Outside agency attracts, screens and presents the right people for complex leadership roles

August 2022- As of May 31, there were 11.3 million jobs available in the United States (809,000 jobs were open in manufacturing) and 4.3 million people quit their jobs during May (326,000 people voluntarily left their manufacturing jobs), according to the U.S. Bureau of Labor Statistics.

Many companies in the metals sector have well-staffed, competent HR departments yet still struggle with recruitment. Others are under-resourced for the number of positions they must fill or because of the very specific skills needed for those positions. There’s advertising, going through stacks of resumes, conducting interviews and background checks, compensation discussions, hiring, orientation, and training.

Many companies are overwhelmed and have a tough time getting the exact right people for the job; they may also be hesitant to turn to outside recruitment firms because they worry about costs. On the other hand, being able to find the right recruit can pay surprising short and long-term dividends, according to Ben Snyder of J. Benjamin Recruitment Inc.

“For eight years, I have specialized in metals processing and distribution. I have interviewed thousands of professionals, and we are constantly fine-tuning our methodology to attract and retain our industry’s ideal talent,” Snyder says.

Earning a bachelor’s degree in psychology from Purdue University, Snyder says he learned about how people behave and why. “To understand how someone will perform, you need to understand their motivation. Happy people perform better than their counterparts, and I can help employers understand what makes individuals happy.”

Snyder dedicated his work to metals after studying 50 separate industries. He found “a surprisingly thin talent pool, especially among Gen X, despite the industry’s importance and significant revenue. There were few employment resources and no concrete path into the industry for non-metals professionals.”

J. Benjamin Recruitment helps clients to find professionals who fit both cultural and technical needs. “Half of a placement is related to culture; who your boss is and how you communicate with one another determines your potential. Teams that communicate well among each other tend to perform better overall,” Snyder says.

His efforts include helping talent to diversify. “If you specialize in hot-rolled coil sales, sure, you could find another employer that does that or you may do better with a company that has similar processes, but supplies another product.”

Culture-based ideas are often overlooked, according to Snyder. At Steel Market Update’s 2019 conference, Snyder asked a panel of CEOs if they would consider alternative time-saving options, such as work from home. “People laughed, and one of the CEOs responded, ‘What are we going to do, move a $150 million paint line?’ Six months later, we were all forced to work from home, and no one had a plan.”

HOW IT WORKS

Companies typically contract J. Benjamin Recruitment to hire specific professionals, but Snyder can also make anonymous introductions on behalf of working professionals. “I inform the hiring manager of their technical experience, cultural preferences and compensation expectations and confirm their interest before sharing a resumé. Maintaining confidentiality allows me to have open, candid discussions with candidates, and they tell me a lot more than you might expect.”

This has become especially important since COVID. Expectations from everyone have risen dramatically, says Snyder. “Hiring managers used to take chances with someone that showcased success with similar products. Today, employers expect exact experience in a specific product or processing method. Now, many hiring managers will not consider an entire candidate pool because of one or two bad experiences.”

J. Benjamin Recruitment calls many job seekers directly, but it also receives hundreds of resumes and referrals through his website, LinkedIn and phone calls. “That is a significant part of my business,” specifically speaking one on one with people about referrals. For example, Snyder says, a buyer at an OEM might recommend their favorite salesperson.

SALARY STRATEGIES

Compensation has risen, but not at the same rate as company profits, according to Snyder. “Companies are right to say they are paying more, but compared with inflation—as indicated by Labor Department data. Real wages are only up 1 percent since 2012 and are significantly outpaced by corporate post-tax profits. There is legitimate frustration on both sides.”

Snyder promotes opportunity awareness education, noting that it’s a huge part of the firm’s work with both clients and job seekers. “We must consider all options and outcomes before making a decision,” and candidates need to figure out the different ways they can best move their careers forward and get what they really want.

For example, “I placed a sales manager at a major service center into an individual sales role at a small/midsize service center.” The candidate sought higher compensation and more free time. “We lowered their salary by $25,000, increased commission potential, and permitted remote work,” Snyder recalls. “Not everyone is looking for more guaranteed money or a bigger title, and both employer and candidate achieved their goals.”

TAKE THE MESSAGE

“No, hiring managers cannot do what we do. Bias cannot be avoided. For me, there is a financial incentive for people to stay in their roles for as many years as possible,” says Snyder. “Ultimately, it depends on each individual and what they want to do. It’s not only about technical ability, but where you want to be and why you want to be there. Change is constant; employers must listen and take the message from their workforce,” he adds.

With the right candidates, clients can make “amazing and unexpected matches,” hiring people who are “excited to work with you and who will become loyal employees that are motivated to succeed.”

Most clients that finally call Snyder initially believed “they could do their own recruitment, but there is a difference between a business owner who is excited about their company and someone who is a professional recruiter. I promote the win-win relationship. Everyone should get something good out of a hire.”

One major benefit an outside firm can provide is the client doesn’t have to read through a hundred resumes. Snyder will do that, conduct phone and video interviews, make sure the claims are valid, and select only the very best candidates for the client to interview. “I do all the vetting. The candidate has to prove their own experience to the client but you’re already 99 percent of the way there.”

QUALIFICATIONS QUALIFICATIONS

Snyder’s interviews with job seekers are substantive. “When we discuss performance, I dig into the details of how they obtained their results.”

Jobs have become more complex. “Expectations are higher than ever, and that is especially true for senior roles. There might be only a handful of people in the country who qualify. The candidate must be willing to relocate in many instances. Searches have become burdensome.”

Snyder says the vast majority of J. Benjamin Recruitment’s placements “are still with the company, but when missteps happen, we take the opportunity to learn and improve while ensuring that our customer is happy.

“I definitely see opportunities growing with recruitment,” he says. “Companies still have some reservation about spending the money on outside assistance, but with this firm, you only pay for results.”