Topics Outside the Box

Questions are coming in regarding consulting, how to deal with headhunter calls and all sorts of issues not covered anywhere else. This is where you will find them posted with a variety of suggestions.

Archives: 1/06   2/06   3/06   4/06

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January 25, 2007 [Anonymous Contributor]

One of our biggest challenges these days has been with the issue of metrics and measurement. We are evolving into a very metrics-driven organization, and there is greater emphasis than ever on measuring and evaluating everything that we do. I’m sure I’m not the only one of your clients who’s experiencing this trend.

[JUDY]

A response to your ruminations on metrics and measurement

For as long as I have been in this business the question of measuring what we do has come up. As you know, some pretty sophisticated businesses have sprung up to analyze media (for content and key words) to conduct focus groups, take opinion surveys and of late to look at on-line media, social networks and blogging. The world of communications has become far more complex and layered. Trying to determine where to conduct research becomes a thorny question. However, it seems to me that is putting the cart before the horse.

The confusion, in my opinion, is not in the tools of communication, but in starting at the beginning. If you haven’t determined with a fine degree of precision what your communications objectives are, what behavior or opinions you wish to influence, then you will only approximate what appears to be a scientific survey. Moreover, I would contend that the lack of precision about what the “hard” objectives the communications/PR function are supposed to meet leads to a “muddy” result.

From what I can tell in working with leaders of organizations, the problem starts from the top (at the highest levels of the organization) and is institutionalized by the failure of the PR/Communications leadership to insist that the goals be as clear as a bell. Frankly tackling that challenge takes courage because you leave yourself open to admitting that when you get to what it is the company really wants, you might not be able to deliver it. (Is it best to let a sleeping dog lie?)

I gave a speech recently where I said the head of communications and the team should be able to articulate the top three priorities of the organization and how the work they are doing dovetails with those goals. I also said, in most organizations, keeping the list short meant people could focus on the most important objectives (the KISS principle.) I think most people in the room couldn’t give me those three objectives much less how what they were doing was spot on to meet those goals.

Are we our own worst enemies? Should we be holding ourselves up to rigorous standards? I know we can do focus groups and measure increases in sales. Behavior and attitude change is a very different and tougher animal to measure. How can we isolate what we do in Communications from all the media influences and say what we are responsible for—and not the dumb luck of being in the right place at the right time.

I would contend that if you decide precisely what you want to measure, you will either find the expertise out there or you will learn the limits of what you can and cannot know from research tools available to us today. It will be a scientific and accurate response to the question, “how can you prove it?” The final answer might be we can only tell you that there was a noticeable and desirable change in the desired direction or behavior pattern but we cannot take full credit. In the end does what we do only partially lend itself to the rigors of scientific scrutiny? Does that reality create problems when justifying our existence to the organization’s leadership?

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January 25, 2007 [Anonymous Contributor]

Over the years I have found your website and newsletter to be extremely helpful. You're providing a wonderful service -- so many thanks!

I wonder if you could please point me in the right direction. I am looking for base salary and bonus information (broken out separately) for a top communications leader position in a $5-10 billion company in the Northeast. I have seen the 2006 Korn Ferry/PRWeek salary survey, but it only highlights comp for CCOs in companies $10 billion+ (base is $335K and bonus is $245K). Do you know of any other sources that might get closer to the $5-10 billion revenue segment?

Thanks in advance for pointing me in the right direction!

[JUDY]

It is often thought that compensation packages for top communications positions have a direct correlation with size of company and size of staff/budget. It doesn’t work that way. Just as we describe communications as a creative process, compensation falls in that hybrid space of part art and part science. I have seen companies pay top dollar for a candidate that the CEO feels will be a great help in handling major issues regardless of the size of the organization (but generally on par with his other direct reports.) Competition plays a major role as well as if the candidate has “star” qualities. More about that later.

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January 11, 2007 [Judy Cushman]

I've written a newsletter talking about my seven golden rules for job hunting. Here they are. Please let me know what you might add to this list or if you think these rules need adjusting.

THE GOLDEN RULES OF JOB HUNTING

In a tight market where good people are constantly overloaded and routinely working 50-60+ hours per week, it is understandable why behaving thoughtfully becomes difficult. But, treat someone badly, and you will not be forgotten for all the wrong reasons. The market will cycle and you will need all the allies you can muster at some point. The question is when, not if.

The golden rules apply to candidates, hiring organizations and search consultants who should treat each other with respect and thoughtfulness. So simple-yet this takes a commitment and understanding of how important it is.

1.) Search consultants should provide feedback and be accessible to candidates they have recruited, even if they are no longer candidates for a position. Focusing on just the few finalists that the client wishes to consider is only part of the job. Email notes can be three words, but not sending them will eventually hurt search consultants. Job seekers should confirm how the search consultant plans to provide feedback and how often.

2.) Job Seekers, Sources/Contacts, Professionals with wide networks should selectively decide which firms/individuals they will respond to. If they do not return a call or two from one organization, or if they ignore a reputable contact via email, this will not be forgotten when the hiring organization or search firm has a job to fill. Their viewpoint is, you were uncooperative so you might be difficult to work with or recruit. You are not a desirable candidate.

3.) Job Seekers should always be responsive to calls once they begin a job search. Take whatever steps are necessary to be accessible and expect evening and early morning conversations.

4.) Job Seekers should expect to return calls or emails within hours (not days) and inform recruiters or potential employers of their schedule particularly if they will be unable to return calls while they are traveling or in extended meetings.

5.) When a job seeker is under serious consideration for a position, s/he should provide detailed scheduling/contact information. The search consultant or hiring organization may need to ask you to jump through hoops so you connect with the leadership/hiring team. That may mean last minute adjustments or scheduling one day ahead. That can only work if you are “connected at the hip” with the recruiting/hiring team. They need to know when you are unavailable and when/how they can expect to reach you. If necessary, carry a personal cell phone to use only for job-search related calls.

6.) Job seekers should be candid with recruiters or hiring organizations and not wait to be asked about other jobs they are considering. Do not tell a recruiter that you have an offer and only 24-hours to make a decision-- and ask if they could hurry to make a decision. Give the recruiter or the organization sufficient notice so they can respond to your situation.

7.) Job Seekers should specify what information is confidential and what the recruiter or search representative may share. The recruiter should do the same and explain what information is for the benefit of the job seeker and should not be discussed.

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January 11, 2007  [Anonymous Contributor]

A consultant is looking at the issues surrounding a move from his own business to a company. Here are his questions. What comments might you have?

In reading your newsletter today, two questions came to mind that I am exploring and would appreciate your insight. This is purely for my own benefit.

1. What do you find are the most common reasons people want to leave the corporate world and start their own business?

2. If you consider the people you know who are self-employed and who wish they were full-time corporate employees, why are they unhappy as consultants? What are the most common reasons people fold up and return to companies?

A Fortune 100 client might offer me a full-time opportunity next month, so I am doing some thinking and gathering input from people who have been on both sides.

Many thanks; I appreciate your help.

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