The Wall Street Journal continues to report on the saga of Theranos, the former Silicon Valley darling that continues its epic self-immolation.
On March 24, Christopher Weaver and John Carreyrou reported that Theranos is offering investors additional shares in return for an agreement not to sue the company or its founder, the disgraced Elizabeth Holmes. Read More
If you’re a hiring manager, you know the job market is as hot as it’s been in years. Competition for talent is intense. That means it’s harder to attract great new employees, and harder to keep the ones you already have.
What does that mean for you? Here are some things to think about:
The candidate had a solid background, but there were some strange transitions on his resume. He’d landed a big overseas posting with a prestigious company, then abruptly left a year later for a lesser position back in the US. It didn’t make sense, and I assumed he was fired.
I asked the candidate what happened, and he gave me a response I wasn’t expecting. Read More
I had just started a new search and was interviewing the first potential candidates. One of them called me a few days after our meeting. Read More
Back in September, I attended MassDevice DeviceTalks Boston. As usual, the MassDevice folks put on a terrific program.
One of the featured speakers was Jeff Burbank, Founder and CEO of NxStage Medical, the dialysis company. In a candid interview, he talked about the company’s growth, and the challenges he faced along the way. Read More
I’m recruiting a CEO for a medical device company that’s owned by a private equity firm. Last week, I was talking with one of the partners about his phone call with one of the candidates.
He said, “The thing that distinguished this guy were his questions. They showed he thinks like an owner. It’s incredibly powerful. In fact, you should tell candidates to do that because it really sets them apart.”
Now I’ve told you.
It’s something every green salesperson learns in their first few weeks on the job: When the customer is ready to buy, go for the close.
Recruiting is just another form of sales. When you are recruiting an executive to join your team, you’re selling the job opportunity and the company. When you find the right candidate, and she’s ready to say yes, close the deal right away. Delay dramatically increases the odds something will go wrong. Read More
Networking is easy — except when you make it hard on yourself.
Last month I ran into a medical device executive I’ve known for a couple of years (let’s call him Peter). He’s considering a job change and a couple months earlier asked me for a few referrals.
“How’d it got with those introductions?” I asked. Read More
Business Insider reported on a presentation by Kennedy School Professor Iris Bohnet at the Financial Times Women at the Top Conference in London. She spoke about decreasing bias in hiring.
Bias is a real problem, and not just for candidates who are disadvantaged by it. Bias is a problem for employers, who can end up passing on superior candidates when unrecognized bias leads to selection of the wrong person. That hurts the bottom line. Read More
Should you accept a counteroffer? In a word, no. Here’s why.
When you accept a counteroffer, you burn a lot of bridges. Let’s count them.
First, you burn a bridge with the person who offered you a new position. Going back on your word is a slight that is not forgotten. You can bet the hiring manager will have nothing good to say about you.
You will also burn a bridge with your employer, though you may not realize it at the time. You’ll get more money, a better title or a new job, and be flattered with kind words about your great value to the organization. Read More