non-profit and public sector experience. The team has decades of combined board and senior executive experience. Its members have broad business expertise and have held senior executive and board leadership positions in top organizations across North America.

Ms. Heidman has upwards of 20 years of legal, business, board and executive search experience collaborating with CEOs, senior executives and top talent from a wide range of industries. She has worked with some of the most iconic private sector companies in Canada and the U.S., advising boards and their senior leadership teams, and placing C-suite executives and their critical support teams across varied enterprises. Ms. Heidman has also made a significant footprint in the non-profit, academic, healthcare and public sectors. She has led North American and global board, CEO and senior executive searches for numerous large non-profit organizations.

Ms. Magidson, for her part, has broad consulting, assessment, board and senior executive search experience in the private, public and non-profit sectors in Canada and the U.S. At Arlington Partners, she is responsible for developing the non-profit, healthcare, academia, media and entertainment, loyalty and legal practice areas across North America. In conjunction with Arlington Partners’ managing partner team, she leads searches across all industry sectors around the world.

Boutique vs Big Name: Tips for Choosing the Right Marketing Executive Search Partner

Get a better result, faster, with the leading boutique marketing executive recruiter.

Industry wide, executive search firms have a failure rate of around 9% for their placements. That’s an enormous risk when hiring a marketing executive, where the future growth of your organization is at stake. The key to stacking the odds in your favor?

Finding the right executive search partner.

This is a case where big is not better. Lack of deep expertise in marketing and too little focus on culture fit are causing an unacceptable failure rate among the big names in executive search.

The larger recruiters try to be all things to all executives. But marketing is changing at such a rapid rate it takes an expert (and former marketer) to keep up. A specialized, boutique marketing executive search firm can bring the edge you need to ensure you find the best possible marketing leader.

When it comes to executive search, failure can be catastrophic for your business. When measuring success or failure the executive search industry uses a six month benchmark. If a candidate placed is gone in six months or less–whether they were unqualified for the job, didn’t fit the culture, left for another opportunity, or any other reason–the search failed.

At MarketPro, we believe that timetable is far too short. One of the reasons for our success is our focus during the vetting process on candidates who can make a three year impact on your business. Focusing on creating a win for our client and a win for the candidate using a three year time horizon changes our interviewing and evaluation process for the better.

In an industry where 9% of candidates placed don’t last 6 months, compare that with MarketPro where for the last 10 years 98% of our candidates have stayed past 6 months.

If you turn your mission-critical marketing executive search over to just anyone, there’s almost a one-in-ten chance that the new leader you were counting on to drive growth will be gone in half a year.

The reason for this failure rate is simple. The nature of marketing today is changing at an ever-increasing pace. The only way to reliably find and place top-tier marketing leaders is to understand marketing yourself, because formerly you were one.

You’re not going to be a marketing expert if your team and resources are spread across multiple disciplines. Any firm simultaneously recruiting for Accounting, HR, IT, Sales and Operations is going to be limited in their depth of marketing knowledge.

The other big challenge the big search firms have is their hands-off list. When you cannot recruit from your clients, going with the bigger firms limits your pool of talent.

In terms of stick rate, boutique marketing executive search firms do much better than industry averages thanks to their specialization and a deep network of talent in their area of expertise.

Specialization and Talent Quality

Marketing is constantly changing, and getting more complicated by the day. That makes finding an A-player at the top of their game extraordinarily difficult if you don’t understand what’s happening in the field.

A boutique marketing executive search firm will focus only on top leaders in marketing and related fields like digital marketing, e-commerce, communications or advertising. Their attention won’t be divided among different disciplines.

That means you’re not only more likely to get a hire that sticks around; your new executive is also far more likely to actually be an A-player with the ability to have a far superior long-term impact on the business.

In recruitment, experience matters. The more you do it, the more you learn. A firm committed to one area of expertise will better understand their clients’ needs and what it takes to be a top marketing leader today.

Speed and Flexibility
image: http://cdn.business2community.com/wp-content/uploads/2017/10/8045423_Mresize.jpg

hiring a marketing executive

When hiring a marketing executive, you want to take enough time to make sure you’re getting the right person. But you definitely don’t want to be dragging your feet while the competition races ahead.

The average executive search can take six to nine months or more. There are many contributing factors to this delay, but one important influence is the way larger firms process searches.

To properly build momentum in a search takes a different approach in the first two weeks, which will allow the search to be completed in much less time.

Bigger search firms tend to focus more on the profitability of the search rather than how long it takes to complete. A boutique search firm can view the process differently to allow less time to hire.

Craig Lapham, CEO of a firm specialized in recruiting executives for the insurance and financial services industries, puts it nicely:

“A big search firm may use its large team of search professionals as an effective marketing tool, but when it comes time to actually conduct a specific client search engagement, the larger firm becomes encumbered with conflicts both internal and external.”

This delay doesn’t just stall your business success–it can directly impact the quality of candidate you’re able to recruit. Top talent in the marketing field is in extremely high demand. What’s more, they tend to be extraordinarily busy.

The longer your executive search drags on, the more likely you are to lose top candidates. They’ll either lose interest and drop out of consideration, or get snapped up by another company who was able to act faster.

The turnaround time for a boutique marketing executive search firm can be far less than the industry average, thanks to its superior organizational flexibility and understanding of the talent pool and clients’ needs. With a specialist, you’re more likely to have your essential new marketing executive in three months or less.

Get a better result, faster, with the leading boutique marketing executive recruiter.

How Do Headhunters Help With Executive Recruitment?

Using a headhunter turns a passive executive recruitment strategy into an aggressive one. Rather than advertising a post and hoping that the best candidates come to you to apply, when you use a headhunting service, you send someone out to track down the best candidates for you. Many people will be interested in a position if it is offered to them personally, even though they are not currently looking for a new job. You can only recruit these people if you make the first move, because they won't see your ads or apply for a job.

Headhunters specialize in executive recruitment. They work for the companies that need the best new talent and which are willing to make the sort of offers that can tempt a skilled executive away from their current position. Headhunters target the best people for the job. They hunt them down and convince them to meet with the recruiter who is interested in them. This places the headhunter between employers and new recruits. They act as a mediator, a negotiator, or even a matchmaker, helping to find the perfect candidate for a job, and helping executives to move into new and better positions.

In order to be successful, a headhunter must have insider knowledge of the industry in which they are working. They must have a network of contact through whom they can find out about the positions that are going to become vacant, and about any newly created positions. They need to keep an ear out for any high level professionals who might be looking for work, or who could be ready to make a move if the right offer is made to them.

Headhunters usually work on commission. Their fee is usually calculated as a pre-specified percentage of the salary of the job for which they are recruiting people. The exact percentage will be negotiated with each employer that uses their service, but a fee of about 25 percent is fairly typical. This means that a headhunter can earn a lot from a single position that they are able to fill. Headhunting does not provide a steady income, however, since the availability of positions and people who are suitable to fill them can vary.

The main benefits for an employer who chooses to recruit through a headhunter are the savings in time and resources. The company does not need to spend its own time and money finding candidates to fill a position. Finding someone who can work at the highest levels can be very difficult since the pool of available candidates can be small. Some of the largest companies in the world are able to manage recruitment themselves, often having a special department specifically to deal with finding suitable candidates. Smaller companies that are unable to spend as much time and money on recruitment often choose to use a headhunter instead.

Another important benefit of using a headhunter is that the candidates who will be presented by the headhunter have already been evaluated. There is no need for the company to spend as much time sifting through applications and comparing candidates. They can also be sure that the candidates selected for them by a headhunter are among the best in the industry.

The candidates who work with headhunters receive similar benefits. They are offered positions that they would not otherwise have known about, and they can work with a headhunter to find their dream job. Candidates can specify their requirements to the headhunter, for example asking for a certain type of position, salary, or particular benefits. They can even ask the headhunter to look for an opening in specific companies for which they hope to work. Headhunters can also give candidates an advantage when they are selected for an interview, by offering additional information about the recruiting company and their competition for the post.

10 SEO Mistakes By Recruitment Agencies.

A SEO developer for recruitment agencies should possess some amount of knowledge in order to make the website of his client in recruitment agencies effective. If they do not have sufficient knowledge in SEO and the recruitment agencies, then the chances are that they would cause more harm than good to the client. Let us now look at ten ways in which SEO can go wrong:

• The most common issue with the armature SEO developers would be using the wrong keywords in recruitment agencies. One should realize that there is extremely tough competition out there and even a small mistake would cost a lot. For good SEO for the agencies, it is important to have the right keywords if not there is no point in doing SEO. Many beginners fail to do proper research regarding the keywords and use those which are not even ranked. This leads to failure of SEO.

• Many SEO developers also fail to pay attention to the tags in the website for the agencies. Many leave it empty hence leading to a bad SEO. Tags are extremely important for the search engines.

• Using Flash without HTML is another commonly made mistake by the SEO developers. It is not a very positive thing in the first place to use Flash in the websites. The main reason for this people find it time consuming and even the search engines would not be able to read Flash. So, using Flash is just a waste of time and would not help SEO in anyway.

• The chances of Java Scripts being noticed by the search engine are also not very usual so, one should not rely on it. A site map should be created which enables the search engines to crawl the website. One must be aware that the search engines are not building the web pages based in the Java Scripts.

• SEO developers also make the mistake of concentrating too much on meta-tags. This leads to the websites losing their rankings as the algorithm of the search engines keeps changing and using meta-tags is no longer prevalent by them.

• Another mistake made by the SEO developers is making the title of the page an image. One should note that the title should always be text and not an image. The search engines generally does not crawl images and thus making the website losing out its position in the web world.

• The website should be built and then according to the service the SEO should be built. Some people make the mistake of going the other way round thus leading to the failure of SEO.

• Another mistake is that after the initial SEO is done for the website no further optimization is done. But, it is important to realize that SEO is an ongoing process and according to the change in the search engines algorithm (which is not possible to know) one must keep doing SEO. Only then will it be helpful for the website.

• Though proper SEO is done on the website, excessive spamming also leads to its failure. Spamming especially through back links is very harmful for the website.

• Use of keywords is important for SEO but it should not happen that keywords are overused. The keywords used should be only those which are highly ranked or else they would not help in anyway. If the keyword is “Recruitment agencies” Having 20-50 same phase under “Recruitment agencies” will not be very friendly to Google!

Hope these simple tips will help the agencies to get further in their SEO marketing.