I decided today I would like to post up a useful link for networking that I recently came across .  Engineering News Record posted up the bellow link with all of 2011′s top Engineering firms for many different specialties and the top engineering contracts for this year along with some other helpful information.  Nice insight and great networking tool to take advantage of.  Hope everyone can enjoy.

http://enr.construction.com/toplists/

Ysabella Trout

   By: Ysabella Trout Vice President SearchPath of Cape Fear

“Your Top Resource for Engineering Career Path Networking”

For More Tips, Articles & Resources On Engineering Go To

WWW.SEARCHPATHOFCAPEFEAR.COM

This week I decided after many conversations to post up an article on the Engineering job market and some analysis that may help students picking majors or professionals wanting an idea of how their industry is measuring up too other engineering fields or specialties.
As far as my personal knowledge goes from day to day working in and around the industry I can tell you that this year Engineering has seen a change in demand for talented knowledgeable engineers.  It seems the more technical the better and from the job orders coming through my door it appears that 2012 is going to be no exception to what we are seeing as an increase in this demand.  However I have decided to post this article to give a more studied and analyzed data approach to this topic.

~Ysabella Trout

Ysabella Trout

The article link is

http://www.bls.gov/oco/ocos027.htm
This link comes from my “Occupational Outlook Handbook, 2010-11 Edition” that I downloaded from the Bureau of Labor Statistics.  Bellow you can read some exerts I pulled directly from this article and a chart giving employment numbers.

• Employment is projected to grow about as fast as the average for all occupations, although growth will vary by specialty; overall job opportunities for engineers are expected to be good.
• A bachelor’s degree in engineering is required for most entry-level jobs, but some research positions may require a graduate degree.
• Starting salaries are among the highest of all college graduates.
• Continuing education is critical for engineers in order to keep up with improvements in technology.

Overall employment change. Overall engineering employment is expected to grow by 11 percent over the 2008–18 decade, about as fast as the average for all occupations. Engineers traditionally have been concentrated in slower growing or declining manufacturing industries, in which they will continue to be needed to design, build, test, and improve manufactured products. However, increasing employment of engineers in engineering, research and development, and consulting services industries should generate most of the employment growth. The job outlook varies by engineering specialty, as discussed later.

Competitive pressures and advancing technology will force companies to improve and update product designs and to optimize their manufacturing processes. Employers will rely on engineers to increase productivity and expand output of goods and services. New technologies continue to improve the design process, enabling engineers to produce and analyze various product designs much more rapidly than in the past. Unlike the situation in some other occupations, however, technological advances are not expected to substantially limit employment opportunities in engineering, because engineers are needed to provide the ideas that lead to improved products and more productive processes.

The continued globalization of engineering work will likely dampen domestic employment growth to some degree. There are many well-trained, often English-speaking, engineers available around the world who are willing to work at much lower salaries than U.S. engineers. The rise of the Internet has made it relatively easy for part of the engineering work previously done by engineers in this country to be done by engineers in other countries, a factor that will tend to hold down employment growth. Even so, there will always be a need for onsite engineers to interact with other employees and clients.

In 2008, engineers held about 1.6 million jobs. Following is the distribution of employment by engineering specialty:

About 36 percent of engineering jobs were found in manufacturing industries, and another 30 percent were in the professional, scientific, and technical services industries, primarily in architectural, engineering, and related services. Many engineers also worked in the construction, telecommunications, and wholesale trade industries.

Federal, State, and local governments employed about 12 percent of engineers in 2008. About 6 percent were in the Federal Government, mainly in the U.S. Departments of Defense, Transportation, Agriculture, Interior, and Energy, and in the National Aeronautics and Space Administration. Many engineers in State and local government agencies worked in highway and public works departments. In 2008, about 3 percent of engineers were self-employed, many as consultants.

Engineers are employed in every State, in small and large cities and in rural areas. Some branches of engineering are concentrated in particular industries and geographic areas; for example, petroleum engineering jobs tend to be located in States with sizable petroleum deposits, such as Texas, Louisiana, Oklahoma, Alaska, and California. Other branches, such as civil engineering, are widely dispersed, and engineers in these fields often move from place to place to work on different projects.

Citation: Bureau of Labor Statistics, U.S. Department of Labor, Occupational Outlook Handbook, 2010-11 Edition, Engineers, on the Internet athttp://www.bls.gov/oco/ocos027.htm (visited October 02, 2011).

I can’t convey how many student affairs members and advisors that I speak to tell me that they have never seen the job market this challenging for the current graduating students.  What they don’t mention is that currently there are more tech and highly skilled jobs available in the U.S. ever before.

Often students and job seekers make the fatal mistake of overlooking the small to medium size companies or expect to get their foot in the door as quickly & easily as their predecessors. Employers are taking longer to go through the hiring process by being pickier about what employees they select.  Put yourself in the mindset of the employer. Imagine your budget being limited and knowing that the person you are about to select could make or break your project.  Assuming that you value the project and your success to your higher ups, my guess is that you would take time as well.  By making sure the employee you are about to hire is the correct choice, you are helping insure project success and insuring a positive reflection upon yourself.  That being said, be patient in the hiring process, know that there is competition, and most importantly follow up.

In the follow up I would recommend confirming that the employer received your resume, send a thank you note or email after any interview, & when an interview closes.  You can close at the end of an interview if you like the job by trying to seal the deal. Ask something along the line of “Mr. Employer if I am the correct fit for your team or project and this position, I would like you to know I feel confident that I could bring (skill set) to the table and could start as early as (date) if you were to make an offer.”  at that point sit quietly with an eager with a confident posture.  Keep a pleasant look on your face and just wait.  This is the hard part.

Also remember, networking is key. Talk to old college buddies, network through alumni from your school, and reach out to people you use to work with to see where they are and where they have been.  I would also recommend reading your trade magazines and going to events that revolve around your field to have additional networking opportunities.  Online networking is amazing but nothing will ever be able to substitute an in-person impression, that a hand shake or face to face conversation can leave.

On that note I would like to inform everyone reading this article that salaries actually increased by 3.4% this year alone according to Results from the 2010-2011 Culpepper Salary Budget & Planning Survey.  Technology, Life Science, and Energy Sectors. They also noted that only .03% of companies reduced salaries this year. This year, Biomedical, Computer Science and Computer/ Software Engineering related fields as well as broad based Engineering were ranked among the fastest growing and most secure jobs to hold this year. This is According Career Cast, AOL Jobs, and multiple other reputable news sources.

In light of all of the negativity we hear, it is important to look at the numbers and facts of where your industry truly stands and when any challenges come about, don’t be doubtful, be creative.

Last but least as always, feel free to contact me if you feel you need some coaching or advice for an upcoming career move/start or if you are looking for key talent and need to know where to start.

   By: Ysabella Trout Vice President SearchPath of Cape Fear

“Your Top Resource for Engineering Career Path Networking”

For More Tips, Articles & Resources On Engineering Go To

WWW.SEARCHPATHOFCAPEFEAR.COM

I personally speak with over 60 people a day considering new opportunities. Believe it or not, FIBC employees don´t make a change is for money. Here are ways to lure employees to your FIBC firm, besides money.

So, what are the main reasons candidates are looking to retain their current employment or make a change. More importantly, what reason should they work for you which have nothing to do with money? The intangibles that keep them happy.

• No Micro Management
• Lack of decision making ability
• Lack of communication – ALWAYS OVERCOMMUNICATE!
• Excessive travel
• Unrealistic goals and objectives
• Glass ceiling – no positions to be promoted to
• Reports that never get read
• Operations/Manufacturing not in sync with Sales.
• Lead times
• Poor internal support – customer servicer
• No clear company direction
• No new products

These are a few examples but do not cover most of them.

If a candidate only wants to make a move for more money….we do not work with them.

Some ideas to 8 ways retain terrific FIBC talent include:

• Benefits: have the best in the industry. Yes, they are expensive but not as bad as an open position.
• Recognition programs – who does not enjoy being praised in public or in a newsletter
• Contests – It´s a win…win. More productivity for a prize that yields excellent ROI.
• Food – believe it or not, bringing in donuts or lunch from time to time go a long way
• A career progression chart – opportunity to move up based on merit
• A clean work environment. Take a look around your office; are your standards 100%?
• Holiday parties – low cost is fine
• Sincere appreciation

It´s just as easy to find the good as it is to find the bad! Point out the good on a regular basis.

For additional suggestions or ideas, please contact:
Chris Hillman, Recruiting Expert
Chillman@searchpath.com
(815) 261-4403 x 100

Many employers feel that finding a candidate is all a great Executive Recruiter does. The reality is the 40% of our job is locating qualified talent but 60% is putting the deal together so it closes. Recruiters tend to know the secret “hot buttons´ that candidates do not disclose to employers.

A few items to consider as to what happens behind the scenes:

A recruiter knows the real compensation of the candidate and normally has a “pre-closed” number that they will accept. In addition, they are the glue or facilitator that holds the placement together between interviews.

Another concept to consider is the negotiation of the offer. Many Hiring Managers feel that they are the best person to do this when in reality; a great recruiter does this 50+ hours per week and has much better odds in closing the gap. Let´s face it; having a candidate and an employer negotiate a deal directly also leaves a poor taste in their mouths. It is what is remembered when the candidate starts work. Have a professional headhunter broker the deal – it´s their job and specialty.

As a skilled translator, a great Headhunter can read between the lines. They can translate bonus and commission structures easily, as well as benefits and perks. What a Hiring Manager hears and what a candidate really wants can be very different things.

As you go through the hiring process: let the Recruiter do what they are paid and trained to do. Let´s face it, you let your surgeon do his job, your Accountant do his, your Attorney do his and your Real Estate do theirs.

www.searchpathofchicago.com

For a free evaluation of your hiring process, please contact
Chris Hillman, Recruiting Expert
Chillman@searchpath.com
(815) 261-4403 x 100

Top 10 Reasons to Reject a Counter Offer

So, as a Hiring Manager or HR Executive you have selected a candidate to hire. Steps takes: Ran ads, spent countless hours reviewing resumes and interviewing, arranging travel to meet with company Executives, negotiated offers and gained an acceptance. Now what? You have no third party Recruiter to properly broker the deal.

Below are a few suggestions that should be covered before “walking down the aisle with a new hire”:

• What type of company do you work for if you have to threaten to resign before they give you fair market value for your skills.
• Where is the money for the counter offer coming from? Is it your next raise early? (All companies have strict wage and salary guidelines which must be followed).
• Your company will start looking for a new person at a lower salary price, immediately. The wheels are in motion to replace you, ASAP.
• You have now made your employer aware that you are unhappy. From this day on, your loyalty will always be in question.
• When promotion time comes around, your employer will remember who was loyal, and who wasn’t.
• When times get tough, your employer will begin the cutback with you.
• The same circumstances that now cause you to consider a change will repeat themselves in the future, even if you accept a counter offer.
• Statistics show that if you accept a counter offer, the probability of voluntarily leaving in six months or being let go within one year is extremely high. National statistics indicate that 89% accepting counter offers are gone in 6 months.
• Accepting a counter offer is an insult to your intelligence and a blow to your personal pride, because you know that you were bought.
• Once the word gets out, the relationship that you now enjoy with your co-workers will never be the same. You will lose peer group acceptance, and forever be that defector who was brought back!

A professional Recruiter will cover this on the first call with a candidate

For a free counteroffer evaluation please contact:

Chris Hillman, Motion Control and Linear Motion Recruiting Expert
Chillman@searchpath.com
www.searchpathofchicago.com
(815) 261-4403 x 100

A business that thrives in good times and bad

If you have ever sought a new position or known someone who has, you don´t have to be reminded of the poor job most so-called “head hunters” and corporate HR departments are doing. Inexperienced individuals – attempting to match a random list of desired qualifications with résumés posted online or obtained through classifieds – spend an inordinate amount of time and money in futile searches. Without an in-depth understanding of the job, the industry and the individual, these searches are doomed to failure.

For this reason, leading firms in virtually every industry have come to rely only on experienced professionals capable of targeting and delivering the ideal candidate. And, they pay well. Compensation arrangements frequently cover one-third of the new hire´s first-year salary, bonus, options and benefits. Equally important, a successful placement usually results in the development of an ongoing relationship, as the company seeks additional new talent and promotes your recruiting stability.

Why this may be right for YOU

Whether you know it or not, your career path has already provided experience in many of the skills it takes to become a highly successful specialized Executive Search Recruiter. This could be literally your next and last career opportunity. Over the years, you have evaluated résumés and interviewed people. You have developed sensitivity to personal styles and the judgment to put together an effective team. You´ve also learned the warning signs that indicate when an individual might not be a particularly good fit. And, in all likelihood, you know how to “sell” an individual on the benefits of a new opportunity.

• Your success in business is largely derived from your people skills and the ability to identify and tap the best talents of co-workers, representative organizations, salespeople, suppliers and others. There are lucrative profits buried there.
• Further, having worked in a specific industry, or industries, you possess a working knowledge of how that business operates. You understand who has succeeded and who has failed, and you know the right questions to ask. These are the attributes that make you valuable as a specialized management recruiter.

Other items to consider when looking at Executive Search:

• Little or no travel required
• Unlimited candidate and company inventory
• Flexible work hours
• Unlimited income possibilities
• Learn new and exciting industries

For further information on how you too can benefit from www.searchpathofchicago.com franchising and being in this hot industry, contact

Dave Lambert
dlambert@searchpath.com
(815) 261-4480 x 111

As we all look back at the struggles and lessons of 2009, some interesting trends have accelerated profits in linear motion and motion control companies in 2010.

From a Headhunters perspective (Executive Search Professional), below you will find several key areas of interest.

1) Linear Motion and Motion Control manufacturers have begun to replace Rep.

Groups with a direct sales force for many reasons. Having more control of what an employee sells, guidance, proper training and a singular line card.

2) OEMS, Und users and distributors. Which way are you headed?

We have found that 2010 has been the year of moving from distribution/mro/user to OEM business. The key phase is OEM hunter. Several industries have taken off in the OEM direction including medical device, lab automation, semi – conductor, packaging machinery and specialty machine builders.

3) Patience for the long term sale.

Does your cash flow look strong enough to weather the storm between large OEM orders? The days of “bringing a book” over business are over. Seed must be planted and take a while to take root. Make sure your firm is prepared for the longer sales cycles.

4) Diversify your product offering.

Long are the days of selling off the shelf products. It takes serious engineering design work to win large OEMS. It is important to be a customer house with ample Engineering talent. Customers are looking for solutions and not products.

5) Price is all in your mind.

Never quote on a project until you have determined the customer´s goals, problems and needs. Do not deal with bidding situations as your product is custom and not like others. Powerful motion control and linear motion manufacturers are moving forward by top grading their current staff and placing OEM hunters to maximize and achieve record profits. Lastly, be sure to motivate your distribution channels for new MRO – aftermarket business.

For a free organization chart evaluation, please contact
Chris Hillman, Motion Control and Linear Motion Recruiting Expert
Chillman@searchpath.com
(815) 261-4403 x 100

“Family Sensitive” Policies Can Attract Employees to Human Service Organizations

These child care, eldercare. and family sensitive culture directly affect the competitiveness and long-term health of human service organizations.

So when you do decide to add more people, how can you be sure your recruiting efforts arealluring these high achievers?

1) Top talent wants to work for the top companies.

If your company is committed to superior practices, has profile and brand recognition and is known for exemplary management practices, you will have a list of salivating hopefuls lined up to work for your HVAC company. This would be a good problem to have. Bottom line – the company needs to be working towards being the best, brand recognition and having an attractive employee benefits systems in place.

2) Build it and they will come.

If your company is revamping, rebuilding or restructuring, be aware that every man and his dog out there has been through some form of reengineering in the workplace. To retain top talent in the HVAC Industry you need to be able to show the vision of where you are taking the company and offer the opportunity for the talent to be part of building the new dream. Top performers are often drivers, which mean they are turned on by challenge, change and results.

3) Recognize and reward over and over again.

Money isn’t everything to top performers. On a list of ten items that are important to top performers, money ranks at number four. The most important element for top performers is having challenging work, the second is having an open and honest work environment, third is recognition for work and fourth is money. Again top performers thrive on opportunities for recognition in the form of time off, family days off or flex work schedules.

4) Don’t take them for granted.

Like anything, the novelty and excitement of a new job tends to wear off after about six months or so. Human nature is often to leave a good thing alone and this could be the worst thing we could do to our top performers. Ongoing coaching, retreats and training are crucial to top performers. Again people at the top of their game tend to be lifelong learners and are eager to learn as much as they can. Do not underestimate the value of providing ongoing learning opportunities, reimbursement for college or university and giving them challenging projects where they can be stimulated and challenged.

5) Know what thy enemy does.

Be on top of your competitor’s practices around attraction and retention of top performers. Don’t get blindsided by a top performer coming to you to tell you what they have been offered. Be aware first and ensure you address it once you find out. If you are consistently establishing a top performers’ value they won’t go looking elsewhere but often when we don’t pay attention to what else is out there they may be scouted right out from under your nose.

Powerful leaders know that the success of their company is built on the quality of their people. As leaders, we must make our people our priority and this is and will be the biggest challenge.

www.searchpathofchicago.com
By Jeanne Silvis, HVAC Recruiting Expert