Building relationships are a cornerstone to creating long-lasting business partnerships. Talener New York’s Malik Gill has learned that firsthand as he has brought his life experiences and Sociology background into Talener’s staffing business. Malik was recently promoted to a Senior Relationship Manager at Talener and he credits his success, in part, to learning how to cultivate better personal and professional relationships. We sat down with him to get more insight about his time at Talener and what he had to do to get to where he is today.
on your promotion! What does it mean for you?
The promotion solidifies my growth over the past year. It means that I have been able to understand my weaknesses and shortcomings in order to refocus my energy and development on turning those flaws into strengths. In reality, growth and learning never stop. The promotion is just a point in time that recognizes my efforts and success thus far.
have you learned during your time at Talener that has impacted you the most?
learned the true importance of the long game. Every phone call, email,
handshake and referral are vital to long-term success. No connection, no matter
how brief, should ever be taken for granted. All the work that I do now comes into
fruition at some point down the line. Every client becomes a candidate and
every candidate becomes a client. Individual conversations affect your brand
both personally and professionally. Plus, they impact your reputation.
new skills are you developing?
and direct communication. Everyone is on the same page when I know how to
explain complex ideas in a clear and concise manner. Additionally, learning to
be honest and transparent during tough conversations is vital.
is some element of personality management in this position. I need to be able to understand why different
people behave the way they do in the search for employment or in search of new
employees. I look forward to growing this skill as I continue my career.
does your professional and personal growth look like?
and professional growth go hand-in-hand. Over the last year, I have become a
better listener. Instead of listening to respond or defend, I’m learning to listen
with the intent to understand what is being said.
has allowed me to learn more about myself, my candidates, and my clients. The
skill of listening is vital to developing relationships and building my career.
a conversation with our CEO Mike Dsupin, you mentioned some things you considered
to be your “keys to success.” Can you elaborate?
think that I can attribute my success during my time here to building good
relationships. I am building different
types of strong business relationships with my client, their hiring team, and
my candidates. If a candidate is comfortable enough to be honest and
transparent with me about their goals, it significantly increases the chance of
me being able to successfully place them in a job.
key to success has been recognizing when I’m not being successful. There was a
period where I just felt off when dealing with candidates and clients. I
wasn’t really taking the time that I needed with them and I was missing
critical details about their searches and their lives.
I was hindering my own success; I wasn’t meeting my own goals or the ultimate goal: finding a job for my candidate. Once I understood this, I was able to consciously slow down and take the time I needed. I chose to dig deeper on phone calls and in-person to develop a trusting relationship. I’ve now seen the results firsthand and my ability to place candidates has increased. Sometimes the key to success is learning why you haven’t been successful.
Determining the rate for consultant work is not as simple as breaking down the annual salary for a permanent employee. If you are looking at hiring highly skilled temp-to-perm staff as part of your team, consider the following before you set an hourly or daily rate.
Accept that you’re paying a premium. The first step in determining the rate is accepting that you’re likely going to pay a premium for the work, particularly in high-demand areas like technology. As the employer, you determine both the contract length and the job security for your contractor. Therefore, skilled & available contractors demand a premium for this lack of control over their job security.
What is your end goal?Are you looking for a seasoned consultant who might consider taking on a permanent position? Or, is your goal to hire an employee who traditionally works permanent positions and is eager to make a temp job, permanent? Advertise your job in a way to attract the type of person that you are seeking. Their background may determine how you approach your rate strategy.
Evaluate your past success with temp-to-perm
employees. If you have used the temp-to-perm model before, take a
closer look at your process. How did it
work out? Were there any surprises during the conversion process? Self-evaluation
is a powerful tool to improve and streamline the contractor & temp-to-perm hiring
Consider the consultant’s added expenses. It’s easy to see your potential cost savings from contract employees in the form of expenses like health benefits or retirement contributions. But your savings are costs that a contractor will likely still need to cover during their tenure with your organization.
Acknowledge what the consultant is lacking. Beyond the added expenses that a consultant
will need to cover, it is also important to recognize that consultants will
lack benefits and perks that permanent employees enjoy; paid vacation days,
paid holidays, paid sick leave, employer contributions to retirement plans,
equity, bonuses, etc.
Your goal is to attract in-demand contract talent who can hit the ground running and solve your business needs now. Attracting this talent goes beyond an the hourly or daily rate. Experienced consultants who are experts in their fields are in high demand. Making a fair contract offer now will not only make the short-term contract look attractive in a competitive market, but it establishes a positive relationship if a permanent position is on the table after the contract.
October 21, 2019 – Boston, MA – Talener welcomes Paul Staffier to Talener Boston. Paul joins Talener with significant staffing and business development experience. A graduate of UMass Amherst, Paul has spent the last twenty years in the recruitment & staffing industries. His business development knowledge from working with high-growth firms and startups with be an asset to the Talener team.
Paul’s background includes time at Monster.com, H3 &
JobMagic where he excelled in account management, sales & business
development positions. Paul’s experience has led him to undertake a
collaborative approach to developing strong relationships with clients; working
on their behalf to find creative solutions to their business needs.
“I have worked with Paul in multiple industries over the course of his career,” says Boston Director of Business Development, Jed Pillion, “He brings a lot of experience to Talener and I am looking forward to partnering up with him again.”
As the Business Development Manager, Paul will work closely
with the team to nurture & foster business relationships within the Boston
metro. We are looking forward to having Paul’s entrepreneurial spirit and
drive at Talener.
Started in 2007, Talener is a technology staffing practice headquartered in New York City. Talener matches top tech talent with leading organizations across industries in Boston, Chicago, New York City, & San Francisco Metros.
The perfect employee isn’t always standing on your doorstep waiting to apply for your job. Or, the right fit for your company might be missing a few ideal skills. And sometimes, it isn’t about the employee at all. A project could terminate early or evolve into something that requires creating a permanent position. Business needs change and temp-to-perm employees solve an immediate talent shortage that organizations face– while providing the opportunity to keep a long-term employee.
Should you hire a temp-to-perm employee?
Consider the following.
You need talent, fast. You can expedite the interview and on-boarding process by bringing on contract talent quickly. You avoid the lengthy perm interview process as well as the possibility that the talent you want is scooped up by another company while you get through your standard interview process.
You want to try before you buy. Temp-to-perm gives both you and the employee the opportunity to see if the job is right for them. The prospect for a long-term position is available, but neither side is obligated to extend past the initial contract period. The contract portion of this model is defined and gives both parties an out.
Off boarding is easier. The contract has a clear end date that both the company and employee have agreed to. Off boarding a contractor is faster and doesn’t come with the potential morale dip that permanent employees may feel if they were to lose a colleague hired into a permanent position.
Initial feelings on long-term fit aren’t critical. You need to create an immediate, temporary solution to a business problem. You can hire someone with the right skills, even if you aren’t sure that they will be the right fit for a long-term position. This gives you both the opportunity to try out the relationship through the contract. You may be surprised about how well someone integrates into your team– especially if they didn’t initially feel like the right long-term hire.
Saving Equity. If you are looking to save equity that is typically offered to permanent employees, consider hiring a consultant and paying them a higher hourly rate.
The right culture fit. If you’ve found the right person to fit your position but they are light on a few skills that you’d ideally like in a permanent employee, this contract is an opportunity to see how they learn and develop their abilities. The right employee who is equally as talented and motivated to learn can be critical to sustained success.
After four rounds of interviews, exchanged emails, and the OK from HR, you’re ready to make the hire. You send over the job offer and wait for them to accept. But instead, you get a polite rejection; ‘Thanks, but no thanks.’
Where did it fall apart? Were there warning signs? In many industries, competition for talent is tight and candidates have more opportunities than ever. It’s easy to blame a better last-minute opportunity or a fickle personality –but what if the reason they didn’t take the job was because of your hiring process?
The competition worked faster. You may have gotten the offer letter out first, but did you create a sense of urgency with your new hire? Did you schedule interviews quickly, avoiding lag time where the candidate might question how enthusiastic you are about them? If there was no way to shorten the process, did you ensure that the applicant knew next steps and provide timeline expectations? Chances are, if they are as good as you think they are, other companies will feel the same way and act quickly.
Compensation & benefits were unclear.Compensation and benefits are a sensitive subject, but at some point in the process, applicants must weigh factors beyond the base salary. Being upfront about benefits might save you and the candidate from any confusion when the offer rolls around. While your benefits may be comprehensive, if, the cost of your health insurance premium is significantly more expensive than what they are currently paying – the salary increase, or ancillary benefits may not matter in the long run.
You didn’t showcase your working environment. If your candidates are whisked from reception to a conference room and back again, they can only imagine what they will encounter as an employee. From décor to seating arrangements, more than one-third of their day will be spent with co-workers in that space. Showcasing the day-to-day, allowing them to take in the buzz, and get the lay of the land goes a long way in getting them to imagine themselves physically and mentally in the space.
Your offer is one-size fits all. Sometimes, bureaucracy gets in the way. There are strict salary caps or non-negotiable vacation policies. But a little creativity and flexibility go a long way. Decipher their motivations and offer solutions or benefits that seal the deal. Flexible hours, work-from-home opportunities, or extended lunches to get in a gym session can tip the scale in your favor.
They took a deep dive into your company culture. Entertaining multiple interviews or offers affords candidates the ability to take a closer look at your company – online and offline. As they move forward in the interview process, reviews and feedback on Yelp, Glassdoor, or social media influence final acceptance decisions.
They feel rushed. You can’t wait around forever – but you can give candidates a few days to mull over an offer. It’s unfair to make a candidate run the interview gauntlet for weeks or months; only to pressure them to accept the offer immediately.
If you are looking to streamline your hiring process, please contact Talener for advice and guidance about creating a more candidate-friendly, efficient system.