Archive for the ‘ hiring ’ Category

Global corporations are examining their carbon footprint and developing leadership programs in sustainable management.


A Bloomberg Businessweek article noted: “In a world beset by economic woes as well as environmental problems– from the scarcity of natural resources to climate change–sustainability represents one of the few potential bright spots.”

If your company is seeking a forward looking and innovative senior level director who will lead your company’s sustainability across a global footprint, I’d like you to meet a special person who might just be the right choice for you.

Although he comes from a background in telecomm/wireless technology his leadership in sustainable management can be applied to any manufacturing corporation.  He’s been employed by his current company for 11 years and for the past 2.5 years has led this multi-billion corporation’s global efforts in carbon measurement and reduction programs throughout its more than 700 sites.  His efforts have reduced the company’s total carbon footprint by more than 250 million metric tons in two years and resulted in savings of more than $25 million in energy and shipping costs.

From his director-level position his leadership has provided workshops and training programs at site levels and brought about better than 20% decrease in the corporation’s travel cost and nearly 50% increase in its video conferencing.

He is a leading industry spokesman in carbon reduction projects and sustainability programs and has brought to his corporation increased revenue, reduced waste, and promoted broader social and environmental awareness.

With an MBA and an advanced education in sustainable management from an executive program of one of the country’s leading business universities, he is a realistic leader who can guide your company in sustainability with methods for revenue increases and waste reduction that shareholders are requiring.

If you have a significant and real opportunity and want to advance your company’s leadership in its sustainability management programs, let’s talk about whether this candidate can be attracted to your corporation.

Call Jack  860-738-5035 ext: 23


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This article is one in a series by Jack Bourque, president of Wireless Careers. 


There are two major compensation questions involved when a company seeks to acquire talent:

  • What does a candidate need to be attracted to a career opportunity with another company?


  • What will a candidate accept if the opportunity and challenge are right for his/her career?

I have found through 26 years of attracting candidates for client companies that these questions, when asked professionally and answered honestly are the only compensation questions that really matter.

What the candidate is currently earning or what he/she earned in the past have little meaning if the first two questions are not properly developed and explored.

When I recruit a candidate who has the skills and interest matching a specific search, I ask these compensation questions.  Only when I am convinced that the honesty of the answers fits within the compensation range I’ve been given about the specific assignment do I present the candidate for potential acquisition to the client.

In the past three years I have notice that there has been a major compensation adjustment shift particularly in candidates who hit high earnings in the boom of the early 2000 and even more so with candidates who have had life-style adjustments. 

This last group usually represents candidates who are now interested in less travel, or no longer interested in climbing a corporate ladder, or prefer to re-focus their careers on what they really like doing as opposed to what might be consider a “normal career track.”  This group also includes candidates who have cashed-in stock options, taken early retirement benefits, have completed the goal of education for their children, and many times those whose significant other also have a career that provides for a financially healthy life.

One other real time consideration has emerged during the last three years: reality.

Many candidates today understand that the area of high and frequent pay increases they received in the late 1990s and early 2000s is gone.  Most people today understand that salary ranges are stabilizing and that significant high level paying positions are not available without serious life style considerations or relocations.

Companies that understand these considerations and are open to take advantage of them find that they can attract significant talent at compensation ranges that years ago would have been impossible.

Candidates that are willing to look realistically at opportunity and compensation will continue to have career choices that will be challenging and rewarding.

In the end it’s all about a fair and equitable compensation for the responsibility required.

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Please call Jack Bourque directly to discuss your personal interest in the following or feel comfortable passing this information to your network in the event this may be a career enhancing step to someone you know.  Please, reference # 1503


 This client is a well known and well established vendor/OEM in coaxial cables, connectors, jumpers, site steel components and accessories to wireless carriers and their network of integrators. Client also has a large portfolio of tier 2 and tier 3 carrier customers and competes well with industrial end users and in the government space.

In the Northeast, the client has developed a unique and effective service model geared toward the urban installations of cell site towers and rooftop applications. A dedicated warehouse and site kitting and logistics facility is located in Central NJ to support the Northeast region.

This Northeast Regional Sales manager position requires a “player coach” ability to build relationships with customers and manage a small team of technical field support and inside sales people.  We are looking for a person who will be the star sales leader for the regional and comes with a track record of success in sales and management.

In this region – VA north through New England and west to Ohio – the sales manager should have a strong relationship sales personality who knows how to compete against the major providers through intuitive customer service, product knowledge and positioning as the quality leader.  Company is eager to take advantage of the competitors’ missed opportunities through its personal service and agile delivery business model.  

Customers: tier 1 and 2 carriers; many larger and mid size integrators who build for carriers, some industrial end users, some government and growing customers base for IBS. Rooftop steel platform design and install is a significant part of this region’s customer base and a very valued area with one of the top Tier 1 carriers in the region.  Business expansion in the region will come from leveraging success with the carriers and developing business opportunities with enterprise customers.

While a hunter’s mentality is required for a successful expanding of this region’s sales, we are strongly influenced to review candidates whose backgrounds have some technical knowledge of passive and active components for wireless networks, since many of the company’s products are sold on their high quality, performance, and the support services offered by the company.

The ability to interact in a team culture with the company’s other regional sales managers, engineering managers and operations personnel will also play a major role in the success of the person covering this region.

Home based office anywhere in the region; we expect a minimum of 60% travel. 

Anticipated first year target total compensation will be better than $150,000.


Jack Bourque 


860-738-5035 ex: 23

Comments Off on RF Components and Service – Northeast Regional Sales Manager & Business Development Career Opportunity, hiring, wireless industry

Most position requirements — no matter how well written — tend to focus on job specifications, desired background, and behavior. They are “company centric, not candidate centric.”

Because of this they offer no compelling reason to attract a passive candidate or one with many other career opportunities, especially if you are looking to attract people who are top performers who are employed by your competition. Even though these people are reasonably happy and reasonably well compensated many will listen to an opportunity that might enhance their careers if approached by someone who understands them and can approach them properly.

To do that successfully, you need to start with The Analysis Worksheet. It’s available free by contacting me.  With your thoughtful input you and those who are helping you will know where to look, what to offer that will “sell” your opportunity, and help acquire someone “ready, willing, and able” to be attracted by your opportunity.

“I’ll know it when I see it,” doesn’t work.  Although you may “really like this candidate” from the handshake, your job is to ensure the person you hire also fits your needs and that the hire will be a long-term success. The Analysis Worksheet helps streamlines the interview process and reaches successful fulfillment much more professionally. And it avoids a decision that goes bad later because what was really required from your viewpoint and that of the candidate was never totally understood.  

The Analysis Worksheet is very detailed. It will make you really think through what you want to accomplish and what you have that will attract a candidate. The first time through takes a little time.  A professional who uses this Analysis Worksheet consistently can help you walk through it to get the best results. Think of this work as customizing the talent acquisition process  – not off the rack, any resume will do — and you will have a good idea of why this information is necessary.  Once you use this tool a couple of times you will see its benefit.

And having it in your hands during the interview of each candidate will help you be more consistent and deliberate in your decision making.

Get started on this Analysis Worksheet, it’s free, and maybe you will see modifications that you can make to more personalized it for your specific talent acquisition requirement.  While some of the sections appear to be redundant in some of the questions asked, filling out the Worksheet in each area will ensure your completeness in identifying the qualifications sought. 

In addition to this worksheet, you may want to add more value to your acquisition process skills.  Other tools that will assist you including articles on structured interviewing questions and behavioral interviewing formats also are available without obligation from our company.

And when you need personal assistance with your talent acquisition process, please contact me at any time.  When you do I’ll give you more specifics on how to earn the best ROI on your critical staffing and talent acquisition process.

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It is universally agreed that employing The Right People is The Key to any successful business.  Hiring talented achievers to fill key positions is the most difficult task facing any manager. 

Before investing time, energy, and money on this important aspect of your responsibility: GET PREPARED!

Ask yourself these questions:

  ?  Have I completed a Position Analysis Worksheet?

  ?  Why is this position necessary?

  ?  Am I prepared to sell the advantages of working for me and my company to candidates who are working for my competitors or who have other opportunities they are considering?

  ?  How many people and total working hours am I prepared to use to hire the right person?

  ?  Do I personally have 10 to 30 working hours available to find the right person?

  ?  How much time does my company usually spend to fill a vacancy?

  ?  How many other people must be involved in the decision making process?

  ?  What efficient resources are available to surface qualified candidates?

  ?  What is my own track record in locating, qualifying, and hiring the achiever I need?

  ?  Does my HR department really know how to find key talent?

  ?  What time will be given to my requirement compared to other talent requirements the company has?

  ?  Are there security or proprietary issues prompting the need for confidentiality in the information about what the company is doing and why new talent is being sought?

  ?  Is it legal to directly recruit from competitors in my state or in my competitors’ states?

  ?  Are there non-compete issues my company has with other companies?

  ?  Do I know the laws on discrimination in hiring?

These are just some of the questions that need to be considered before you begin a search for new talent.  Once you get to this level of discovery you then need to calculate the direct and indirect cost of having the position go unfilled and determine how long you can sustain the vacancy.  This factor of URGENCY may play heavily on your hiring decision making status, especially when in a competitive talent acquisition status.


If a key individual resigned today, you could expect to spend at least 17 weeks to fill the positions. 

  • 1 week to ensure the job description, challenges, and requirements are consistent with your views for the position, even if this is a replacement position.  Be prepared to give this more time if this is a newly created position.
  • 1 week to review and evaluate internal candidates.
  • 2 weeks to have the job posting reach the marketplace you target and get the exposure you will need to get a mix of qualified candidates.
  • 2-3 weeks to screen and analyze the hundreds of resume that will be sent from automatic web sites and those from individual job seekers.
  • 2 weeks to conduct preliminary telephone screening calls of the top 7 candidates screened from the resumes received.
  • 2 weeks to set arrangements and conclude the 1st in-person interview for the top 3 candidates.
  • 1-2 weeks between 1st in-person interview and decision to conduct the 2nd in-person interview.
  • 1 week to conduct preliminary references.
  • 2 weeks between 2nd interview and decision to hire.
  • 1 week between decision and offer.
  • 1 week between offer and acceptance.
  • 2-3 weeks notice needed by selected candidate after an offer is made and accepted.

And after you have done all this: just before the agreed upon state date, candidate decides to accept counter offer.  Now you start the process over at the appropriate step adding several more weeks to successful conclusion.


Besides your time, you can expect to spend $7,000 to $10,000 on average, in direct cost alone to fill this vacancy – those expenses being: 

  1. Advertisement in journals, websites, and other outlets.
  2. Direct cost of personnel department to do screening.
  3. Interviewing expenses.
  4. Your own salary / time in the process.
  5. Your boss’ salary / time in the process.
  6. Salary of your department employees involved in the candidate review process.

In addition to the above direct costs calculation, what about the loss of productivity or potential new business because while you are working at filling the position your individual time and the time of your staff will be directed away from specific priorities/projects. This time could represent a loss of business opportunities.


  • Can the projects now on my work agenda withstand the time away that filling this position will demand?
  • Have I calculated the impact of the time lost by myself and my department that these displaced priorities represent?
  • Have I evaluated the bottom line value of these displace priorities/projects?

The next consideration should be the method you use to find the best candidates for the position.  

  • Do you and others in your organization know the difference between finding candidates and acquiring talent?
  • Do you know what resources best suits the urgency, money, and energy you have available to fill this vacancy?
  • Is there a website that focuses on the specific quality, background, and size of the audience you want to attract?
  • Does your HR staff understand where to look and how to qualify candidates you want?
  • Does your HR staff know how to reach passive candidates who aren’t actively looking to change jobs?
  • Do you really believe that you can screen candidates simply with key word searches?
  • Are there methods that can increase your efficiency and success in acquiring the talent you want?
  • If you want talent from competitive or like companies do you need to ensure the confidentiality of what you are tying to do? 
  • Are you aware of the advantages and shortcomings of personal and industry contacts in networking for the talent you want?   
    • These contacts while often quick to response with pre-qualified potential candidates can be self-limiting in exposure, create potential conflicts of interest, and exclude the advantage of meeting and considering new talent. 
  • Will your company’s HR department give you the strength of defeating counter- offers, negotiating best salaries, and reaching the hidden agenda of candidates? 
  • Have you consider the time and cost savings possible with an industry focused recruiter who is a professional specialist, sensitive and discreet, committed to ensuring your success?  
    • Finance departments concerned with the bottom line will see this option as a one-time tax deductable fixed expense, and if you consider that recruiters achieve success faster and more successfully than any other method you will be able to achieve the talent acquisition results you want in a more efficient and cost effective way.
    • Your company may prohibit you using a cost-saving professional recruiter for your key talent requirements.  If that is the case, be prepared for lots of individual time and frustration to get the results you want.

Working with an industry focused professional recruiter can actually minimize the time to hire, improve your success, open new avenue to consider, and save money. 

When your cost benefit analysis shows that using an industry focused professional recruiter makes sense and you are ready to engage —  BEWARE –

Avoid recruiters who are unprincipled opportunists, who indiscriminately send resumes, who irrationally lobby for their candidates, who are self-serving, who divulge confidential information about your company, and who have a “hit-and-run” philosophy.

If you want to locate the professional industry specialist who will best meet your needs and have your professional interest at heart, contact Wireless Careers.  


 This article is one in a series aimed at improving management efficiency in selecting and acquiring achievers and was written by Jack Bourque, President of Wireless Careers.

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You are going to employ three-dimensional people, why make a preliminary decision on who to meet in person based on a two-dimensional resume.

Today you have the ability to pre-screen by video or telephone anyone you are thinking of inviting into your business for an interview.  It’s easy to set up the technology and schedule the call.  But do you really know what you are doing once you make the connection?

Through years of telephone screening candidates and debriefing companies and candidates after their telephone interviews one thing is certain: most hiring managers just don’t know how to conduct a worthwhile telephone screening call.

Several years ago in doing a seminar for a company about “conducting more efficient telephone interviews,” a hiring manager said he thought all that was necessary was to have a few questions handy to qualify a candidate.

What he didn’t understand is that the process is not just about qualifying; it also is about acquiring the right talent.

Sure in the telephone interview method you are currently using, you can probably ask your questions, get the answers you want, and move to the next level of discover – the face to face meeting – without following any procedure.  But if you think that the telephone interview is all about qualifying the candidate you are seeking, then you are loosing valuable ground in also selling your opportunity.  The professional approach you use to conduct the interview goes a long way to establish the style of your company.

Candidates today – despite what you read about unemployment numbers – have choices.  And very talented candidates have many choices.  Fail to excite a candidate in a telephone interview and you may not get that candidate you want to come to the face to face meeting. 

And without a consistent process for conducting telephone interviews how can you possibly decide who to bring to your office if one candidate never had a chance to answer the same questions other candidates did?  It is very likely that you could be missing the best talent because of this inconsistency in the interview process.

To provide hiring managers a format to improve the quality of their telephone interviews we developed an interview “PAD” and have encouraged its use for many years.  When it is used consistently, companies gain valuable insight, motivate candidates, improve their selection process, and are more successful in their ability to acquire the talent they want.

When not used we have seen companies wasted time, money, and energy and candidates who have been turned off by the selection process.

 The PAD is available without cost at: 

The Telephone Interview…  What Do You Say After You Say Hello?

It’s no good, however, unless you learn to use it.  Go ahead, challenge the way you always have done telephone interviews. Try it, you indeed may like it!

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Hiring the right person – especially for small and medium size companies that have no margin for error – is the most critical decision facing managers today.

Too bad that many hiring decision-makers think employing the right person is easier with the multiple locations to find people on the internet today.

That’s just plain wrong.

Too often people who do the hiring don’t really know what they want, what will be good for the company, and how to make judgments about the values in a person they are looking to hire. What I have seen many times is a hiring process that has nothing to do with solving the problems a company is facing.  It’s more focused at filling a position.

Worse is the attitude that “I’ll know the right person when I see him or her” often permeates the method of selection used by a hiring manager.

This is not the way to be successful in professionally acquiring talent.

Identifying and qualifying values are challenging aspect of the hiring process that often go overlooked by the hiring company. 

What are the company values and what are the individual employee values you are seeing in a new employee?

Often hiring managers don’t even know how to express their company’s values.  Management may not be displaying the values, or the values that were originally part of the company’s foundation have changed overtime.   

A hiring manager will often employ people who exhibit values closely related to their own personal ones.  But often the corporate values and those of the new person hired might be different and a mismatch takes place.  The candidate hired feels he/she made a bad decision, the company thinks it made a bad decision and everyone has wasted time and maybe lost earnings. 

How do you qualify in an interview process values such as ethics, integrity and honor?  There are methods and questions that professional recruiters have used that do produce a better percentage of success in getting to these values but only when the company and the hiring manager are prepared to first answer the questions about these issues themselves. 

And you can still be misled.

There is always a chance that the information givers are great story tellers. You can’t get it right 100% of the time.  What you try to do is minimize the number of times you get it wrong. 

I trust that ethics, integrity, and honor never disappear from our actions and our lives.

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