• Get a Headstart on Your New Year's Staffing Resolutions by Taking Advantage of this Special Offer
  
  
• Give Peace a Chance: A 60's Slogan Teaches a Thing or Two about the New Economy's War for Talent
  
  
• Searching for Startup Talent: Finding the Elusive "Right Fit"
  
  
• Meet our New Director of Client Services

GET A HEADSTART ON YOUR NEW YEAR'S STAFFING RESOLUTIONS

Everyone who's been responsible for hiring knows that the recruiting process can be time-consuming and energy draining, especially when you're facing several year-end deadlines.

We'll help take some of the stress away by offering two FREE job postings on Monster.com, the Internet's largest and most widely used job board. (Monster.com charges $275.00 per posting to non-members.)

Initiate a search with us by January 31, 2001 and in addition to the free postings, we will provide free access to both Monster.com and Headhunter.net Resume Databases (we typically charge $150 per search). Please contact Stephanie Daniel at stephanie@rcarnegie.com or call 978 692-7613 for details.

GIVE PEACE A CHANCE: A 60's SLOGAN TEACHES A THING OR TWO ABOUT THE NEW ECONOMY'S WAR FOR TALENT

In a frantic, talent-starved labor market where demand outstrips supply, companies competing for top performers are desperate to win the war on talent. Eager for fresh strategies and tactics they can use to outsmart the offense, businesses search for advice on "preparing for battle" and "winning the talent wars." Clearly there are merits to taking a calculated, tactical approach to attracting and winning talent; however, somewhere in the equation, room has to made for thoughtful reflection and patience.

A few suggestions for taking a more "peaceful" approach:

1. Forego the fruit basket and concentrate on what really matters. Remember that your top candidate is probably mulling over a number of opportunities, all of which are offering similarly enticing rewards and benefits. It's likely that the candidate is getting pressure from all fronts to sign on the dotted line before she's ready to make a commitment. Rather than join the chorus of other employers, step back and take time to listen carefully to the candidate. What are that individual's true values and priorities? Beyond the financial rewards, what are the intangibles she is seeking in a new position? Career mobility, the opportunity to launch a new product, work schedule flexibility? What can you realistically offer her and how can you make this a win-win situation for both candidate and company?
   
   
2. Transform a lost candidate into a potential future hire. Chances are you've developed a solid relationship with the candidate, so continue to nurture the relationship by sending him a note of congratulations and reiterate your interest in keeping the lines of communication open. Be sure to follow up with occasional company updates, breaking news, and upcoming events. Expressing a genuine interest in the individual promotes good will and increases the likelihood of meeting up with him (or his like-minded colleagues) later down the line.
   
   
3. Hang up your combat fatigues and take a breather. In an economy where businesses are being run at the speed of thought and high performance teams are assembled in warp time, pausing to rest and re-energize might be viewed as frivolous. However, it could be exactly what you need. Take a walk. Meditate. Go out for a cappuccino. The point is to come out of the trenches for a little R&R. Take time to do some thoughtful reflection about the process you use for attracting talent to your company, from the initial contact to the employment offer. Even if you're a seasoned interviewer, there's something new to learn from every situation. Was there a too much lag time between the interview and the offer? Was the candidate given ample opportunity to air her concerns? Was the stress you've been feeling lately seeping into the interview?

Although the metaphors of war permeate the marketplace, you and your company don't need to become casualties. In the words of John Lennon, who knew a thing or two about talent, "Give peace a chance."

SEARCHING FOR STARTUP TALENT: FINDING THE ELUSIVE "RIGHT FIT"

Editor's Note: R. Carnegie Associates recently completed large-scale recruiting projects for two fast-growing startups, THINQ Learning Solutions (www.thinq.com) and the Tundo Corporation (www.tundo.com). Though the companies focus on different markets, they share the desire to bring on board people who will thrive in a startup environment.

Today's Internet and emerging technology companies are rewriting the rules of business and leading an economic transformation similar to the one that brought us into the Industrial Era. Startups setting their sights on becoming industry leaders recognize that recruiting and retaining star performers is key to long-term growth and success. But what are the characteristics of these top performers, and how do you determine the "right fit" for a startup on a rapid growth curve?

Startups put a premium on personal traits such as flexibility, adaptability, and independent thinking. Anne Whitaker, corporate human resources manager at THINQ Learning Solutions in Billerica, MA, looks for individuals with a proven record in adapting to rapid change and shifting priorities. "In just a year and a half our business strategy has changed dramatically. THINQ has grown beyond a training marketplace into the leading one-stop source for streamlined learning solutions," Whitaker states. "Time is compressed in this environment and enormous changes take place very quickly; in some cases, overnight."

Stacey Brooks, marketing communications manager at the Tundo Corporation, a telephony startup headquartered in Westborough, Massachusetts, seeks candidates who possess a high "emotional intelligence" quotient in addition to traditional book smarts. "Working in a startup, I'm more aware than ever of the value of 'soft' skills in the new workplace," says Brooks. "Because the pace of change -- of our technology and our business -- is so rapid, we need people who have the ability to master a new situation quickly and with ease. Yes, you need solid skill competencies, but more than that, you need the sensitivity and confidence to learn a new and complex organization, to act independently to get the resources you need within it, and to translate that understanding into action to become a positive force for change and growth. That kind of personal efficacy is a factor of 'emotional intelligence' and leadership. I personally rate 'EQ' right up there with IQ in the factors for success within an organization."

When it comes time to make a final hiring decision, assessing personal and cultural fit is as important as getting a handle on the candidate's job-related skills. Those who thrive in a startup situation are passionate about the business and able to manage the inevitable ups and downs of a new venture. They are aware of the inherent risks and are attracted to the adrenaline rush and energy of a startup. The opportunity to use their creativity and to grow quickly within an organization is a key attraction.

For information on how R. Carnegie Associates can help a startup meet its recruiting goals, please contact Stephanie Daniel at stephanie@rcarnegie.com

MEET OUR NEW DIRECTOR OF CLIENT SERVICES

Bob Carnegie, principal consultant at R. Carnegie Associates, is pleased to announce the appointment of Stephanie J. Daniel to the newly created position of Director of Client Services. Since Daniel joined the firm almost three years ago, she has distinguished herself in a number of areas, but in particular, establishing close partnerships with several new clients. Additionally, she created the Client Connection, a quarterly e-newsletter, and has been instrumental in shaping R. Carnegie Associates' best practices in all aspects of human resources consulting. One especially significant contribution was the design of "The Creative Edge," a new workshop that received accolades from United Nations' participants in Geneva, Switzerland this past June.

As Director of Client Services, Daniel will be responsible for client relations, business development, creation of new services and products, and design of all marketing communications materials. In 2001, she will also expand her role as a trainer, designing and delivering innovative and highly participative workshops for a variety of audiences. Her involvement in such activities will help to ensure the high level of service that R. Carnegie clients have come to expect.

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