STAR Report: Conducting Performance Reviews When Your Team is Remote_

Workplace dynamics have changed drastically over the last few months. From minimal personal interaction to increased reliance on communication technology, the word “office” has taken on a whole new meaning. As the year-end approaches, this leaves many companies wondering about the best way to conduct performance reviews. How can you evaluate your remote employees accurately, deliver clear feedback, and foster trust?

“The first thing to consider is that you have to evaluate your people based on their output, not their working schedule,” says Nancy Halverson, SVP Global Operations at MRI. “When employees are working remotely, you need to know that you can count on them to complete tasks on time and to be available when they’re needed. Use the performance review to determine if those who consistently fall behind with their workloads need a different arrangement, better technology, or more guidance.”

Halverson’s suggestions for making sure performance reviews are effective and beneficial include using some of the traditional elements of the review process, removing factors that you can’t measure for remote workers, and adding others that this kind of work environment creates. “Recognize and prioritize qualities that are more relevant in a virtual setting, such as teamwork and communication,” she says. “Focusing on these skill sets also helps make individual contributors more successful in a remote environment.” She advises managers conducting remote reviews to follow these three steps.

Give advanced notice about when reviews will take place. Your team needs time to prepare for a private and professional exchange while working from home, particularly now that so many people are juggling childcare and homeschooling with their jobs. Halverson recommends scheduling at least one hour for the performance review conversation and letting employees know that reviews will be the dedicated focus of the meeting. If you don’t have easy access to tools that support video, make arrangements to speak with one another via FaceTime to ensure you aren’t sacrificing the value of a face-to-face conversation.

Discuss changed priorities openly and honestly. Business priorities may have shifted during the pandemic, and employees might be worried about job security. Dedicate time in the performance review to discuss how they can remain valuable contributors moving forward. Clearly outline duties that may evolve or change in the coming months so they clearly understand where to focus their efforts and can evolve with the business appropriately.

Create a plan to support your employees from a distance. Although evidence suggests that remote workers are as, if not more, productive than those who work in a physical office, those statistics are typically based on employees who have chosen to work remotely. Employees thrust into remote working may not feel connected to company culture or to their coworkers. Their work arrangements can be isolating, and often require a level of self-direction, motivation, and discipline that isn’t intuitive for everyone. “Be sure to discuss how your employees can still collaborate with you and their coworkers in this new World of Work,” says Halverson. “How much coaching, guidance, and support do they need from you while working from home? Do they understand their priorities and goals, and feel confident that they have the tools and skills to achieve them?”

Every employee has a different work style and varying needs when it comes to succeeding remotely. Thoughtful evaluations help employees identify opportunities for professional growth and reinforce the importance of their contributions, which can greatly impact their satisfaction and commitment. “Use this time to get to know what your employees enjoy doing, where they feel capable and where they are struggling,” concludes Halverson. “Agree on a plan that will fuel professional success moving forward, and assure your people that their mental, emotional, and physical health is as important to you as their performance right now.”

The Trevi Group | “Executive Search for Technology Professionals” | www.TheTreviGroup.com

BLS: Employment Summary for October 2020

The U.S. economy added 638,000 non-farm jobs in October, above the 530,000-job growth expected by economists. The unemployment rate declined to 6.6 percent. October is the sixth consecutive month of both job growth and unemployment rate improvement. The Bureau of Labor Statistics (BLS) reported notable job gains in leisure and hospitality, professional and business services, retail trade and construction, while employment in government declined. Private-sector employers added 906,000 jobs, a pickup from September, offsetting a drop of 268,000 jobs in the public sector.

“As we await final presidential election results, the job growth reported from the Bureau of Labor Statistics this morning clearly demonstrates the underlying vitality of the hiring environment,” said Bert Miller, president and CEO of MRINetwork. “While 2020 continues to provide an unprecedented series of crises and challenges, we are seeing steady signs of optimism in economic growth. The attitude of our Network of over 300 executive recruitment offices can be characterized as “prudently bold.” We continue to invest in our business to meet demand for top talent across many of our industry sectors, including pharmaceutical, business services — specifically PR and marketing, software design and development, and construction — notably, building products and supplies as well as special trade construction.”

The BLS reported total nonfarm payroll employment rose by 638,000 and the unemployment rate declined to 6.9 percent. Notably the labor force participation rate increased by 0.3 percentage point to 61.7 percent in October, now only 1.7 percentage points below the February pre-Covid level.

Commenting on the October report, Bloomberg’s Market Reporter Kriti Gupta offers possible investor reaction to the positive news, “Here’s one way for the market to be able to read this report: Perhaps better payrolls data means less urgency for another round of stimulus. But remember, sometimes narrative is built around price swings as opposed to the other way around. So take the market reactions in the coming hours with a tub of salt.”

While recognizing the short-term impact of a virus spike many analysts see a solid rationale for optimism. “It’s hard to look at months or weeks past because you know what’s lying ahead and that’s an increase in virus cases. That continues to be the dark cloud looming ahead,” Jennifer Lee, senior economist at BMO Capital Markets, told Bloomberg. “But the fact that the jobless rate took such a big decline, that’s extremely encouraging.”

In October, 21.2 percent of employed persons teleworked because of the pandemic, down from 22.7 percent in September, reflecting an ongoing process as employers open places of work as commuting restrictions ease.

According to the BLS, these improvements in the labor market reflect the continued resumption of economic activity that had been curtailed due to the pandemic and efforts to contain it.

As reported by the BLS, employment in leisure and hospitality increased by 271,000 in October, with gains in food services and drinking places (+192,000); arts, entertainment, and recreation (+44,000); and accommodation (+34,000).

Professional and business services added 208,000 jobs in October, with temporary help services (+109,000) accounting for about half of the gain. Employment also increased in services to buildings and dwellings (+19,000), computer systems design and related services (+16,000), and management and technical consulting services (+15,000). Employment in professional and business services is 1.1 million below its February level.

In October, retail trade added 104,000 jobs, with almost one-third of the gain in electronics and appliance stores (+31,000). Employment also rose in motor vehicle and parts dealers (+23,000), furniture and home furnishings stores (+14,000), clothing and clothing accessories stores (+13,000), general merchandise stores (+10,000), and non-store retailers (+9,000). Employment in retail trade has risen by 1.9 million since April.

Construction added 84,000 jobs in October. Specialty trade contractors added jobs, both in the nonresidential (+28,000) and residential (+18,000) components. Employment also rose in heavy and civil engineering construction and in construction of buildings (+19,000 each). Construction has added 789,000 jobs in the last 6 months, now down by 294,000 since February.

Employment in healthcare and social assistance rose by 79,000 in October. Healthcare employment increased by 58,000, with the largest gains occurring in hospitals (+16,000), offices of physicians (+14,000), offices of dentists (+11,000), and outpatient care centers (+10,000). These increases were partially offset by a decline of 9,000 in nursing and residential care facilities. Social assistance added 21,000 jobs over the month.

Employment in transportation and warehousing increased by 63,000 in October, with gains occurring in warehousing and storage (+28,000), transit and ground passenger transportation (+25,000), and truck transportation (+10,000). By contrast, air transportation shed 18,000 jobs.

The BLS reported gains in employment in financial activities and manufacturing but at lower levels of increase versus September.

In October, government employment fell by 268,000. A decrease of 138,000 in federal government was driven by a loss of 147,000 temporary 2020 Census workers. Job losses also occurred in local government education and state government education (-98,000 and -61,000, respectively).

“We continue to remain focused on meeting client demand for top talent equipped with relentless work ethic, and capable of resilient management decision making and the ability to lead change in evolving business models,” said Miller.

The Trevi Group | “Executive Search for Technology Professionals” | www.TheTreviGroup.com

Manage the Work, Not the People_

As millions of Americans now work remotely, managers unaccustomed to supervising employees from afar face new challenges in leading and evaluating their team’s performance. Traditional management styles prior to this new World of Work emphasized the need to manage employees effectively to get the best results. Today, however, the emphasis has shifted to managing the work rather than the people in order to get the best results from a remote workforce.

“The key to this approach is to leave people alone and let them work,” says Nancy Halverson, Senior VP of Global Operations at MRINetwork. “Tell your team about the big vision and ask how it might be accomplished. This brings your remote team closer together and encourages additional interaction. Then let them go do it. The most important metric to consider is results.”

Halverson offers the following advice on successfully managing for productivity:

Focus on the endpoint. “It’s critical that you set clear expectations and focus on the results you want as opposed to managing the process that gets you there,” she says. “Get rid of time-suckers and distractions like long meetings and unnecessary updates. Make sure that everyone knows exactly what’s expected of them. Trying to manage remote workers as if they were still together in the office is counterproductive.”

Provide employees with the best equipment and tools. This allows them to do their best work from anywhere. "That includes providing high-quality monitors and headphones and ensuring meetings are set up for participation regardless of location," says Halverson. “If you have people who continue to come into the office, they need places to conduct video-conferencing that ensure the best experience for virtual attendees."

Schedule regular check-ins. Once you’ve set clear expectations for work assignments, it's important to regularly touch base with remote workers to make sure they have the resources they need and are on target to hit their goals. “Don’t micromanage them or give the impression that you are constantly monitoring them to see if they’re working,” says Halverson. “You’ll know from the results they produce how they’re doing. And always encourage them to bring up challenges or problems they’re having before they become insurmountable.”

Introduce redundancy. Halverson believes that the current situation is an opportunity for employers to upskill their workforces. “You may have had to furlough people, and now you need to figure out who’s going to pick up the slack,” she says. “You may be surprised at how willing your team is to take on new roles or to train for new skills. Problem solving on this level changes the relationship you have with your employees. You become partners committed to the same goals.”

“What’s basic here is trust between employer and employee,” says Halverson. “Even in a traditional workplace there’s no way to completely prevent the misuse of time. But, as shown by productivity gains, most people do what’s expected of them – and more. Believe in your people and let them share in the responsibility for moving your company forward, whether they’re at the office or at home.”

The Trevi Group | “Executive Search for Technology Professionals” | www.TheTreviGroup.com

Employment Summary for September 2020_

The U.S. economy added 661,000 non-farm jobs in September, below the 800,000 job growth expected by economists surveyed by Dow Jones. While millions remain unemployed, September’s activity means that approximately 12 million jobs have been recovered since the mid-March economic shutdown that saw about 22 million layoffs. September marks the first month since April that net hiring was below 1 million. Unemployment at 7.9% is now in line with previous recessions.

“Our Network of over 325 executive recruitment offices remains cautiously optimistic about the job growth reflected in today's report from the Bureau of Labor Statistics,” said Bert Miller, president and CEO of MRINetwork. “Technical, managerial, and executive talent is in peak demand across a range of industries including construction, financial services, and healthcare. We’ve also seen a recent lift in legal and security tech opportunities. Across sectors, organizations are looking for leaders capable of thriving in, and in many cases driving, a culture adaptable to the present changing business and political environment.”

The BLS reported total nonfarm payroll employment rose by 661,000 in September, and the unemployment rate declined to 7.9 percent. The number of unemployed persons fell by 1.0 million to 12.6 million. Both measures have declined for 5 consecutive months but are higher than in February, by 4.4 percentage points and 6.8 million, respectively.

"These data are consistent with a labor market that is rebounding, albeit at a slower pace than a few months ago, which should be enough to support consumers and consumption," said Sameer Samana, senior global market strategist at Wells Fargo in comments to Fox Business. "While risks remain, such as election and COVID-19-related uncertainty, we believe investors should continue to remain fully invested."

In September, 22.7 percent of employed persons teleworked because of the pandemic, down from 24.3 percent in August, perhaps reflecting a trend of employers opening places of work as commuting restrictions were eased.

According to the BLS, these improvements in the labor market reflect the continued resumption of economic activity that had been curtailed due to the pandemic and efforts to contain it. In September, notable job gains occurred in leisure and hospitality, in retail trade, in healthcare and social assistance, and in professional and business services. Employment in government declined over the month, mainly in state and local government education.

CNBC reported that while the third quarter is likely to see unprecedented growth in GDP after the historically sharp slowdown in Q2, “weekly jobless claims are still too high to call the recession over,” said Chris Rupkey, chief financial economist for MUFG Union Bank.

As reported by the BLS, employment in leisure and hospitality increased by 318,000 in September, with almost two-thirds of the gain occurring in food services and drinking places (+200,000). Amusements, gambling, and recreation (+69,000) and accommodation (+51,000) also added jobs in September.

Retail trade added 142,000 jobs over the month, with gains widespread in the industry. Clothing and clothing accessories stores (+40,000) accounted for about one-fourth of the over-the-month change in retail trade. Notable employment increases also occurred in general merchandise stores (+20,000), motor vehicle and parts dealers (+16,000), and health and personal care stores (+16,000). Employment in retail trade is 483,000 lower than in February.

Employment in healthcare and social assistance rose by 108,000 in September, down by 1.0 million since February. Healthcare added 53,000 jobs in September, with continued growth in offices of physicians (+18,000), home healthcare services (+16,000), and offices of other health practitioners (+14,000). Social assistance added 55,000 jobs, mostly in individual and family services (+32,000) and in child day care services (+18,000).

Professional and business services added 89,000 jobs in September. Employment increased in services to buildings and dwellings (+22,000), architectural and engineering services (+13,000), and computer systems design and related services (+12,000), representing gains of 910,000 since April.

Employment in transportation and warehousing rose by 74,000 in September. Within the industry, job gains continued in warehousing and storage (+32,000), transit and ground passenger transportation (+21,000), and couriers and messengers (+10,000). The industry has added 291,000 jobs since May; employment in transportation and warehousing is 304,000 lower than in February.

Among other sectors where MRINetwork offices provide executive recruitment services:

• Manufacturing added 66,000 jobs over the month. Durable goods accounted for about two-thirds of the gain, led by motor vehicles and parts (+14,000) and machinery (+14,000).

• Financial activities added 37,000 jobs in September. Job growth occurred in real estate and rental and leasing (+20,000) and in finance and insurance (+16,000).

• Employment in information grew by 27,000 in September.

• Construction employment increased by 26,000 in September, with growth in residential specialty trade contractors (+16,000) and construction of buildings (+12,000).

Government employment declined by 216,000 in September. Employment in local government education and state government education fell by 231,000 and 49,000, respectively. A decrease of 34,000 in federal government was driven by a decline in the number of temporary Census 2020 workers. Partially offsetting these declines, employment in local government, excluding education, rose by 96,000.

“Today’s resilient leaders must strive to navigate uncertainty, promote flexibility, and shift organizational priorities in order to build a solid foundation for the new world of work. This is a good time to recall the words of naturalist Charles Darwin that ‘it is not the strongest of the species that will survive, nor the most intelligent that survives. It is the one that is most adaptable to change,’” said Miller.

The Trevi Group | “Executive Search for Technology Professionals” | www.TheTreviGroup.com

Preserving Company Culture in a Remote World of Work_

For many businesses, working the “9-to-5” in a centralized office is a thing of the past — at least for the time being. Even when you and your people are able to physically return to your workplaces, you’ll most likely find that practices such as working remotely continue in some form.

”Adapting your company culture to effectively support remote work is one of the most important things you can do to set your company up for work-from-home success or just for the future of work in general,” says Nancy Halverson, SVP Global Operations at MRINetwork. ”With proper planning and execution, you can leverage remote work as an integral part of your business strategy.”

Halverson notes that one of the dangers inherent in remote work is the loss of employee connection. People can feel isolated and out of touch with the company culture and values. She advocates taking proactive steps that not only prevent that from happening, but also strengthen and enhance your employees’ alignment with your culture and values.

Establish a results-oriented environment.  Creating and communicating clear objectives and key performance indicators for your team members to achieve is critical to a productive remote culture. They must clearly understand what the expectations for success include and have the tools to track and report their productivity. Even if you can’t be physically present, you can stay close through consistent communication and encouragement. Discuss work styles, resources and support needs to determine how you can empower individuals to be more autonomous.

Be inclusive. Successful cultures involve the collaboration of all stakeholders working together to determine their shared values and ideals. This can be difficult for remote teams. “Going to an office provides many opportunities for people to come together and create the type of working environment they want,” says Halverson. “For remote teams, those opportunities are fewer because of factors like different time zones, no physical presence and interactions dictated by technology.”  That means remote teams must be deliberate about inclusivity. Schedule regular time for co-workers to chat, get the team together in the same location when you can, support multiple channels of communication and encourage group work and collaboration.

Support your employees’ health and well-being. Employees who don’t normally work from home may be thrown off their routines. When kids are home, things are even more complicated. It takes time to build healthy routines up again in a different environment. You can help employees by encouraging them to practice healthier behaviors. Encourage senior leadership to share what they’re doing to stay healthy while working from home. Check in with your employees often. Ask how they’re doing. During a time of increased stress, co-workers can provide support and make them feel less alone.

Look for signs that your culture is healthy. Even if your employees aren’t coming into the office, you can take note of the way they act in videoconferencing meetings. Do they seem happy? Are they engaged? Are you picking up signs of discontent? When your team members are truly committed to your values, they do good work that reflects their loyalty to the company. You can see it when they propose ideas or offer solutions, demonstrating their desire to give back to an organization that is supportive of them. “You’ll also get positive feedback and referrals from clients and vendors,” says Halverson, “or job candidates may refer to your culture as a reason for wanting to work for your company.”

You may ultimately find that you have happier employees due to their flexible work environment. It takes time and conscious effort to build out the processes, structure, and culture needed to accommodate remote workers. As more of the world makes this transition, it also provides opportunities for organizations to adapt and evolve as they embrace the new world of work.

The Trevi Group | Executive Search for Technology professionals | www.TheTreviGroup.com

Employment Summary for August 2020

Showing signs that the U.S. economy is settling in for a slow and steady recovery after a three month stretch of a rapid rebound, the U.S. economy added 1.4 million non-farm jobs in August and unemployment fell to 8.4 percent in U.S. Bureau of Labor Statistics (BLS) data reported today. The job growth slightly exceeded economist forecasts and represents a solid gain but the smallest in four months.

“Today’s report reinforces the cautious optimism our Network of over 325 executive recruitment offices have about ongoing demand for top talent through the balance of 2020,” said Bert Miller, president and CEO of MRINetwork. “The positive momentum in U.S. job creation reinforces our Network’s decision to invest in the digital tools and education that talent advisory and search firms need in the changing world of work to accelerate growth in their businesses.”

The BLS reported total non-farm employment rose by 1.4 million in August, and the number of unemployed persons fell by 2.8 million to 13.6 million. Both measures have declined for four consecutive months but are higher than pre-virus February by 4.9 percentage points and 7.8 million, respectively. The labor force participation rate increased by 0.3 percentage point to 61.7 percent in August,1.7 percentage points below the February period.

“We are still moving in the right direction and the pace of the jobs recovery seems to have picked up, but it still looks like it will take a while – and likely a vaccine – before we get back close to where we were at the beginning of this year,” said Tony Bedikian, head of global markets at Citizens Bank in comments to Fox Business.

In August, 24.3 percent of employed persons teleworked because of the coronavirus, down from 26.4 percent in July indicating an uptick in the rate of return to a workplace environment.

According to the BLS, notable job gains in August included government employment, largely reflecting temporary hiring for the 2020 Census. Notable job gains also occurred in retail trade, in professional and business services, in leisure and hospitality, and in education and health services.

“Employment growth is still set to lag the recovery in broader economic activity over the coming months given its greater exposure to the services sectors worst affected by the pandemic,” noted Andrew Hunter, senior U.S. economist at Capital Economics in comments to CNBC. “Nevertheless, the August data illustrate that, despite the earlier surge in virus cases and more recent fading of fiscal support, the recovery continues to plow on.”

Employment in government increased by 344,000 in August, accounting for one-fourth of the over-the-month gain in total nonfarm employment. Job gains in federal government (+251,000) reflected the hiring of 238,000 temporary 2020 Census workers. Local government employment rose by 95,000 over the month. Overall, government employment is 831,000 below its February level.

Retail trade added 249,000 jobs in August, with almost half the growth occurring in general merchandise stores (+116,000). Notable gains also occurred in motor vehicle and parts dealers (+22,000), electronics and appliance stores (+21,000), and miscellaneous store retailers (+17,000).

In August, employment in professional and business services increased by 197,000. More than half of the gain occurred in temporary help services (+107,000). Architectural and engineering services (+14,000), business support services (+13,000), and computer systems design and related services (+13,000) also added jobs over the month. Employment in professional and business services is 1.5 million below its February level.

Employment in leisure and hospitality increased by 174,000 in August, with about three-fourths of the gain occurring in food services and drinking places (+134,000). Despite job gains totaling 3.6 million over the last 4 months, employment in food services and drinking places is down by 2.5 million since February as coronavirus restrictions mandate limits on facility capacity.

In August, employment in education and health services increased by 147,000 but is 1.5 million below February's level. Healthcare employment increased by 75,000 over the month, with gains in offices of physicians (+27,000), offices of dentists (+22,000), hospitals (+14,000), and home healthcare services (+12,000). Elsewhere in healthcare, job losses continued in nursing and residential care facilities (-14,000). Employment in private education rose by 57,000 over the month.

Employment in transportation and warehousing rose by 78,000 in August, with gains in warehousing and storage (+34,000), transit and ground passenger transportation (+11,000), and truck transportation (+10,000). Employment in transportation and warehousing is down by 381,000 since February.

Financial activities added 36,000 jobs in August, with most of the growth in real estate and rental and leasing (+23,000).

The Trevi Group | Executive Search for Technology Professionals | www.TheTreviGroup.com

Why Interim Staffing Makes Even More Sense During Times of Crisis

A brief review of the history of interim staffing throws light on the evolution of the industry. Three “black swan” events were major disruptors that contributed to the thriving business it is today, according to Tim Ozier, Sr. Director of Sales at MRINetwork:

• Y2K in 1999. “I guess this wasn’t a true ‘black swan’ event in that it was predictable, but it caused massive turmoil and disruption for companies all over the world. It was a super-charging event for contract/interim staffing,” says Ozier. “Companies needed IT expertise to manage the challenging transition, and this transformed the sector from supplying primarily lower-level employees to engaging high-level IT professionals. That was the start, and it’s never slowed down.”

• Recession of 2008. As the recession lingered, companies were faced with the painful process of laying off thousands of permanent employees. “It was expensive, lowered morale, and it created bad publicity,” recalls Ozier. “But many of these companies came out of the recession with greater profitability because of the reduction in fixed costs such as benefits, vowing that they were not ever going to go through this again.” They reassessed their talent access strategy, opting for enough full-time people to cover baseline business and supplemented by contractors that allowed them to flex up or down as needed.

• COVID-19. The inherent flexibility of interim staffing is a lifeline for companies that have had to change the way they do business to survive during the pandemic. “Today’s contractors are high-level and greatly needed, so the coronavirus has had much less of a negative impact on the sector,” says Ozier. “IT has been the least impacted, and other industries have experienced a rise in the use of contractors, notably insurance and logistics.”

Integrating interim staffing into a talent access strategy is always smart, but the current economic climate makes it even more so. Committing to new, full-time employees without the ability to meet them in person during the pandemic can be unnerving, so this is a good time to make interim staffing a key element of your talent access strategy. “You can start the candidate as a contractor until travel is allowed for in-person interviewing,” advises Ozier. “It also allows the potential employee to check out you and your company over the course of the interim contract.”

In reassessing their current skill sets at this time, many companies have discovered that they need to bring different strengths to their leadership teams. Factors like remote working and economic and labor market changes are shifting priorities and may require different approaches. “Often, the right interim employees can help forge solutions to the challenges a company faces in the midst of a crisis like the pandemic,” says Ozier. “They bring fresh ideas to the table while helping teams to become more adaptable and innovative.”

Aside from taking care of immediate duties, deploying contract employees can encourage companies to broaden their comfort zone to change things that are no longer working and find new ways of doing them. They are accustomed to coming into a new environment and quickly assessing what needs to be done and creating a plan for accomplishing it. Although there’s no handbook for dealing with a pandemic, their past experience as contractors helps to hone their problem-solving skills.

“Implementing a flexible staffing strategy that includes contract employees in the mix — no matter what industry you’re in — is a key component of dealing with the current crisis,” Ozier believes. “Companies can cost-effectively staff up or down — and back up or down again — to meet the challenges of the rapidly changing business landscape.”

The Trevi Group | “Executive Search for Technology Professionals” | www.TheTreviGroup.com

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Employment Summary for July 2020

Despite recent COVID-19 spikes the U.S. economy added 1.8 million jobs and unemployment fell to 10.2 percent providing support to the optimism reflected in the continued financial market rally. Economist forecasts had anticipated a weaker rebound with an addition of about 1.4 million jobs. Instead the U.S. Bureau of Labor Statistics (BLS) reported stronger recovery associated with continued resumption of economic activity.

“The world of work may look different as we emerge from the pandemic,” said President and CEO of Management Recruiters International (MRI) Bert Miller, “but the fundamental demand for highly qualified people to reinvigorate the economy and provide the goods and services we all need will be higher than ever. We continue to see talent needs as our global Network of recruiters respond to our clients in the executive, professional and technical sectors. We anticipate even higher activity as effective virus treatments become a reality. Skilled American workers have always been and will continue to be the driving force behind our recovery.”

The BLS reported total non-farm employment rose by 1.8 million in July, and the number of unemployed persons fell by 1.4 million to 16.3 million. For the first time since the pandemic-driven shutdown of the economy, unemployment for a large segment of the non-farm payroll — adult men — fell below the 10 percent barrier at 9.4 percent.

According to the BLS notable job gains in July occurred in leisure and hospitality, government, retail trade, professional and business services, other services, and health care. The BLS also noted that the number of persons employed part time for economic reasons (sometimes referred to as involuntary part-time workers) declined by 619,000 to 8.4 million in July, reflecting a decline almost 700,000 in the number of people whose hours were cut due to slack work or business conditions.

“What the data continues to tell me is that we’re making progress from the pain that was most acute back in March and April. So we continue to have this recovery, but it’s uneven,” said Michael Arone, chief investment strategist for the U.S. SPDR business at State Street Global Advisors in comments to CNBC. “We still have a lot of wood to chop here, but we’re moving in the right direction.”

“We have seen a very troubling increase in COVID-19 cases in many states that had reopened for business, but we continue to be cautiously optimistic that the overall U.S. economy has turned a corner, and that the solid job gains announced today will be sustained," said Tony Bedikian, managing director of Citizens Bank in an interview with Fox Business.

Employment in leisure and hospitality increased by 592,000, accounting for about one-third of the gain in total nonfarm employment in July. Employment in food services and drinking
places rose by 502,000, following gains of 2.9 million in May and June combined. Over the month, employment also rose in amusements, gambling, and recreation (+100,000).

A July job gain in federal government (+27,000) reflected the hiring of temporary workers for the 2020 Census.

In July, retail trade added 258,000 jobs. Employment in the industry is 913,000 lower than in February. In July, nearly half of the job gain in retail trade occurred in clothing and clothing accessories stores (+121,000). By contrast, the component of general merchandise
stores that includes warehouse clubs and supercenters lost jobs (-64,000) following robust gains in recent months.

Employment in professional and business services increased in July (+170,000). Most of the July gain occurred in temporary help services (+144,000).

Health care added 126,000 jobs, with employment growth in offices of dentists (+45,000), hospitals (+27,000), offices of physicians (+26,000), and home health care services (+16,000). Job losses continued in nursing and residential care facilities (-28,000).

Employment in transportation and warehousing rose by 38,000 in July, following an increase of 87,000 in June. In July, employment rose in transit and ground passenger transportation (+20,000), air transportation (+16,000), and couriers and messengers (+9,000).

Manufacturing employment increased by 26,000 in July. An employment gain in motor vehicles and parts (+39,000) was partially offset by losses in fabricated metal products (-11,000),
machinery (-7,000), and computer and electronic products (-6,000). Manufacturing has added 623,000 jobs over the past 3 months.

Financial activities added 21,000 jobs in July, with most of the gain in real estate and rental and leasing (+15,000).

The Trevi Group | “Executive Search for Technology Professionals” | www.TheTreviGroup.com

Effective Leadership in Times of Crisis

The coronavirus pandemic has placed heavy burdens on business leaders. The sheer size of the outbreak and its unpredictability generate fear among employees and make it challenging for executives to respond effectively. But during a crisis like COVID-19, people look to their leaders for direction and compassion; they need to have confidence in their ability to navigate the company into the future.

“If we truly believe that people are our most important asset, then we must lead them and communicate with them while providing an organization they can believe in,” says Bert Miller, President and CEO of MRINetwork. “In times of crisis, people need a solid anchor. They need their leaders to distill what’s happening for them so that they understand the why of what’s behind decisions that are being made. It’s important to show that leadership cares for the individual, the company and the community.”

Beyond caring, leaders must show they have a plan. “Timing is important, and you don’t need to have everything determined,” says Miller, “but you do need to be calm, confident and transparent about what is driving decisions. A leadership team that looks ahead proactively, and responds rather than reacts, goes a long way toward helping people in volatile times.”

COVID-19 has already changed the way we live and work. At the same time most companies are still trying to determine the long-term impacts on their business, they also have to inspire trust in their workforces, who are trying to function and perform while struggling to cope with what is happening in their daily lives. “To inspire trust, you have to have something of a trust bank built up in the past that confirms trust as a core value,” Miller believes. “The ability of leaders to address people’s needs, especially in a crisis situation, is the foundation of trust.”

Miller has spent more than 25 years helping companies strengthen their workforces with top-level performers; his advice to companies in crisis today is gleaned from what he’s learned from some of best business leaders in the world:

• Know what’s happening in your organization. Gather feedback from all areas and all levels of the organization.

• Put your most visible leaders on the front lines based on compassion and caring, essentially EQ. Workers will remember the faces and voices you empower to lead during this time. Be sure those voices are not only smart and accomplished, but also compassionate and caring.

• Integrate your company’s purpose and values into every communication and initiative. Shared purpose and values give employees the sense of connection they need right now.

• Tell a story, don’t just circulate the data. People are wired to find meaning and respond best to stories and analogies during times of great stress. They want to have insight into the larger story.

• Make sure all communication is consistent. Leaders throughout the organization have to be on the same page so pay attention to the tone and the principles behind every communication.

• Now is the time to rethink remote workforce capabilities for at least some of your workforce.  Although setting up new ways of doing things might not seem like a good idea during a crisis, the current situation leaves many companies with no other choice. Determine how you can help your people make full use of technology to do their jobs and provide other resources they need as they embrace an altered world of work.

Miller’s final piece of advice to leaders: “Focus your team’s attention - don’t let the current crisis distract them and provide as normal of an environment as possible in abnormal times. Pivot as needed and ensure leadership is aligned on your business’s objectives,” he says. “Consistently focus some of your attention on getting your organization and your workforce to the future.”

The Trevi Group | “Executive Search for Technology Professionals” | www.TheTreviGroup.com

Employment Summary for June 2020 (from BLS Report)

Following strong May results, the hiring recovery continued to gain momentum with much better than expected job gains in June. The U.S. jobless rate fell 2.2 percentage points to 11.1 percent and payrolls rose by 4.9 million as businesses continued to look to a future free of pandemic-induced supply chain disruptions and its drag on overall demand.

“Today’s employment data adds support to a business trend our Network of almost 400 executive recruitment offices have reported. We continue to see month-over-month improvements in client demand for professional, technical, executive and managerial talent,” said Bert Miller, president and CEO of MRINetwork. “In spite of travel barriers and limitations on face-to-face interviewing, companies are recognizing the need to strengthen their organizations by hiring talented people who can thrive in the new world of work which is emerging from the coronavirus-impacted economy.”

Forecasts for the June jobs report had been wide ranging with a consensus 2.9 million new jobs. Analysts remained more uncertain than normal after the surprising gain of 2.5 million jobs versus a consensus of a decline of 7.5 million jobs in May. “We’ve got big forces at work here,” said James Sweeney, chief economist at Credit Suisse Group AG in comments to Bloomberg. “In addition to the return of workers and the (May) misclassification, more recently you have the new wave of infections slowing the return. So, this is tricky.” The June jobs report is also expected to influence congressional debate over the dimensions of an anticipated federal coronavirus relief bill.

The BLS reported broad improvements in the labor market reflecting the continued resumption of economic activity that had been curtailed in March and April due to the coronavirus pandemic and efforts to contain it. In June, employment in leisure and hospitality rose sharply. Notable job gains also occurred in retail trade, education and health services, other services, manufacturing, and professional and business services.

Total nonfarm payroll employment increased by 4.9 million in June, following an increase of 2.7 million in May. These gains reflect a partial resumption of economic activity that had been curtailed due to the coronavirus pandemic in April and March, when employment fell by a total of 22.2 million in the two months combined. In June, nonfarm employment was 14.7 million, or 9.6 percent, lower than its February level.

Commenting on the June results to Fox Business, Andrew Chamberlain, chief economist at Glassdoor noted the better-than-expected report provided a “powerful signal of how swiftly U.S. job growth can bounce back and how rapidly businesses can reopen once the nation finally brings the coronavirus under control - a reason for optimism in coming months.”

Also commenting on the June jobs report and noting the current resurgence of coronavirus cases, economist Thomas Simons of Jeffries added, “There's continued risk that a second-wave could reverse some of these job gains in July, but that should not take away from the strength of the June data.”

In June, employment in leisure and hospitality increased by 2.1 million, accounting for about two-fifths of the gain in total nonfarm employment. Over the month, employment in food services and drinking places rose by 1.5 million, following a gain of the same magnitude in May. Despite these gains, employment in food services and drinking places remains down by 3.1 million since February. Employment also rose in June in amusements, gambling, and recreation (+353,000) and in the accommodation industry (+239,000).

Employment in retail trade rose by 740,000, after a gain of 372,000 in May. On net, employment in the industry remains 1.3 million lower than in February. In June, notable job gains occurred in clothing and clothing accessories stores (+202,000), general merchandise stores (+108,000), furniture and home furnishings stores (+84,000), and motor vehicle and parts dealers (+84,000).

Professional and business services added 306,000 jobs in June, 1.8 million below its February level. In June, employment rose in temporary help services (+149,000), services to buildings and dwellings (+53,000), and accounting and bookkeeping services (+18,000). By contrast, employment declined in computer systems design and related services (-20,000).

Construction employment increased by 158,000 in June, following a gain of 453,000 in May. These gains accounted for more than half of the decline in March and April (-1.1 million combined). Month-over-month gains occurred in specialty trade contractors (+135,000), with growth equally split between the residential and nonresidential components. Job gains also occurred in construction of buildings (+32,000).

Financial activities added 32,000 jobs in June, with over half of the gain in real estate (+18,000).

The Trevi Group | “Executive Search for Technology Professionals” | www.TheTreviGroup.com

How will remote work affect the employee experience long term?

Even as restrictions ease and businesses reopen, it seems almost certain that the workplace has been permanently altered. Although many people will physically return to their places of work, many may not do so or at least not every day. The work week for information-based jobs will likely evolve into a hybrid of work from home and work at the office; work is more than ever what you do - not where you go.

This transformation will have a profound effect on employee engagement and experience. Leaders must ensure that their companies are giving their employees everything they need to stay productive in a positive environment - regardless of their location. So what steps can your business take to give your people what they need in this transformed world of work?

Provide clear leadership. From the top down, an environment of respect, trust, transparency and mutually understood expectations is imperative to the success of remote work. Especially when times are difficult, straight talk from leadership about the reality of what’s happening and what it means to the individual and the business alleviates some of the stress of uncertainty.

Assess your digital preparedness. Leveraging digital technologies is critical to managing your remote workforce and requires careful planning, execution, and organizational agility. “All your business systems should be easily accessible, available across a spectrum of devices, and with sufficient levels of network security appropriate for an individual firm,” says Nancy Halverson, MRINetwork SVP, Global Operations. “Your people need a seamless digital platform that they can access from anywhere for functions ranging from onboarding to training to meeting with their teams.” She also recommends the use of video. “Video chat tools like Zoom, GoToMeeting and Google Hangouts are a great way to hold video meetings without losing nonverbal, visual cues. Our recruitment network has seen a significant uptick in remote interviewing via video for even senior-level white collar jobs indicating how far remote management skills have gained footing in the business world.”

Continue to develop your employees. This means not only measuring and assessing employee performance but also looking at whether they are getting sufficient training to perform well. Are they receiving adequate coaching and mentoring from their supervisors? Do they have the tools they need not only to do their work but also to grow and improve? “Encourage your team to take control of how and when they do their work so that they feel empowered,” advises Halverson. “Develop a culture that promotes the exchange of feedback between employees and managers.”

Communicate, communicate, communicate. Keeping remote employees informed and in the loop assures them not only that they are an integral part of a larger organization, but also that the organization has a vested interest in their well-being. Don’t assume that because you hear no complaints from them - or from your customers or clients - that no problems or concerns exist. Encourage their questions and concerns so that they raise issues they face quickly and proactively. You’ll be able to solve problems more efficiently and keep your people feeling satisfied and appreciated.

“The responsibility for good communication works both ways,” observes Halverson. “Good remote workers understand the importance of reaching out to their team members. So keep an eye on the interaction among them to be sure that they are sharing the context and relevant details their colleagues need from them.”

Promote well-being. Working remotely can be lonely, leading to feelings of disconnection among team members and difficulties in protecting your company’s culture. “Make helping your people maintain a healthy work-life balance a priority,” says Halverson. “Provide access to resources and discussions around topics like mental health, meditation, and exercise.”

Companies that look after their employees have engaged workforces. And that translates into workers who are committed and productive, even when they’re working remotely.

The Trevi Group | “Executive Search for Technology Professionals” | www.TheTreviGroup.com

Employment Summary for May 2020 (BLS Report)

The financial market rally in recent weeks proved to be prescient as the U.S. jobless rate fell to 13.3%, and payrolls rose by 2.5 million, suggesting jobs are rapidly returning the coronavirus-hobbled economy.

“Our Network managers, in almost 400 executive recruitment offices, anticipate upticks in sequential professional, technical, executive and managerial hiring demand in the second half 2020 that might indicate continued steps in a positive return towards recovery,” said Bert Miller, president and CEO of MRINetwork.

The mandated shutdown of a large segment of the U.S. economy, to reduce the spread of the coronavirus, had been expected to result in significantly higher unemployment levels. Economist forecasts had called for a decline of 7.5 million in May payrolls and a jump in the unemployment rate to 19%. Instead the Bureau of Labor Statistics (BLS) shocked many experts. Over the next days and weeks analysts will be exploring impacts of initiatives like the Paycheck Protection Program (PPP) to help explain the unexpected improvement which wasn’t limited to the U.S. figures. North of the border, Canadian employment rose 290,000 in May, compared with forecasts of a 500,000 slump, its statistics office reported.

The BLS reported total non-farm employment rose by 2.5 million in May, and the unemployment rate declined by 1.4% to 13.3%. The total number of unemployed persons fell by 2.1 million to 21.0 million workers. When viewed versus data in the pre-coronavirus period, the number of unemployed persons is up by 9.8 percentage points and 15.2 million, respectively since February.

“Barring a second surge of Covid-19, the overall U.S. economy may have turned a corner, as evidenced by the surprise job gains today, even though it still remains to be seen exactly what the new normal will look like," said Tony Bedikian, head of global markets at Citizens Bank, reported Fox Business.

“May was this transition month. The layoffs were very high, but in the latter part of the month, rehiring started. This employment report is probably the peak of the disaster in the labor market,” said Ethan Harris, head of global economics at Bank of America, reported CNBC.

According to the BLS, large employment increases occurred in May in leisure and hospitality, construction, education and health services, and retail trade. Government employment continued to decline sharply.

Employment in leisure and hospitality increased by 1.2 million, following losses of 7.5 million in April and 743,000 in March. Over the month, employment in food services and drinking places rose by 1.4 million, accounting for about half of the gain in total nonfarm employment. Construction employment increased by 464,000 in May, gaining back almost half of April's decline (-995,000).

Employment increased by 424,000 in education and health services in May, after a dramatic decrease of 2.6 million in April. Healthcare employment increased by 312,000 over the month, with gains in offices of dentists (+245,000), offices of other health practitioners (+73,000), and offices of physicians (+51,000). Elsewhere in healthcare, job losses continued in nursing and residential care facilities (-37,000) and hospitals (-27,000).

In May, employment in retail trade rose by 368,000, after a loss of 2.3 million in April. Over-the-month job gains occurred in clothing and clothing accessories stores (+95,000), automobile dealers (+85,000), and general merchandise stores (+84,000). By contrast, job losses continued in electronics and appliance stores (-95,000) and in auto parts, accessories, and tire stores (-36,000).

Professional and business services added 127,000 jobs in May, after shedding 2.2 million jobs in April. Over the month, employment rose in services to buildings and dwellings (+68,000) and temporary help services (+39,000), while employment declined in management of companies and enterprises (-22,000).

Financial activities added 33,000 jobs over the month, following a loss of 264,000 jobs in April. In May, employment gains occurred in real estate and rental and leasing (+24,000) and in credit intermediation and related activities (+7,000).

In May, employment continued to decline in government (-585,000), following a drop of 963,000 in April. Employment in local government was down by 487,000 in May. Local government education accounted for almost two-thirds of the decrease (-310,000), reflecting school closures.

The Trevi Group | “Executive Search for Technology Professionals” | www.TheTreviGroup.com

Rated one of the best for 4 years in a row

MRINetwork Recognized by Forbes as One of Nation's Top Talent Access Firms

Over 18,000 HR decision makers and candidates who utilized a search firm in the past year, as well as thousands of recruiters surveyed by Forbes, recognized MRINetwork as among the elite top 20 of the country’s 15,000 search firms.

We are proud to receive this designation for the fourth consecutive year, and are most grateful to our talented professionals, whose focus on meeting both candidate and client needs earned this prestigious recognition. Here is the list of top Executive Recruiters.

Forbes.com, a leading source of reliable business news and analysis, enlisted the services of research firm Statista to identify America's most well-respected recruiting firms. Statista compiled two lists of search firms: "Executive Recruiting," those firms focused on roles with at least $100,000 in annual pay; and "Professional Recruiting," firms specializing almost exclusively in positions of under $100,000 in annual salary. Firms with the most recommendations from the thousands of respondents were ranked in order of votes received.

The Trevi Group
“Executive Search for Technology Professionals”
www.TheTreviGroup.com

Using inbound marketing to boost recruiting efforts post-coronavirus

Although we’re still in the midst of coping with the pandemic, we’re beginning to see glimmers of hope for recovery. It may not be business as usual, but for many companies, it will mean ramping up their workforce again. Unemployment rates have soared to new highs after a period of extremely low rates that led to stiff competition for top job candidates, and while it may be some time before they are substantially lower, forward-thinking companies will be looking to replace critical talent and gear up for pent-up demand for goods and services. So this is a good time to consider how to attract the talent you need ahead of your competitors.

“Companies need to stop selling and start generating demand. Begin by creating and distributing quality content that gets the attention of your desired audience. To build trust among relevant individuals, provide information that enhances your reputation as a thought leader in your space. Illustrate your values and highlight your company culture to enhance your employer brand. Inbound marketing is all about creating interest, warming up relationships, and getting people to come to you and your organization,” says Patrick Convery, MRINetwork Sr. Marketing Manager.

What exactly is inbound marketing? According to Hubspot, a marketing software firm, “Inbound marketing is a business methodology that attracts customers by creating valuable content and experiences tailored to them. While outbound marketing interrupts your audience with content they don’t want, inbound marketing forms connections they’re looking for and solves problems they already have.”

With this in mind, here’s how your organization can use inbound marketing to attract top talent.

“First,” says Convery, “it’s essential that you have a well-defined idea of the type of person you aim to hire for your company so that you can market to them effectively.” To do this, the publication Social Media Today recommends that you create “candidate personas” to form a clear picture of the audience you want to target.

“What education is needed, what essential skills are required, what other factors are pertinent to the specific position? Probe these areas with your team so you can target the people who fit your needs,” advises Convery. ”This process helps you to refine your inbound marketing efforts and streamline your campaigns on social media platforms such as LinkedIn.”

Second, you should think strategically about the content on your website. “Not every person that comes across your content or website is ready to apply for a position,” as noted by Social Media Today. “Some people are curious, passively seeing what opportunities are out there or simply researching, and this is precisely why it's important for you to create and publish as many useful content types as possible to support them.”

This type of content can take the form of white papers, eBooks, webinars and articles. “Keep giving, keep educating, and don’t ask for anything in return. Eventually, these people will come to you,” says Convery. “If you’re searching for a pipeline of potential applicants, take a look at those who opt-in for more content via email and YouTube subscriptions - and reach out to those who engage with your social posts.”

Remember that inbound marketing revolves around providing outstanding content. This means that even after you have caught the attention of your target audience, you must continue to engage them with dynamic content that keeps them coming back and instills the idea that your company is a good place to work.

“Of course as an employer, you can research and implement an effective inbound program on your own. But in today’s fast changing social media environment, you may want to consult with a professional recruitment firm that’s well versed in emerging media platforms, proficient in developing ongoing thought leadership content, and experts in managing the pipeline of applicants to ensure the true game changing talent rises to the top,” noted Convery.

The Trevi Group | “Executive Search for Technology Professionals” | www.TheTreviGroup.com

Summary of BLS Employment Report for April 2020

As expected, the decision to mandate the shutdown of a large segment of the U.S. economy in efforts to reduce the spread of the coronavirus delivered record acceleration in the rate of unemployment. Just two months ago, payrolls increased by 230,000 jobs and unemployment fell back to a half century low of 3.5%.

The Bureau of Labor Statistics (BLS) reported the unemployment rate increased by 10.3 percentage points to 14.7%. That is the highest rate and the largest month-over-month increase in the history of the series dating back to 1948. Total number of unemployed persons increased by an astonishing 15.9 million to 23.9 million in April.

“The job losses and high unemployment mark a sharp pivot from just a few months ago, when the economy was pumping out hundreds of thousands of new jobs, and joblessness was hovering near 50-year lows. The jobs bust has been widespread,” noted the Wall Street Journal in an article issued shortly before April results were announced. Economists, meanwhile, had forecast an unemployment rate of 16% from 4.4% in March.

The stock market reaction at today’s opening, indicate that investors have already baked these numbers into their forecasts and have weighed anticipated steps in lifting restrictions.

“The jobs report marks a sobering moment in our history, while it also likely marks the bottom of the economic contraction with hope for a better remainder of the year,” said Bryce Doty, senior portfolio manager at Sit Fixed income Advisors, in a Bloomberg report.

Unemployment increases were widespread throughout the industries reported by the BLS. Roles in leisure and hospitality plummeted by 7.7 million, or 47 percent with almost three-quarters of the decrease in food services and drinking places (-5.5 million).

As the healthcare industry shifted to coronavirus mitigation the BLS data indicated that the remaining sectors in healthcare saw a decline by 1.4 million led by losses in offices of dentists (-503,000), offices of physicians (-243,000) and in offices of other healthcare practitioners (-205,000). There were declines too in professional and business services, construction, manufacturing, transportation and warehousing and in the financial sector among a broad range of industry declines.

In April, employment in retail trade declined by 2.1 million. Job losses occurred in clothing and accessories stores (-704,000), motor vehicle sales (-382,000) and furniture and home furnishing stores (-209,000). By contrast, the component of general merchandise stores that include warehouse clubs and superstores, that were largely unaffected by mandated closure gained 93,000 jobs.

Total government employment dropped by 980,000 in April with employment in local government down by 801,000 in part reflecting school closures according to the BLS.

Reported by CNBC, “The bleak numbers paint a pretty dismal picture, but April may be it for job losses going forward with the country starting to reopen,” said Chris Rupkey, chief financial economist at MUFG Union Bank. “If there is a silver-lining in today’s dismal jobs report, it is in the realization that the economy cannot possibly get any worse than it is right now.”

The Trevi Group | “Executive Search for Technology Professionals” | www.TheTreviGroup.com

Coronavirus and managing remote work

With the global spread of the coronavirus pandemic, workers across industries have been forced to work from home where possible. Companies such as Google, Microsoft, Apple, Amazon, and many others around the world have all initiated mandatory work-from-home policies. While many other companies are unable to allow for remote work, which has led to mass layoffs, remote work can be both a blessing and a curse for those who can do it.

Meanwhile the World Health Organization has indicted that we should expect this work situation to become the “new normal” for the foreseeable future. But working from home can be a major transition for people who have always worked in an office and it may require an adjustment period. “Some employees are working from home for the first time,” observes Nancy Halverson, SVP, Global Operations. “They have to figure out how to work effectively in an environment that may be distracting, isolating and disruptive to productivity.”

Communication is key, believes Halverson. “That means leveraging technology like Skype and Zoom to establish day-to-day communication and keep people feeling connected and focused on their jobs,” she says. “Your employees are bound to have many concerns about the impact not only to their workday, but also about the longer-term implications for the economy and their jobs. Communicate with them often about the impacts of the pandemic to your business and encourage employees to express their concerns and questions.”

Halverson suggests offering clear guidelines for people who are new to working from home. “Your team needs to know exactly what is expected of them,” she says. “Not being crystal clear about expectations can lead to problems that can cause major disruptions in your team’s workflow and performance. Clarify what tools your team will use, how you will communicate, what hours everyone is expected to work and when projects will be completed. Put the plan in writing so that everyone understands it and knows what is expected of them.”

“It’s also important to remind them to treat remote work the same way as if they were working from their office,” she says. “They should be making the effort to create a dedicated workspace - and resisting the temptation to lounge around in pajamas all day.”

Keep in mind, too, that when working remotely, employees don’t always receive the same level of feedback on their work as they would in the office. “Make sure to provide consistent feedback,” says Halverson, “even something as simple as an email that shows you’re aware of what they’re accomplishing. Ask how they are adjusting, how they are feeling and if they are having struggling with anything.”

The coronavirus has dramatically changed the way many people in the U.S. and abroad are working. It’s critically important that during these uncertain times your employees feel valued and that their well-being matters. That’s powerful motivation for them to perform well and do their part to keep your business on track.

The Trevi Group | “Executive Search for Technology Professionals” | www.TheTreviGroup.com

COVID-19: What's changing in the IT industry?

The COVID-19 crisis has created global economic upheaval, and as a result, a huge overnight impact on the IT industry. With that in mind, I wanted to take a minute and give you some perspective and insight into what we are seeing and hearing from clients and candidates across the industry.

What trends are you seeing? What are you most afraid of? How can we help you?

The Trevi Group | “Executive Search for Technology Professionals” | www.TheTreviGroup.com

How to Ace your Video Interview

Dress for Success

• Dress professionally - top to bottom. Not just top torso & head - don't forget about pants/shoes. You never know if you may have to get up and grab a phone to call your interviewer back on a land line!

• Don't have bare shoulders - especially if you are only viewed shoulders up on screen - it will look like you have nothing on!

• Stay away from patterns - solids work best.

Environment

• Noise Levels – turn off radio/TV/cell phone – even white noise like fans, Zen-like waterfalls, loud air conditioners, space heaters, dehumidifiers, etc.

• Put pets away, close the door, and make sure roommates and family members are aware of the importance of quiet!

• Consider putting a note on the door to keep delivery people, sales people, etc. from ringing the doorbell that may trigger pet noise or background chaos.

• If you have the option, set up your computer in a room in which you’re least likely to hear outdoor noise – from trucks, kids, etc.

• Think about what is in the background – a neutral wall with minimal background elements is best. Keep pictures / equipment to a minimum. Move toy bins, adjust angle so your unfinished ceiling insulation isn’t showing.

• Check yourself out on screen – you should be the focus of the video capture – not your stereo equipment.

• Create optimal lighting. Turn on lights in the room so you don’t have a floating head or shut blinds to avoid harsh glare and shadows on your face.

• No eating or chewing gum – and if possible, try to avoid drinking.  If you must take a sip – apologize and sip, then put the drink aside.

Technology

•  Test your microphone sound level and video well in advance of the actual meeting. And again 15 minutes before!

•  Adjust the focus of the camera. Most cameras have the capability to fine tune the crispness of the video.  It's best to have a friend “connect” with you via webcam to tell you how you appear as you adjust the settings.

• Close ALL other programs not necessary for the call – email, instant messaging, office products such as Word, Excel, and close internet browser windows. Not only are these potentially a distraction, but it could also affect your connection quality.

• If possible, hard wire your computer vs. using wireless. If you do use wireless, try to be as close to your router as possible for the strongest connectivity.

• Sometimes firewalls can impact your connection / speed. It may be helpful to temporarily disconnect from VPN or firewalls.   

• Look at the camera, not at the screen when YOU are talking. Its tempting to look at yourself on your computer screen but this not only will appear as though you are looking away to the interviewer, but will also likely cause you to fidget with your hair and lose focus. You would never look at yourself in a mirror if you were interviewing in person – so think of the camera as the interviewer’s eyes and look into it / them!

• Adjust your chair so the camera is at eye level – don’t look down at the camera. Not only does it appear poorly on the other end but that angle is very unflattering for most people!

• If you wear glasses, make sure you don’t have glare on them from the camera; lose the glasses or wear contacts if either are options.

• If your camera has the option of using effects (bunny nose & ears, cowboy hat, pink hair, etc.), don’t use them.

Movement & Pace

• Careful with TOO much movement. If you do experience delays or any choppiness during the connection - heavy movement further accentuates it.   If you are a heavy gesture person – be careful!  Clasp hands in lap – hold on to the sides of your computer – SOMETHING to keep it under control.

• Reactions translate differently when onscreen so it's important to compensate with extra enthusiasm and concise answers.

• Speak succinctly – and pause for a few moments before talking after being asked a question to compensate for the slight time lag.

• Watch body language – it’s easy to forget they can see you!  Don’t look bored (chin resting on your hand), slouchy, don’t look away from the camera when answering questions (remember – think of it as the interviewer's eyes), careful with stretching & scratching.

• If you have a high desktop and rest your arms on it, it’s extra-important not to slouch, so that your shoulders aren’t at your ears.

General

• Login 10-15 minutes before the call in case you have technical problems and / or to ensure you are ready when the interviewer is!

• PRACTICE!  Find someone that will practice with you using ideally the same video technology you will be using during the interview if possible. That person should point out background & environmental distractions, give you honest feedback on how you appear (including where you are positioned in the screen, annoying movements, sound levels, etc.). You may also consider recording yourself on a site such as YouTube so you can see YOURSELF and make adjustments. You should be prepared for the types of questions you are likely to get, so practice the answers so you can judge for yourself how you will appear!

• At the conclusion of a call, be sure the call is fully disconnected before you ‘relax.’ You’re still on camera until the session truly ends.

Don’t Allow This To Happen

Oh well… now you have to see this….

Good Luck!

The Trevi Group | “Executive Search for Technology Professionals” | www.TheTreviGroup.com

COVID-19: We can help....

While The Trevi Group is well known for finding great talent and top performers for our clients, I wanted you to know that we also handle Outplacement and creative staffing alternatives that could significantly reduce your company’s costs and maximize your team’s morale and performance during this crisis.

1. For example, if you are looking to reduce hours for some of the staff, or need to layoff some staff, we have an option that can reduce costs. As an example, we have a couple of clients that are laying off staff, but need 2-3 of these individuals are needed to work part time hours for get critical things done. What we are doing is moving these individuals to our payroll system, and then having them work for the company on a part time basis -- thereby substantially reducing payroll costs and the heavier burden relationship associated with direct employees. 

2. Additionally, for the talented individuals that you need to lay off, we are providing outplacement services. We are helping these individuals transition their careers, and allowing you to provide compassionate support as they exit. When these individual are treated well, the result is higher morale and productivity for those that are retained in the organization.

The bottom line is that we are here to help and support you in every way we can. Let us know if either of these options make sense for you in today’s uncertain economy and unrest?

Contact us at Info@TheTreviGroup.com to discuss how we can help you.

The Trevi Group | Executive Search for Technology Professionals | www.TheTreviGroup.com



Three tips on effective remote interviewing to make that critical hiring decision

Because the health and safety of the U.S. workforces and their families are at the forefront of everyone's mind during the current Coronavirus outbreak, many companies have implemented strict no travel policies. One of the outcomes of this is an increase in virtual job interviews via phone and video conferencing.

Some hiring managers and recruiters are actually seeing an upside to the restrictions. “They are able to get in touch with clients and candidates more easily because they’re at home and may welcome the chance to speak with you,” observes Suzanne Rice, Sr. Director, Business Services. “They’re not traveling, which is often a big challenge for recruiters trying to meet potential candidates.”

Although the practice of remote interviewing is not uncommon, now’s a good time to review how to effectively identify the best candidates without a face-to-face meeting.

Keep the technology simple

You’ll require a web camera with high resolution; Zoom or Skype (or any other video chat software; we use RingCentral in our office) already installed; a neat and clean background; and a well-lit space. Your candidates might need some time to get these requirements together so tell them the specifics as soon as you can.

“Do a trial run a day or two before you conduct the interview,” advises Rice. “Set up and test the camera and sound you will use for the actual interview. You want to eliminate technical difficulties as much as possible since they can be a distraction.”

Put the candidate at ease

Focus on eye contact with the candidate. Look at the camera, using lean-forward body language to engage with them. ”Maintain a friendly demeanor throughout the interview,” says Rice. “This will help the candidate relax and encourage them to talk more naturally.”

Rice also recommends that you spend more time listening attentively. You can provide insight about the business, the job and the team, but limit your own time for talking. “Be sure to give the candidate the opportunity to ask you questions at the end of the interview,” she says. “If you’re new to remote interviewing, you might even ask for suggestions on what might have been helpful to them.”

Remember that it’s a lot like a face-face-interview

Just as you would if you were meeting with the candidate in your office, have a clearly defined profile of the responsibilities and duties of the job the candidate is applying for, as well as the abilities, skills and knowledge needed to perform them. Prepare objective, behavior-based questions that assess their suitability for the work and their potential to succeed in your culture.

If the position will report to a manager under you, you may want to include that person in the interview. “This gives them a chance to ask more job-specific questions and determine if the candidate will fit into their team,” says Rice.

Although some companies are delaying the hiring process because of the virus, businesses that elect to use video conferencing to stay on track with hiring will be better positioned following the upheaval, especially in today’s candidate-tight environment. Amidst health concerns and disruptions, they are demonstrating their ability to keep their businesses on a steady course.

The Trevi Group | Executive Search for Technology Professionals | www.TheTreviGroup.com