Tired of the travel? Tired of the dispensing grind? Want to make the same amount of money (or more) with flexibility and stay attached to the profession? Are you ready to be thanked and appreciated for your talents?
Bridgeline has an opening for a very unique person who enjoys networking with professionals in the audiology industry as an audiology recruiter.
Position Highlights:
This is a work from home position (no relocation required!). Part-time or Full-time. Very flexible.
Enjoy working with Facebook, Twitter and other Social Networking mediums
Enjoy talking with other professionals, assessing their goals, competencies, strengths and weaknesses, counsel others (interviewing skills)
Enjoy helping others expand, understand and secure their next career move (match to job opportunity)
Act as a consultant to candidates from career goals to business objectives to being a resource for information/questions
Great follow-up skills, works well with timelines, appointments and personal management habits
Excellent telephone voice, great communicator, engaging, warm, genuine
Tenacious, dedicated, positive, optimistic attitude, creative solutions thinker, sense of humor, laughs
No selling to prospective companies.
Specifics:
Commission/1099 position. Expected monthly salary 3-5K min to 7-10K per month (depending upon p/t or f/t). No cap. 36K (p/t) to 120K (f/t) per/yr.
Full training provided, technology/database access from home, email/telephone number provided. Easy interface.
Must have a computer and a telephone, ability to work from home (or Starbucks).
Respond confidentially to request a job description and more details.
I look forward to hearing from you,
Tom Northey, COO
Bridgeline Associates
tom@bridgeline.org (email)
Tuesday, August 10, 2010
Monday, July 12, 2010
Get the FREE 2010 Salary Sample Summary report now!
The first, annual Bridgeline 2010 Salary Sample Summary report is now available exclusively from Bridgeline Associates for a limited time. Discover what the audiology market place is paying for Sales Reps, Reg. Account Mgrs, Private Practice HA Dispensers, Product Mgrs, Reg. Trainers, Univ/Teaching Hospitals, ENT Practice, etc.; owners to employees. Review the various benefits plans to get a real-world understanding of earning potential in today’s (FY 2010) terms. Get a clear understanding of what “travel” percentages mean, discover additional benefits such as car allowances, dues/membership coverage, tuition reimbursement, and sign-on/relocation bonus. Compare “total compensation” packages with your own. Get benchmark data/perspective before you apply for your next job.
The report is FREE when you register at www.bridgeline.org under “contact us”. Fill out the “contact form” and include “Send Report” in the “message” box. Here is the link: http://www.bridgeline.org/1/9/contact.asp
The report is FREE when you register at www.bridgeline.org under “contact us”. Fill out the “contact form” and include “Send Report” in the “message” box. Here is the link: http://www.bridgeline.org/1/9/contact.asp
Friday, June 25, 2010
Uncovering the Challenges in Attracting Talent: A Company Perspective
Dear Hiring Managers,
After contacting and speaking with hundreds of audiologists and hearing aid specialists this past year we've discovered some revealing trends.
1. A predominant reluctance to relocate by candidates. Why? People can't sell a house in this market (compare May's new housing sales report: 33% decline in new housing sales. The lowest on record since the 1960's).
2. Apprehension to switch jobs in a recession. Job security is a stronger driver than a "new" opportunity/career move.
3. Hearing aid sales in private practice offices still remain stagnate nationally which discourages providers to switch jobs to experience the "same thing".
What are the Drivers of Engagement for Hearing Professionals?
According to the Hearing Review's Dispenser Survey 2006, 56% of dispensing audiologists (DA) are female while 42% are male. In contrast 19% of hearing instrument specialists (HIS) are female and 81% are male.
Ramifications:
1. Female DAs are less likely to change jobs for money (as the sole driver). Other drivers of engagement (DOE) must be present such as quality of life, commute, team environment, personal development/training/recognition and flexibility (flexible schedules/hours). Additionally, they are less likely to take heavy travel assignments where they are away from home two nights or more per week especially if they are married with children. If they are not the primary bread winner in the home these factors carry even more weight. If they are the owners of a practice, the willingness to consider changing jobs or going to work for another employer is even less (excluding the desire to sell the practice for retirement, career change or to escape "ownership headaches").
2. Male DAs may be even more entrenched. Many own their own practices and will be just as reluctant to consider other "opportunities" as with female DAs. Many will be the primary bread winner which in this economic climate trends toward job security over potential career advancement/job change/disruption-they remain risk adverse. Combine this perception with the inability/difficulty of selling a home and you have candidates that are staying put-no matter the additional income potential. While money, responsiblities/'titles' (advancement, status, etc.) tend to influence this demographic more, the underlying systemic issues are still firmly in place.
What can employers do?
First, employers need to begin designing employment packages that meet candidate's drivers of engagement (which are unique to each demographic). The search for talent and the process of recruiting new talent to the organization must be the full-time job of the President (executive level of the organization). Company longevity, profitability, growth/expansion all under the context of job security must be promoted in order to attract today's skeptical and skittish candidates (for good reason). Quality of life and flexibility aspects must be part of any job description (especially in the case of female DA's). These need to be highlighted in job postings. Job sharing arrangements, child care benefits, flexible schedules, multiple part-time employee teams, working remotely, will all be key DOEs in this climate.
The Search for new Talent:
Companies should consider looking at recent retirees on contract or temporary/p/t work engagements. These candidates have years of experience and are a cost-effective way to bring critical practice management/sales/marketing competencies to a younger work force. Many don't want to work full time, many don't need full health benefits and overall are ideal consultants to develop and implement private practice clinics. They can also play a vital role for patient care/provider vacancies until a permanent replacement is found. The next challenge/initiative will need to develop a strategy that attracts students (Associates Degree level and up) with a marketing campaign that educates them on the benefits of becoming a hearing aid professional.
These are just a few of the things on our radar.
Best Regards,
Tom Northey, COO Bridgeline Associates
tom@bridgeline.org (email)
After contacting and speaking with hundreds of audiologists and hearing aid specialists this past year we've discovered some revealing trends.
1. A predominant reluctance to relocate by candidates. Why? People can't sell a house in this market (compare May's new housing sales report: 33% decline in new housing sales. The lowest on record since the 1960's).
2. Apprehension to switch jobs in a recession. Job security is a stronger driver than a "new" opportunity/career move.
3. Hearing aid sales in private practice offices still remain stagnate nationally which discourages providers to switch jobs to experience the "same thing".
What are the Drivers of Engagement for Hearing Professionals?
According to the Hearing Review's Dispenser Survey 2006, 56% of dispensing audiologists (DA) are female while 42% are male. In contrast 19% of hearing instrument specialists (HIS) are female and 81% are male.
Ramifications:
1. Female DAs are less likely to change jobs for money (as the sole driver). Other drivers of engagement (DOE) must be present such as quality of life, commute, team environment, personal development/training/recognition and flexibility (flexible schedules/hours). Additionally, they are less likely to take heavy travel assignments where they are away from home two nights or more per week especially if they are married with children. If they are not the primary bread winner in the home these factors carry even more weight. If they are the owners of a practice, the willingness to consider changing jobs or going to work for another employer is even less (excluding the desire to sell the practice for retirement, career change or to escape "ownership headaches").
2. Male DAs may be even more entrenched. Many own their own practices and will be just as reluctant to consider other "opportunities" as with female DAs. Many will be the primary bread winner which in this economic climate trends toward job security over potential career advancement/job change/disruption-they remain risk adverse. Combine this perception with the inability/difficulty of selling a home and you have candidates that are staying put-no matter the additional income potential. While money, responsiblities/'titles' (advancement, status, etc.) tend to influence this demographic more, the underlying systemic issues are still firmly in place.
What can employers do?
First, employers need to begin designing employment packages that meet candidate's drivers of engagement (which are unique to each demographic). The search for talent and the process of recruiting new talent to the organization must be the full-time job of the President (executive level of the organization). Company longevity, profitability, growth/expansion all under the context of job security must be promoted in order to attract today's skeptical and skittish candidates (for good reason). Quality of life and flexibility aspects must be part of any job description (especially in the case of female DA's). These need to be highlighted in job postings. Job sharing arrangements, child care benefits, flexible schedules, multiple part-time employee teams, working remotely, will all be key DOEs in this climate.
The Search for new Talent:
Companies should consider looking at recent retirees on contract or temporary/p/t work engagements. These candidates have years of experience and are a cost-effective way to bring critical practice management/sales/marketing competencies to a younger work force. Many don't want to work full time, many don't need full health benefits and overall are ideal consultants to develop and implement private practice clinics. They can also play a vital role for patient care/provider vacancies until a permanent replacement is found. The next challenge/initiative will need to develop a strategy that attracts students (Associates Degree level and up) with a marketing campaign that educates them on the benefits of becoming a hearing aid professional.
These are just a few of the things on our radar.
Best Regards,
Tom Northey, COO Bridgeline Associates
tom@bridgeline.org (email)
Monday, June 21, 2010
Executive Job Creation Positive for Fifth Consecutive Month
Dear Professionals,
"US employers continue to add more executive management jobs than they are eliminating as the American economy continues to emerge from recession, according to ExecuNet's latest Executive Job Creation Index data. In May, the number of companies adding new executive roles and "trading up" with new hires for existing management jobs was 28 points higher than the number actively reducing leadership head count, according to the survey of 185 executive recruiters. May ranked as the fifth consecutive month in which executive jobs were created, following a period of significant retrenchment by US employers and a difficult period for executive staffing levels."
We are starting to see this with some of the HA mfgs and the large-national, dispensing practice groups.
Best Regards,
Tom Northey/Bridgeline Associates
"US employers continue to add more executive management jobs than they are eliminating as the American economy continues to emerge from recession, according to ExecuNet's latest Executive Job Creation Index data. In May, the number of companies adding new executive roles and "trading up" with new hires for existing management jobs was 28 points higher than the number actively reducing leadership head count, according to the survey of 185 executive recruiters. May ranked as the fifth consecutive month in which executive jobs were created, following a period of significant retrenchment by US employers and a difficult period for executive staffing levels."
We are starting to see this with some of the HA mfgs and the large-national, dispensing practice groups.
Best Regards,
Tom Northey/Bridgeline Associates
Wednesday, May 12, 2010
Talent Management Pain Qualifying Survey
Take the Survey for your Company:
Talent Management Pain Qualifying Survey
When considering your talent there are several concerns that you may be dealing with. Please check the items that are of most significance to you and your team.
Next level Leadership/Succession Planning:
□ Not sure we have the right people to promote into leadership roles
□ Not sure how to identify who to promote
□ Our employee/leadership development is weak or non-existent
□ We don’t have a career or succession-planning program
□ Several key “mission critical” employees are retiring in the next 5 years
□ We are unclear of how to manage knowledge transfer
□ We have no system in place to attract, retain and develop leaders to the organization
Talent Retention:
□ Our onboarding program is weak or non-existent
□ We lose or have lost ‘A’ or high potential players
□ We don’t have a people strategy
□ 4 generations in the workplace and we don’t understand 2 of them
□ Employee Engagement is not measured
□ We are not analyzing why people stay or why they leave
□ We don’t know what makes our best people tick (benchmarking)
□ Our retention program is not up to date or congruent with modern day talent needs
Performance Management:
□ People are not hired into roles with defined performance expectations
□ Our managers avoid accountability discussions with their employees
□ Performance is not measured so people do not know where they stand
□ People management is inconsistent with organizational objectives
□ Accountability is not part of our core culture
Recruitment
□ We have no talent acquisition strategy to deal with the impending shortage
□ We don’t know how to attract and retain ‘A’ players
□ We are currently not marrying our marketing brand to our employee brand
□ We are ineffective at candidate campaigning
□ We are spending too much on search firms and don’t feel the ROI is sufficient
□ There is no internal talent pipeline
□ HR, Staffing and Hiring Managers just don’t seem to be on the same page
Talent Management Pain Qualifying Survey
When considering your talent there are several concerns that you may be dealing with. Please check the items that are of most significance to you and your team.
Next level Leadership/Succession Planning:
□ Not sure we have the right people to promote into leadership roles
□ Not sure how to identify who to promote
□ Our employee/leadership development is weak or non-existent
□ We don’t have a career or succession-planning program
□ Several key “mission critical” employees are retiring in the next 5 years
□ We are unclear of how to manage knowledge transfer
□ We have no system in place to attract, retain and develop leaders to the organization
Talent Retention:
□ Our onboarding program is weak or non-existent
□ We lose or have lost ‘A’ or high potential players
□ We don’t have a people strategy
□ 4 generations in the workplace and we don’t understand 2 of them
□ Employee Engagement is not measured
□ We are not analyzing why people stay or why they leave
□ We don’t know what makes our best people tick (benchmarking)
□ Our retention program is not up to date or congruent with modern day talent needs
Performance Management:
□ People are not hired into roles with defined performance expectations
□ Our managers avoid accountability discussions with their employees
□ Performance is not measured so people do not know where they stand
□ People management is inconsistent with organizational objectives
□ Accountability is not part of our core culture
Recruitment
□ We have no talent acquisition strategy to deal with the impending shortage
□ We don’t know how to attract and retain ‘A’ players
□ We are currently not marrying our marketing brand to our employee brand
□ We are ineffective at candidate campaigning
□ We are spending too much on search firms and don’t feel the ROI is sufficient
□ There is no internal talent pipeline
□ HR, Staffing and Hiring Managers just don’t seem to be on the same page
Thursday, April 15, 2010
Special Edition for Employers and Hiring Managers
Dear Employers,
Let’s be honest.
If you could go back in time, knowing what you know now, you wouldn’t hire all the people who are on your team today.
At the same time, you have key contributors you’d hate to lose. People who give their all and get the job done without drama or complication. To replace those team-players would cost you dearly in recruitment and hiring costs, training time and customer satisfaction, not to mention the loss of revenues, morale, momentum and your own peace of mind.
In today’s competitive climate, you can’t afford to lose the strongest members of your team. Experienced, top-level candidates are seeking opportunities that engage their interests, align with their values and allow more freedom in their life-style while the next generation of candidates are ill-prepared and under-qualified to replace these seasoned professionals. Consider these startling statistics:
1. According to HR Executive, 45% of the employed work base is searching for a new job on company time (unfocused on strategic objectives).
2. According to the latest US Jobs Retention and Recovery poll, 54% of the workforce will leave for a better offer/opportunity when the economy improves.
3. According to Peter Drucker, 2/3rds of hiring decisions result in a mis-hire/mistake compounded with the cost of an average mis-hire which equals 3-6 times compensation (with a sales role the multiplier is 15 times annual compensation).
The Talent Pool is Shrinking:
"(Audiology) will graduate approximately 5,500 clinical practitioners during the next decade while an estimated 6,000 practicing and licensed audiologists will reach retirement age." The audiology demographic trends are clear based on an analysis of these data: (1) there will be fewer students entering the audiology profession than the projected retirements of active audiologists; (2) the audiology profession will have little or no growth; and (3) there will be an increase in demand for hearing health-care services." (B. Freeman, PhD, The Coming Crisis in Audiology, Audiology Today, NovDec issue 2009).
So, how are you going to hire and keep the best, augment the rest, and develop a loyal team of top-performers?
At Bridgeline Associates we mitigate your hiring risk. We specialize only in the audiology space. We create roughly 50 relationships with audiology professionals daily. We understand that retention of A-player talent begins with the right selection of A-player talent. We understand that behavior is a better predictor of success than past experience. We help you hire the person not the resume. Our process ensures that we get the “right people on the bus”, in the right roles, right the first time. We provide audiologists, managers, directors, sales professionals, trainers, and practice owners through:
• Permanent placement
• Contract, temporary placement-staffing engagement
• Consulting, special projects engagement (we have some incredible, executive talent that is available for short-term, specific engagements/projects)
Regards,
Tom Northey/COO
Bridgeline Associates
tom@bridgeline.org
Let’s be honest.
If you could go back in time, knowing what you know now, you wouldn’t hire all the people who are on your team today.
At the same time, you have key contributors you’d hate to lose. People who give their all and get the job done without drama or complication. To replace those team-players would cost you dearly in recruitment and hiring costs, training time and customer satisfaction, not to mention the loss of revenues, morale, momentum and your own peace of mind.
In today’s competitive climate, you can’t afford to lose the strongest members of your team. Experienced, top-level candidates are seeking opportunities that engage their interests, align with their values and allow more freedom in their life-style while the next generation of candidates are ill-prepared and under-qualified to replace these seasoned professionals. Consider these startling statistics:
1. According to HR Executive, 45% of the employed work base is searching for a new job on company time (unfocused on strategic objectives).
2. According to the latest US Jobs Retention and Recovery poll, 54% of the workforce will leave for a better offer/opportunity when the economy improves.
3. According to Peter Drucker, 2/3rds of hiring decisions result in a mis-hire/mistake compounded with the cost of an average mis-hire which equals 3-6 times compensation (with a sales role the multiplier is 15 times annual compensation).
The Talent Pool is Shrinking:
"(Audiology) will graduate approximately 5,500 clinical practitioners during the next decade while an estimated 6,000 practicing and licensed audiologists will reach retirement age." The audiology demographic trends are clear based on an analysis of these data: (1) there will be fewer students entering the audiology profession than the projected retirements of active audiologists; (2) the audiology profession will have little or no growth; and (3) there will be an increase in demand for hearing health-care services." (B. Freeman, PhD, The Coming Crisis in Audiology, Audiology Today, NovDec issue 2009).
So, how are you going to hire and keep the best, augment the rest, and develop a loyal team of top-performers?
At Bridgeline Associates we mitigate your hiring risk. We specialize only in the audiology space. We create roughly 50 relationships with audiology professionals daily. We understand that retention of A-player talent begins with the right selection of A-player talent. We understand that behavior is a better predictor of success than past experience. We help you hire the person not the resume. Our process ensures that we get the “right people on the bus”, in the right roles, right the first time. We provide audiologists, managers, directors, sales professionals, trainers, and practice owners through:
• Permanent placement
• Contract, temporary placement-staffing engagement
• Consulting, special projects engagement (we have some incredible, executive talent that is available for short-term, specific engagements/projects)
Regards,
Tom Northey/COO
Bridgeline Associates
tom@bridgeline.org
Tuesday, March 16, 2010
Invest time in thinking through how you recruit people.
Check your Interview Process:
• If your interview questions are based on the candidate’s resume, you are missing the real questions.
• If you are still using a “job description” to attract and then validate candidates, you are making the wrong decisions about people.
• If your jobs have not been benchmarked, you don’t really know what the expectations should be.
• If your interviewing team is still asking different questions from each other, you are missing great people.
Rethinking these issues, and coming to the right conclusions, will guide corporate recruiting to create an effective attraction, selection, and retention strategy.
Tom/Bridgeline
• If your interview questions are based on the candidate’s resume, you are missing the real questions.
• If you are still using a “job description” to attract and then validate candidates, you are making the wrong decisions about people.
• If your jobs have not been benchmarked, you don’t really know what the expectations should be.
• If your interviewing team is still asking different questions from each other, you are missing great people.
Rethinking these issues, and coming to the right conclusions, will guide corporate recruiting to create an effective attraction, selection, and retention strategy.
Tom/Bridgeline
Subscribe to:
Posts (Atom)
