Staff Augmentation

Staff Augmentation

One of today’s many business challenges is keeping pace with training for and execution of the latest technologies, such as DOCSIS 3.1, FTTx, Energy, Advanced Wireless, Cybersecurity, and Digital has become a challenge. The demand for more high-quality and versatile staff augmentation services, including the need for project managers, subject matter experts, trainers, and/or other technical professionals to fill short and long-term gaps has been brought to light.

Staff augmentation has become an effective means to completing those critical projects where you don’t have the internal resources nor the time or budget to hire a full-time professional. Also, it’s a far more cost-effective way to leverage the resources you need to complete the project on time and under budget. Staff augmentation and consulting, in addition to executive search, are services we have been performing for over three decades nationally – and now with today’s technology challenges, something we are providing at a global level.

Staff Augmentation:

Outsourcing high-quality technical expertise for short term projects allows for flexibility in commitment. Relying on our database of more than 10,000 top-level technical experts, we are able to help our clients find talent that fits their needs without compromising the expertise warranted.

Contact Us:

We align ourselves closely with our clients in order to properly identify their needs and source the solution no matter how small or large. Contact us to see how our professional services can help your company get ahead of the latest technologies e-mail or call dmadison@tdmadison.com or call 757.425.9950.

Is There a Gap in Your Leadership Team?

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Join us to discuss bridging the gap at this year’s SCTE Cable-Tec Expo® September 26th-29th, 2016 in Philadelphia, PA.

The SCTE show’s in-depth focus on the exchange of technical knowledge provides an enormous opportunity for thousands of cable and engineering professionals to discover and learn the latest and greatest when it comes to technology. We too find it an invaluable opportunity to discuss how a company’s leadership plays a vital role in driving technological success. Whether a company is looking to hire their next great leader, recruit top-level technical training talent, or augment technical staffing positions for both short or long term – we can help.

Relying on a database of more than 10,000 top technical experts in the broadband industry and beyond, we have prided ourselves on not only sourcing top-level talent solutions but guaranteeing the right fit for our customers’ long-term objectives. Using performance-based models/testing, we can help our customers identify pain points they may not have known they have, as well as develop solutions to better position their leadership team for success. We help bridge the gap.

For more on the comprehensive talent management solutions we provide, visit our services page.

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Ready to meet at SCTE?

Sometimes, you don’t know what you don’t know, which is why we provide a complimentary consultation to our customers to discuss the leadership challenges they face when it comes to their top-level technical talent. If you will be in Philadelphia for SCTE we would love to meet with you and learn more about your business. Simply shoot Dean Madison or Kelley Pearson an e-mail with the day and times that work best for you, or give us a call at 757-425-9950.

We hope to see you at the upcoming SCTE Cable-Tec Expo®, September 26th-29th, 2016 in Philadelphia, PA. 

 

 

The Four Step Strategy to Creating a Great Executive Candidate Experience

250x150-Interview-ProcessWhat is the candidate experience and why does it matter?

The candidate experience is best described as the combination of feelings, impressions and perceptions that the candidate assimilates during the recruitment process.

It is a given that to retain the best talent, the workplace experience must be compelling; but to attract that talent, the hiring process has to be just as compelling.  Further, employers who are located in areas where there is a high demand for specific talent, but with low unemployment rates need to remember that high caliber candidates have options.

Today’s highly valued executives are seeking not only the best position, but also a company that will appreciate them and their future contributions. While compensation, benefits and relocation assistance are important parts of the candidate’s decision process, today’s candidates are looking for a lot more when it comes to where they decide to land.

The candidate experience can play a valuable role in setting the stage in recruiting the best talent. The four steps to creating an interview process that fosters a great candidate experience include:

Initial Discussion:

  • Provide a media kit about the company, the location (if they are considering relocating), and bios on the key members of the leadership team.
  • Include the company’s mission, vision and value statements.
  • Share a customized, current job description that emphasizes the duties and responsibilities, the core traits of success, and qualifications, not just the standard HR job description. It should also include reporting relationships both above and below.

Pre-Interview:

  • Confirm that travel arrangements have been made and communicated well in advance.
  • Ensure transportation is provided to and from lodging, interview location, and airport, etc.
  • Arrange for a small company gift to be in their hotel room upon check-in.
  • Designate an internal host that is responsible for ensuring that meals are planned and attended by appropriate company representatives, interviews are scheduled and confirmed, and agenda is prepared and distributed to all company participants.

The Interview:

  • Arrange for the internal host/representative to meet the candidate upon arrival, discuss and answer questions about the agenda, and provide escort to the interviews.
  • Provide a debriefing which includes: reviewing next steps in the interview process, the time-table. If possible, allow the candidate time to provide feedback on the interview process.
  • Provide information about the company’s benefits.
  • If time permits and the position requires relocation, have a knowledgeable representative available to lead a local area tour (i.e. schools, shopping, and attractions).

Post-Interview:

  • Send a letter thanking the candidate for his or her time and interest, and any forms requiring completion (travel expense reimbursement, initial hiring documents, etc.).
  • A time frame in which the candidate can expect to hear back from you; include a company contact whom the candidate can call with questions.

While there are many factors contributing to why a candidate accepts a position or not, one thing is true: if the interviewing experience is a poor one, the chances that a company will attract the highly-prized individual will decrease significantly.

TD Madison Recognized for Cyber Security Talent Management

Hunt Scanlon Cyber 20TD Madison is pleased to be recognized by Hunt Scanlon for the first-ever listing of search firms dedicated to cyber security – a nod to the ever expanding convergence of web, cloud, social and mobile technology that is allowing massive security breaches to become a reality of modern day business life. Most companies lack even minimally adequate protections and this is making cyber security the top management challenge of our times. TD Madison, and Founder & President, Dean Madison, was one named one of 20 cyber security recruiting specialists that are well-positioned to identify your next best-in-class leaders to oversee this growing threat.

For 30 years, TD Madison has provided executive recruitment services and organizational leadership consulting to Fortune 500 companies and emerging growth organizations worldwide. The firm serves a diverse group of industries but its primary footprint is in the cable and telecommunications sector. Recent firm wide assignment completions include: CTO for the SCTE, VP/chief of technology for ATIS, and other executive technology leadership positions with MSOs and industry manufacturers.

Hunt Scanlon has been reporting on cyber security and its effects on the talent management sector now for several years. Along the way, they have been frequently asked to produce a listing of search firms and their cyber security practice leaders. After a careful review of many organizations, they concluded their research with a list of 20 leading providers of which TD Madison is now a part. Each search firm that made this year’s cut has a dedicated practice in finding best-in-class cyber security leaders; but more importantly, each firm was bench-marked on market reputation.

Hunt Scanlon has seen a dramatic increase in the hunt for seasoned cyber security talent in the last two to three years. This comes as companies have put a greater emphasis on, and given higher priority to, corporate security. But stepped-up demand is exceeding the available talent supply by a widening margin. Therein, Hunt Scanlon believes, is the opportunity – and tremendous challenge – for recruiters dedicated to the sector.

As corporate cyber attacks grow in magnitude, complexity, and frequency, executive recruiters stand on the front lines and are well-placed to leverage their networks to identify next-generation leaders in the space.

Opportunity Cost: Are Your Hiring Expenses Paying Off?

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Opportunity cost: the loss of potential gain from other alternatives when one alternative is chosen (Oxford English Dictionary). If you spend 20 minutes browsing your social media feed in the morning before starting work, you may lose out on 20 minutes to read the news or catch up on email.

Likewise, if you spend time interviewing 40 applicants that sought you out, all with varying backgrounds that may or may not be entirely relevant to your company or the position you are hiring for, you lose time and money that could be invested in a thorough search that brings forth only the most relevant candidates. In the long-run, a strategic and targeted search can be much more economical and efficient than simply posting a position on online job boards.

Implementing the hiring process on your own with internal Human Resources (HR) and a few job postings provides lower initial expenses upfront. However, when you’re weeding through the multitude of underqualified applicants or applicants that look okay on paper but have a unpleasant personality or a possess a totally different philosophy than your company, it’s really like paying to give yourself a headache.

Companies doing in-house recruiting for a management position or an executive position may end up spending up to 150% of the position’s salary. According to James Del Monte of JDA Professional Services, Inc., it can cost up to $150,000 to replace an IT position. During that time, companies must also ensure that the candidate’s vision is in line with their new role, team, and company. This sometimes calls for further investment in team building, training, and lower productivity while the new candidate adjusts. If your interview process is less than impeccable, your new hire could be an expensive mistake, and finding someone who fits the bill will mean starting from scratch.

On the other hand, using an executive search firm such as TD Madison & Associates that has developed a search process that combines executive recruitment with organizational behavior can save the headache. Their methodology provides insights into a candidate’s future performance, along with how they will work with the existing team, with 97% predictability. This approach, which includes a combination of proven interview techniques, ensures that a candidate’s qualifications and strengths complement a company’s vision and mission. Comparatively, an investment in the hiring process is much more likely to pay off when the company knows exactly whom they’re hiring and what their role in the business will look like.  So when you really think about the different hiring processes, are your hiring processes and expenses paying off?

The Executive Search Process

So how do we do it?

We start with a business.

The common misconception is that we work with job candidates to place them, when, rather, we work with businesses to find the perfect candidate for their new and/or open position. Before we can start looking for the right person, we work to understand the role, the organization’s unique culture, mission, and vision for the future. Without a thorough understanding of all that is unique to the business, we can’t successfully align a person whose individual skills, characteristics, and vision will drive those visions and missions forward.

Then we initiate a comprehensive search.

The candidates we find to be a good fit for our client’s leadership teams already have jobs. We look carefully into their background, industry experience, and success in leadership roles. Do their experiences demonstrate vision and drive? Do they have the personality traits that support the opportunity? We travel all over the country to be proactive in the search for the perfect person, rather than waiting for interested candidates to come to the business and sifting through resumes that don’t necessarily tell you anything about the person applying.

Next we reach out.

Ideal candidates are contacted about positions that we feel they are well-suited for, but there is still a lot of work left to do. If they are interested, we will use our tried-and-true Behavioral-Based Interviewing method and our 7 Point Leadership Model. Our goal is to:7-Point Leadership Model

  • Learn the client’s business objectives and corporate culture
  • Identify well-qualified candidates in a timely manner
  • Determine the candidate’s skills and key behavioral traits using the Leadership Model
  • Determine best fit for a given opportunity
  • Provide documented feedback to the client

We conduct extensive interviews in the final stages of placing a candidate. We hold a panel interview made up of the search committee. They ask questions, typically about how the candidate would handle current situations and/or opportunities if they were to be in the role. This process helps delineate between a good hire and a great fit.

Our full process offers 97% predictability of an individual’s long term performance in a given position.

7 Keys to a Great Hire Every Time

7-Keys_WebheaderIt’s easy for a candidate to take their college resume-building skills and crank the dial to overdrive with the perfect buzzwords to reflect positively about them. But what happens when you hire solely based on the words on a paper? Even worse, what if their written credentials are backed by a glowing phone conversation? You quickly can have the wool pulled over your eyes and blindly hire someone who is not the best fit for your company and its culture.

In a recent story highlighted in the Harvard Business Review by former HR Executive and current think tank and consulting firm CEO, Liz Ryan, a conversation she had with a friend who was hiring for a vice president position was featured. Her friend spoke of how he was dazzled by the candidate’s resume, which perfectly outlined why he was a great fit for the position. Even more impressive, he said all the right things on the phone, but when he flew the candidate out to their headquarters to formally meet and introduce them to their company and its leaders, he was shocked by how sharply opposite the candidate presented himself in person. He was disappointed by his appearance, attitude, and knew instantly that hiring this person would cause his employees and clients to jump ship. He was caught between not wanting to throw away the investment in getting the candidate to this point in the hiring process, which included substantial travel expenses, and jeopardizing current company culture and clients’ positive feelings towards the company. If he had asked the right questions in the initial interview he wouldn’t have been in this position in the first place.

Ryan’s advice was particularly sound. She said that he need not think about the interview process as a poor reflection on him and his budget for hiring, but rather as a lesson learned and money saved (in the long run). In reality, any investment in human capital recruitment is a positive investment when done properly, including investment in an executive search firm such as TD Madison & Associates.

What are the keys to a great hire?
Using our multi-pronged methodology, we separate the wheat from the chaff by taking the elements of the right hire and the power of alignment and doing the research and asking the questions that need to be asked. We dig deep into our candidates’ personalities, visions, and goals, to be sure that they align with the mission of the organization and that they would fit into the existing structure.

As a candidate, it is easy to persuade a company that you can fulfill the basic traits of management. In executive recruitment; however, the bigger picture needs to be taken into consideration and the candidate needs to reflect that their vision and strategy is in best alignment of the overall mission and trajectory of the organization.7-Keys-to-a-Great-Hire

TD Madison & Associates Places Chris Bastian as the SCTE’s New Senior Vice President and CTO

TD Madison & Associates Places Chris Bastian as the SCTE’s New Senior Vice President and CTO

Bastian high-resVirginia Beach, Va., December 8, 2015 – TD Madison & Associates, an executive search firm, announces the placement of Chris Bastian as the Society of Cable Telecommunications Engineers’ (SCTE) new CTO and Senior Vice President. After extensive exploration and research into the cable and telecommunications technology industries across the country, TD Madison & Associates was able to determine that Bastian, a leader in the cable industry, was the ideal candidate for the position.

Bastian brings with him expertise in wireless, operations, engineering, and a vast assortment of cable technologies as well as the key qualities TD Madison & Associates identified as essential to alignment with the organization. Bastian’s placement is an integral step in the SCTE’s organizational growth, and comes after a series of other senior-level hires, including Reni Gorman, the SCTE’s first Vice President of Learning & Development, and Lindsay Johnston, the SVP of Operations.

“We were very excited to have the opportunity to work with the SCTE to find the best candidate to serve as their CTO and Senior Vice President,” said Dean Madison, CEO of TD Madison & Associates. “Chris Bastian has the qualities and expertise that can help the SCTE continue to drive their visions for continued growth.”

In his new role at the SCTE and its global brand, the International Society of Broadband Experts (ISBE), Bastian will head up all areas of technology and engineering, including standardizing and operationalizing advanced technology spanning the SCTE’s Standards Program and the SCTE Engineering Committee.  Bastian will also take a leadership role with the SCTE’s Energy 2020 program.

“Harnessing the power of new services, maintaining the integrity of our networks and ensuring our customers’ security are among the objectives that will define cable’s future success,” said Mark Dzuban, President and CEO of the SCTE.  “Chris Bastian’s strong record of accomplishment in those areas, his background with large and small MSOs and his leadership abilities all made him an ideal fit for our CTO position.”

“One of our goals for the SCTE is to anticipate future industry needs and to provide the technical resources operators and vendors need to achieve those objectives,” added Tony Werner, Chairman of the Board of Directors for the SCTE, and CTO & EVP of Comcast Cable. “Chris Bastian has the industry vision, the knowledge base and the interpersonal skills to address the broad range of cable technologies, and his background in Wi-Fi, DOCSIS 3.1 and Cybersecurity will be of particular value in the years ahead.”

Bastian has demonstrated his leadership and cable technology capabilities most recently as the Executive Director for Comcast’s Xfinity Wireless Operations. He has also served as Executive Director of Network Architecture and as Senior Director of Converged Regional Area Network Engineering for the Comcast Technology and the Comcast Network Engineering Group. Prior to these positions, Bastian held positions in network operations and engineering with RCN and Comcast Cellular Communications. He also spent 10 years in engineering and leadership roles with the National Security Agency.

Bastian holds a B.S. in Electrical Engineering from Penn State University, an M.S. in Electrical Engineering from George Washington University and an M.S. in Technical Management from Johns Hopkins University.

About TD Madison & Associates

Founded in 1999, TD Madison & Associates (TDM) is a leading technology executive search firm specializing in the broadband and telecommunications industries. With over three decades of experience, TD Madison & Associates operates on the premise that truly exceptional companies have truly exceptional leaders. We serve as a corporate executive partner who focuses on aligning leadership teams for long-term sustainability and continued success. For more information, visit www.tdmadison.com.

About SCTE

The Society of Cable Telecommunications Engineers (SCTE) is a non-profit professional association that provides technical leadership for the telecommunications industry and serves its members through professional development, standards, certification and information. SCTE operates globally via its International Society of Broadband Experts (ISBE) brand. Visit SCTE online at www.scte.org. Connect with SCTE at www.scte.org/socialmedia.

 

Does Size Matter?

It’s the age-old question that we’ve all probably encountered in our lives at one point or the other. Does size matter? Well, it depends on who you’re speaking to or what it is you’re speaking of, but there will be varying opinions on the subject, that’s for sure.

However, when it comes to executive search firms, being bigger doesn’t always equate with being better. According to new findings by Hunt Scanlon Media, smaller, boutique search firms have a higher level of expertise and yield greater results. More than 1,000 human resource professionals and executive search consultants took part in Hunt Scanlon Media’s Executive Search State of the Industry report examining how the talent management sector operates from both the buy and sell side. The study says that “independent recruiters, those boutique specialists concentrating on just a small number of business sectors, are truly redefining a field once dominated by a handful of large, generalist search firms.”

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Of course, with all things, there are pros and cons to be weighed for both sides of the battle. On one side, the bigger firms have their benefits of brand name recognition and a client base of big, Fortune 500 companies that are sure to impress. But on the other side, they move slower, and often have so much historical “Big Data” that they find it difficult to parse the noise from the metrics that actually matter, getting lodged in “paralysis by analysis.” Their recruiters may be pressured to meet certain numbers on a weekly or monthly basis which can either overwhelm them or push them to make hasty decisions at the expense of the company they are advising. Not only that, but they also have huge restrictions when it comes to the actual recruiting – which is essentially their main goal.

The smaller firms, while they may not carry the instant familiarity, are “more nimble, flexible and hightouch,” according to the report. Often times, too, the niche firms are staffed by recruiters who learned their trade at the big firms or from a successful career in corporate America. They also put greater strength on the candidate needs and how the candidate and the company search for talent can help one another, rather than simply seeing candidates as a paycheck.

When you engage with a smaller firm, you are dealing directly with the person who will work on your project. In contrast, at big search firms, the search may be directed by a “Partner,” while in fact a significant amount of the work is done by less tenured associates – people you have never met, and who have minimal knowledge of your company, your business challenges, and your goals. The results? Candidates who match the memo — not the spirit — of the job description, mis-hires who don’t fit your corporate culture, and poor performance in the future. And in a time where fit has become the new mantra, with cultural sensitivity trumping a candidate’s skill set, you don’t want to make the mistake of hiring the wrong person.

Christopher Hunt, co-founder and president of Hunt Scanlon, said: “Specialization is a big part of the appeal of the boutique search provider. As big firms have expanded, with several now publicly traded, feeding the bottom line has naturally become a paramount business concern. The boutiques, meanwhile, have more leeway to concentrate on getting to know the ins and outs of any given sector, giving them perhaps a leg up on better understanding the culture of their client companies.”

Outsourcing executive talent search to a firm will dramatically increase the chances of finding the best executive the first time. When considering the options of a small versus a large search firm, review all the differences in service and effectiveness to find the firm that most closely aligns with your company’s needs. Ultimately, the firm you select should guarantee that they will find the right candidate, within a reasonable time frame, at a predictable cost. This will provide peace of mind in knowing that the executive search firm stands behind its work.

TD Madison & Associates specializes in finding executive technical talent for the cable and telecom industries. They are a small, boutique search firm, with big experience (over three decades’ worth) operating on the premise that truly exceptional companies have truly exceptional leaders. They serve as a corporate executive partner who focuses on aligning leadership teams for long-term sustainability and continued success. Their clients have included emerging growth firms and Fortune 500 companies, for which they’ve assembled and built executive teams that are balanced, compatible, and poised for growth.

Future Forward

CTHRA-Blog-PhiladelphiaThe theme of the this year’s upcoming Cable and Telecommunications Human Resources Association (CTHRA) HR Symposium, Future Forward, strikes a particular chord with us. What does it mean to be future forward? For us, and for our clients, it’s aligning executive growth beyond just the present and finding the perfect solution for the future and forward.

The HR Symposium is being held on November 3rd in Philadelphia and features a keynote address from Jeanne Meister, founding partner of Future Workplace and best-selling author. Meister will share insight into three mega-trends: multiple generations in the workplace, technology disruptions and virtual working. As the only industry-specific HR event of its kind, CTHRA’s HR Symposium will feature a variety of speakers from the cable telecommunications industry, engaging networking events and CTHRA’s Excellence in HR Awards Luncheon.

As always, we are excited to be attending this event and participating in the discussion. If you will be there as well, we would love to connect. Give me shout at dmadison@tdmadison.com or call 757-425-9950.