QUARTERLY REPORT: BUILDING YOUR EMPLOYMENT BRAND HR SPOTLIGHT Q & A John Rorick, Director of Recruiting, Canon USA


What motivated you to pursue a career within the world of recruiting, and what steps did you take to make it a reality?


A: About 11 years ago I was at a point in my career in graduate recruiting at NYU when I realized that, in spite of my affinity for academia, I moved at more of a corporate pace. With this realization, I decided to transition into university recruiting at CA (formerly Computer Associates) as a way to leverage my university expertise with the new world of corporate recruiting. From there, I expanded into the overall area of corporate recruiting.


What is your view of the importance of talent acquisition?


A: Especially within organizations that have a lot to do with products and innovations, so much of their success relies on the minds and intellects of the talent brought on board. Companies need to tap into the best and brightest minds — with a vast array of intellectual property — in order to help produce better output in products and services and to drive success. Basically, you need to cultivate the brightest minds in order to launch the best innovations.


How do you see talent acquisition helping organizations stay competitive and thrive?


A: In years past, much of the focus around hiring was based on gut-feelings and assessment of “fit,” which are very


subjective, based on the individual interviewer’s perspective and preferences. I’ve spent a lot of time and energy getting managers to think based on the competency model versus personal likeness. Too often, managers will hire someone to reflect their own thoughts and values — but that is not always the best choice. If you only hire employees that are similar to you, it’s difficult to gain complementary skill sets that help build high-performing teams. Competency-based models help address and counter-act this tendency.


How have competency-based interview models changed the recruitment landscape?


A: Focusing on competencies allows employers to delve into examples of results and past performance. The assumption is that if a prospective employee has had many prior achievements, they have the appropriate strengths and talent to drive success within a new position. Past accomplishments go a long way toward predicting future success.


What is Canon’s philosophy on attracting and cultivating top talent?


A: The overall employee philosophy at Canon USA is to look for individuals who value loyalty, tenure and growth within an organization. This focus is derived from the integration of an American-Japanese based business culture. Ideally, someone will spend decades at a company, not mere months. Canon is not a quick ascension


organization, but rather one that adopts a “401K approach” to growing employees — financially, professionally and personally. The result is a dedicated approach to achieving value, built over time and through commitment.


How has your expertise in program development helped you foster a culture of excellence at Canon USA?


A: My prior experience in program development at CA has helped in launching significant recruiting efforts and adding talent to the pipeline at Canon, but has also helped me design and develop programs so people can have a holistic feel for how Canon will help them grow with the company and within their role. We encourage collaborative efforts internally, and do our best to enhance the employee experience.


What is the No. 1 thing you look for in a top employee prospect?


A: The top, universal thing, regardless of company, is finding someone who walks in having shown diligence in researching the position, the organization, and the roadmap for success within that organization. A person who shows in- depth critical thinking and an up-front investigative approach illustrates a work ethic and diligence that likely extends to everything they do. Unfortunately, it does not happen as often as I would like. Especially with the availability of information on the Internet, there is no excuse for not having done the research. ■


‘Too often, managers will hire someone to reflect their own thoughts and values — but that is not always the best choice. If you only hire employees that are similar to you, it’s difficult to gain complementary skill sets that help build high-performing teams. Competency- based models help address and counter- act this tendency.”


February 2011


Want to be featured here? Contact Andrea Manafov with FPC. amanafov@FPCNational.com 800.886.7839


THE POLL SAYS … Nearly two-thirds of employees believe in taking risks to grow business FPC, a national executive search firm, polls job


“How would you categorize


candidates visiting fpcnational.comon their perspective on workplace issues and trends. FPCWorkplaceWeb Poll Data indicates that,


despite the current economic conditions, there is a healthy attitude toward risk-taking. Forty-four percent of survey responders agreed it’s important to continue to take an appropriate amount of risk, recognizing that it is critical to driving business forward. Nineteen percent of those surveyed leaned toward remaining cautious — while hoping to take more risk as the economy improves. A total of 5,429 responders surveyed in the final


quarter of 2010, across all industries and job levels, answered the following question:


your level of risk-taking in your current position?” 44%: I continue to take risks, recognizing that this will help drive business 19%: I’mmaintaining current business, and hope to takemore risks as the economy improves 3%: I generally try not to takemany risks — I don’t want tomake waves 34%: I amcurrently unemployed When asked to define risk in the workplace, Ron


3%


Risk-takers lead way 34%


19% 44%


think about it within the confines of what is legal and acceptable. As it relates to our survey, we think about possible examples of risk as either challenging the status quo, standing up for what you believe is the right decision or not settling for ‘that’s just the way we’ve always done it.’ “Despite the still-volatile economic


Herzog, CEO & President of FPC, said: “First and foremost, when we consider the definition of risk, we


landscape, a significant amount of employees believe it’s imperative tomake quick decisions and accept responsibility for outcomes.We have spoken to a lot of companies that have invested back into their companies by hiring and purchasing equipment in anticipation of brighter times ahead.” ■


ABOUT FPC FPC is a national executive search firmwithmore than 70 franchise offices. Since 1959, FPC recruiters have been


committed to bringing together the right individual with the right opportunity. FPC conducts research to provide themost current advice and information to job candidates and client companies. FPC press releases share pertinent results with the public. For information about FPC, call 800-886-7839 or visit www.fpcnational.com.


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