The right people in the right
places at the right time. These
are essential for the growth of a company or department. And it
is these elements that Martin Birnbach and
Associates specializes in providing. We have the tools, the
experience and the contacts to make an appropriate match, even when
other efforts have been ineffective.
When you work with Martin Birnbach and Associates,
you can be assured of the most professional, aggressive recruiting
services available. We know the job market and act as consultants,
informing you on competitive compensation, benefits, skill sets
and personal qualifications. You maintain a full quotient of outstanding
talent in your organization, and can pursue your business goals
without months of wading through unqualified resumes and interviews.
|The Right People
The job market is tough for employers, no doubt about it. Experienced
talent is scarce, business growth is white hot, and start-ups are
tapping the talent pool. The biggest limitation to growth in many
corporations is people. Martin Birnbach and
Associates is highly aggressive in our search efforts. We
take time to completely understand your goals, give you feedback
about your candidate profile and expectations, then quickly fill
|In the Right Places
After 31 years in executive search and consulting, we have developed
a methodology to effectively pinpoint your needs and the people
who can best fulfill them. Using BIODATA,
a screening process based on neuro-linguistic technology, we fill
not only a job description, but a personality profile that works
within your organization. Retention is an essential part of our
focus because we know it is important to your success. After 5 years,
over 71% of the people we place are still working for the same company
- an unheard of statistic in our industry.
|At the Right Time
Our experienced and highly trained Search Consultants specialize
in particular industries or position types to expedite placement
efforts. We identify candidates through an extensive contact network,
qualify them with BIODATA, thoroughly
check references, then utilize our experience to motivate a move.
In an industry where placement takes an average of 6 months, our
average is 60 days - start to finish. The staffing job is
done, and you can re-focus on your business.
Technical to CEO, worldwide and right here in Dallas, Fortune 50
to small startup, Martin Birnbach and Associates
truly puts the right people in the right places at the right time.
Click here to review
Martin Birnbach's bio.
|Why Recruiters Are Worth What They Charge
"When I need a heart bypass, rest assured that I won't
select my surgeon on the basis of what he charges."
That's what an ailing executive recently opined when he was informed
by his doctor about his arterial blockage problems.
Why then are corporate executives so tight fisted when dealing
with what is so commonly thought of as the "heartbeat"
of their companies . . . top talent?
Companies think very little about paying the often excessive fees
charged by their outside accounting and legal firms . . . or even
to the gaggle of consultants who promise cost-cutting and streamlining
miracles in other areas of operations.
Yet, when faced with brain drains, talent deficiencies or the need
to replace one employee with a better one, their thoughts too often
turn to parsimony. This K-Mart mentality belies and contradicts
their stated objectives to "hire the best," especially
at pecking order levels below the "big picture" executive
Of course, recruiting fees can vary from firm to firm, but, when
they do, you will almost always find that those on the low side
are sure to exclude some very key ingredients of the process, all
of which are vital to providing the indispensable services necessary
to satisfy the needs of the employer.
So, why are recruiters worth what they charge? Just a few of the
often unspoken reasons are:
Expertise - Nobody knows the employment
marketplace better than my staff of professional recruiters . .
. nobody! In-house human resourcers, no matter how effective (or
Internet-savvy), view the marketplace through an imperfect or misrepresentative
prism. Tunnel vision and allegations of poaching are frequent occupational
Just as physicians are cautioned against treating members of their
own families, so too is it folly of an in-house H/R professional
to believe they have an undistorted and unbiased picture of the
employment landscape. They are vulnerable to the pressures of internet
politics and cultural dimensions which do not hinder the outsider.
Cast a wider net - A professional
fisherman will always have more to show than a weekend angler. Recruiters
are in the marketplace day in and day out. They know the unfished
coves, reefs and inlets that are unknown to others. The job hunter
bookshelves are filled with lore about the "hidden job market."
The same holds true for professional recruiters who have a detailed
road map to the hidden talent sources which will never be accessed
by newspaper ads, alumni associations, applicant databases, the
Internet or any of the other more familiar sources of people.
There are occasional pearls through these sources (and someone
inevitably wins the Publisher's Clearinghouse Sweepstakes, too),
but you have to shuck an awful lot of smelly oysters to find them.
My staff gives you oysters proven to contain pearls. Your only job
is to determine which pearl is the best.
Want to reach what you're fishing for? Hire a guide!
Cost - There is a misconception among
employers that the cost of a hire equals the cost of the ads run
or postings on the Internet designed to attract the person hired.
Nothing could be further from reality.
Try adding these to the true costs, and you'll see just how cost
effective an outside recruiter can be:
Salaries and benefits of the employment/recruiting staffs, plus
those of the line managers involved in the hiring activity (who
are not productive in their normal job pursuits when they're out
recruiting); travel, lodging and entertainment expenses of the in-house
recruiters, source development costs; postage; PR literature, applicant
database maintenance; website costs, reference checking; clerical
costs to correspond with the hundreds of unqualified respondents
Unbiased third party input - Contrary
to what some believe, recruiters don't try to put square pegs into
round holes. Recruiters' stock-in-trade is their integrity and their
reputation for finding someone better than a company could have
found for themselves.
For a mid-to-senior-level executive, the average recruiter may
develop a "long list" of a hundred or more possibilities.
Each must be called and evaluated against the position specifications,
as well as the personality "fit" with the company and
people with whom they will ultimately work. Once this is winnowed
down to the "short list" an even more intensive interviewing
process begins to narrow the search to a panel of finalists for
review by the client.
This process is not, as some believe, simply romping through the
file cabinets or putting the job opening out to others on the recruiter's
network with crossed fingers that someone good will show up. And
of the most, the Internet just increases the clutter.
It is highly unlikely that a professional recruiter will be plowing
new ground with your opening. They deal within spheres of influence
far more familiar with your needs than any internal recruiter and,
more often than not, view the finalists as people who are competent
to solve client problems rather than just fill an open slot in the
Because they want to do business with you again and again, they
are looking for (and challenging you to excellence by hiring) the
"truly exceptional" rather than the "just satisfactory"
so often settled for by in-house hires.
Confidentiality - Advertising or
otherwise publicity proclaiming an opening, aside from its cost
and demonstrated ineffectiveness for sensitive senior level openings,
often creates anxiety and apprehension among the advertiser's current
employees who wonder why they aren't being considered or
worry about some newcomer transition problems. Just as often, it
alerts competitors to a current weakness or void within the company.
Speed - The recruiting process is
always faster through a search professional who is continually tapped
into the talent marketplace than one having to start the process
from scratch. For every day that a key opening remains unfilled,
a company's other employees must grudgingly do double duty. And
this doesn't factor in the profit opportunities or competitive advantages
lost to a company because a position remains unfilled or is done
on a part-time basis by others less qualified.
Post-Hire Downtime - Not only is
speed an essential part of the professional recruiter's process,
the ability to locate a person who can immediately "hit the
ground running" with a minimum of "ramp-up time' saves
time after the hire. All too often, a hire selected through less
effective sources offering a smaller talent pool requires several
months of expensive training and orientation.
Reality - Professional recruiters
often recognize (and have a duty to inform clients) that they may
be mistaken as to the type of person sought, the salary required
to attract them or the possibilities that the solution might just
lie in areas outside the traditional target industries. . . something
an internal recruiter is politically disinclined to do. Too many
hirers fail to understand that a professional recruiter's primary
function is not necessary to fill a slot but to provide the right
candidate to solve a problem.
Negotiation - Master negotiator Herb
Cohen says that "negotiation is the analysis of information,
time and power to affect behavior . . . the meeting of needs (yours
and others') to make things happen the way you want them to ."
As a buffer and informed intermediary, the professional recruiter
is better able to blend the needs and wants of both parties to arrive
at a mutually beneficial arrangement without the polarizing roadblocks
which too frequently materialize in face-to-face dealings, especially
in this "show me the money" economy.
Prioritizing Company Resources -
It is often amazing to see how much of a company's revenues are
squandered on non-productive perks for existing high-level employees
while they penny-pinch on what is every company's life-blood . .
. talent acquisition.
Club memberships and the like may be fine, but no one with an IQ
higher than a corn dog believes that these expenditures contribute
to a company's profit margin. But one well-placed employee can be
the cause of a company's profits skyrocketing. And the fee for having
hired these people pales to insignificance when compared to the
contributions they make to the bottom line.
The next time you think a recruiter's fees are too high, put them
in the proper perspective before asking for that Blue Light Special
or spinning your wheels thrashing about trying to fill vital openings
with less effective (but not necessarily less expensive) pedestrian
methods. Enlightened executives learned long
ago that the fee paid to a recruiter is a shrewd strategic investment,
not an extraneous expense.
For more information on how we can assist your company's growth,
Martin Birnbach & Associates, Inc.
Phone: (972) 490-5627
Fax: (972) 490-4606
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