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Hiring a Management Team

Different people for different stages of business

development.

Know what stage your business is in and hire accordingly, says

Linda Resnick, founder and personnel consultant for CEO

Resources, (610-565-9767, http://www.ceoresources.com).

"A company in its infancy, like a lot of E-Commerce companies,

and a company in its adolescent stage — each of those stages has

different kinds of employees that are appropriate. I think executives

get so enmeshed in doing stuff that they can’t see the forest for

the trees."

For the latter half of this year, though, companies have been actively

seeking Resnick’s help in developing their management teams. "My

phone didn’t stop ringing last week," she says. "It’s times

like this that people take stock of where they want to be next year,

what are their strengths and stumbling blocks."

Resnick speaks on "Building an Effective Management Team"

at the New Jersey Technology Council’s meeting on Tuesday, January

11, at 4 p.m at Dialogic, located at 1515 Route 10 in Parsippany.

Call 856-787-9700. Cost $40.

Resnick, who grew up on Long Island, started in marketing and human

resources at Unisys (then Sperry). She received a BA in education

from Wheelock in Massachusetts, Class of 1964, and an MS from West

Chester University. "I got my experiential MBA in marketing at

Sperry," says Resnick.

In 1994 Resnick published "The Big Splash in a Small Pond,"

(Simon & Schuster, $11); a book about how to find a great job in a

small company. "I’m an expert in growing companies," she says,

"and there were so many people wanting to go into small companies

but they didn’t understand them and it wasn’t clear who the small

companies were. I focused on companies with under 100 employees,

because

that’s where most of the innovation is, that’s where a lot of new

products are developed."

Some tips from the headhunter on gathering a winning management team:

Hire generalists at the start-up stage. "When a

company

is more mature they can put in the specialist," she says.

Know when to replace yourself. "Know when you’re

growing

out of your competencies, and get a role that you really are best

at," says Resnick.

Review the management team around you. "Some companies

are great business generators but they are bad at executing, which

means they need to get a stronger operations person," says

Resnick.

"Some could be good at technology but they don’t have a real good

sales manager." Ask the question: Has the company outgrown the

management team? Or, perhaps the team needs stronger individual

players.

Decide if you are hiring for Wall Street or Main Street.

"A lot of companies looking to do IPOs may hire well-credentialed

people," she says. "They want to have a minted MBA from the

best school or someone who has been through the one of the big five

consulting firms. That’s fine, but you need balance. That may not

be the only strategy." The minted MBA, says Resnick, may not

always

advance your company’s growth internally.

Encourage feedback from friends, colleagues, and

employees,

especially if it’s tough feedback. "Learn from it, don’t just

dismiss it," says Resnick.

Build your recruiting process. "In this talent war,

you have to have the appropriate recruiting process and

relationships,"

says Resnick. "Sometimes you want to outsource things, you may

use recruiters, or have a partnership with an executive search

firms."

Elevate HR to a strategic role. "HR and technology

must have a seat at the table because they are key to business growth

these days," says Resnick. "If they’re not sitting at the

executive table with marketing, sales, and finance, why is that?"

"In the last two years, the Internet and technology have become

key to every business," she says. "Now they have to be aligned

to the business strategy. The same is true for HR people — if

one of the key ingredients to a successful business is the talent

that you have, then recruiting and retaining has to be a strategic

role."

Finally, don’t grow so fast that you burn out employees.

"I’ve done some work on the west and east coast, and some of these

high-growth technology companies are working their people so hard

that they’re sleeping there to get through projects," she say.

"They’re burning out this talent pool."


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