Laundry Today - The Recruiters Corner: Main Index

The Recruiters Corner

GUEST COLUMN: Main Index

DATE	COLUMN TITLE AND INFORMATION
March 2007	WHO’S IN CHARGE OF THE CHIEF? If you own or manage a laundry and rely on a maintenance manager to put his arms around the functioning integrity of the equipment then you probably already know where the manager fits on the “organization chart”. MORE >>
July 2006	REAL ESTATE PT 2 - Fixing the Sticker Shock Last month I addressed the dilemma of interviewing out of town candidates who have concerns about your area’s shortage of affordable housing, which then affects their comfort zone with your salary offer. In many Metropolitan Statistical Areas (MSAs) across the US there has in fact been a decrease in supply of affordable housing, which in turn drives up the demand and the housing prices. MORE >>
June 2006	GET REAL WITH REAL ESTATE Supply and Demand. This basic business principle affects your ability to hire management talent in two critical ways. Some types of experienced candidates (e.g. chief engineer with tunnel experience) are in short supply - the demand has resulted in on going open positions and / or increasing salary levels. MORE >>
February 2006	SET STANDARDS, THEN EXECUTE Many laundry operations use a number driven process to determine production standards. Those standards are the best way to measure performance. The process of measuring performance impacts motivation and results MORE >>
August 2003	DO YOU HAVE A RESUME? You may have been asked this question from a recruiter, a prospective employer, or seen a classified ad that caught your eye. But are you ready to respond with a recent, well- written resume? As a recruiter I have reviewed thousands of resumes and have written hundreds for candidates conducting a career search. Following, MORE >>
December 2002	THE TERMINATION CHECKLIST(PART 3) Previously we addressed the poor performer, from evaluation and discipline to conducting the confidential search. Now we are ready to proceed with the termination. Pete Moser and Jeff Hirsch of Robinson & Cole, LLP, who provided the top ten mistakes regarding discipline and evaluation in my first column on this issue, have provided a termination checklist. MORE >>
November 2002	CONFIDENTIALLY SPEAKING (PART 2) Timing is the key to confidentially replacing an under performing employee, with an emphasis on confidentially. Depending on the level of management you are replacing, the interview process may take 30 to 90 days. Often this process will take place while the current employee is being challenged to improve during a probationary period. MORE >>
October 2002	REPLACING A POOR PERFORMER ( PT 1 ) Someone once said, “It is easier to hire someone than it is to let someone go.” Most of us would agree, and if you are trying not to miss a beat by having a new replacement employee start the day following the exit of the terminated poor performer, then you need good planning and a bit of luck. This is the first of several articles addressing the replacement of an employee. MORE >>
October 2001	ASSESSMENT TOOL SHOPPING Last month we asked ourselves if implementing standardized tests to candidates was worth the effort. If you are still unsure then take some time to review the past 12 to 24-month history of your employees. MORE >>

Craig Lloyd is the managing principal for laundrycareers.com , a management search firm specializing in the laundry industry. He holds a degree in Industrial Relations from Rider University and has been a Certified Personnel Consultant since 1979.
THE RECRUITERS CORNER

DATE	COLUMN TITLE AND INFORMATION
May 2001	ASSESSMENT TOOLS - ARE THEY WORTH THE EFFORT? Some hiring managers swear by them, while others do not have the time or inclination to make them part of the selection and / or development process. MORE >>
February 2001	STACK YOUR DECK Last year I received a letter from a general manager I had met at the Production Management Institute. During our initial conversation at PMI he struck me as a forward thinking pro-active manager who recognized the importance of recruiting in today's business world. MORE >>
January 2001	RECRUITING TIPS Here are three creative and effective recruiting tips that I have collected during the year. Hopefully they will stir up your imagination. MORE >>
December 2000	THE IMPORTANCE OF INTROSPECTION IN A TIGHT MARKETPLACE "I have seen the enemy - and it is us." The quote taken from the Pogo cartoon strip rings true in many areas of our life, and I think of it sometimes when I hear managers tell me they cannot find good candidates to hire. The examples I use below are those specific to route sales representatives, however, the underlying principals apply to all aspects of our industry...." MORE >>
October 2000	CHECKING CANDIDATE REFERENCES Have you ever hired a management candidate without checking references? With a tight labor market, there may be a tendency to take short cuts to fill gaping holes, even in key management positions. But that can lead to trouble. MORE >>
June 2000	RELOCATION - A NECESSARY INCONVENIENCE OR AN INCONVENIENT NECESSITY? Are you an owner operator with a good management candidate living hours away, or a VP of Operations in a multi plant organization thinking about promoting and transferring a successful employee? Perhaps you're contemplating moving to a different part of the country for career or family needs. MORE >>
May 2000	ATTRACTING CANDIDATES TO THE WORLD OF LAUNDRY Why would today's bright new talent with numerous career choices consider a career in our industry? The answer is not that difficult if you put yourself in the shoes of a candidate who is the "manager trainee" stage of their career. What attracted you to the laundry industry? MORE >>
April 2000	"CRAIG, WE NEED A PLANT MANAGER - CAN YOU HELP US?" The question came from the general manager of a $6 million healthcare linen plant in the Midwest. We had met several years ago and I knew he was up against tight budgets, old equipment, and a temperamental workforce. MORE>>

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