WineTalent Employment Blog

Book Review: The Rare Find

2012-01-09T17:44:00.000-08:00

The Rare Find: Spotting Exceptional Talent Before Everyone Else by George Anders. This book was recommended on a few websites, and anything about talent is a must read for WineTalent--so I dove into the book this fall. This book studies the different ways successful companies screen potential candidates and also outlines some helpful recruiting tips. I think this is a great book for every Human Resources professional to read and use to find exceptional employees for their organizations.

This book studies how large, public entities screen for talent, as well as small upstarts. The recruiters who specialize in finding soldiers for the elite Special Forces group explained the rigorous physical and mental testing they do to find individuals who have what it takes to be a Green Beret. There is also a section about how the University of Utah Professor David Evans found top-notch computer programmers who had anything but stellar work and education histories. With Dr. Evan's ability to see what really stimulated these young programmers he established an exceptional computer engineering program and mentored students that went on to make major contributions in computing.

George Anders also describes how leading hospitals find surgeons, how major league sports teams find their next star players and how music executives find their next superstar. Facebook's talent acquisition is studied, as is Teach for America's system detailed. Some of these recruiting strategies are quite inventive, while others use traditional systems to understand candidates in new ways.

This book was very good at outlining how successful companies develop talent acquisition models, how they adapt ones that aren't working, and some things that you and I can do during our recruiting. Now when I'm screening resumes I'm looking for jagged ones--and then investigating what happened to cause those irregularities. My long-time interest in looking at those extracurricular items added to resumes was also encouraged in this book--saying that it allows you to see other dimensions to a candidate's personality. Earlier this week an Olympic track athlete's resume was in my inbox. I had a different view of that person than if I hadn't seen that.

If you are in the talent acquisition and management field, this book is definitely worth reading, and putting to work. If you don't, I will!

Employers: Fear the Beer (or Wine) Truck

2011-10-14T11:46:00.000-07:00

Buddy Young is a stellar employee. He works in wine sales and has great rapport with his clients, his coworkers and his boss. He outperforms his peers, and wins the President's Club award every year. Buddy has been loyal to his company for ten years, and isn't interested in leaving to work for a competitor. To an employer, Buddy Young is about as good as it gets. So what happens if that Budweiser truck or Young's market delivery truck T-bones Buddy's car, sending him to the emergency room and causing him to suffer amnesia during the OND sales period? Your company might just be in trouble.

Back in the day I worked for a large recruiting company. We had tons of Buddy's doing extremely well for the company. They were the reason the company was successful in so many markets. But some of these people embraced the database and others couldn't be bothered with data input and upkeep. My old boss, and now good friend, would always say that we had to "Fear the Beer Truck". This meant that our company was doing well as long as those employees did their job, but that we were in big trouble if they ever left. All the client information; including names, locations, past buying history, pricing plans and forecasting was often locked up in the employees' brains. If Buddy left the company, or was hit by the beer truck, we wouldn't have any clue what was going on with his work.

Now at the old company we also had Rock Star, who was the most productive employee. Rock had great rapport with his clients, and also worked the database like no one's business. He put personal information, past visits, as well as all feedback and planning information into the database. He could quickly manipulate that computer system to get updates, forecasts and call lists for sales blitzes. He was always two steps ahead, and had the income to prove it. But luckily for everyone, he put his data in the computer.

When Rock Star left the company, the company had all the data at their fingertips, and could keep the business moving forward. They knew what clients were being called on, what their buying patterns were, and what pricing they were receiving. For the company, they were able to carry on in a professional manner when Rock Star was gone.

Oh good, the company can carry on. That will equal success right? Well it is better than having no clue what was going on. And I think it can often allow you to make the company look proficient and trusted when a employee leaves. But success does not lie in data alone. I put a great deal of stock in those personal relationships our employees foster. No amount of data can outweigh a well connected salesperson, and no database can independently come up with a new angle to help our clients deal with a problem.

So how can you attract and retain top talent and ensure the company will benefit? I think a commitment to our employees is the first step. Making the company valuable for the employee to work at and promote to others is paramount to getting those Rock Stars to join your company. Once you have your Rock Star and Buddy Young on board, you need to build a culture that encourages the personal touch while capturing important data. Along those same lines, a company needs to have an overlying culture that creates a company identity that envelops and enhances the individuals' contributions.

Creating great companies is a complex proposition. But creating a strategy to avoid "fearing the beer truck" is a key piece of the puzzle. Work to compliment your employees' talents with a usable reporting system. You have to have very simple-to-use systems that your employees will get valuable information out of. Our friend Rock Star was able to put his data into a finely-tuned computer program that let him continue making sales and making money. So of course he used it. Now Buddy Young was keen on getting his data into a useful system, but his company's technology was old and antiquated. Why would he sit and put information in if it isn't going to help him make more money and keep his place as top salesperson? He isn't going to. He's going to be out on the road making calls, selling wine and making money. So my recommendation to employers is to get great computer systems in place, foster the smart use of them, and recognize your employees who use the systems to their advantage. Their advantage turns out to be the company's as well, and a puzzle piece that equals success.

2011 Salary Review Published

2011-09-29T11:56:00.000-07:00

The October issue of the Wine Business Monthly has the annual salary review for wine industry jobs. Go to www.winebusiness.com to find out how to pick up the latest issue. Past salary reviews are available online, and the recent one will be available in coming months. And a perk, I was quoted in the 2011 copy--so you can learn what I and other recruiters have to say about the wine job market. Overall salaries have increased this year and it seems like companies are hiring again.

Undercover Boss: Labor Day Edition

2011-09-06T13:23:00.000-07:00

Over the Labor Day weekend I promised myself I would not work. Luckily Undercover Boss was on all evening yesterday on the TLC channel. I hadn't seen much of it before, besides the pilot with the CEO of Waste Management. It was funny to see that CEO walking around a landfill trying to pick up trash--and getting fired for poor performance. Come on, how hard can it be!

Ah yes, how hard can it be? Yesterday I watched the leaders of Norwegian Cruise Lines, the Chicago Cubs, Subway and DirecTV pretend to be entry-level employees in a wide range of jobs. I did enjoy the Norwegian Cruise Lines episode the most. Seeing Kevin Sheehan on board a ship doing maintenance work, putting together a portable ice-skating rink (that was never used by a guest), helping rock-wall climbers strap on their harnesses and learning how to dance was very funny. Seeing the real employees' comments on how he did was very truthful--and insightful about the jobs and the company. Haven't we all been in a position where we have to train a completely inept person, wondering how the heck they got the job?

But these aren't new employees, they are the leaders of large domestic and international corporations. They can't be inept--at least we hope so. And I think watching how the different leaders react and handle situations is very interesting. While I laughed at how the CEO of the cruise line was dancing, I was very impressed with how he handled himself under pressure. When he was strolling through one of the dining areas, a server spotted him and called out his real name--over and over. While he was flat footed at first, he took the opportunity to sit with her one-on-one and get to know her challenges and why she has worked for the company for several years. He explored some issues that may have been troubling him and his employees, and got first-hand input on it. Later on at the "reveal" he brought up some of the silly programs (ice-skating at sea, come-on!) and put an end to them. Thank Goodness. (Ok, so personally I would never want to ice skate while sailing the seven seas, maybe someone does--but it wasn't a good use of resources. )

I was also impressed with the new CEO of DirecTV, Mike White. When the show was being taped he had only been in the position for 6 months. Going undercover allowed Mike to learn some of the real issues the company was facing, and hopefully learn how to solve some problems. Watching Mike try to put up a satellite dish before a lightning storm (my favorite part was when he noted the tools weren't easy for a lefty to use), deal with part numbers, stand around a customer's house while the main technician was on hold to customer service and learning how to crawl through an attic were things that are going on daily for the company and their customers.

Seeing him witness part shortages and poor systems was intriguing. But what I liked the most about Mike was what he took away from it. His company puts more satellites into orbit than any other company, yet his company is reliant on its employees. Every one of his guides in his different roles were exceptional employees. They were trying their best to do well in their jobs and to make the company look good. Through their dedication, shortfalls within the company were able to be overcome. And he saw this. He also was very appreciative of their efforts at the "reveal". And what struck me the most was one of the gifts he gave one of the employees. He offered to personally mentor the young woman. That means he is going to give his time and his knowledge to this woman to help her with her career. That's more than a $5,000 check to her college fund. That's giving of himself for her benefit. I think he also gave her some monetary gift--but his mentoring was very impressive to me.

Why was this part so impressive? Because he really understands the value of each person and what they can contribute to a company and to the community overall. With all of the DirecTV employees he stressed how he understood how much their contributions affect the company. He also knows that to further the company he needs to invest in his employees. No faster, more efficient or cheaper satellite is going to fix the company's problems--his employees are.

So remember this when you are working with your staff. Investing in them is an investment in your company. Skilled, educated and committed employees can create a world-class organization. When you see a problem with your organization, learn about the real issues involved, and learn what the people who are doing the job have to say about the problem and what solutions they may have. This may seem fundamental, but sometimes the best solutions are.

Business Leaders Press for More H1-B Work Visas - WSJ.com

2011-07-27T08:32:00.000-07:00

Business Leaders Press for More H1-B Work Visas - WSJ.com

CEOs Say Don't Expect Much Hiring - WSJ.com

2011-07-27T08:30:00.000-07:00

CEOs Say Don't Expect Much Hiring - WSJ.com

Behavioral Interviewing

2011-04-21T17:04:00.000-07:00

You have an opening within your company and you need to find someone, STAT! Of course you run an ad, post it on any online job boards and put it out to your network. Then you are inundated with resumes. After getting through the bulk of them you begin interviewing promsing candidates. You need people to do the job, but how do you find out if they know what they are doing, and if they will work well at your company.

Welcome to Behavioral Interviewing. This is the world of open-ended sentences, situational questions and room for interpretation. But it also gives you some insight into how someone will handle themselves in the future. Many companies have converted their interviewing to be behavioral because you can learn how someone has reacted under certain conditions in the past, and offers insight into how they will conduct themselves at your company. While these types of interviews can tell you how someone has dealt with a similar situation, it does not eliminate people who haven't experienced that. Instead of not answering the question, they can draw on many areas of their lives to give a good example of how they think and how they handle themselves.

So how do you conduct a Behavioral Interview? Well, it's the same way you would conduct any interview, but you ask more situational questions. Interview questions should be open-ended and give the interviewee plenty of topics to cover.
Some examples:

What was the biggest personal challenge you have had to deal with and what have you learned from it
Have you ever had a situation where you needed to convince someone that your viewpoint was correct, and how did you do that?
Give me an example of how you have dealt with a difficult co-worker to work together to produce results on a project.

When you are interviewing, give the person ample time to think and form an answer to the question. With some of them being detailed questions, it can take a little time for the interviewee to frame an answer that addresses the topic and explains their response. But their responsiveness can be telling too--if they fumble and don't provide you with enough information about the situation and their solution, are they good communicators? Or are they quick on their feet. Not everyone needs to be, and you need to decide if it is needed in this role? So, note instances where they respond strongly, and those they struggle with. It will be telling about how they handle themselves in the future.

Now I think it is hard to have an entire interview conducted this way. Here's my formula for interviewing:

Introduction: Welcome the interviewee to your office and company. Thank them for making it to the meeting.
Break the Ice: Engage in light conversation to get both of you comfortable with each other. Remember, interviewing is nerve racking, and sometimes the best employees don't have a lot of experience doing it. So engage them in some chit-chat about someting applicable to the interview, company, season, anything. You may also want to let them know a little bit about your company and about the position you are hiring for. But give general information, so that you don't lead their information too much during the interview.
Transition into the substance of the interview: I like to bring up areas of their background that interest me. I may mention that they have a very interesting title within a department or that it is impressive how long they have been with their last employer. I also like to ask questions about where people have lived if they have moved around a bit. It tells me a little about their background and personality. During this serious part of the interview, ask some general questions along with some behavioral questions. I think this keeps the conversation flowing, and keeps the energy up. Keep notes on their resume or application, especially items that are very relevant to your company and to the job opening.
Share Information: If appropriate, tell a little more about the challenges of the position or anticipated outcomes, and have the person respond with information about how they've dealt with similar issues or effected positive changes.
Do they have the skills you need? Specific skill questions should be brought up early in the interview. Examples would be finance responsibilities, software systems used, number of people managed, etc. These are necessary skills you need in the position, and if they don't have them, most likely you don't need to continue on with a lengthy interview.
Dig deeper. If an answer seems deficient, ask for more detail or clarification. You want to make sure you feel you delved into areas that are important for the position, for you, and for the company. If you have a nagging feeling about something, rephrase the question again or ask it again in regards to a different situation. It's those little questions that sometimes cause you to make the ultimate decision about an employee--so ask now. It could be a misunderstanding or a true point of concern for you.
Wrap Up: Wind down the interview by asking if they have any questions, let them know your timeline for hiring and any next steps. Next steps can include reference checks, additional interviews, drug screens and physical exams. Thank your interviewee for coming in. If you think they are a viable candidate and it makes sense, introduce them to other staff members or give them a brief tour of the facility.
Write down your thoughts: When the person has left, make notes about your impression and plans for follow-up. Compare these notes from all of your interviews so that you can determine who had the skills, abilities and personality to match the position.
Move Forward: Identify your best candidate and then get that person moving through the hiring process, because you have a job that needs doing, and you just found the best person for it.

CEOs: Keep Your Key Talent

2010-12-27T12:17:00.000-08:00

Today's WSJ's Boss Talk section featured Ram Charan, a veteran management adviser to major US Companies. In this article, Ram talks about the need to identify and groom key personnel and keep your company's talent engaged and recognized.

Message to CEOs: Do More to Keep Your Key Employees - WSJ.com

Here are the biggest corporate talent-management Ram Charan sees:
-Leaders not held accountable for developing talent
-Performance assessments without candor or focus on developmental needs
-Failure to drill deep enough to know best staffers well and put them in stretch jobs
-Top Management's serious lack of time commitment and energy
-Placement of loners in leadership jobs.

With the economy showing many signs of recovering, the necessity to identify and keep top talent will be more important than ever. Especially WineTalent!

Season's Greetings

2010-12-23T11:58:00.000-08:00

Best wishes to you and yours this holiday. It has been a pleasure to work with many wineries this year, and I look forward to your continued success in 2011

Salary Survey Report 2010

2010-12-13T09:40:00.000-08:00

Salary Survey Report 2010

Explaining Resume Gaps to Employers

2010-11-10T11:39:00.000-08:00

Explaining Resume Gaps to Employers

Solis Says U.S. Jobless Report a Sign of `Better Growth'

2010-11-05T10:01:00.000-07:00

Post by Turrentine Brokerage

2010-10-28T09:58:00.000-07:00

Spotted this today and thought it was very interesting. This outlines the steps Turrentine Brokerage takes with wine samples that sellers submit.

Turrentine Brokerage.com » The Life of Your Sample in the care of Turrentine Brokerage

Winemaker Report: Strategies for Dealing With an Unpredictable 2010 - Wine Business News

2010-09-17T11:49:00.000-07:00

Alison Crowe of Plata Wine Partners' recent interview about harvest decision Winemaker Report: Strategies for Dealing With an Unpredictable 2010 - Wine Business News

Americans with Disabilities Act

2010-07-29T13:57:00.001-07:00

This week marked the 20th anniversary of the US Government passing the Americans with Disabilities Act. The Americans with Disabilities Act of 1990 gives protections to individuals with disabilities. These protections are similar to those provided on the basis of a person's race, color, sex, national origin, age and religion. ADA guarantees equal opportunity for individuals with disabilities in public accommodations, employment, transportation, state and local government services and telecommunications.

As an employer, you must provide reasonable accommodations to your employees who are protected under ADA. You must engage in a good faith effort to find out what accommodations are required. While you are never allowed to ask if someone is disabled and requires accommodations, if an employee informs you that he or she is disabled, you are able to ask the employee for documentation about the disability, its functional limitations and the need for accommodation.

If you encounter this, a good first course of action is to contact your Human Resources department to find out if your company has any guidelines for handling ADA requirements. Also, discussing the situation with your legal counsel may be helpful in making sure you are complying with the law, and are getting the correct information.

When an employee requests accommodation, the employer can generally ask the employee to confirm the need for accommodation with a note from the employee's health care provider. The employee is obligated to cooperate in good faith with this request. Alternatively, upon the employee's consent, the employer may directly communicate with the health care provider to find out the nature of the disability and the accommodations that would allow the employee to continue working. Forms are available that you can provide to the employee and to their health care provider. The information on these forms can allow you to make modifications and accommodations to allow them to continue their employment with your company and ensure that you are complying with ADA.

If you have questions, or need assistance with ADA accommodations, please contact me. An excellent resource for ADA is Barbara Cotter, Attorney, Cook Brown LLP, www.cookbrown.com. Barbara specializes in employment law and understands the employer's responsibilities of ADA.

Are you Classifying Your Consultants Correctly?

2010-06-07T16:40:00.000-07:00

Make sure you are classifying your employees and independent contractors correctly. The law firm of Cook Brown LLP will be putting on a seminar about this important issue this Thursday in Sacramento. Here is information from their website, and a link to register.

Worker Misclassification:

If you use independent contractors or have employees exempt from overtime, now is the time to perform an internal review of your practices. The IRS and Department of Labor are stepping up efforts to target employers who treat workers as independent contractors or as exempt from overtime under 2010’s “Misclassification Initiative.” An IRS audit, or claim by a single employee, can lead to a class-action lawsuit or a company-wide examination by the Department of Labor. Many companies inadvertently misclassify workers in these categories because of a misunderstanding of the appropriate factors to use in setting up the relationship. The California Labor Code, Wage Orders, federal Fair Labor Standards Act, the California Employment Development Department’s criteria, as well as, the IRS’s “20 factor” test must be analyzed to determine the appropriate classification.

Join attorney Stephen McCutcheon for a hands-on discussion about determining correct contractor and exemption status, and how to conduct an appropriate evaluation of pay practices to avoid government scrutiny.

WHERE:Holiday Inn – Capitol Plaza
300 J Street, Sacramento, CA
(Hosted parking in city lot adjacent to hotel)

WHEN:June 10, 2010
Registration and continental breakfast between 8:30 and 9:00 a.m.
Program from 9:00 a.m. to 10:15 a.m.

Click here for the event invitation and registration!

Are You Ready for the Economic Recovery?

2010-05-16T19:44:00.000-07:00

I recently put together this information for a marketing project, and thought I'd share it here. I welcome any inputs from my readers

Are you ready for the economic recovery? The last two years have been tough for the wine business. Many companies have scaled back personnel and streamlined operations to reduce cost and increase revenues. Signs are indicating that the economy is starting to recover, and there is promising news in the retail and restaurant sector, which is a harbinger of better times ahead for wineries.

Is your staff already doing more with fewer people? With your lean staff, who has time to hire new employees when the time comes? Recently wineries have been getting deluged with resumés. It is common for 100 or more resumés to be submitted for one position. Does your staff have time to screen all those resumés, let alone take the time to interview, reference check and handle offer negotiations? While they are trying to hire someone, are their core responsibilities such as sales, marketing or hospitality, going to suffer? If you are hoping to stay on top of this economic recovery, you need your staff to focus on their key strengths and not on recruiting.

Our key strength is recruiting. WineTalent is an executive recruitment company focused on the wine industry.

What we do:
- Constantly recruit winery professionals
- Interview qualified candidates
- Perform reference checks
- Coordinate interviews to fit your schedule and that of the potential employee
- Understand competitive salaries and work with you to craft one for your future employee
- Allow complete confidentiality and staffing flexibility

WineTalent handles the hiring process, allowing you to see the best candidates, not hundreds of candidates. The process of acquiring and managing talent is one of the most important components of a successful company. Do you have the right people to do the job?

Let WineTalent help you attract and retain exceptional employees. For more information, please visit www.winetalent.net or call Amy Gardner at 916-802-1280

Be ready for the recovery.

More Workers Quit Than Were Laid Off in March - WSJ.com

2010-05-12T08:19:00.000-07:00

More Workers Quit Than Were Laid Off in March - WSJ.com

Global Confidence Returns to Pre-Recession Levels | Nielsen Wire

2010-05-10T10:01:00.001-07:00

Global Confidence Returns to Pre-Recession Levels | Nielsen Wire

Posted using ShareThis

Earnings wrap up shows improved industry sales – Nation’s Restaurant News

2010-05-10T09:53:00.001-07:00

Earnings wrap up shows improved industry sales – Nation’s Restaurant News

Posted using ShareThis

Confident Consumers Lift Business Sales - WSJ.com

2010-04-26T16:25:00.000-07:00

Confident Consumers Lift Business Sales - WSJ.com

New I-9 Forms and Employment Authorization

2010-04-07T11:10:00.000-07:00

I recently attended a Best Practices in Owning and Operating a Winery seminar and one of the sessions was about employment law. Within the immigration law section, they addressed current trends. One notable change was that on April 3, 2009 a new I-9 form was issued and is required for all U.S. employers. You can download the form from http://www.uscis.gov/i-9 The form was revised to reflect changes in the List of Acceptable Documents.

As an employer you are required to verify the documents presented with the I-9. Some guidelines on verifying the documents are that they must be viewed in the original form, that they correspond to the employee presenting them and that they appear genuine on their face. There are legal considerations if obvious forgeries are not caught. So, familiarize yourself with the acceptable documents and the information they contain. But as an employer you are not required to be a document expert. Examples of acceptable documents can be found at http://www.uscis.gov/files/form/m-274.pdf

The employer is required to retain the I-9 form for three years after the employee's date of hire or for one year after the employee's date of termination, whichever is later. It is advisable to not retain documents longer than the time required and to not retain copies of the supporting documents.

Employment Eligibility Verification applies to all employees actually hired and must be completed within three business days of the hire date. I-9s are not required for applicants, independent contractors, subcontractors or any individual that was hired before 11/7/86 who is continuing their employment and have reasonable expectations of continued employment.

I would like to thank Stoel Rives, LLP for hosting the seminar, and for the employment law information they provided. For more information on Stoel Rives, visit www.stoel.com.

Remembering a Friend: Nancy Tibbitts

2010-03-10T16:31:00.001-08:00

Last month I attended the UC Davis Internship and Career Fair, an event I have participated in for many years. I missed a familiar face, and was very sad to hear that one of the career center staff, Nancy Tibbitts, a friend and mentor of mine, had passed away late last year. This revelation rocked me to the core. This woman had been so helpful in my career; helping me get my first on-campus research job, guiding me in my first few job decisions, suggesting career moves when I was relocating, and then as a colleague during my years in recruiting. I often called her to let her know about new positions I was recruiting for, and asked her to spread the word during a search.

Not only did Nancy assist me in my professional life, but we both shared stories about being working mothers of young children--from finding time to balance the needs of work with the real life needs of a crying, hungry baby or the juggling required of an active family. It was refreshing to check in with her, first to find out how she and the family was doing, and then to get to work on something I was needing her assistance with.

It is very sad for me that she passed away. I know I was only one of many people she helped, and in my mind she was and is indispensable. She was always happy and fun to deal with. I remember her telling me, "oh you have to take that job" and "of course you need to sign-up for an internship". Luckily I followed her advice which I often echo back to young, soon-to-graduate and recent-graduates who are figuring out their career path.

I have had a lot of great mentors in my life, and I truly count Nancy Tibbitts as one of them. I will always think of her fondly, and hope to help others in their careers like she helped me.

For others who worked with Nancy, visit her guest book on the UCD site. I send my heartfelt condolences to her family and friends.

HR Professionals are Becoming key Board Members

2009-12-24T15:07:00.000-08:00

For all of my Human Resource colleagues out there, thought you might like to know that many corporations are seeking out HR professionals to sit on their boards. Here's the article from the Wall Street Journal on December 14th by Joann Lublin. HR Executives Suddenly get Hot. If the link doesn't work, click on my facebook icon and it should route you to story.

Terroir: Experiencing it First Hand

2009-12-01T12:59:00.000-08:00

Having gotten everything back in order from my travels and visits with clients in France, Spain and Portugal, I have a new found appreciation for how significantly the geography and the geology affect wines around the world. Having grown up in Northern California, I have traveled throughout many of our wine growing locales, and enjoy and appreciate the differences. Prior to my trip, I would have said I have a California palate. Before leaving, I attended a trade tasting for both Argentina and Spain's Rioja region, and the wines were significantly different from each other, in good ways. I have always tried wines from many areas, but haven't always understood what I was drinking.

Upon arriving in France I immediately visited E. Guigal in the Côte Rôtie area of the Rhone. E. Guigal is a large négociant in France that also has their own vineyards and winemaking facilities. Guigal has excellent wines in a broad range of price points. Getting to see the land and the winery allowed me to understand the different techniques they use, and to understand why certain wines tasted the way they did. The winery has several vineyard designate wines that are extraordinary. Seeing the difference a mountain, direction of a hillside or the soil the grapes grew on was quite a lesson in terroir.

Upon leaving Guigal which is in the Northern Rhone, I traveled down through the valley, witnessing the changes in topography, elevation and soil. Côte Rôtie is quite different from Chateauneuf-du-Pape, and the wines reflect it.

Traveling in to Spain, the weather was significantly warmer, and the countryside was much like California. Feeling at home, you would think that the wines would taste similar to Californian wines. But each region within Spain has significant differences. The wines of Tarragona were much different from Jumilla and Yecla, not to mention other wine districts in the country. And while the countryside reminded me of home, the wines had a different personality. While I know this is because the wines are made with grapes that aren't used as much as in California, I think it also has to do with a long history of wine making and use of the land.

I think I would be remiss not to point out that the attitude towards wine significantly affects how the wine tastes. Yes, in a blind taste test this wouldn't be the case, but when you pull in to a roadhouse in Alicante for lunch on a Tuesday and the two truckers next to you are eating a three course meal with a bottle of wine split between them followed by coffee and dessert, you see a different attitude to wine. In the countries I visited, it is a way of life to take your time, eat well and have a glass of wine with your meal. Coming home, I have found this almost impossible to institute in my own life--instead I am wolfing down my food while being distracted by what I have to do next. Wine is drunk here more like a cocktail, not as a dining accompaniment.

Spain is an immense land, which I found out while driving around it. It has so many different areas, all with their own personality. The Spanish are a very independent people, which is evident in the fact that the individual states have a lot of power in comparison to other Southern European countries. You also see this in the wines, with significant differences between regions and sub-regions.

Portugal was very similar to Spain in climate, but there was a different feel to it. Visiting the Douro River area and tasting the great wines and ports that are produced with distinctive grapes was eye-opening, and sometimes vertigo inducing. Many of the wineries still stomp their grapes underfoot, which was so surprising to me. Also the ports and other dessert wines were extraordinary, and won over many of my traveling companions who previously didn't like sweet wines.

Back on to Rioja in Spain. I had enjoyed the trade tasting the Rioja tourism group gave in San Francisco, and was able to tour many producers in this area. The wines were very good, and agreed with my palate. The people I met here were also very helpful and friendly, making the time there extremely enjoyable. This was the highlight of my Spanish wine tour.

Leaving Spain we headed to Bordeaux. This fabled wine making area I have read about for years, but have never understood the affect the land had on the wine. Getting to visit the different locations; St. Emilion, Medoc, Pomerol, gave me a new outlook on the wine. The geography was surprising to me, such a flat area without significant elevation. Throughout California vineyards boast their elevation, terrain and jagged cliffs. I didn't see that in Bordeaux. But tasting the wines, you see the difference. Yes, they have had significant success in the past, and money has been put in to maximizing the expression of ideal characters in the fruit. To look at a map does not allow you to understand what terroir means for the area. I was able to get to some great 1st growth properties and taste some exquisite wines, which yes indeed tasted unique to the area.

At the end of the trip I was in Burgundy. This was a late addition to the travel itinerary, but well worth getting to. Visiting several sites in the Beaujolais area, it was interesting how different the land was. The Saône river winds its way through, with some hilly areas and other flatter production areas. Many of the sites are small growers who sell their wine to a larger négociant or co-operative. Seeing the difference between small production areas and large Burgundy wines allowed me to understand the wines and the geographical distinctions better. The last stop in Burgundy was at a nice restaurant that served only local wines, which is easy to do in this area, and excellent traditional French cuisine.

Coming home I have been enjoying my glass of wine in the evening. I've been trying some new wines, while also going back to some house favorites. I have been surprised by how my palate has changed, often favoring the European wines I have visited. Some of the tried and true California wines taste big and overpowering recently. Now when I'm browsing the aisles at the wine shop, I know where the wine is coming from, and what impact the terroir has on the resulting taste. This is so exciting to me. Wine education is very important in explaining the story of a wine, and seeing the areas first hand has been enlightening. I recommend touring as many wine producing areas as possible, and am already planning the next itinerary. Argentina.....Chile.....

Salary Survey in this Month's Wine Business Monthly

2009-10-15T20:50:00.000-07:00

Subscribers to Wine Business Monthly: This month's issue has the salary survey in it. www.winebusiness.com

Overall salary trend: Surprisingly, salary increases. But also a lot of talk about consolidation and shedding of jobs. I have seen salaries continue to rise, but for very crucial positions. I think this may be driven by the need to put together very attractive compensation packages in order to attract serious talent. While new hires may have seen an increase in salary, this does not offset the large number of people who are suddenly out of work. I think there will have to be some adjustment of compensation programs to address the overall shift in the employment outlook in the industry.

On the Road

2009-10-15T20:49:00.000-07:00

Off to visit several of my European wine clients in the next couple of weeks. Will be learning a lot about employment trends, winemaking strategies and thoughts on the state of the international industry.

Salary Information: What is the Industry Standard

2009-09-22T14:29:00.001-07:00

While interviewing both clients and candidates I learn a lot about salary ranges for all types of positions. I file the information away for future salary negotiations. While I may talk to 5 people a day about money, I realize that my clients don't. How can you educate yourself about what salaries people are getting at other companies.

First of all, talk to your HR department. Large companies have excellent salary survey data that's done both in-house and industry wide. Your HR manager also is continually talking to job seekers and has a good idea about what going salaries are.

If you don't have an HR department, or are re-evaluating your compensation programs, there are lots of other resources. First of all, Western Management Group, www.wmgnet.com has been doing wine industry compensation surveys for the last 8 years. Members can receive detailed reports about compensation plans and trends in the marketplace. Western Management Group has provided the survey that Wine Business Monthly uses for their Annual Salary Survey Report. This report provides data on the basic job categories in the wine business.

There are a few other websites that provide salary data, but they are not as specific to the wine world. Salary.com and Payscale.com have good location specific pay rates for general job titles, such as Administrative Assistant, Controller, etc. These sites are good for a ball park figure.

Career Advice in the Wine Industry: Mentors: Answers or Guidance

2009-08-18T05:54:00.000-07:00

Career Advice in the Wine Industry: Mentors: Answers or Guidance

Confidentiality

2009-07-30T13:20:00.001-07:00

I have been mulling this blog posting for a few weeks, maybe months now, but think it is something worth discussing. What is confidentiality?

In recruitment many of my positions are confidential, for reasons such as my client does not want competitors knowing there is a vacancy, the company is going through a restructuring or a host of other reasons. As a recruiter, it is very important that I honor this confidentiality. The wine industry is pretty small. After only a few calls people start to hear that I'm recruiting on a certain position, and often start guessing who it is. While the guesses are fun to hear, I cannot divulge the name of my client.

As a headhunter, I am also contacting potential candidates confidentially. If in my networking I begin working with someone who is currently employed, the same confidentiality is important to them. If I slip up and the employee's work finds out, it puts the employee in a bad spot now and an even worse one if they don't end up getting the job. Many employers never regain the trust in a person they have found out was considering taking another job.

When recruiting some clients have me sign a confidentiality agreement, barring me from divulging the company unless given prior authorization. On the candidate side, many job seekers are more than willing to sign a nondisclosure agreement so that I can tell them everything. I have always shied away from NDAs. Even if I get a signed form, the only thing I have is a piece of paper to show that the candidated blabbed about the position, violating the NDA. I'd rather give less information and only give up the secret when the client OKs it.

It can be tricky to navigate a confidential search. People get preconceived notions about the client based on who they think I'm recruiting for. Some candidates drop out of the search since they can't do their own investigation of the company. Sometimes people get involved in the search process only to bow out when they find out who the client is.

But these problems are insignificant when my client has trusted me with private information. While I do have to work under some generalities, my candidates tend to understand the sensitive nature of the search and work with me to learn more about the potential opportunity. If you are needing confidentiality, work with your recruiter to outline what needs to be kept quiet, and under what circumstances information can be shared. This will keep the search moving forward without any undo facts being exposed.

Hiring Trend: Currently Employed Candidates

2009-07-09T12:47:00.000-07:00

Last week Dana Mattioli of the Wall Street Journal wrote an article entitled Only the Employed Need Apply http://online.wsj.com/article. Ms. Mattioli cites how many employers are only interested in hiring people who are currently working.

This isn't a new idea in recruiting. Many job seekers know the best time to be looking for a job is when you have one. If your company philosophy is to hire currently employed people, there are some factors to consider.

Be prepared to take your time: If you want only currently employed candidates, you also want employees who will act professional. All professional employees give adequate notice before leaving a job, and will need to do the same before they can take your job. Also you will have to schedule interviews and meetings around their schedule to limit any concerns they have about their current employer finding out.
Things are tough out there: People are seeing that jobs aren't as secure as they once were, and may be hesitant to leave one job for an unknown employer. While an employee may be unhappy at their current job, they know what they need to deal with. At the new place they don't know anything about the politics or policies, making them hesitant to jump ship.
Money still talks: With people holding on to their jobs, being able to offer attractive salaries and benefits will be important. An underpaid superstar knows their worth, and will be happy to accept a job for someone who pays them that.
Keep an open mind: There have been significant lay-offs throughout the wine industry. Many times people's positions were made redundant after an acquisition or merger. Often new managers want to work with their own team, and don't even consider the talent that was previously handling the job. There are a lot of great candidates out there who have become unemployed for no cause of their own. Take a look at someone who might be the superstar you want.
Educate the potential hire: If you have a superstar that is interested in moving further along the interview/hiring process, let them know as much as possible about the position. Give them access to key staff members. Be available for questions that arise during their interview process. Follow up with them to gauge their interest. Explain any changes that have occurred in the past and let them learn all they can about the company. Openness speaks a lot about how a company will handle itself in the future.

Hope this information helps. Good luck with your searches.

How to Work with a Recruiter

2009-06-17T14:53:00.000-07:00

I called my favorite client yesterday to see how everything was going. As usual, he was quick to take my call and was happy to hear from me. It got me thinking about how my successful placements all have a common denominator. I have been the most productive with clients that are active participants in the search process. There is a lot to be gained by having a good relationship with your recruiter.

So, how do you work best with a recruiter? I think there are a few basic principles.

Make a time commitment upfront and meet with the recruiter. Allow them to learn all they can about the position you are hiring for, as well as about your company and you. Understanding a hiring manager's background and how the future employee will fit into the organization is crucial for a successful recruitment
Take some time to map out what you need in the new employee, what the responsibilities of the position are, and what an ideal candidate's profile would be. While this may seem like something a recruiter could figure out, gaining your perspective on the ideal hire helps steer the recruitment in the right direction.
Ok, I have to say it, have reasonable expectations. If you are hiring a high level executive for a key spot in your organization, it may take longer than 4 weeks to find the ideal person. Take a peek at salary surveys to see if your proposed salary will be competitive in the market. There are a lot of variables to consider, but being realistic and flexible will allow a smoother recruitment
Be available. If a recruiter has a great candidate but can't get any feedback from you, the candidate may get another offer before you even think about interviewing them. Being available can also include being flexible about interviewing in off-hours and taking calls or checking emails when you are able to.
Ask questions. If you want to find out how the recruitment is going since you haven't heard from your recruiter in awhile, call. If a candidate looks great on paper and you want to get some perspective on the person's background, call the recruiter to see what they know about the candidate. Recruiters are talking to the candidates they submit frequently, and may have a quick answer to a specific concern. If your recruiter doesn't know the answer, they can talk with the candidate and get back to you with the information. Some quick questions and answers can save you time that would have been wasted on fruitless interviews.
Give feedback. If you don't like the set of resumes you are receiving, let your recruiter know what is missing. Sometimes what comes across in the first meeting with a recruiter may cause the wrong skill sets to be presented. Tweaking the requirements of the position may quickly bring you spot-on candidates, one of which will end up being your great employee. Even if you can't put a specific quality on your feedback, be open about your hesitations or concerns. Recruiting isn't simply putting skilled employees at the right job, but also making a satisfactory match of a person's soft skills. This isn't always quantifiable, but completely understandable to your recruiter.
Keep your recruiter informed. It is easy during the hiring process to gain a closer relationship with the future hire than the recruiter has. You want this--this person will soon be working closely with you and your staff. But let your recruiter know how things are progressing. If you have talked about salary, benefits or potential start dates--update your searcher. This is helpful for us recruiters to know how the search is progressing, but also for you. If we know that salary was discussed, we can talk to the candidate about where the negotiation stands. Sometimes sticky situations can be averted by a recruiter simply talking things out in a neutral setting.
Get guidance. If you are not sure your bonus program is up to industry standards, talk to your recruiter for their insight. If you aren't sure what type of educational background would be best for a production management position, your recruiter can say what the profiles are of other people in similar positions. Recruiters deal with this type of stuff all day, every day. We know you are working on different issues at the company, and interviewing and hiring is something you don't do often. Your recruiter can offer som insight in how similar situations have been handled, and offer you ideas on how to handle them.
Keep us informed, even after the start date. I love to get a fill, and am so thrilled for both the new hire and the employer. Often the first few weeks are a time of transition for the new employee and client. We recruiters understand, and want to allow you to get things in order quickly. But once the new employee is settled in, let us know how things are going. When we recruit on a position, we understand what the company is looking for, and some of the upcoming projects and changes involved. It's interesting to learn how things progress. Forming relationships with both clients and candidates is something recruiters like to do, so keeping in contact is always rewarding for a recruiter.

Getting that position filled sometimes can seem to take forever. Working closely and effectively with your recruiter can make it go smoother and many times, faster.

Newswire: Workers' comp hike looms

2009-06-01T10:03:00.000-07:00

Yesterday Steve Hart with The Press Democrat reported about the upcoming hike in Workers' Compensation rates. Here's the link: http://www.pressdemocrat.com/article/20090531/BUSINESS/905311018/1339?Title=Workers-comp-hike-looms

Hiring a Consultant? Some Things to Consider

2009-05-13T11:03:00.000-07:00

Consultants are a great resource for companies to bring in expert advice or to handle specific projects. There are a lot of winery professionals that call themselves consultants, but as an employer and a company, there are a few things you need to think of when bringing on a consultant.

The IRS offers an online 12 point checklist to use to make sure you are hiring a consultant. A consultant is a business person who is responsible for their own business, taxes and marketing. A winery does not have any responsibility to a consultant other than that outlined in a consulting agreement. The general rule of thumb is that a person is an independent consultant if the hiring company has the right to control or direct only the result of the work, not what the work is to be done or how the work will be done.

The basic items the IRS checklist covers are:

Behavioral Control: An independent consultant is not directed and controlled by the client. The client can only direct and control the work.
Financial control: A contractor has a financial stake in the work, and will incur expenses that the client does not need to reimburse for. Also, a consultant can show a profit or incur a loss for their business, unlike an employee who is compensated with a salary.
Relationship of the Parties: A contractor must maintain their own benefits, insurance and business activities. A consultant is not an employee, and therefore is not entitled to the same benefits an employee is.

Why is this important? There have been rulings in the past where independent consultants did not meet these requirements, and were eligible to receive the benefits of a regular employee. Microsoft and several other large companies were found to be misclassifying regular employees as independent consultants. These were landmark rulings, and have caused independent consultants to come under scrutiny with the IRS.

A 20 point checklist has been created to see if a consultant is really able to be classified as a consultant. Here are the questions:

For the following questions, a "yes" answer means the worker is an employee.
1. Does the principal provide instructions to the worker about when, where, and how he or she is to perform the work?
2. Does the principal provide training to the worker?
3. Are the services provided by the worker integrated into the principal's business operations?
4. Must the services be rendered personally by the worker?
5. Does the principal hire, supervise and pay assistants to the worker?
6. Is there a continuing relationship between the principal and the worker?
7. Does the principal set the work hours and schedule?
8. Does the worker devote substantially full time to the business of the principal?
9. Is the work performed on the principal's premises?
10. Is the worker required to perform the services in an order or sequence set by the principal?
11. Is the worker required to submit oral or written reports to the principal?
12. Is the worker paid by the hour, week, or month?
13. Does the principal have the right to discharge the worker at will?
14. Can the worker terminate his or her relationship with the principal any time he or she wishes without incurring liability to the principal?
15. Does the principal pay the business or traveling expenses of the worker?

For the following questions, a "yes" answer means the worker is an independent contractor.
16. Does the worker furnish significant tools, materials and equipment?
17. Does the worker have a significant investment in facilities?
18. Can the worker realize a profit or loss as a result of his or her services?
19. Does the worker provide services for more than one firm at a time?
20. Does the worker make his or her services available to the general public?
(from TaxProphet.com, http://www.taxprophet.com/apps/active2/indep-mm.html).

Making sure your consultant is a true consultant and not a quasi-employee will allow you to have them bring their expertise to the company, and allow you the flexibility to maintain the appropriate compensation and employment relationship.

These points were previously discussed for consultants on WineTalent's employment blog at Avoid the Taxman: http://winetalent.blogspot.com

Employee Morale After Layoffs

2009-04-16T09:04:00.000-07:00

With the current economic situation, many wineries are dealing with staff reductions. After weathering the layoff, the employees that are left are often nervous and apprehensive about their own job security. Managing through this time is necessary and can quickly improve productivity.

Elizabeth Garone of the Wall Street Journal recently published an article in the Career Journal about steps to take after a layoff. Here are the five things she outlined to keep morale up

Find alternative incentives: If you previously gave out cash incentives for meeting or exceeding goals and now can't justify the expense, think of other ways to incentivize your staff. At my former employer, we created various bonus programs that included half-day and full-day paid time off. These programs also included various small ticket gifts and lunches. After working on large projects, Fridays were reserved for a staff lunch where we were able to joke and relax a bit more. All of these led to great increases in morale.
Transparency is key: Communicate with your staff about why the lay-offs occurred and what the company is doing to right the ship. While losing co-workers is hard, employees like to see what is happening with the company and see ways to help the company become more profitable. Also openly discussing the situation allows people to ask questions and raise concerns in a non-threatening environment.
Recognition counts: Everyone likes to be recognized for a job well done. During this time, make sure you talk to people who are putting in extra effort and thank them for it. Don't forget that keeping the business running smoothly during this time of upheaval can be the biggest accomplishment, and recognizing anyone who is helping in that vein is very important.
Keep educating: When budgets are slashed, training can be one of the easiest areas to economize on. While you may not be able to send your staff to a company retreat, bring experts in to talk about certain situations. As Ms. Garone points out, having staff members lead in-house training sessions can be very enlightening. Look at the talent you have within the company or staff unit, and give those people a forum to teach others.
Promote a good work/life balance. After a layoff there are fewer people to do more work, which can lead those who are still around to lose the balance between work and home. While it is important to keep your staff working while at work, remember that the stress they are facing at work can spill over to problems at home. Be sensitive to employees' needs to help out at home or take time out of their day to address some personal needs. By being compassionate, your staff will be understanding as well.

Employment and Labor Lawyer

2009-03-18T13:47:00.000-07:00

Many of the resources I've mentioned were brought to my attention by my attorney friend Barbara Cotter. Barbara specializes in employment law, and is a partner at the Sacramento offices of Cook Brown, LLP. Cook Brown, LLP specializes in representation of employers in all aspects of labor relations and employment law.

Barbara Cotter is very active in the legal community, and is a valuable resource for you. Please visit the Cook Brown, LLP, www.cookbrown.com website for her contact information.

Employment Law Resources

2009-03-17T14:43:00.000-07:00

My employment lawyer contact recommended some sites for employment-related news and updates. These websites are a resource for you, and often offer instruction and training on some employment issues.

Jackson Lewis, Workplace Law Firm, http://jacksonlewis.com. The Legal Updates section has a lot of valuable insight.
Shaw Valenza, LLP, http://shawvalenza.com, What’s New in Employment Law Blog
The California's Chamber of Commerce has a lot of valuable employer information, www.calchamber.com
Carlton, DiSante and Freudenberger, LLP has a CA Labor Law Blog,
http://www.cdflaborlaw.com

Some government sites are also a good source. Some that focus on California law are,

California Department of Fair Employment and Housing, www.dfeh.ca.gov
California Department of Industrial Relations, www.dir.ca.gov
California Employment Development Department, www.edd.ca.gov

Also, the Internal Revenue Service site has a lot of information for employers, www.irs.gov

Employment Law Resource Available to You

2009-03-13T15:40:00.000-07:00

For years I have talked to lawyers about employment law in California. California is one of the toughest states for employers, and the laws are often unique to this state. A resource for any California employer is the California Chamber of Commerce's HRCalifornia. The CalChamber is the largest business advocate in California. The Calchamber offers many products and services to employers, and their employment law information is a regular reference for lawyers and employers alike.

Tax Laws Change for Deferred Compensation

2009-02-25T13:33:00.001-08:00

In 2008 Congress and the IRS adopted new rules in regards to taxation of deferred compensation. Deferred compensation is money earned in one year but paid in another. Examples include stock options, executive retirement plans, bonuses, salary reduction arrangements and bonus deferral plans. This tax law change has significant impacts on many executive pay packages. The IRS is requiring that deferred compensation amounts be included immediately in an employee's income. An additional penalty tax may also be owed, which is equal to 20% of the deferred compensation amounts. ,

My employment lawyer contact said this rule should be carefully followed, and companies should evaluate their compensation policies in light of the new tax law.

I looked up several sites for guidance on this. The IRS site has a lot of information for you. For a simple write up about it, I found Gordon, Thomas, Honeywell, Malanca, Peterson & Daheim LLP's site to have good information. I don't have any connection with that law firm, but found their information easy to understand and similar to other sites I reviewed.

Furloughs

2009-02-25T12:00:00.000-08:00

Living in the capital city, I hear a lot about what the state government is doing about the current economic downturn. Here in the heart of the city, many of my neighbors and friends are state employees. Recently, the state has put most of their staff on a two-day-a-month furlough. In the past, many employers furloughed workers when needed. But in recent years, furloughs have been replaced by lay-offs and reductions-in-force. Furloughs can be a great solution for handling a slowdown, allowing you the ability to bring your staff back to full-time hours once the economy picks up.

Yesterday the Wall Street Journal had an article about how furloughs are being used. In the article by Dana Mattioli and Sara Murray, they discuss how companies are furloughing staff.

While many companies still choose to lay-off employees, a furlough can allow the employees to stay on as regular, salaried employees with the same benefits and wages. With the state's furlough, the employees are working two less days a month, which in effect is a 10% reduction in pay. While many people are moaning about bringing home less money, the other option is cutting staff. Most employees don't want to potentially be the 10% of staff laid-off.

Saving money monthly in wages is an attractive option for many employers, and the ability to end the furlough when times are better allows the staff to stay whole. This also allows you to eliminate new recruitment efforts when times improve, allowing management and human resources to focus on other issues.

WineTalent's Employment Blog

2009-02-25T11:56:00.001-08:00

Since 2006 WineTalent has had a blog for job seekers in the wine industry, http://winetalent.blogspot.com/. With this blog, http://winetalentHR.blogspot.com/ , I will be supplying employment advice for winery owners, managers and human resource professionals. Changing times brings the need for access to new information, and I hope to be a resource to my current and future clients.