Recently, Deutsch and Remillard conducted an in-depth study of hiring practices in 134 different companies in the manufacturing, high-tech, distribution, retail and service industries. The study examined 225 executive-level hires to determine what worked well, what didn't work well, and where most companies tend to stumble.

Among its many findings, the study identified 10 common hiring mistakes that plague companies of all sizes.

To read the rest of this article, please click the link below.

Download file

To post an opening, email job description and position success factors to GArbues@ClientAdvocateNetwork.com.

To view openings, click on the link below.

070920 - Contract Administration Manager, Aerospace, Anaheim
Rapidly growing aerospace company located in San Diego and Anaheim CA, specializing in the design and fabrication of engineered composite structures for the aerospace industry.

The Contract Administration Manager (CAM) reports to the Vice President Business Administration, administering all aspects of major aerospace/military contracts, including: communicating all the contract requirements throughout the organization (PM’s & Management Team), providing status to the customer, managing changes, ensuring the customer’s needs are met and handling all aspects of the related customer communication. Download file

070920 - Production Project Manager, Santa Ana
The ideal candidate for this position would have a documented history of architectural sign manufacturing accomplishments. The history should demonstrate the candidate’s abilities to mentor and build effective teams that accomplish strategic and tactical goals under the direct supervision of the candidate. Download file

070815 - Engineering Job, Cerritos
Fast growing worldwide manufacturer of hydraulic liftgates; the latest in liftgate technology with innovative quality products and opportunity for growth.
Job description: 3 D Modelling Engineer, Commercial Applications
Minimum Required Skills: 3D CAD structural design, Lean Manufacturing experience steel and aluminium
Desired person should have work experience in designing and engineering commercial applications. Related industries would be agricultural, forklifts, automotive, trucks, heavy machinery, valve and fitting manufacturing, engines, pumps and motors. Download file

The problem with most interviews is that they never get to the core issue: Can this candidate succeed in the open position?

Instead, most interviews skip along the surface of a candidate’s resume at 40,000 feet, pausing here or there for an anecdote, or for a brief “Tell me more.”

Alternatively, they turn into interrogations—hostile encounters where the interviewer sprays the candidate with rapid-fire accusatory questions, seemingly convinced at the outset that every line on the resume is an embellishment or an outright lie.

Neither interview style is likely to result in hiring the best candidate for the job. Fact is, most common interview questions ask for the same generic information, over and over and over. Interviewers hope some of them will help to uncover critical “culture” and “fit” issues, but they don’t.

To read the full article, please click on the link below.

Download file

Article contributed by:
Brad Remillard & Barry Deutsch
IMPACT Hiring Solutions

To view confidential resumes of the various professionals seeking ideal employers, click on the links below.

ACCOUNTING & FINANCE PROFESSIONALS

FE AB 0708
Operationally focused senior finance executive. Accomplishments in organization restructuring, financial and strategic planning, treasury/cash management, and operational improvements in both domestic and international markets for public and private companies. Download file

FIN GM 0706
Senior Financial Professional with over twenty years of success as a Chief Financial Officer. Extensive experience in providing business, financial and operational leadership in fast growing and dynamic entrepreneurial companies that value skills, flexibility, big picture thinking and a non-bureaucratic style. A demonstrated success track includes raising capital, supporting significant profit increases, growth management, costs containment and building unparalleled business cultures. Leadership approach is based on a strong blend of strategic thinking, generating enthusiasm in others and instilling accountability in all stakeholders. Download file

FIN Controller LJ 070912
Seeking a challenging position in the accounting department that will provide opportunity for growth professional development. Download file

BANKING PROFESSIONALS

BANKER BB 070422
Six years of Commercial and Retail Banking experience with emphasis in Small Business Banking Commercial Real Estate, Construction Lending, Business Line of Credit, Letter Of Credit and Managing Banking Office, Sales and Service Manager in accordance with Commercial Banking, Retail Banking Sales; Mortgage Sales and Services / Top Ten Small Business Sales performer US Bank. Demonstrated experience and skills in analyzing business operating cash flow and personal cash flow with high degree of accuracy. Ability to prioritize, handle a high volume of work and make decisions. Excellent written and verbal communication skills. Have ambition, commitment , dedication and drive to achieve aggressive objectives and standards. Download file

BANKER WB 070724
A regional sales and lending management opportunity with a strong commercial financial institution that offers continued professional development and career growth. Download file

BANKER AF 070723
Broad experience and background provide excellent qualifications in BANKING BUSINESS DEVELOPMENT, TELEMARKETING MANAGEMENT and BUSINESS DEVELOPMENT MANAGEMENT. Command excellent interpersonal and communication skills. Interface effectively with all levels of management and clientele. Resourceful and adaptable. Function well in high-pressure situations and changing environments. Aware of the need for quality customer service with the ability to meet or exceed client expectations. Company oriented and customer focused. Download file

TECHNOLOGY PROFESSIONALS

TECH Systems Admin RRP 0709
I’m an experienced IT professional that desires to become the best network administrator you company has ever hired. I am seeking an employer with matching honesty, integrity and who is willing to reward loyalty, great performance with growth opportunities. I have “hands-on” experience in many skills. Download file

In business, it is common for companies to aspire to be family-like. In fact, there is a long history of business cultures trying to be like a family.

However, as organizations, businesses and families have very different functions. Serious problems can arise when people confuse the two.

In my life and in my business career, I have been a part of very potent and powerful family and business organizations. I have also been a part of dysfunctional family and business systems. In both cases, it is obvious that whether functional or dysfunctional, powerful or terrible, both systems are very different.

The incompatibility between these systems often shows up in family-owned companies, especially as they pass on to the second generation. Why? Because the rules that govern successful business organizations are radically different from the rules that govern successful family life.

The intermingling of these different sets of rules can have drastic and terrible effects. It is like playing baseball while using the rules of football, or soccer with the rules of hockey. No matter how hard you try, it won't work.

To read more about managing a family business, click on the link below.

Download file

By: Bruce Hodes
Vistage Speaker and President of CMI Consulting

As the owner or CEO of a small to mid-size business, your job is to lead the company and let others manage it. This requires getting very clear about the difference between leadership and "managership," and making sure you focus your time and attention on the tasks and activities that only the leader can perform.

The first job of the leader is to inspire, influence and transform the "human currency" in the business. Everything else comes second. Without good human currency walking the halls, your plans and strategies can't get implemented and your goals won't get achieved.

Leaders inspire people by painting a picture of success beyond what people think is possible for themselves. Teach your people how to be successful by modeling what success looks like. Influence your people by role modeling, coaching, mentoring and spending one-to-one time with them. Above all, take responsibility for growing and transforming your people.

To read more about leading your organization, click on the link below.

Download file

By: Ole Carlson
Vistage Speaker

Entrepreneurs share many of the same characteristics – they are risk takers, they crave independence, they are free thinkers and visionaries, they have passion for their businesses, and they seek to control their own destiny.

Unfortunately, entrepreneurs share other characteristics – they wear too many hats within their organizations, they do not typically like to ask for help until it is almost too late, and they do not have an organized support structure around them (i.e. board of directors / advisors).

To read more about balancing an entrepreneurial company, click on the link below.

Download file

Many athletes, singers and actors have coaches.

Now, many chief executives do too. The coaching experience can be helpful, but as with other performers, the outcome still depends on how the executive works.

"Effective coaching requires more than talent," says David Rohlander, a business coach in Orange. "It requires trust, respect, understanding, empathy and resolution."

It's more art than science. And not everyone gets good results from having a coach.

Bill Bancroft, chief executive of Patrol One, a security company in Santa Ana, has benefited from coaching.

"I built two businesses up and at some point I hit a wall; I couldn't get beyond a certain point," he says.

To read more about the benefits of business coaches, click on the link below.

Download file

By: Jan Norman, Writer
Small Business section, Orange County Register

The first step in selling a business involves determining not how much or to whom, but when. Proper timing can increase the value of your business by millions of dollars. It also has an impact on the quantity and quality of potential buyers, and it affects the company's ability to continue on after you sell.

Ideally, you will have a written exit plan in place that addresses these issues in detail. If not, suggests Currie, start by asking the following kinds of questions:

• When is the right time to sell?
• Do I want to stay with my business after I sell?
• To whom should I sell?
• What is my business really worth?
• What kind of help do I need?
• What are the risks involved in selling?
• What should I be doing now to prepare for the sale?

Of these, the last question may be the most important. Selling a business isn't like selling a car or even a home, where a little bit of paint or some new flowers in the garden can make things look like new. Depending on how you've managed the business, it can take months or even years to get it in presentable shape.

To read more about how to sell your business, click on the link below.

Download file

Culture is destiny for a firm. Companies make money off their employees’ knowledge, skills, motivation, and attitudes. If the company’s culture does not line up squarely with customers’ needs, that company is going to be in trouble. Cultural differences largely account for why Target is so successfully financially and widely admired and shopped at, and why K-Mart, in the same industry with the same basic strategic approach, is not.

To read more about the importance of corporate culture in your organization, click on the link below:

Download file

By: Dr. Francis D. (Doug) Tuggle
Partner, Insight Consulting Partners, LLC

The Structured Sale is a method of selling capital assets--particularly real estate and closely-held business interests--in a manner that allows tax deferral as prescribed under the installment sale method of reporting.

The Structured Sale is different from a traditional installment sale because it draws on methods long used in the structured settlement industry to assure payments for the victims of catastrophic injury claims.

To read case study click on link below

Download file

Content provided by: Cliff Brown
Capstone Bay

Raising capital for your company may seem like a daunting task, but the challenge is less formidable if you follow some time-tested, effective dos and don'ts.

DO'S

1. Always raise more capital than you think you need. Raise enough capital to create true "dry powder" -- that is, money that goes beyond your immediate requirements. You should raise sufficient capital to meet your company's needs for 18 to 24 months. Actual capital needs are often greater than projected, and going back to the well is one of the most expensive ways to raise capital because it is usually done under less than favorable circumstances.

To read the rest of the DO's, click on link below

Download file

DON’TS

1. Minimize risk. There are two principal components to accomplishing this objective.

• Do not personally guarantee company obligations unless you absolutely have to do so. In most cases, if your company has a track record you won't have to guarantee capital commitments. If it is requested, keep looking. If you do have to extend a personal guarantee, negotiate up-front the conditions upon which the guarantee will be either partially or totally released (usually certain operating or financial benchmarks) at some point in the future.

• Never bet the ranch. No individual deal is worth jeopardizing the company. Limit and isolate risk to the extent possible.

To read the rest of the DON'Ts, click on link below

Download file

By: Brad Bulkley
Bulkley Capital & Vistage Speaker