Our client has a new on-line angel funding concept and is now looking for Licensed Partners to share in the opportunity and the rewards.

Small businesses and inventors are finding it increasingly difficult to secure funding and cash for new ideas and to bring them to market. Employing specialist consultants to build a credible business plan can also be very expensive. Our client provides a unique, accessible, cost-effective toolbox and access to a range of funding alternatives.

They now seek UK-based Licensed Partners to share in their success. For an investment of £20k – and NO other monthly fees, commissions or marketing charges – there is a 5 year renewable license within a defined geographic area with access to 10,000 local small business and entrepreneurs.

The Licensed Partners role is to introduce local entrepreneurs to the on-line toolbox and to find companies looking for second stage funding. Both services offer a cost-effective alternative to more traditional routes to market, and commissions are payable for each converted prospect. The on-line toolbox provides for stable and regular monthly income, while the funding commission is payable depending on the scale of commercial investment. The plan offers the opportunity to cover the initial investment about halfway through year one.

This exciting opportunity is available across 247 defined regions across the UK, and offers any professional disenchanted with the corporate world an opportunity to run their own show. Funding or investment experience isn’t necessary as full training is provided – but sales experience is probably essential.

For more information contact Martin Ellis on  +44 (0)7823 887982  or email him on me@samheadhunting.com

Written by Martin Ellis – me@samheadhunting.com

On the 7th August I wrote that we have started to look for 11 senior technical developmental roles for our Korean client, HYOSUNG (see http://samheadhunting.wordpress.com/2009/08/07/11-senior-developmental-technical-roles-in-wind-power-attractive-postings/)

Given the complex nature of this search, I thought it would be interesting to review what we had to do and how we’ve got the job done:

It was complex because:

• The client wants very experienced hands-on candidates from a truly international, relatively young (particularly in very large turbines up to 5MW), diverse industry. Candidates will not be falling out of the trees!
• The technical nature of the roles being filled would challenge our ability to engage candidates, understand industry language, and make sure we were delivering on the specific technical  skills required.
• The international scope of the search with the candidates coming from Europe, North America and Asia, and getting the interview timetable to work with a client from Korea with interviews (mainly) in Germany.
• Co-ordinating our own resources to be effective while ensuring every role had the right number of candidates.

We ‘re now almost 3 months in and very close to completing the early phase of this project. How have we done?

It looks like we have all roles filled, or candidates lined up for the last gearbox and drive train roles, with dates being finalised for those candidates needing to go to Korea.

I’ve been working with Jens Peters (from SAM Germany) and Per Krenk and Sten Appelon Petersen (from SAM Denmark) to get this assignment completed. I think our headline achievements have been:

• We’ve found a huge number of candidates and managed to get under the skin of a sophisticated sector with a massive range of skills spread around the industry itself, as well as within it’s hugely international spread of specialist suppliers and developers.
• We’ve kept track of each other’s progress and managed to share best practice quickly and efficiently.
• We seem to have found the knack of understanding the clients technical requirements, while also meeting their cultural needs.
• Overcome our challenges by talking openly with each other.
• Built a network that should stand us in good stead for future work.

We would normally pride ourselves that we could get a search done within 6 weeks. This has taken a little longer, but that’s been more down to getting a lot of busy people to co-ordinate diaries internationally, than it has been to identify target candidates and get them engaged.

There are parts of this I would do differently, but I’m proud to be part of a team that can just get this done, and I can see we can use it as a wonderful reference for more co-ordinated international work in the future.

When the world of the headhunter is so tough generally, it’s very encouraging to have something so positive that will add real value to our Partnership in the months and years to come.

Written by Martin Ellis – me@samheadhunting.com

Do you have team members that are ill-suited to their current position?

Do you have team members that do not gel?

Are you happy with your team dynamics?

Are you concerned that you are selecting the right person when bringing in new staff?

Our new service, INSIGHT, gives you just that – an insight into the people that you are currently employing or are planning to employ. It will give you an objective view of your team characteristics

It can provide a clear Insight into:

• What makes people tick 
• Who would work best with who 
• Who are team players
• Who work better on their own

This can be extremely revealing and very beneficial to the effectiveness of an individual, a team or a whole company. This is based on the science of NLP (Neuro Linguistic Programming), and gives the ability to not just undertake snap shots, but to continually monitor the behavioural characteristics that make your team tick – and keep them ticking.

For more information, contact Ralph Warren on +44 (0)7788 561 299 (email rw@samheadhunting.com), or Martin Ellis on +44 (0)7823 887982 (email me@samheadhunting.com), or go to http://www.samheadhunting.dk/headhunting/saminsight-en.aspx

Written by Martin Ellis me@samheadhunting.com

These days I take a lot of calls from middle and senior managers who find themselves out of work for no fault of their own. Many of them have had long careers and didn’t think they’d be looking for a new job after their commitment to their employers cause over so many years. They’re not ready for the hunt, and their CV and interview techniques need to be polished up.

My top tip to anybody new to the job market is to get on LinkedIn. Not next week…..not tomorrow… not later……DO IT NOW! (Go to http://www.linkedin.com/)

Then…

1. Enter your profile…
2. ……Do it properly!…..
3. ….use the search facility to find old colleagues and friends and invite them to join your network……
4. ….when they’ve joined you, look at their network for new contact and people you’d forgotten……
5. ….and when you’ve done that, look at people who have also viewed your network’s network…..
6. …..then use the search facility to look at groups (it’s in the drop-down menu on the right half of the screen in the top white bar) enter some key words that describe the sectors that interest you…..
7. ….apply to join them……
8. …..then look at their job boards. There are stacks of opportunities laying there.

For those of you who are LinkedIn savvy you’ll think I’m crazy giving out such juvenile advice. Sadly I have this conversation, almost daily, with people who are getting to grips with the job market, sometimes for the first time in decades, and there are too many people who aren’t aware of the opportunity LinkedIn offers.

If you’ve not played with it – DO!.

I would not advise prostituting yourself. Be selective and be active. Don’t get sucked in and do everything, but do decide what you really think might be relevant and work at it.

LinkedIn is a great resource. If it doesn’t find you real career opportunities I guarantee it will re-unite you with old friends, and that’s never a bad thing.

Written by Martin Ellis – me@samheadhunting.com

There’s no doubt the world is shrinking, and the internet enables companies to operate without many of the old geographic and physical boundaries we were born to. More companies have broader international structures and managements, and Headhunters have to respond to changing organizational structures to provide services that work in this global economy.

If you’re considering an international placement, here are some of the issues and questions you should be aware of as you choose who to help you in your search:

1. Is the international structure and network the headhunter claims real, or is it convenient loose network of smaller organizations trying to look bigger? These days is very easy to construct a virtual network that presents an international impression, but where the systems, processes and organizational values are not aligned. Test the headhunter you’re talking to. See who they really know in the network and ask them who they’d work with again. Ask them if they have common systems and process and look for evidence that supports their claims.
2. Is the Headhunter you’re meeting aware of the consequences of cultural and governmental issues that impact on international and cross-border management structures, and activities? While nobody will be aware of every issue in every country, they should be able to give you real examples that illustrate their awareness. This may include the provision of pensions (which can be different country to country), the provision of company cars (did you know the purchase tax on new vehicles is 198% in Denmark – v. frightening!), or that in the UK for example, London prices and wages tend to be higher by around 10% than in the rest of the country?
3. What are the headhunters access to language skills? Having a network doesn’t mean the members can communicate with clarity between themselves. Does the company or network have a preferred language. For example, despite being Danish based, SAM’s company language is English. 
4. If you’re searching across borders utilizing a number of headhunters at one time, will they be able to deliver a consistent delivery of candidate, reported in a standard format, with the same systems (such as psychometric analysis) so you can really benchmark your candidate options? This is vital. Make sure you understand how the shortlist will be measured and reported before they’re presented to you.

It could be argued that IT systems and the internet makes the presentation of an international network easy to present. The reality of it’s values, processes and understanding have to be tested if you are to have the best chance of a well executed search assignment.

Buyer beware!

Written by Martin Ellis – me@samheadhunting.com

We are now looking for a new Nursing Manager for a Care Home in Leicester. The manager will run a team to care for the residents, and will have to have neurology and management experience and qualifications. Previous to this appointment, the home had been run by the same manager for 15 years, but they retire in the autumn of this year.

If you think you may have the skills and experience to take over the care of the residents, as well as the staff, administration and accounts of this well run home, then please contact my fellow Partner Davis Antoine by email at dan@samheadhunting.com

Written by Martin Ellis – me@samheadhunting.com

We are looking for 11 senior technical roles with our client, the Hyosung Group. 

Hyosung are based Seoul, although most of the roles will be in Hamburg, Germany. Their dream is to establish a top 10 market position with larger turbines, both off and on shore, so they will need a wide range of skills and experience. We’re currently looking for people with development experience in:

• AERODYNAMIC ANALYSIS (location Hamburg)
• CONTROL ALGORITHM (location Hamburg)
• LOAD ANALYSIS (location Hamburg)
• DRIVE TRAIN (location Hamburg)
• GEARBOX DEVELOPMENT, MANUFACTURING & DESIGN (location Seoul)

These roles will lead Hyosung’s international technical development, and we’re interested to talk with any engineers with experience in this arena, even if it’s not included in the short list above.

The postings have very attractive packages, and may include relocation support on top of excellent salaries.

You can see more about these roles if you go to: http://www.samheadhunting.co.uk/jobs/job.aspx?lang=3&ID=7359

If you would like to know more, please contact Martin Ellis on +44 (0) 7823 887982 or email him at me@samheadhunting.com

Let’s be honest. There are more headhunters than the market needs, and there are more candidates than roles to fill (and the overall candidate quality is stunning!) – it’s a buyers market. There was never a better time than now to do a deal with a headhunter.

The market will change. It will get stronger. So now is a great opportunity to get high quality people in place, at the right price, and put your company in a strong market position ready for the uplift – it is coming.

If you’re negotiating with a headhunter, it’s as well to know where they will draw their battle lines:

Exclusivity: This is probably immovable in most cases – it is in mine. I’ll negotiate on fees and fee structures, but not on exclusivity. If you find a headhunter who will deal on exclusivity, they’re probably desperate – They come with a health warning!

Fees: These will be negotiable. Just watch out for hidden costs at the end on expenses, media advertising, advert copy-writing and design, and psychometrics. Make sure you’re not gaining on one hand and giving away with the other. Read the Offer Letter and contract properly and check anything you’re not sure about. You should be able to negotiate at least 10% – 15% off their normal fees in real terms.

Fee Structure and Retainer: The Retainer fee will be closely guarded. It gives any headhunter the scope and headroom to do their job properly, BUT…..it’s normally 33% of the total fee – you may be able to get that down as a %age. Indeed, you may be able to keep a retainer of 33%, but use that to get bargain on the total fee. USE YOUR IMAGINATION!

Fixed Fees: A definite possibility here. You may also be able to roll in some expenses or variable costs so you and the headhunter are sharing risk. Fixed fees are attractive because they reduce the risk of surprises at the end of the assignment.

Quality: Don’t give way on quality – There’s no need. Keep the specification high and demand an SLA. The market is brimming with excellent candidates who are looking for new opportunities or career paths – you can be fussy, so don’t let the headhunter make shortcuts.

Salary levels: This is a competitive market. Look to do a deal on salary with prospective candidates, but don’t be too greedy – strike a sensible balance with the candidate to make sure they see you as a challenging, but fair, boss.

T’s & C’s: You should be able to get slightly improved terms and/or an improved guarantee. Anything that helps cash and provides a safety net is worth having in your back pocket.

Will I do a deal? Yes – But I’m also looking to provide a quality of service that will encourage a long-term relationship with the client. To do that, I’m not going to throw the baby out with the bathwater. 

This market will change, and, I suspect, quite soon. What applies in negotiating with a headhunter in July 2009 may not apply in just  few weeks.

If your judgement is that you need to position your company now for improving market conditions with new, high quality DNA, then now is the time to start looking and dealing.

Good luck!

Written by Martin Ellis – me@samheadhunting.com

Yesterday I met with my SAM Colleagues in Belgium:

Sidsel Graae is the Managing Partner. We’ve worked together in international projects before – sg@samheadhunting.com

Wim Braekman is a headhunter, but also considerable experience with finding Master Franchisees and Franchisees across the Benelux – wb@samheadhunting.com

Nick Boury has been a Franchisee, Master Franchisee and Franchise Consultant, with experience in Dubai, Europe and the USA – nbo@samheadhunting.com

I am always amazed (I should be used to it after 3 years!) about the quality and scope of people in SAM. We could talk about the business of franchising as a concept and learn from each other. It was a productive meeting and where I received a more international view of where franchising is going. It was an experience that should also give potential franchisors confidence that SAM Partners can operate from a position of knowledge, but not just from a headhunting perspective but also with a commercial experience from hands-on management. 

If anybody wants to conact any of these people,  their email addresses are inserted above.

If anybody wants to talk franchising with me, then they can reach me on +44(0) 7823 887982

Written by Martin Ellis – me@samheadhunting.com

I have been told it is good to Twitter, so I have started. Already people are following me, although I’ll be honest that I’m unclear as to the value of Twittering. You can follow me at https://twitter.com/samheadhunteruk

If it helps people find us, and helps us explain our market position, then we’re ahead.

Written by Martin Ellis – me@samheadhunting.com

Davis Antoine has joined SAM Headhunting this week. Welcome Davis!

Davis has a broad business background in sales, audit, (odd bedfellows I know, but it just goes to prove variety is the spice of our life!) compliance and financial services. For the last few years Davis has run his own recruitment company out of his central Milton Keynes office.

Davis joins us to beef up our franchise commitments, and also to strengthen our market position from his central location. He is a welcome addition to our partnership.

Davis also loves sport of any sort and still plays a mean game of hockey.

You can reach Davis on his mobile  0795 269 1373 , or on his email at dan@samheadhunting.com

Mal som možnosť počuť nasledovný príbeh jedného kandidáta.  Muž, okolo 35 rokov, rozprával v kocke asi takto.

“Agentúra pre executive search ma pred niekoľkými rokmi oslovila s potenciálnym miestom na riadiacej pozícii novozakladanej firmy. Prešiel som do užšieho výberu a prebehlo aj osobné stretnutie s vedením spoločnosti, ktorá chcela na Slovensku založiť svoju dcérsku spoločnosť. Jej predstavitelia videli niekoľko kandidátov, keďže však kládli dôraz na kvalitu, rozhodli sa po svojej línii preveriť, kto je aký a čo o ňom hovoria predošlí kolegovia a nadriadení. Prebehli životopisy a pretože Slovensko je malé, brnkli pár kamarátom z fachu. Mohlo to prebehnúť asi takto:

- Počuj, Janko, máme tu teraz takého a takého kandidáta, ten pred piatimi rokmi u vás robil. Čo je on zač? – Áno áno, mali sme ho u nás, vcelku fajn. Zamestnali by sme ho aj dnes, ak by sa ohlásil…

Po pár dňoch som stretol bývalú kolegyňu, ktorá na mňa vybafla: “Ahooooj, počula som, že sa uchádzaš o flek vo firme iksypsilon, poď na drink!”

Ak to vedela ona, kto ďalší to vie ? Vie to už aj môj šéf ? Pri ďalšom stretnutí v agentúre som sa zdôveril s príhodou a nastalo ticho. Agentúra si bola vedomá, že unikla dôverná informácia, ktorá môže ohroziť vzťah kandidáta na terajšom pracovisku, ak by sa náhodou s novým zamestnávateľom nedohodol. A ich meno je ohrozené tiež. Následne si preverili, či klient podnikal nejaké kroky a zistili, že áno, boli po vlastnej línii overené referencie. Našťastie, situácia neviedla k žiadnemu negatívnemu koncu.

Poučili sa však viacerí. Agentúra už dôrazne žiada klientov o zdržanie sa akýchkoľvek preverovaní referencií po vlastnej linke a prípadný zber informácií sa vykonáva v agentúre. Veď je za to aj platená. Klient sa môže pýtať, či agentúra nemá pri tejto previerke mierny konflikt záujmov. Ak však súčasťou dohody je aj záruka na určité obdobie, má zmysel ponechať prácu na odborníka.

Napísal Martin Horváth – mho@samheadhunting.com

Here we are. The Senior and Managing SAM Headhunting Partners from all over Europe and beyond. This photo was taken in Sweden at the end of May 2009 at one of ouir bi-annual meetings - We are BIG and we are connected!

The photo may be badly staged, but it is evidence of our size, scale, and connectivity.

If you require a real international headhunter, SAM’s your man (or woman!)

Written by Martin Ellis – me@samheadhunting.com

During my time with SAM, I have witnessed great growth and success as the business model has moved into new international markets. SAM’s market position of great speed at a great price seems to have a resonance where ever it’s applied. 

I really pleased to see that we have now established 4 USA offices. Geographically they’re set on the Eastern side, but the USA is one network in one market, so geography is almost irrelevant, and the web makes borders disappear anyway.

Having spent quite a while working and managing a USA company with a UK parent, I know that SAM is well placed to take as much market share in the USA as it has done elsewhere. The American market looks for value as much as anywhere else, and the fact we can bring a truly international network to bear adds value to our proposition – especially to companies with an international footprint.

This morning I spoke with my colleague David Dunsmuir (born in Scotland and a Hearts supporter, so can’t be all bad) who’s based in Atlanta. It’s clear he’s keen to share the SAM success model around and set ourselves up against those who have been around headhunting in the USA for rather longer – they have a reputation, but they also have an infrastructure that adds to their cost and their clutter – our opportunity again!

Anybody wanting a different perspective on headhunting in the USA should either email David on dd@samheadhunting.com or call him at + 1 404 431 9043 

Written by Martin Ellis – me@samheadhunting.com

Last March (2008) I started to see clients defer recruitment decisions - I reckon this was the first signs, for me, of the recession in the UK. Between then and now, things have been tough for headhunters………………..(note I don’t say impossible, just “tough”)

Last month (April 2009) I started to witness more firm recruitment decisions. I saw companies who want to sit on thier hands no longer. There is a market out there to conquer, and not making decisions is not getting anybody anywhere. 

In April I saw more enquiries, more overseas interest, more business coming from our international SAM Partners, more new assignments than for 13 months.

The recession is not over, but in the interests of talking things up (we all know there are too many people talking things down!), I forecast things will visibly pick up at the end of the summer, and even the Daily Mail will report an upturn! 

I’ll take a £100 bet with anybody that September will be the real start of better tomorrows.

Any takers?

Written by Martin Ellis – me@samheadhunting.com

If you’re looking for a headhunter you’ll have already asked the right questions; worked out if you’re happy with the fee; not been fooled by sector specialisation; and made sure you’re clear about service standards – all this issues are covered in this blog - look under “How to Choose a Headhunter”.

But……….

…………what happens after the search? How can you be sure you have a safety net when things don’t turn out as planned?

Make sure you get a guarantee that, if the candidate doesn’t work out, the headhunter will find you a replacement at no extra cost.

If the headhunter has done their work right, then the chance of things going awry are thin, but even so, the best laid plans of men often go astray. A good headhunter will stand by their work because they know they are likely to have chosen well, so the risk to them is low. You should get a 3 month guarantee without blinking; a 6 month guarantee may take more haggling, but stick to it. If they won’t guarantee their work, you’ll know exactly what to think and go elsewhere. There may be some sensible conditions, like not changing the job description after they’ve started, but don’t let that stand in your way.

Get a guarantee and get it in writing. It makes great business sense and will sort out those those who have the balls to stand by their work.

Written by Martin Ellis – me@samheadhunting.com

To anybody in the franchise market the BFA is an essential and credible source of information, support, and direction.

The BFA pre-qualifies it’s members. This means potential franchisees know that members have been vetted against a strict code of practice, and should re-assure them that the franchisor will have the building blocks for a successful business.

There are credible franchisors outside the BFA, but potential investors should ensure they do their research on the business model and support systems before they commit to any investment.

The BFA gives sound advice on choosing a franchise at http://www.thebfa.org/choosing.asp

Written by Martin Ellis -  me@samheadhunting.com

With increasing ranks of middle managers being at risk of redundancy, the alternative career options for them are ever more varied and interesting. Hunting for a new job at, say, 50 is not always easy, and the prospect of a return to the humdrum of 9 to 5 is not always attractive (It wasn’t to me when I was 50!).

Franchising is a real alternative. It can offer excitement and the possible opportunity t0 squeeze value from the skills and networks amassed during a glorious career. It’s certainly not for everybody, but for those looking for a quick start, new challenges, real ownership and a sense of personal pride, it can be a great and practical way to a new career and an outstanding income that directly reflects effort and hard work. Fortune favours the brave!

The range of available franchises now caters for a whole host of skills and experiences – it goes way beyond office cleaning, fast food and domestic services such as wheelie bin sanitizing and oven cleaning.

Those considering franchising should consider what they may get for their investment – the potential returns and support they can receive from a good operator can be impressive:

BRAND VALUE: Working under an established brand can help portray value in a competitive marketplace.

A QUICK START:  Set up and systems are oven ready. Invoicing can start early!

PROVEN SYSTEMS: Why waste time re-inventing administrative routines?

MARKET TESTED: Good franchises will be able to share success stories from other franchisees.

A NETWORK TO SHARE: Franchises come with a network that may share customers, ideas, and support.

PASSION: Franchises are more often than not started with passion by people wanting to share an idea and grow a business as quickly as possible – share that passion! 

GROW A BUSINESS WITH INHERENT VALUE: Franchisees don’t just take a wage and share in the profits, but can also build something that has a value that can be sold.

As somebody who left the corporate world at 50, and was determined never to return, I can only urge those looking for a new career to give franchising a real and serious think. Yes, there are good and bad franchises, and yes it can go wrong,  and yes nothing is guaranteed, but a franchise, if properly researched, can provide a strong springboard for a real career change and a way to earn good money.

At SAM we are marketing 3 franchises in the UK:

SPORTS XTRA: see http://www.sports-xtra.com/

THE BUSINESS BOOSTER: see http://www.thebusinessbooster.co.uk/

LIFESTYLE ARCHITECTURE: see http://www.lifestylearchitecture.co.uk/

Each franchise appeals to a unique market segment and provides a range of revenue streams to keep risk at a minimum. These are only three alternatives. There are others out there to suit many tastes and ambitions (and investment requirements!)

If you’re thinking about franchising, call us for a chat. We will give you something else to think about and be clear about the potential risks and the rewards.

Written by Martin Ellis – me@samheadhunting.com

Niels Schreiner Andersen, som er direktør i SAM Headhunting Group tager det i dag i Børsen det spændende spørgsmål om pressen rolle i finanskrisen op. Det er et emne, som jeg synes, er vanvittigt spændende, og hvor jeg ikke helt selv har fundet mine fødder. Hvad mener du?

I indlægget opfordrer han pressen til ikke at fordreje udviklingen i positiv retning, men have lidt mere balance i dækningen. Altså lidt flere positive historier.

Det er ikke første gang, erhvervsfolk har kritiseret pressen for at være for negativ og dermed have en del af skylden for den nuværende økonomiske krise. Jeg er da heller ikke et øjeblik i tvivl om, at medierne har svælget i negative historier. Vi har selv her på bloggen skrevet om, at alt lige nu kan sælges til medierne med finanskrise som stempel.

Jeg er heller ikke i tvivl om, at det påvirker økonomien. Vi køber lidt mindre ind – både privat og i vores virksomheder – når vi er usikre på, om vi har lige så god økonomi næste år. Og i den forbindelse lytter vi selvfølgelig til medierne.

Der er heller ikke nogen tvivl om, at medierne sagtens kunne vælge at se verden fra en anden vinkel. Én historie kan sagtens have flere vinkler.

Jeg er mere i tvivl om, hvorvidt medierne skal gøre noget ved det. Altså om de skal skrive flere positive historer. Erhvervsbladet har forsøgt sig med en redaktionel linie, som viser vejen ud af krisen, og Børsen prøver noget af det samme. Men jeg er nok så meget pluralist, at jeg mener, at journalisterne skal beskrive verden, som de ser den. Ikke gå erhvervslivets (eller nogen andens) ærinde.

Man hørte da heller ikke mange erhvervsledere skælde ud på medierne, da de i starten af 2000-tallet beskrev økonomien i endog særdeles positive vendinger. Det var den gang – hvis nogen kan huske så langt tilbage – at boligmarkedet nærmest blev en del af luftfartsindustrien (i hvert fald have boligpriserne vinger).

Realøkonomisk var det vel i virkeligheden her det gik galt. Man fik talt økonomien helt, helt ud af proportioner. Folk troede, at hvis de ikke købte et hus nu (til vilde priser), så fik de aldrig mulighed for at komme ind på boligmarkedet. Folk troede, at bare de havde en ide til et ejendomsprojekt, så kunne de realisere det – helt uden erfaring fra branche. What’s goes up, must come down, som det vist hedder.

Og det medvirkede medierne til. Jeg lavede engang en søgning i Cisions database over journalister, og der var 6 journalister på Jyllands-Posten, som havde bolig som stofområde. Der var altså 6 mennesker, der arbejde med noget så uendeligt kedeligt som realkreditlån og ejendomsmæglere.

Jeg tror nok, at det var i opgangstiderne, det gik galt. Det var her medierne hjalp med at skrue det hele derop, hvor det ikke kunne holde. Hvor man skiftede job til 10.000 mere om måneden, hver gang Niels fra SAM Headhunting ringede. Måske var det der, medierne skulle have skrevet nogle flere negative historier?

Despite all the talk of gloom, some companies are thriving right now and looking to grow their salesforce and establish a footprint in the UK while their competitors take shelter (whether it’s needed or not!).

We’re now looking for 10 sales people for Air2eua (great name by the way) all over the UK. The first 3 positions will be senior and set the benchmark for the others who join them through the year. The senior roles need office water sales experience, and the rest need B2B sales experience, preferably with rental sales experience.

The Air2eau water cooler distills water from the atmosphere and therefore has some unique benefits over competitor machines:

• Water quality is enhanced because it is pure and fresh.
• There are environmental benefits from not having to deliver bottled water.
• There are manual handling benefits from not having to deliver and fit heavy bottles.
• The lack of water delivery saves time and money.
• The machine doesn’t need difficult plumbing compared to some competitor units.

Air2eau have ambitious plans to grow, and want their people to grow with them.

If you are interested in this role, please ring Martin Ellis on 07823 887982, or write to him at me@samheadhunting.com

Written by Martin Ellis – me@samheadhunting.com

I really pleased that SAM Ireland and SAM UK will now operate together as one. This will give our clients and prospects the assurance of one consistent standard and one point of contact.

I’m also very pleased that Deirdre Mooney is joining our happy band – we are now lucky 13!

Deirdre has a broad business and recruitment experience in Ireland. As with all good SAM Partners, she has some great networks, especially as a legacy of her presidency of the South Dublin Chamber of Commerce.

Welcome Deirdre!

This new SAM union also means that the entire suite of SAM services is now offered in Ireland:

SAM Performance Management Service:

This management tools helps managers and leaders understand what makes their top individuals and teams tick by objectively measuring their behaviours and motivational preferences. For more information go to http://samheadhunting.wordpress.com/2009/01/20/sam-headhunting-performance-management-services/

SAM Career Transition Service

This service is designed to add a positive aspect to the process of redundancy. This service is offered to companies with a duty of care to all staff (those being made redundant, and those who will remain after restructuring), and customers and to give all on a focus on managing better futures. For more information go to http://samheadhunting.wordpress.com/2008/12/09/career-transition-services-making-downsizing-easier-for-all/

I know we all look forward to working with Deirdre and wish her and her clients much success and enjoyment for the future. You can reach Deirdre at dam@samheadhunting.com

Written by Martin Ellis – me@samheadhunting.com