Job Posting | Director of Accounting | Lakewood/Golden, CO

Director of Accounting: Lakewood/Golden area
This is a confidential role therefore please contact Recruiter for all updates and entire job description
* We are looking for a professional that thinks like an Analyst as well as have outstanding people skills in order to instill a proactive, customer/partner-centric attitude within the Accounting function by partnering effectively with cross-functional teams.
* Strong leadership abilities to direct the Accounting team and adapt to rapid growth. Some public company experience is a plus
* Experience with internal and external auditors. International Accounting and Consolidation Experience (knowledge of IFRS a plus)
*8 to 12 total years of experience is ideal with at least 3 years or more years in a management level role
*MBA and/or CPA
***Fantastic benefits package, great location and stable company to work for!***

INTERESTED APPLICANTS, PLEASE CONTACT: Recruiter at: cahallrecruiting@gmail.com

Discussion- How Do You Identify a Leader? A Top 10 List

I just read the following article about employees definitions of leaders from the Hiring Site, a Career Builder web publication, We Asked, You Answered; How Do You Identify A Leader. Instead of a top 10 list, they provided a top 11.

As I examined the qualities listed I noticed that they cannot be witnessed or effective without having a relationship with employees. Here is what I mean. I have observed managers who said that they are motivational but when it came to motivating they explained what everyone was going to do in a nice fancy PowerPoint with bullet points, pictures and video clips and put up an incentive package together. In the end, the organization did not meet the overall objectives it set out to. Why not? Well let look at what is missing so you can see what I mean by creating or utilizing the relationship of management.

I know that I may have short changed the situation without a lot of data, but this will be a simple example and you will see what I mean.

• There is no personal connection between the goals of the organization and the employees. Employees were told what to do but not shown the "how" behaviors.


• Mid level managers are not engaged in the daily work, strengths and motivations of employees. In most cases they don't know who their employees really are and what is important to them.


• The incentive plan was created in a "box" not based on the factors employees felt important or of any value. Therefore, when an employee has this carrot above their head they are not interested and unmotivated to "move".

With each of the qualities employees are looking for leaders to display for organizational advancement, look to the relationship factor a leader must have to make it effective. When we communicate with employees, we need to add the "what do you think this means to you" feel with every conversation, change, new procedure and process. The current workforce has been breed to "feel" and all we are promoting and pushing is "read this and do".

Successful organization have strong relationships with employees that are enhanced by the qualities in this articles Top 11.

Build a relationship with employees by:

• Have a conversation with employees about their thoughts of business goals, processes, customers and do more listening than arguing. You will build a shared vision, integrity, and passion over time.


• Take action on their suggestions or discussion items. Take action means that you will investigate their suggestions, talk with others, or even apply them to your business. Even if you don't adopt their suggesting the effort and communicating what you did will build creativity, adaptability, inspiration and communication.


• Ask employees what they believe is working and/or not working within the organization, department, or position. You will gain insight from their experience and gain their confidence as well as trust that you care about them and the job they perform everyday. They will look at this approach as courageous and motivating.

In many cases, these types of encounters will provide a deep sense of employee value that will contribute to the leadership factor. But it does not come without having a relationship with employees.

How Tied To Your Job Are You?

In a recent Fast Company article, 1 in 3 people are technologically tied to their job during "off hours". http://www.fastcompany.com/1622778/work-life-balance-connected-smartphones-recession-blackberry-iphone-rim-apple

What does this implicate about employee value, loyalty, and off time? In some cases, as this article alludes to, management uses this "tethering" as a performance measurement. Meaning, if "they answer my/customer call, e-mail, etc. when they are "off" they are doing a good job. "

Are we creating employees who don't feel that they can take time off in the fear of their employment and even reviews being impacted negatively? Is it because we have cut so much from our organizations that we cannot effectively handle the work required, that we need employees to always be connected? Is this really saving our companies money?

We need to examine our organizations and departments to look at our processes and efficiencies to ensure our employees are working appropriately (working on the right things) and that we are not using them as a infinite bridge. If we have removed people and/or processes and we have another person "tethered" to monitor and manage the gap we must examine the duration of gap and reasons why we are filling this gap. It may come out that the band aid can be permanently removed, freeing up the "connected" employee to work on more strategic items for the growth and goals of the organization.

Now, you will have an employee who is not in fear, who will perform better for you and your organization.

Tips:

1) Look at why an employee is tethered

2) Examine processes to investigate opportunities to eliminate the tethering

3) Stop using the tethering as a performance measurement

4) Engage the tethered employee to learn about this specific experience and gain their thoughts

5) Prioritize the employees ideas on a remedy for the situation

New Website Lauching Today

Hello and good morning,
We are excited to rollout our new website. Keep checking to see the new site. We will also let you know when it hits later today.

All the best,
HRPartner Consulting

Quck Poll | Recruiters and Hiring Mangers Thoughts on Resume Focus

I am running a quick poll on LinkIn about your thoughts on where you are focusing your efforts when examining resumes.

http://polls.linkedin.com/p/83133/xxkow

Thanks for your help!

Job Posting | Compliance and Diversity Manager | South East

Jennifer Brock is currently working with an organization in the South East that is seeking to fill a Compliance and Diversity Manager role.

The ideal candidates will have 5 - 10 years of relevant experience. In depth knowledge of proactive diversity programs and an ability to manage compliance for a long organization. Experience with OFCCP audits is highly valued.

To learn more about these positions please visit our website at www.raclark.com or contact me directly. If you know of anyone that fit the qualifications of this role, would you let me know? I would greatly appreciate the referral! In addition, if you know of any organizations currently looking to fill contract or permanent HR positions, that referral would be greatly appreciated as well.
Jennifer Brock Manager, Executive Search
jennifer@hrdracc.com
P (770) 857-0002 x 223