Welcome to our latest issue of NEWS & VIEWS. As we reach the midyear mark it is a perfect time to take a look at the state of the executive talent market and how it will impact you and your company. The 1st half of this year has certainly been volatile with many firms going through reorganizations, mergers, acquisitions not to mention downsizing.

What we're experiencing now as the economy is starting to show consistency in its recovery is that the activity in the talent market has definitely begun to consistently trend positively. Many of you are personally experiencing this positive change as you are fielding more phone calls inviting you to look at new opportunities - or at the very least asking for referrals.

In an interview in Waters Magazine earlier this year, I predicted that as the economy stabilized that retention was going to become an issue again and that talented executives were going to once more become highly sought after in the marketplace -and now I see my prediction coming true.

There is a distinct change in attitude in Corporate America as we approach the end of the 2nd Quarter - and that attitude is much more optimistic and forward - thinking. Companies are now seeking out the leadership they need to grow their companies and not just looking to control costs. For the first time in several years we are hearing across the board interest in staffing up and in investing in new technology solutions. Technology leaders now more than ever are being given a strong voice in formulating their company's business strategy and not just being asked to execute against it. Our clients are confidently moving forward and bringing onboard the bench strength they need now instead of sitting on the sidelines and waiting for their competition to snap up the executives they see as providing them with a competitive advantage.

As we move into the summer months, it isn't just the temperature heating up, and this is one heat wave we're all looking forward to.

Market forces over the past three years have led to quite a few changes in the technology landscape, compared to the boom years prior to the economic downturn. Many companies across a wide range of industries including financial services, manufacturing, telecommunications, advertising, consulting, to name a few, were heavily involved with downsizing staffs and budgets, outsourcing call centers, data centers, applications development and more.

And the survivors of this wave of "right-sizing" were left to accomplish a lot more, with less human and capital resources, within a given period of time, which simply meant that one had to work longer hours with less staff support to get the job done. At the same time, many organizations found it necessary to freeze salary increases and sharply reduce, or even eliminate, bonuses in this austere business environment.

All of the above factors led to higher retention within many organizations, primarily as a result of scarcity; as in scarcity of new career opportunities. Also, the fear of "taking a chance" with a new position in a shaky economy caused many technology executives to hang in there, at least until the financial climate improved.

This is all starting to change. As the economy continues to recover and companies realize that to meaningfully increase profitablility they must grow their businesses, in addition to becoming more cost effective, the implications point to the need for new leadership in business and technology.

This new cycle of business growth that is just beginning to take shape, is opening the door to new opportunities for innovative, business-focused executives to lead the way to new levels of business prosperity. Which brings us to why high retention may have reached its peak; because talented, results-driven business and technology executives are starting to see more opportunities outside of their current organizations.

With budgets starting to return from hyper-austerity levels, as in the past, executives with track records of demonstrable achievements, are being sought after. We see this as a very positive sign, and we're pleased to report that activity for senior level executive positions has risen sharply in the past several months, with further growth in sight during the remainder of 2004 and beyond.

Organizations that continue to provide career opportunities and growth, especially to their high-demand A players, will have a better chance of retaining them as the technology market continues to heat up.

Those that don't, won't.

As an executive search firm we offer extensive coaching to our candidates to prepare them for their interviews with our clients. Our goal is to make this a positive experience for everyone involved. We stress to all of our candidates that one of the most crucial interviews you will have is with the HR professional. This interview is not only key in and of itself, but it will also provide you with insights that will position you for success with every other person you meet in the interview loop.

Your interview with HR will:

1. Determine if you possess the success factors they are looking for in the position and if you can succeed in that company's unique culture. This may be done through conversation as well as through personality and skill set testing. The assessment will take into consideration not only whether you can fill the requirements of the role, but also whether you have the necessary passion and commitment to be a valuable addition to their management team. In order to make this assessment we are seeing the usage of tests such as Myers Briggs and Caliper becoming more and more commonly used.
   
   
2. Provide you with insight into what the other interviewers you will be meeting are seeking in their candidate of choice. Always keep in mind that the HR professional wants you to be successful -s/he was instrumental in selecting you, and wants to ensure that your meetings go well. You may be fortunate enough to receive valuable advice as to what issues or skill sets are important to each interviewer so you can highlight them in the course of your other meetings. If the HR professional doesn't volunteer this information, feel free to ask - they can only take your questions as a sign of interest in the position and their company.
   
   
3. Explain the incentives they offer that might attract you to the company - discuss the benefits, long term incentives, and special programs that the company has to offer at your management level. The role of HR is to promote the desirability of coming to their company, and to help you understand all of the positives you can experience by coming to their company.
   
   
4. Help the company understand your compensation needs and how to meet them. If you are fortunate to be offered the position that you are interviewing for, the HR professional will be instrumental in structuring your compensation, as well as your relocation package where necessary. In order to put an attractive offer together, you both need to come to a common understanding of the components of your current compensation package, and then what you would consider to be a viable offer. It is always helpful to prepare this information in advance, so that no key component is left out.

By understanding how influential and helpful the HR professional will be not only in the interviewing process, but once you come onboard you see why this is a relationship you would be wise to cultivate from your first meeting. In terms of your future success within your company one of the most valuable alliances you can have is with HR. As the saying goes you only have one chance to make a good first impression, so be sure to make this one count.

As the number of out placed I/T professionals continues to grow because of more jobs being sent offshore, these workers may be able to receive the same benefits as out placed workers in the manufacturing industry have been receiving since 1974. Many of us remember those times when thousands of manufacturing workers lost their jobs to overseas competition. The scenario is the same. When the auto and factory workers were outsourced the government stepped in to ease the pain. Legislation was adopted to assist these folks in transitioning to other trades. The program was called the Trade Adjustment Assistance Program (TAA). Some of the services and benefits this program offered included job search allowance, up to two years of training and education, up to two additional years of unemployment, and tax credits for health-care.

Currently there is a class action lawsuit representing thousands of I/T workers who want to have the same benefits extended to them that have been given to the factory workers since 1974. The loophole in the program is a simple phrase called "tangible article". In order to qualify for the program you must have been responsible for producing a "tangible article". Unfortunately, under the current law, software is not considered a "tangible article". If the Labor Department revises its definition of "tangible article" thousands of I/T professionals would be able to qualify for the program.

With this being an election year and so many individual voters seeking assistance for the Trade Adjustment Assistance Program, the US Court of International Trade is seeking equal benefits for our out placed workers. There are currently pending bills in the Senate as well as the House that are seeking similar benefits. According to The Wall Street Journal, the White House's trade representative said the President would sign the bill. As the election draws closer and issues heat up I believe the plaintiffs in the lawsuit will win, and that benefits should be forthcoming by the beginning of next year. Certainly these I/T professionals are deserving of our help, they are well educated hard working people that got caught up in free trade policies that might ultimately reshape the nature of the industry for our college graduates who are about to enter the technology field.

One of the most important working relationships you have is with your Administrative Assistant. Think of you and your assistant as a team. To make a successful team, you need good communication. You as the Executive, and your Administrative Assistant should clarify your relationship on a regular basis. Both people have a responsibility to make this relationship work which makes it a two-way street.

Looking for ways to work more effectively with your assistant? Here are some ideas:

• LISTEN. Your Administrative Assistant may have a better feel for the pulse of your workplace than you do.
• COMMUNICATE. Be sure your instructions are clear and precise. Take time each day to review needs and tasks. The Administrative Assistant is a vital communications liaison between managers and the staff, the public, the customers and other managers and is the primary link to these people.
• EMPOWERMENT. Have your assistant attend staff meetings. This will help the assistant to understand the issues facing your staff as well as key dates/deadlines for your activities. It will also elevate the role so that the rest of the staff understands the value of this position and how it relates to the executive.
• DELEGATE. Let your assistant know what you need done. For example, your assistant can go through your email and flag or respond to the important ones. Use an electronic organizer so that both of you are able to see your schedule. This will make scheduling your day as efficient as possible.
• TRAINING. Technical and managerial training may help your assistant fill this changing role more effectively, and is a powerful retention tool.
• GUIDELINES. Tell your assistant your goals, how you prefer to schedule appointments, handle interruptions and take messages.
• Show appreciation for a job well done.

Turning your relationship with your assistant into a true working partnership will benefit the company and everyone around you. You can improve this relationship by communicating with your Administrative Assistant, being approachable and giving feedback. A great assistant reflects a great boss.