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The Value Multiplier: Why ELTV Should Guide Every Supply Chain Team

Mon, 01 Dec 2025 14:25:31 GMT

Supply chain leaders are judged on one thing.

Results.

Fewer delays. Cleaner data. Better visibility. Stronger flow from end to end.
And behind every one of those wins sits a simple truth:

Your people determine your performance.

In From Bottlenecks to Breakthroughs — an eBook built for supply chain leaders who want to hire with more clarity and intention — there is a concept that deserves far more attention than it gets: Employee Lifetime Value , or ELTV . It is a way to measure the long-term contribution a person delivers from the day they start to the day they leave. And in a function where a single hire can stabilize an entire operation, this lens becomes strategic.

Here is how ELTV reshapes how supply chain teams hire, lead, and perform.

1. Why ELTV Belongs in Supply Chain

In supply chain, a poor hiring decision does not stay hidden.
It shows up in gaps that slow production, create avoidable delays, and force your team to spend time fixing issues instead of preventing them.
It becomes a drag on performance, trust, and momentum across the operation.

The eBook frames this clearly: the biggest loss is not salary. It is lost momentum — the compounding friction that weakens flow, coordination, and confidence across your operation.

Momentum is what keeps a supply chain healthy.
And momentum is exactly what breaks when the wrong person is in the role.

ELTV helps leaders zoom out.
Instead of thinking about filling a vacancy, you start thinking about the long-term operational contribution that person will bring.

When ELTV is high, one hire can lift planning accuracy, strengthen supplier reliability, or eliminate recurring bottlenecks for years.

2. How ELTV Grows Over Time

The ELTV curve outlined in From Bottlenecks to Breakthroughs shows how value builds over time when hiring and onboarding are done well.

As leaders, you influence every part of that curve:

How quickly someone ramps
How effectively they absorb your processes
How consistently they improve performance
How long they stay engaged and contributing

In complex supply chain environments, this curve matters even more.
The research cited in the eBook notes that top performers in knowledge-heavy roles can be up to 400 percent more productive than average ones.

That is not incremental improvement.
That is transformational impact.

3. Leadership Moves That Strengthen ELTV

You shape ELTV long before a candidate accepts an offer.

Start with the operational challenge, not the job title.
The eBook encourages leaders to begin with a simple, high-impact question:
What business problem is this role meant to solve?
This level of clarity ensures you hire someone who drives outcomes, not someone who simply covers tasks.

Use the S.O.L.V.E. framework to define success.
Situation. Outcomes. Levers. Values. Evidence.
It anchors the search to business needs and aligns your team around clear expectations.

Keep the hiring process tight and intentional.
Top supply chain candidates move fast.
Slow communication, unclear decisions, or inconsistent engagement will push the best people away.

Treat onboarding as phase two of hiring.
The first 90 days determine whether someone gains traction or stalls.
This is where expectations, systems knowledge, and early wins take hold.
This is also where ELTV begins to climb.

4. What Damages ELTV

Most breakdowns in ELTV come from leadership gaps, not talent gaps.

As outlined in the eBook, ELTV drops when:

Expectations are vague
Onboarding is passive or rushed
The role does not align with the candidate’s goals
The leader becomes distant or inconsistent at key moments

These gaps slow the ramp, create doubt, and spark unnecessary churn.
The cost always shows up in operational performance.

5. ELTV Turns Hiring Into a Competitive Advantage

Supply chain teams win by controlling variation, improving flow, and reducing friction.
ELTV connects all of these.

Because when you put the right person in the right role, you:

Strengthen supplier relationships
Improve planning and decision making
Reduce firefighting
Build trust across the organization
Protect margin and operational stability

From Bottlenecks to Breakthroughs ends with a reminder supply chain leaders should keep front and center:

Every hire you make is a leadership decision that echoes long after the contract is signed.

ELTV is how you measure that echo.

Conclusion

Supply chain performance depends on people who can execute with clarity, speed, and ownership. ELTV is the simplest way to evaluate whether your hiring decisions are setting your operation up for strength or struggle.

If you hire with intention, onboard with structure, and lead with consistency, ELTV rises.
And when ELTV rises, your supply chain becomes more stable, predictable, and resilient.

Because hiring in supply chain is not about filling roles.
It is about building the team that keeps the business moving.

Want to go deeper?

Download From Bottlenecks to Breakthroughs to learn the full ELTV model, the S.O.L.V.E. Framework, and the leadership principles that help supply chain teams remove friction and scale with confidence: https://www.horizonrecruit.com/from-bottleneck-to-breakthroughs

The Value Multiplier: Why ELTV Is the Metric Finance Leaders Can’t Afford to Ignore

Mon, 01 Dec 2025 14:03:25 GMT

Finance has always been about the numbers.
But in a world where speed, insight, and adaptability define performance, one number stands above the rest: Employee Lifetime Value (ELTV).

Every finance leader knows the challenge.
Budgets are tight. Talent is scarce. And the demand for faster, smarter insight never stops.

But here’s the question few stop to ask:
How much value does each hire actually create over time?

That’s the premise behind The Value Equation.
When you look at hiring through the lens of value creation instead of seat filling, everything changes.

1 . What ELTV Really Measures

Most hiring metrics tell you how efficiently you hire, not how effectively.
Time to hire, cost per hire, and offer acceptance measure activity, not impact.

ELTV flips that.

It focuses on what happens after the hire, the value a person generates from onboarding to peak performance to the point they exit.

Think of ELTV as the ROI of hiring.

When ELTV is high, employees ramp faster, stay longer, and make a measurable impact.
When it’s low, it usually traces back to one of three things:

Expectations weren’t clear
Onboarding was weak
Growth pathways didn’t exist

The lesson is simple: hiring isn’t complete when an offer is signed.
It’s complete when results show up.

2. How to Build ELTV Into Finance Hiring

To raise ELTV, finance leaders need to think like investors.
You’re not just spending salary dollars. You’re allocating capital in trust, time, and training. The goal is to earn a return.

Hire for outcomes, not resumes.
A technically capable candidate isn’t always a high-value one.
The right hire moves the business forward, improves forecast accuracy, tightens the close, and strengthens decision-making.

Structure onboarding around value creation.
Most new hires spend their first 60 days trying to figure out what “good” looks like.
A clear 30-60-90 plan tied to business outcomes shortens the ramp and compounds contribution faster.

Create ownership, not just access.
In finance, clarity creates confidence.
When people understand their decision rights and deliverables, they move with autonomy. That autonomy fuels performance and raises ELTV by reducing friction and rework.

3. Why ELTV Matters More Than Experience

Experience tells you what someone has done.
ELTV tells you what they’ll do for you.

In finance, a single mis-hire can erase months of progress.
That’s why hiring for value alignment matters more than years of experience.

Top performers connect their work to measurable outcomes.
They see how improving one process or forecast compounds across the business.

The best finance teams design every hire, process, and system to compound value.
That is how they turn talent decisions into business advantage.

4. Measuring What Matters

Modern finance teams no longer define performance by headcount or cost.
They measure value per person and how it grows over time.

That shift changes hiring from a transaction to a leadership decision.
It positions finance as a strategic enabler of growth, not just a reporting function.

When every hire is measured by the value they deliver, not just the tasks they complete,
you stop managing payroll and start managing performance multipliers.

Final Thought

Employee Lifetime Value isn’t a hiring metric. It’s a leadership mindset.
Finance leaders who adopt it will build teams that scale faster, stay longer, and deliver outcomes that last well beyond a fiscal year.

Because great hiring isn’t about filling roles.
It’s about multiplying value.

Why Soft Skills Give You a Competitive Edge in an Automated World

jtiffin@horizonrecruit.com (Jeremy Tiffin) — Thu, 22 May 2025 16:16:55 GMT

We hear a lot about the importance of technical skills - and for good reason. Technical expertise has always mattered - but in today’s environment, where automation is taking over the routine, it’s the human skills that are becoming the main point of differentiation. It’s no longer just leaders who need to think strategically, communicate clearly, and influence outcomes - those expectations are moving down into roles at every level.

Communication. Adaptability. Emotional intelligence. Critical thinking. These are the abilities that help professionals stand out, especially as repetitive tasks get absorbed by technology. Soft skills are no longer supplementary - they’re essential.

Automation Is Reshaping Roles, Not Just Replacing Tasks

Across industries like finance, supply chain, and accounting, automation has changed the nature of work. AI systems now handle much of the data entry, reconciliation, and transactional processing that once consumed hours each week. In the accounting world, for example, firms are leveraging AI to pull data from receipts, invoices, and bank statements - eliminating the need for manual entry and dramatically improving speed and accuracy ( Invensis ).

The result isn’t just increased efficiency - it’s a shift in focus. What’s being asked of professionals now goes beyond executing tasks. It’s about applying judgment, interpreting insights, and influencing decision-makers. These responsibilities require strong interpersonal and analytical abilities - things automation simply can’t replicate.

Soft Skills Are Becoming the Differentiator

A recent LinkedIn study shows that soft skills now rank among the most sought-after competencies in hiring decisions. Communication, leadership, and adaptability top the list, signaling a clear pivot in what employers value most.

This growing emphasis reflects what organizations are dealing with every day: hybrid teams, fast-changing environments, and the need for strong collaboration across functions. In this context, professionals who can clearly express ideas, respond to change, and build alignment across departments are the ones who consistently create impact.

Soft skills are also increasingly visible in how professionals navigate conflict, make decisions, and influence outcomes. These aren’t soft in the sense of being secondary - they’re powerful tools that create trust, drive clarity, and elevate execution.

Leadership Expectations Are Evolving

The profile of effective leadership is changing in lockstep with technology. While domain expertise and operational know-how are still important, they’re no longer enough on their own. Leaders today are being measured on how well they engage people, adapt to change, and manage complexity.

Emotional intelligence, for instance, has emerged as a critical leadership skill. It includes self-awareness, empathy, and the ability to stay composed under pressure - traits that make a tangible difference in how teams perform. In fact, Forbes recently reported that emotional intelligence now ranks as the number one leadership skill for 2024.

Today’s leadership isn’t about having all the answers. It’s about fostering alignment, communicating vision, and creating the kind of trust that allows teams to take initiative and follow through - even when the path forward isn’t perfectly clear.

This shift is particularly relevant for those in cross-functional roles. Finance leaders need to communicate priorities to operations. Supply chain executives are collaborating with IT. HR professionals are influencing cultural transformation. None of this happens effectively without strong interpersonal capability.

Soft Skills and Career Mobility

For professionals aiming to grow their careers, soft skills offer a real and lasting advantage. They’re often the deciding factor between candidates with similar technical credentials. And in a world where tools and platforms evolve quickly, it’s these human strengths that carry over from one role - or industry - to the next.

Research from Washington State University echoes this, noting that soft skills are now a cornerstone of long-term career development. As organizations evolve, they're increasingly prioritizing traits like adaptability, emotional intelligence, and resilience when making hiring and promotion decisions.

The takeaway is simple: soft skills help people perform better, connect better, and lead better. They show up in the ability to listen carefully, manage a difficult conversation with tact, or adapt quickly when the landscape changes. These aren’t personality traits - they’re competencies that can be developed, practiced, and refined.

Conclusion

Technology will continue to change how we work - but not why we work or how we connect. The ability to influence, adapt, and communicate effectively has always been important. What’s changed is that now, it’s essential.

As automation takes care of the transactional, soft skills will define who moves forward. The professionals who prioritize these capabilities won’t just stay relevant - they’ll become the ones who drive progress.

In a world increasingly shaped by AI and automation, human connection, emotional insight, and critical thinking aren’t being replaced. They’re becoming the edge.

Whether you're actively searching or just exploring your options, we support professionals like you in taking the right steps toward meaningful career growth. Search current opportunities.

Interim Roles: A Strategic Move to Fast-Track Your Career

jtiffin@horizonrecruit.com (Jeremy Tiffin) — Thu, 22 May 2025 16:06:31 GMT

For years, interim roles were seen as temporary fixes - gap-fillers until a full-time leader could be hired. But that perception has changed. Today, interim assignments, especially in Accounting & Finance and Supply Chain, are becoming strategic career accelerators.

These are not just stopgap gigs. They’re high-impact opportunities that can move your career forward faster than a traditional path ever could.

If you’re the kind of professional who enjoys variety, wants to build real influence, and thrives in environments where your work has immediate value - interim work could be a smart step forward.

Here’s why interim roles are worth your attention.

Access to High-Impact Projects and Decision-Makers

Most interim professionals don’t come in to “help out.” They’re brought in because something important needs to get done - and it needs to happen soon.

Whether it’s supporting a finance transformation, navigating a system upgrade, or optimizing supply chain performance, interim professionals are often trusted with responsibilities that are central to business success.

As the Association of Executive Search and Leadership Consultants (AESC) notes, these assignments typically offer direct access to senior leaders. You’re working side-by-side with decision-makers, not watching from the sidelines.

The result? You gain visibility. You’re involved in shaping outcomes. And when you show what you can deliver in those moments, it opens the door to lasting relationships and new opportunities.

Companies are increasingly relying on interim finance talent during transactions and transitions - because the need is real, and the right person can make a measurable difference.

Demonstrating Value in Evolving Business Environments

One of the most rewarding aspects of interim work is the variety. Each engagement introduces you to new systems, teams, and goals - which means you're constantly stretching your skills and building new strengths.

You’re not just showing up to do a job - you’re being brought in to improve processes, solve meaningful challenges, and add value quickly.

Interim roles are a gateway to personal growth. Because each environment is different, you’re learning how to adapt, communicate, and contribute in ways that drive results across sectors and industries.

Interim professionals often play multiple roles - a strategist, a builder, and a trusted partner - helping organizations get where they need to go with added clarity and momentum.

Accelerated Learning and Hands-On Skill Development

Interim roles are one of the fastest ways to grow as a professional. You’re regularly stepping into new challenges, learning different business models, and working with a wide range of tools and technologies.

Rather than spending years in one environment, interim professionals collect diverse experience that builds real confidence - and a standout resume.

According to a ScienceDirect study on interim leadership , these roles create powerful “situational learning” opportunities. You're constantly observing, adjusting, and applying what you know in ways that drive action, not just discussion.

Interim leaders are often the ones helping companies improve, not just execute operations. That means your voice matters. You’re not just using systems - you’re shaping them.

Each assignment becomes a way to refine your toolkit, add new capabilities, and expand your understanding of how to lead in the real world.

Strategic Career Advancement and Future Flexibility

Interim work also gives you something most traditional roles don’t - freedom to choose the path you want.

Want to explore different industries? You can. Prefer to take on leadership responsibility without long-term bureaucracy? You’ll get that. Looking to build a network across several companies? That happens naturally in interim work.

And when the right opportunity shows up - many interim professionals convert to full-time roles after demonstrating their value.

Many professionals use interim roles to step into bigger, more influential positions over time. Because they’re already delivering results, the conversation around advancement becomes easier - and faster.

Interim work is especially well-suited for people who want autonomy, impact, and meaningful contributions - without having to wait years for promotions or permission.

Final Thoughts: Don’t Overlook the Power of Interim

Interim roles aren’t about filling in - they’re about stepping up.

If you’re a finance or supply chain professional looking to sharpen your skills, grow your network, and take on roles that matter, interim assignments can offer a powerful way forward.

You’ll learn fast. You’ll build trust with senior leaders. And you’ll develop a portfolio that shows you’re the kind of professional who creates momentum - not just manages tasks.

At Horizon Recruitment, we’ve seen it time and time again: professionals who step into interim roles often find themselves on a faster, more rewarding path than they expected. If you're open to that kind of growth - interim might be exactly the move your career needs. Search current opportunities.

The Longevity Approach to Recruitment: Why the Best Hiring Is Effective, Enjoyable, and Empowering

Thu, 15 May 2025 03:19:37 GMT

Over the last few years, I’ve found myself thinking more seriously about my health. Not just about living longer, but about living better.

Like many people in their 40s, I’ve started paying closer attention to strength, energy, and stamina - how I want to show up in the years ahead. That interest led me to the work of Dr. Peter Attia, one of the leading voices in longevity and performance medicine. His work around healthspan versus lifespan really struck a chord with me.

Healthspan refers to how long you live in a strong, capable, and fully engaged state.
Lifespan is simply how long you live.

Dr. Attia’s goal is to help people compress the period of decline so that we remain functional and high-performing until the end of our lives. He wants to bring healthspan and lifespan into alignment so we can avoid a long, slow (and potentially painful) decline.

It’s a powerful concept that stuck with me.

And then — in a nice bit of irony — I ended up at the pub having beers with my friend Bradley Clark , talking about how modern recruitment needs to evolve. Not exactly a longevity hack, but sometimes good ideas come with a pint in hand.

Bradley introduced me to a term I hadn’t heard before: ELTV , or Employee Lifetime Value . We got talking about how hiring isn’t just about putting people in seats, it’s about long-term value and sustained contribution. As soon as he explained ELTV, it immediately clicked. It was the bridge between the health and performance thinking I’d been exploring personally, and the way I’ve always viewed hiring professionally.

If it weren’t for that conversation, this article probably wouldn’t exist.

What This Has to Do With Hiring

Too many companies hire with a short-term mindset. Someone joins with great energy and potential. They take time to ramp up and learn the systems. Eventually, they start delivering real value. But if that performance isn’t sustained — if there’s no clear path forward, no support, or no feedback — they can begin to drift.

They may remain employed. They may still appear to be doing the job. But the spark is gone. Their output slows. Their engagement fades. They become a steady presence, but not a powerful contributor.

This is where the difference between employment span and productivity span becomes clear. Just like healthspan and lifespan, the two can easily become misaligned.

The ELTV Framework

Employee Lifetime Value (ELTV) is a way to measure the total value an employee contributes over the duration of their time with your organization. It shifts the conversation from “How long did they stay?” to “How much did they truly contribute?”

Let’s define two simple terms:

Employment span refers to the total time someone remains with your company.

Productivity span refers to the window of time when they are engaged, growing, and delivering measurable business outcomes.

In an ideal world, those two timelines would be nearly identical. Someone would start strong, continue to grow, and sustain their impact through to the end. But in practice, there’s often a lag at the beginning and a fade at the end. That gap is where business performance erodes — quietly and consistently.

Why the Gap Is So Costly

When someone isn’t delivering, the costs pile up in ways that are easy to miss. Projects slow down. Other team members pick up the slack. Managers spend more time coaching, reviewing, and redoing work. Payroll continues to be paid, but the return on that investment falls.

It’s not just about productivity either. When engagement fades, it affects culture. Teams notice. Morale dips. Standards shift.

That’s why ELTV is such a useful concept. It encourages leaders to pay attention not just to how long someone is employed, but to how much value they are actually delivering during that time.

Hiring That Moves the Needle

If we want to build teams that perform consistently, we need to think differently about hiring.

It starts with outcome clarity. What does success look like in the role? What business results will this person be expected to drive? How will you measure whether they are thriving or just maintaining?

It also depends on how you hire.

At Horizon, we’ve designed our recruitment process around what we call the E3 Standard :

Effective hiring aligns with business outcomes and is built around clearly defined performance expectations.
Enjoyable hiring provides clarity, transparency, and a professional experience for both the client and the candidate.
Empowering hiring ensures that the person coming into the role is set up to succeed, not just survive, with the right tools, onboarding, and leadership support.

E3 isn’t a slogan. It’s a standard.

It’s how we evaluate the quality of the hire, the value of the process, and ultimately, the impact on the business.

Recruiters Who Think Like Partners

Too many recruiters are still playing a transactional game. They fill the role, send the invoice, and move on.

That’s not ideal.

Instead start with the business. What needs to be accomplished? What is the actual problem that needs solving? What outcomes does this role support?

Once we understand that, design a search that targets people who will deliver results — not just meet requirements. The best approach helps define success, sets clear expectations, and runs a process that attracts the kind of professionals who want to be part of a high-performance environment.

Thinking Like a Performance Strategist

When you view hiring through the lens of longevity and contribution over time, everything changes.

You start asking better questions. You stop focusing only on resume fit and start thinking about potential, adaptability, and value over time.

You begin to track things like:

Time to productivity
Duration of peak performance
Early indicators of disengagement

This approach doesn’t just improve hiring. It improves leadership, retention, and team performance across the board.

Closing Thought: E3 as a New Standard for Hiring

Dr. Attia’s mission is to help people avoid a slow, drawn-out decline. His vision is for people to live fully, right to the end. We believe recruitment should work the same way.

You don’t want employees who stick around for the sake of tenure. You want people who continue contributing, growing, and making an impact — every step of the way.

That’s what our E3 approach is designed to deliver:

Effective hiring that aligns with business performance.
Enjoyable hiring that builds trust and clarity.
Empowering hiring that gives people the opportunity and support to thrive.

If that’s the kind of hiring you want to do, let’s talk.

Because recruitment done right is not just about filling a role.

It’s about building something that lasts.

The Future of Finance Hiring: Why Businesses Are Turning to Contract Talent

jtiffin@horizonrecruit.com (Jeremy Tiffin) — Wed, 19 Mar 2025 16:37:16 GMT

The finance function has evolved. No longer just responsible for reporting and compliance, finance teams today are expected to act as strategic advisors, helping businesses navigate economic uncertainty, regulatory complexity, and digital transformation. However, finding and retaining top finance talent has never been more challenging.

With the increasing complexity of financial operations and the rapid pace of change, companies are realizing that traditional hiring models no longer offer the flexibility they need. More businesses are leveraging contract and interim finance professionals to fill critical skill gaps, manage high-stakes projects, and bring specialized expertise on demand. These professionals offer companies a cost-effective, efficient way to execute major initiatives while maintaining daily operations.

Yet, while contingent talent provides agility, long-term success requires a balanced workforce strategy that incorporates both permanent and contract hires. Permanent employees bring leadership, institutional knowledge, and continuity, while contract professionals provide the ability to scale quickly and bring in expertise when needed.

This article explores how companies can optimize their finance teams by effectively integrating contract professionals into their workforce strategy.

1. The Strategic Advantage of Contract Finance Professionals

The ability to scale a finance team up or down based on business demands is becoming a competitive advantage. Businesses no longer need to carry excess headcount during slower periods or struggle to find talent when needs increase. Contract finance professionals provide a solution that allows organizations to remain agile while managing costs effectively.

Flexibility to Scale Up or Down

One of the most significant advantages of contract finance professionals is their ability to step in during peak demand periods and step out when the workload decreases. Businesses with fluctuating financial needs—such as those undergoing system implementations, mergers and acquisitions, or audits—can leverage contingent talent to avoid overburdening their permanent teams.

Instead of hiring full-time employees for temporary needs, organizations can bring in highly skilled contract professionals for specific projects or periods of rapid change. This allows businesses to stay agile without making long-term financial commitments.

Cost-Effectiveness Without Long-Term Commitment

Hiring full-time finance professionals comes with long-term costs, including salaries, benefits, and professional development expenses. In contrast, contract finance professionals allow businesses to access specialized skills without these additional overhead costs.

For companies that need highly skilled expertise for short-term projects, hiring a contract professional can be a more economical solution than recruiting, onboarding, and training a full-time employee.

Access to Specialized Skills

Finance teams are facing growing demands in areas such as digital transformation, compliance, and financial risk management. In many cases, companies need highly specialized finance professionals who can step in and deliver results immediately.

For example, an organization undergoing an ERP implementation may require a finance systems expert to oversee the transition. A company preparing for an acquisition may need an M&A specialist to handle financial due diligence and integration planning. Similarly, businesses dealing with complex tax planning and compliance issues can bring in contract tax professionals with deep regulatory expertise to optimize their tax position and ensure compliance with evolving laws.

These are not necessarily roles that need to be filled permanently, but they require deep expertise that is not always available in-house.

2. Enhancing Business Agility with a Contingent Workforce

The ability to adapt to change quickly is a defining characteristic of successful finance teams. Businesses that rely solely on permanent hires may struggle to respond to evolving financial challenges. Contract finance professionals allow businesses to pivot quickly and execute financial strategies with precision.

Improved Agility in Financial Planning

Companies that leverage contract finance professionals can adjust budgets, forecasts, and financial strategies as market conditions change. Unlike permanent employees who are tied to specific roles, contract professionals can be brought in for targeted financial planning initiatives, such as cost optimization projects or strategic growth assessments.

For example, companies facing economic downturns may need contract finance experts to help reassess budgets and identify cost-saving opportunities without disrupting core business operations.

Strengthening Financial Controls and Risk Management

As businesses expand, financial risk becomes more complex. Contract finance professionals specializing in compliance, audit readiness, and regulatory reporting can help strengthen financial controls without disrupting day-to-day operations.

For instance, an interim SOX compliance expert can ensure that internal controls are aligned with evolving regulations before an external audit. This targeted approach reduces the risk of compliance violations while allowing existing finance teams to focus on core business functions.

3. Any Role Can Be Suited for a Contractor—If It’s Done Strategically

Traditionally, businesses categorized finance roles as either permanent or contract-based, but that’s changing. In reality, almost any finance role can be suited for a contract professional, depending on business needs, timing, and the specific expertise required.

Rather than deciding whether a role should be full-time or contract, businesses should ask:

What is the immediate business need? If the need is project-based, a contract professional may be the best solution.

Is there existing internal expertise? If the company lacks a specific skill set, bringing in a contract finance professional with deep expertise may be the most effective approach.

What’s the long-term business outlook? If the role requires ongoing responsibility and leadership, a permanent hire may make more sense.

Many organizations are rethinking workforce structures to incorporate a mix of contingent and full-time employees, allowing them to build a more adaptable and cost-effective finance function.

4. Implementing a Hybrid Finance Talent Model

Deloitte highlights that the gig economy is now a permanent fixture in workforce planning, and finance teams must embrace a hybrid model that combines both contract and permanent hires.

To make the most of contract professionals, finance leaders must evaluate their workforce strategy and determine where contingent talent fits best. Companies that proactively develop a pipeline of trusted contract professionals will be better positioned to bring in the right talent quickly.

Conclusion

Finance teams that integrate contract professionals strategically can scale more efficiently, execute high-impact projects, and enhance financial agility. The companies that embrace this hybrid workforce model will be better positioned to navigate evolving business challenges.

The real question is no longer whether to hire contract finance professionals—it’s how to do it strategically.

Horizon’s accounting and finance recruitment division is a trusted leader in Canada, connecting top financial talent with organizations across industries such as insurance, healthcare, manufacturing, mining, and more. Our expert team specializes in sourcing professionals who drive financial performance, compliance, and strategic growth.

Discover how our tailored recruitment solutions can strengthen your finance team or connect with one of our experts today .

Why the AI & Data Talent Shortage is a Growing Challenge for Finance Leaders

jtiffin@horizonrecruit.com (Jeremy Tiffin) — Wed, 19 Mar 2025 16:29:32 GMT

Artificial intelligence (AI) and data analytics are transforming the finance industry. Companies are using these technologies to enhance financial forecasting, improve risk management, and drive strategic decision-making. However, there’s a significant challenge standing in the way: a growing shortage of AI and data talent in the finance sector.

Finance leaders are feeling the pressure. The demand for professionals who possess both deep financial expertise and strong data analytics or AI skills is outpacing supply. This gap is not only slowing down digital transformation efforts but also putting businesses at a competitive disadvantage. Without the right talent, finance teams struggle to implement automation, leverage real-time data insights, and optimize financial performance.

So, what’s behind this talent shortage? And more importantly, what can finance leaders do to address it?

Why AI & Data Skills Are More Important Than Ever in Finance

The role of AI and data analytics in finance has expanded dramatically. These technologies are no longer just supplementary tools; they are becoming essential for staying competitive in a data-driven business environment.

Finance teams increasingly rely on AI and machine learning for tasks such as fraud detection, predictive forecasting, and financial modeling. AI-powered automation can streamline repetitive processes like reconciliation, reporting, and variance analysis, allowing finance professionals to focus on higher-level strategy and decision-making.

The reliance on AI-driven insights is growing rapidly. A recent study by IBM found that 83% of Canadian businesses are progressing in their AI strategies , with 42% already seeing measurable returns on their AI investments. This trend suggests that AI and data analytics are no longer optional but rather fundamental to success in modern finance.

Despite this clear need, many companies are struggling to find and retain professionals with the necessary expertise.

The AI & Data Talent Shortage in Finance: What’s Causing It?

There are several factors driving the shortage of AI and data talent in the finance sector.

1. High Demand and Intense Competition

AI and data science are among the most sought-after skills across industries, and finance is competing with tech firms, healthcare, retail, and government for a limited talent pool. Large technology companies often offer higher salaries, more flexible work environments, and exciting AI-driven projects, making it difficult for finance teams to attract top talent.

A Vector Institute report highlighted a 37% increase in demand for AI-related skills in Canada between 2018 and 2023. However, the supply of skilled professionals has not kept up, leading to intense competition among employers.

2. The Finance-AI Skills Gap

Traditionally, finance professionals have not been trained in AI, machine learning, or advanced data analytics. While many have strong technical skills in areas such as financial modeling and Excel-based analysis, these are not enough to fully leverage AI-driven insights.

At the same time, data scientists and AI specialists often lack deep financial expertise. Bridging this gap requires either hiring professionals with both skill sets—who are incredibly rare—or investing in upskilling finance teams to develop AI and analytics capabilities.

3. Retention Challenges for AI Professionals in Finance

Even when finance leaders manage to hire AI and data talent, keeping them is another challenge. Many professionals in this field seek out roles in industries where AI innovation is at the core of the business, such as fintech, SaaS, and major technology firms.

Finance teams that fail to offer engaging projects, career growth opportunities, and competitive compensation often find that their AI specialists leave for more attractive roles elsewhere.

The Impact of the Talent Shortage on Financial Operations

The shortage of AI and data professionals has serious consequences for finance teams and the businesses they support.

Slower Digital Transformation – Without the right talent, companies struggle to implement AI-driven initiatives, delaying the adoption of automation and advanced analytics.

Increased Workloads on Existing Teams – When skilled AI professionals are unavailable, existing finance teams must take on data-heavy tasks that could otherwise be automated, reducing efficiency and increasing burnout.

Weaker Financial Forecasting and Risk Management – AI and predictive analytics are essential for accurate financial planning. A lack of expertise in these areas can lead to less accurate forecasts and higher exposure to risk.

Competitive Disadvantages – Companies that lag in AI adoption may struggle to compete with industry leaders who have successfully integrated these technologies.

For finance leaders, addressing this talent gap is no longer optional—it’s a business imperative.

How Finance Leaders Can Overcome the AI & Data Talent Shortage

To attract and retain AI and data professionals, finance leaders must rethink their talent strategies. While hiring experienced AI professionals is one solution, it’s not always feasible given the competition. A more sustainable approach involves a combination of upskilling, partnerships, and workplace innovations.

1. Upskill Existing Finance Teams

Investing in AI and data analytics training for current finance professionals is one of the most effective ways to close the skills gap. Many organizations are now offering in-house training programs, AI boot camps, and certifications to help their finance teams develop these capabilities.

Providing opportunities for continuous learning not only strengthens internal expertise but also improves employee retention by offering career development pathways.

2. Strengthen Partnerships with Universities and AI Institutes

Finance leaders can collaborate with academic institutions and AI research centers to develop a pipeline of emerging talent. Programs like those offered by the Vector Institute provide training for AI professionals, and partnering with these institutions can help finance teams gain early access to skilled graduates.

Internship programs, co-op placements, and sponsored research projects are all ways to build stronger connections with AI talent before they enter the job market.

3. Offer Competitive Compensation and Career Growth Opportunities

Attracting AI and data professionals requires more than just a competitive salary. While compensation is important, other factors such as career growth opportunities, remote work flexibility, and engaging AI-driven projects play a significant role in talent retention.

Companies that position themselves as leaders in AI innovation within finance will have a better chance of attracting professionals who are passionate about working on cutting-edge solutions.

4. Leverage Open-Source AI Tools and Automation

For Canadian finance teams struggling to hire AI talent, open-source AI tools can provide valuable solutions. Platforms like IBM’s open source AI initiatives make it easier for companies to adopt AI without needing an extensive team of data scientists.

By using these tools, finance leaders can implement AI-driven automation and analytics even with limited in-house expertise.

The Future of AI in Finance: Act Now or Fall Behind

AI and data analytics are not just buzzwords—they are the future of finance. Companies that successfully integrate these technologies will gain a competitive edge through better forecasting, stronger risk management, and more efficient operations.

The talent shortage won’t resolve itself anytime soon. Finance leaders who act now—by investing in upskilling, building academic partnerships, and creating AI-friendly work environments—will be the ones who stay ahead. Those who wait risk falling behind as their competitors leverage AI-driven insights to outperform them.

The question finance leaders must ask themselves is simple: Are we adapting fast enough to win the AI talent war?

Discover how our tailored recruitment solutions can strengthen your finance team or connect with one of our experts today .

The Future of Finance & Accounting: Key Hiring Trends for 2025

jtiffin@horizonrecruit.com (Jeremy Tiffin) — Wed, 19 Mar 2025 15:54:43 GMT

The Finance Industry is Evolving – Is Your Hiring Strategy Keeping Up?

The finance and accounting profession is undergoing significant transformation. With automation, AI-driven analytics, and real-time financial reporting becoming more commonplace, the skills required to thrive in this industry are evolving.

Gone are the days when finance professionals were primarily number crunchers. In 2025, companies need professionals who can analyze complex data, leverage AI for forecasting, and contribute to broader business strategy. As the role of finance shifts, so too must hiring strategies. Businesses that fail to recognize these changes will struggle to attract and retain top talent in an increasingly competitive market.

But hiring isn’t just about finding people with the right skills—it’s also about meeting changing employee expectations. The way people view work has shifted. While hybrid work is here to stay, today’s candidates aren’t just looking for flexibility; they want jobs that fit into their lives. Organizations that fail to support this shift in priorities will likely see higher turnover as employees continue to search for workplaces that align with their personal and professional goals.

With that in mind, let’s take a look at the major trends shaping finance and accounting in 2025, the most in-demand skills, and what companies can do to hire and retain top-tier finance professionals.

The Biggest Trends Impacting Finance & Accounting Careers

One of the most significant changes in the finance industry is the widespread adoption of automation. AI and machine learning are now handling many of the manual tasks that once dominated finance roles, such as financial reconciliation, invoice processing, and risk assessment. According to Deloitte, intelligent automation is freeing up finance professionals to focus on strategy and decision-making rather than administrative work. As a result, companies must look for professionals who not only understand AI-powered tools but can also extract meaningful insights from automated processes.)

Another major shift is the move toward real-time financial reporting. Traditionally, finance teams relied on monthly or quarterly reporting cycles to track performance and inform business decisions. But in 2025, waiting weeks for financial insights is no longer an option. RSM Canada reports that leading organizations are leveraging automation to generate real-time data, allowing finance leaders to respond to market changes faster and more effectively.

These changes in technology have also elevated the role of finance professionals. Instead of simply managing budgets and ensuring compliance, finance teams are now expected to act as strategic partners within their organizations. KPMG Canada emphasizes that CFOs and finance leaders must be able to drive business transformation and use financial insights to shape corporate strategy. This means that hiring managers must focus on candidates with strong analytical, leadership, and problem-solving skills in addition to technical expertise.

However, hiring in finance isn’t just about technical skills—it’s also about recognizing changing worker expectations. While remote and hybrid work have become the standard, professionals are no longer just looking for flexibility in where they work. They want jobs that fit into their lives and help build their skill set for the future. In our experience her at Horizon we’ve seen that organizations failing to align with these shifting priorities may experience higher turnover, as employees continue searching for companies that support their long-term well-being.

The Most Valuable Skills for Finance Professionals in 2025

As finance teams shift toward automation and AI-driven decision-making, the most in-demand skills are evolving. Companies must focus on hiring professionals with expertise in data analytics, AI-driven finance tools, and compliance management as they integrate the approaches into their day to day operations.

Data analytics proficiency is now essential. Our team is now hearing more and more that the ability to interpret large datasets and leverage predictive analytics for business forecasting has become a top priority. According to implementation specialist, Velosio, they support this as they emphasize that finance teams must integrate data-driven decision making into their daily operations to remain competitive.

Equally important is regulatory compliance expertise. As financial regulations become more complex, companies need professionals who understand evolving compliance requirements and risk management strategies. Maintaining high-quality, standardized financial data is critical for ensuring regulatory adherence, making compliance expertise a top hiring priority.

Beyond technical finance skills, technology adaptability is a must-have. RSM Canada reports that companies investing in automation need finance professionals who understand AI-driven financial processes and can bridge the gap between technology and business strategy.

Additionally, business acumen and leadership skills are becoming more valuable. KPMG Canada highlights that modern finance leaders must go beyond number-crunching and provide strategic guidance to help businesses navigate economic uncertainty. Employers looking to attract top talent should prioritize candidates who can translate financial insights into actionable business strategies.

How Employers Can Attract & Retain Top Finance Talent

As demand for skilled finance professionals grows, companies must rethink their hiring and retention strategies. Skills based hiring is becoming essential, with employers prioritizing expertise in AI, automation, and data analytics over traditional finance degrees. Businesses are increasingly seeking professionals who can leverage technology to drive financial insights.

To stay competitive, upskilling is key. McKinsey stresses that as automation transforms finance functions , companies must provide ongoing training in AI-driven finance, analytics, and compliance. Organizations that invest in professional development will strengthen their teams and improve retention. Not only is this important for competitive reasons, workers are demanding upskilling too as they realize they need to develop new skills to stay relevant.

However, hiring isn’t just about skills—it’s also about meeting changing employee expectations. While hybrid work is now standard, finance professionals are looking for more than just flexibility. Organizations failing to offer work-life flexibility, career growth, and a supportive culture will see higher turnover, as employees seek workplaces that align with their values.

Competitive compensation and meaningful flexibility are no longer optional—they are expected. Top finance professionals prioritize roles offering long-term growth, flexibility, and strong workplace culture. According to MIT Sloan, companies that fail to adapt will struggle to attract and retain top talent.

By embracing skills-based hiring, investing in upskilling, and aligning workplace culture with employee priorities, companies can build future-ready finance teams and reduce turnover in an evolving industry.

The Future of Finance Hiring: Are You Ready?

The finance and accounting industry is changing fast, and businesses must keep up. Automation, AI, and real-time analytics are redefining the skills finance professionals need, while shifting worker attitudes are reshaping what employees expect from their careers.

Organizations that focus on upskilling, skills-based hiring, and creating a workplace that fits into employees’ lives—not the other way around—will be the ones that thrive. The future of finance hiring isn’t about keeping up—it’s about staying ahead. Is your organization ready?

Discover how our tailored recruitment solutions can strengthen your finance team or connect with one of our experts today .

Is Contract Hiring the Key to Building a Resilient Supply Chain?

jtiffin@horizonrecruit.com (Jeremy Tiffin) — Tue, 25 Feb 2025 16:44:57 GMT

The modern supply chain landscape is evolving fast. Leaders are under pressure to close critical skill gaps while embracing data-driven decision-making, technology integration, and process optimization. The challenge? Building a resilient, future-ready team that can keep up with shifting demands.

Balancing permanent and interim talent is no longer optional—it’s a strategic necessity. The numbers back it up. According to Upwork’s Freelance Forward report, 38% of the workforce engaged in freelance work in 2023 . That number is expected to climb to 50.9% by 2027 .

For supply chain leaders, leveraging interim talent solutions, upskilling, and skill-based hiring is the key to staying ahead. Let’s break it down.

The Growing Demand for Adaptable Supply Chain Teams

Skill gaps can cripple an organization’s ability to meet its goals. From data management and demand forecasting to implementing new technologies and handling transformations, supply chain teams need specialized expertise. Unfortunately, traditional hiring models don’t always keep up.

Enter interim and fractional talent.

These professionals offer immediate, high-impact expertise at all levels—including leadership. Whether scaling resources for a project or addressing urgent gaps, interim talent ensures supply chain functions stay effective amid shifting business realities.

Upskilling: The Foundation of a Resilient Supply Chain

Before turning to external hires, smart leaders invest in upskilling their existing teams.

With supply chains becoming increasingly data-driven, professionals need to master AI integration, predictive analytics, and compliance navigation. The good news? Upskilling doesn’t have to be overwhelming.

Key Upskilling Strategies:

Invest in Targeted Training: Platforms like Coursera and LinkedIn Learning offer specialized courses in supply chain analytics, AI, and process optimization.
Encourage Cross-Training: A logistics professional can gain invaluable insights by working alongside procurement or inventory management teams.
Leverage AI-Driven Tools: Training teams to interpret data effectively leads to better decision-making.
Implement Mentorship Programs: Junior staff benefit from hands-on guidance from experienced professionals, accelerating their development.

By prioritizing upskilling, leaders ensure their teams remain engaged, adaptable, and ready for the future.

Skill-Based Hiring: A Tactical Approach to Filling Gaps

Upskilling is a long-term investment. But what about immediate needs? That’s where skill-based hiring comes in.

Rather than relying on broad job descriptions, skill-based hiring focuses on specific competencies needed to meet current business objectives. This approach helps supply chain teams move faster and stay agile.

How to Implement Skill-Based Hiring:

Identify Immediate Needs: Is expertise in AI-driven demand forecasting more critical than hiring a generalist?
Use Skills Assessment Tools: Platforms like TestGorilla help evaluate candidates’ technical and soft skills.
Prioritize Specialized Talent: Focus on candidates who bring the exact expertise needed to achieve short-term goals.

This approach allows organizations to bring in the right expertise at the right time, keeping operations efficient without unnecessary delays.

Leveraging Interim Talent for Specialized Solutions

Interim professionals are the ultimate flexible resource—offering targeted expertise without long-term commitments. Their impact extends far beyond AI and data analytics. Consider these supply chain-specific areas where interim talent can drive results:

Supply Chain Network Optimization

Assess current logistics and distribution networks to identify inefficiencies.
Implement strategies to reduce lead times and transportation costs.

Procurement & Supplier Management

Conduct supplier evaluations and renegotiate contracts to improve cost efficiency.
Develop contingency plans to mitigate risks related to supplier disruptions.

Inventory Management & Demand Planning

Optimize inventory levels to balance cost efficiency with service levels.
Implement AI-driven forecasting models to improve demand planning accuracy.

Digital Transformation & Technology Implementation

Lead the integration of new supply chain management systems (e.g., ERP, WMS, TMS).
Train teams on automation tools to streamline warehouse and logistics operations.

Data-Driven Projects

Audit, cleanse, and optimize supply chain data for compliance, analytics, and reporting.
Deliver focused solutions without pulling internal resources away from core operations.

By strategically engaging interim professionals, supply chain leaders can stay agile, control costs, and execute mission-critical initiatives effectively.

Conclusion

Addressing skill gaps isn’t just a challenge—it’s an opportunity to build a stronger, more adaptable supply chain team.

By combining upskilling, skill-based hiring, and interim talent solutions, supply chain leaders can create future-ready teams capable of navigating any disruption.

In a world where agility and specialization are key, these strategies ensure supply chain functions aren’t just keeping up—but leading the way.

Horizon’s supply chain recruitment division stands among Canada’s largest and most influential. Our expert team powers industries from mining and energy to manufacturing, corporate services, technology, utilities, healthcare, and beyond. We succeed at connecting top-tier talent with leading organizations, driving performance and innovation across every sector.

Discover how our cutting-edge recruitment services can transform your business or contact one of our experts today .

Why Supply Chain Leaders Are Struggling to Hire Data and AI Talent

jtiffin@horizonrecruit.com (Jeremy Tiffin) — Tue, 25 Feb 2025 16:33:09 GMT

Supply chain leaders are facing a major challenge: attracting and retaining top talent in data analytics and artificial intelligence (AI). As supply chains become more complex and technology-driven, the need for skilled professionals has skyrocketed. The problem? There simply aren’t enough qualified candidates to go around.

This blog explores why this talent shortage exists, how it’s impacting supply chain management, and what organizations can do to stay ahead in the race for AI and data expertise.

The Evolution of Supply Chain Management

Supply chain management used to focus on logistics, procurement, and vendor relations. But times have changed. The digital revolution has transformed the industry, bringing AI, automation, and data analytics to the forefront.

This shift has been rapid—so much so that 74% of organizations now consider digital transformation a top priority. The market for digital transformation is also booming, expected to grow at a compounded annual growth rate of 23.9%, reaching $3.29 trillion by 2030 .

With this surge in digital adoption, the demand for skilled AI and data professionals has skyrocketed—but supply chain leaders are struggling to find them.

The Data & AI Talent Shortage: What’s Causing It?

Companies are racing to integrate AI and data analytics, but the workforce simply hasn’t kept up. A McKinsey survey found that 92% of companies expect to modify their business models due to digitalization, yet many lack the talent to do so.

Here’s the reality:

The digital maturity of supply chain management is only 36% —meaning many companies are still catching up.
Organizations with lower digital maturity take up to 152 days to detect, respond to, and recover from disruptions —an eternity in today’s fast-moving market.
It’s not just supply chain teams competing for this talent. The sales, marketing, finance and engineering departments within your own company are also all hunting for AI and data professionals, further increasing the shortage.

The SME Challenge: Competing with Big Players

Large enterprises often have deep pockets, strong employer brands, and cutting-edge technology—all of which make it easier for them to attract top talent. Small and mid-sized enterprises (SMEs), on the other hand, face a tougher road.

Why SMEs Struggle to Hire AI & Data Talent:

Budget Constraints: They often can’t match the salaries and benefits offered by Fortune 500 companies.
Lack of Advanced Tools: Tech professionals want to work with the best platforms—and SMEs may not have them.
Brand Recognition: Candidates gravitate toward well-known companies with a strong reputation in digital innovation.

The good news? SMEs can compete—if they take the right approach.

Leadership Gaps & Industry Disparities

Not all supply chain leaders have a deep understanding of AI, automation, and analytics. Some industries—like automotive—are making significant investments in training, while others lag behind.

For example:

The European Battery Academy plans to train 800,000 workers by 2025 to meet new technological demands .
Other industries, however, are still hesitant to adopt AI-driven solutions, often due to leadership resistance or lack of awareness.

Without leadership buy-in and a commitment to digital transformation, companies will struggle to attract AI and data analytics professionals.

How Supply Chain Leaders Can Attract & Retain AI and Data Talent

Despite these challenges, there are proven strategies to build a strong pipeline of AI and data talent. Here’s what organizations should focus on:

1. Invest in Training & Upskilling

Develop internal training programs to upskill existing employees in AI and data analytics. A culture of continuous learning can help bridge the skills gap while boosting employee engagement.

2. Partner with Universities & Colleges

Collaborate with academic institutions to create specialized programs for supply chain analytics. This builds a direct pipeline of fresh talent entering the workforce.

3. Offer Competitive Compensation & Benefits

While SMEs may not always compete on salary alone, they can provide:

Flexible work arrangements (remote/hybrid options)
Opportunities for career growth
A strong company culture that values innovation

4. Promote a Data-Driven Culture

Companies that truly embrace data analytics—across all departments—become more attractive to AI professionals. This means leadership needs to champion a data-driven mindset, not just adopt new tech.

5. Leverage AI to Fill Talent Gaps

AI-driven automation can help reduce workload and improve efficiency while new hires get up to speed. Investing in AI-powered tools ensures businesses remain competitive even when talent is scarce.

6. Strengthen Employer Branding

Highlight your company’s commitment to innovation, AI, and data analytics. Showcase successful transformation projects in your recruitment marketing to attract top candidates.

7. Implement Mentorship Programs

Pair junior employees with seasoned professionals to accelerate their learning and create a strong support system. Mentorship programs not only enhance skills but also improve retention rates.

Conclusion

The rise of AI and data analytics in supply chain management isn’t a passing trend—it’s the future. Yet, the growing demand for AI and data professionals has created a serious talent shortage, leaving supply chain leaders struggling to fill critical roles.

By understanding the key factors behind this shortage and proactively implementing strategies to attract and retain talent, organizations can position themselves for long-term success. Whether it’s investing in upskilling, strengthening employer branding, or leveraging AI-driven solutions, companies that adapt will gain a significant competitive advantage.

Now is the time to act—because the future of supply chain management depends on it.

Horizon are experts in supply chain recruitment. Our expertise connects you with the professionals who can help you achieve your company's specific objective and priorities.

Whether you need a permanent hire, a strategic leader, or a project-based consultant to deliver on a time sensitive project, we've got the specialized solution to your most critical hiring needs.

Discover how our cutting-edge recruitment services can transform your business or contact one of our experts today .

Canada’s Supply Chain Sector 2025 Outlook: What It Means for Hiring

jtiffin@horizonrecruit.com (Jeremy Tiffin) — Tue, 25 Feb 2025 16:15:39 GMT

2025 is set to be a year of transformation for Canada’s supply chain sector. Shifting trade policies, rising costs, and game-changing technologies are reshaping the landscape. On top of that, booming industries like mining are creating new opportunities—and new hiring challenges.

So, the big question: How do you find and hire the right supply chain talent to keep your business moving forward?

In this article, we’ll break down the major trends shaping supply chains this year—from tariffs and reshoring to AI-driven efficiencies—and what they mean for hiring the best talent.

Trade Policies & Tariffs: The Push for Reshoring and New Markets

Trade tensions between Canada and the U.S. are heating up again. In early 2025, the U.S. imposed a 25% tariff on many Canadian imports, with energy products facing an additional 10% tariff. In response, Canada hit back with a 25% tariff on over $30 billion worth of U.S. goods .

For Canadian businesses relying on cross-border trade, this means higher costs and uncertainty. Many companies are reshoring—bringing production back to Canada—not just to avoid tariffs but to build stronger, more resilient supply chains that are less exposed to political and economic instability.

At the same time, companies are diversifying their trade strategies:

Expanding into new international markets – With U.S. trade becoming more expensive, businesses are eyeing opportunities in Europe, Asia, and South America.
Nearshoring to Mexico and Central America – Some companies are shifting sourcing away from the U.S. to stabilize their supply chains.
Strengthening domestic supplier networks – To reduce reliance on unpredictable global trade dynamics.

Key hiring takeaway: Companies need supply chain professionals who understand global trade policies, tariffs, and logistics strategy to help them adapt to these shifts.

Mining Boom: A Bright Spot for Supply Chains

It’s not all bad news. Canada’s mining sector is booming, thanks to rising global demand for critical minerals like copper, gold, and zinc—key materials for EV batteries, renewable energy, and smart grids.

The Canadian government is backing this growth with major investments in infrastructure, including a $43.5 million boost to Quebec’s critical minerals sector to meet rising demand. In response to global trade uncertainties, B.C. has also prioritized the acceleration of 18 critical mineral and energy projects, collectively valued at approximately $20 billion . This initiative aims to strengthen the province's resource sector and mitigate potential economic impacts from international trade tensions.

For supply chain professionals, this translates to new hiring demands in logistics, procurement, and sustainability:

Heavy equipment procurement and transport – Moving raw materials efficiently requires expertise in complex logistics.
Regulatory compliance and sustainability – Mining companies need experts who can balance efficiency with environmental commitments.
Green supply chain strategies – Reducing carbon footprints is a growing priority, creating demand for sustainable transport and logistics professionals.

Key hiring takeaway: If you’re in the mining industry, now’s the time to recruit supply chain talent experienced in resource logistics, sustainability, and large-scale transportation networks.

AI & Automation: The Supply Chain of the Future

AI is revolutionizing supply chains—and not just for tech companies. Businesses are using AI for everything from predicting demand and optimizing inventory to automating warehouses and transportation logistics.

Retailers, for example, are leveraging AI to manage tariff-related costs. Predictive analytics allow businesses to simulate financial scenarios, ensuring they don’t overstock or understock due to shifting trade policies.

But AI is only as good as the people using it. Companies that want to stay competitive need professionals who understand AI-driven decision-making and data analytics.

AI is also changing transportation and logistics:

Self-learning systems are optimizing delivery routes to cut fuel costs and avoid disruptions.
Automated inventory management is reducing waste and improving efficiency.
AI-powered procurement tools are helping businesses negotiate better supplier contracts.

Key hiring takeaway: Data analytics, AI, and automation skills are becoming must-haves for supply chain professionals. If you’re not hiring for these skills yet, now’s the time to start.

Cost Reduction Strategies in an Inflationary Market

With inflation remaining unpredictable, cost-cutting is a top priority for businesses in 2025. Supply chain efficiencies are a key focus, with companies looking at strategies like:

Diversifying suppliers – Avoiding over-reliance on a single region or partner to reduce financial risk.
Leveraging automation – AI-driven tools are streamlining operations and cutting waste.
Reevaluating transportation costs – Businesses are renegotiating carrier contracts and exploring alternative shipping methods like rail over trucking to save money.

But cutting costs without sacrificing efficiency requires smart, strategic hiring. Companies need supply chain leaders who can think critically, adapt to changing conditions, and find creative solutions to keep operations lean without compromising quality.

Key hiring takeaway: The best hires in 2025 will be those who can drive cost efficiency while maintaining supply chain resilience.

Final Thoughts: What This Means for Hiring

If one thing is clear in 2025, it’s this: supply chain talent is more valuable than ever. The companies that thrive will be those that invest in hiring strategic, forward-thinking professionals who can navigate:

Global trade and logistics – Tariffs, reshoring, and market expansion.
AI and automation – Leveraging technology for efficiency gains.
Mining and resource logistics – Supporting Canada’s booming mining sector.
Cost management and resilience – Finding smart ways to cut costs without cutting corners.

Hiring in supply chain isn’t just about filling roles—it’s about finding problem-solvers who can adapt to a fast-changing environment. If you’re not actively looking for these skill sets, now’s the time to start.

Discover how our cutting-edge recruitment services can transform your business or contact one of our experts today .

Career Café Industry Insights Episode 6 | Career Best Practices From a Career Transition Expert w/ Wendy Knight

Thu, 17 Jun 2021 10:52:43 GMT

In Episode 6 of the podcast, Jeremy speaks with Wendy Knight, a seasoned HR professional. They discuss Wendy's career transition to specializing in outplacement, Wendy shares her expertise in hiring from an HR perspective and how to best make career decisions.

Wendy's LinkedIn: https://www.linkedin.com/in/wendyknight26/

Jeremy Tiffin's LinkedIn: https://www.linkedin.com/in/jeremytiffin/

Listen to the audio version of the podcast HERE

Career Cafe Industry Insights Episode 5 | How to Make Good Career Decisions w/ Michael van Keulen

Mon, 17 May 2021 11:02:29 GMT

In Episode 5 of the podcast, Jeremy speaks with Michael van Keulen, Chief Procurement Officer at Coupa Software. They discuss the twists and turns of Michael's career, the skills and lessons he learned along the way and what factors come into play when making career decisions.

Michael's LinkedIn: https://www.linkedin.com/in/michael-v-0a31a43/

Coupa Software: https://www.coupa.com/

Jeremy Tiffin's LinkedIn: https://www.linkedin.com/in/jeremytiffin/

Listen to the audio version of the podcast HERE

How a Recruiters Mindset Impacts Team Building Success

Wed, 07 Apr 2021 11:09:08 GMT

When it comes to acquiring your talent, do you approach it from a hiring perspective or a recruitment perspective? There’s an important difference.

In hiring there is a direct link to problem resolution. Every role in an organization exists to solve some business challenge and each of those challenges are, in some way, related to either increasing revenues or decreasing costs. The best recruiters get that and won’t touch a recruit unless they’ve got a firm grasp of the business issues themselves because anything less is a waste of time and resources.

When I started in the recruitment industry I was taught how to “close deals” and get the candidate “across the line” which serves the sales pipeline but doesn’t necessarily solve the clients problem. In those early days I went about my time in a recruitment mindset. It wasn’t until I started leading a team that my mindset started to change. I had a full scale transformation when I started running my own business and learned what it was really like to live with my own hiring decisions. Getting someone “across the line” simply wasn’t enough and is just the start of being able to solve the business problem. So unless you’re in a hiring mindset, and any one helping you recruit, is also in that mindset there’s a lot left to chance. In today’s business climate no one can take that kind of risk. Building great teams takes a lot more than recruiting and hiring, it takes great leadership too.

So how do you know how the recruiters and resumes that end up in front of you are there to help solve your business challenge? Two of the biggest problems in recruitment are resumes and job descriptions because the vast majority don’t effectively capture businesses challenges or people - they’re recruitment tools not hiring tools.

If you find yourself asking how to ensure you’re in a hiring mindset a great start is to get everyone focused in on understanding and geared to solve that challenge. Can you articulate it clearly and succinctly? Have you provided your recruitment resources the time and attention for them to digest what you need to accomplish. “I’ll know it when I see” it is not a viable strategy.

Give your recruiter the time and attention to help make a great hire. If they can’t, or won’t reciprocate drop me a note and I’d be happy to strategize to find a solution.

E Book - 6 Steps to Hiring the Best Accounting & Finance Talent

Mon, 30 Nov 2020 11:16:07 GMT

The ability to find, hire and keep the best people is a critical business driver for every organization. Without the right talent, organizations will struggle to meet their goals and deliverables. Growth can be stunted, deadlines missed or profitability compromised. Unfortunately, the skills and knowledge to hire the best talent often isn’t taught, so leaders are left to their own devices to find their way and develop these skills on their own.

This eBook was designed to provide direction and shorten the learning curve for hiring the best talent you can. It will help reduce some of the most frequent hiring errors and save you from becoming frustrated, by providing a knowledge foundation to help you become a great hiring manager. Learning how to hire well is a complex equation that leaders tackle as they develop in their career.

If you currently lead a team, manage a group or are responsible for building an organization and need to hire now or in the future, then this eBook is for you. This guide will provide you with the six key steps that will get you off to a great start. There is a lot more to hiring than posting a job and making an offer. Hiring can’t be left to chance and takes intentional thought and planning to work effectively. This guide will save you a lot of time, frustration and money if you integrate the six steps to hiring the best accounting and finance talent into your hiring practices.

Let’s get started!

Career Cafe Industry Insights Episode 4 | Charting Your Path to the C Suite w/ Victor Pang

Fri, 04 Sep 2020 11:20:37 GMT

In Episode 4 of the podcast, Jeremy talks with Victor Pang, CFO at Vancouver Fraser Port Authority, they discuss the different paths to the C Suite. How sometimes an unconventional career path will will put you higher than you may have ever expected to be.

Victor Pang's LinkedIn: https://www.linkedin.com/in/pangvictor/

Jeremy Tiffin's LinkedIn: https://www.linkedin.com/in/jeremytiffin/

Listen to the audio version of the podcast HERE

Career Cafe Industry Insights Episode 3 | Developing a C Suite Skill Set /w Jason Longden

Thu, 25 Jun 2020 11:29:57 GMT

In Episode 3 of the podcast, Jeremy talks with Jason Longden, CEO of Fine Choice Foods, they discuss skills and mindsets you need to develop on your way to the C Suite.

Jason Longden's LinkedIn: https://www.linkedin.com/in/jason-longden-p-log-59860019/

Jeremy Tiffin's LinkedIn: https://www.linkedin.com/in/jeremytiffin/

Listen to the audio version of the podcast HERE

Career Cafe Industry Insights Episode 2 | Managing Career Changes w/ Jeff Smith

Wed, 29 Apr 2020 11:38:10 GMT

In Episode 2 of the podcast, Jeremy talks with Jeff Smith, Founder & CEO of The Supporting Lines Institute, where he cultivates high performance and improves the human experience of work. In this episode, they discuss Jeff's diverse career history and how to successfully manage career changes.

Jeff Smith LinkedIn: https://www.linkedin.com/in/jeffcyo/

Supporting Lines Institute LinkedIn: https://www.linkedin.com/company/supportinglines/

Supporting Lines Institute Website: https://supportinglines.com/

Listen to the audio version of the podcast here:

Career Cafe Industry Insights Episode 1 | Data Science & Career Planning w/ Hardeep Chaggar

Mon, 13 Apr 2020 11:45:03 GMT

In the first episode of the podcast, Jeremy chats with Hardeep Chaggar, Executive Director of Systems Operations at the Fraser Health Authority. They discuss how COVID-19 has affected operations in health care and how data and data science can help you build a better career, regardless of what you do.

Listen to the audio version of the podcast here:

You can also read the interview below:

Jeremy Tiffin:
Hardeep Chaggar is the Executive Director of Systems Optimization at the Fraser Health Authority, a $4 billion healthcare provider here in Western Canada. Hardeep has built a career that started in finance and has moved into operations and supply chain management over the years. He's developed a keen sense of how to enable business through systems, technology, and agile methodologies. Hardeep is an action-oriented leader who relishes in what he's doing, not what he plans to do. Hardeep thank you so much for doing this. Really appreciate it.

Hardeep Chaggar:
Yeah, sorry it's taken a few days to get online with you. It's been pretty busy and hectic within the healthcare sector with everything going on, so thank you for having me.

Jeremy Tiffin:
No, I really appreciate it. I mean we know that the front line is as busy as can be. But in talking to you, I know that the team that supports those people are equally as busy. Just give us a real brief description of what's happened for you and your team over the course of I guess the last three or four weeks.

Hardeep Chaggar:
Yeah, I mean, about four or five weeks ago, we started to see the wave of COVID-19. I think a lot of people within healthcare and probably outside healthcare thought that this pandemic or the virus was kind of out in Asia and it really wasn't going to make its way over here until it was declared a pandemic by the World Health Organization. I think since that day it really started to significantly change the way we're working and really what happened within the healthcare sector. I mean, we still have it easy because we're in the back office, we're providing technology and supply chain or data support. It’s really the frontline clinical staff that are really suffering, that gives us a great purpose to come to work to make sure that we can do whatever we can to support them.

Jeremy Tiffin:
Yeah, I mean I can only imagine, I know how it's affected us and our team and how real it got about three weeks ago when we sat in our office and looked at each other and said you know what, I guess it's time to go home and I guess for you and then the front line staff is just amped up that much more in terms of what everyone's been responsible for. On behalf of everyone who's listening to this, we're certainly thankful for everything that they do and that you and your team do as well. Let's shift gears a little bit and talk about what you're responsible for. Your title is Executive Director of Systems Optimization, tell us a bit about what you and your team do there because the scope has grown as your tenure with the organization has gotten longer. Tell us a bit more about what you do.

Hardeep Chaggar:
Yeah, actually Victoria, our CEO came up with the groups title of system optimization, which really is system thinking around business acumen, process, but really powered by data. In short, I'm head of analytics for Fraser Health and we saw around 1.8 million Canadians. Everything from descriptive analytics, to predictive analytics, and machine learning, and building products of real time dashboards. That's really what we have really focused on over the last six, eight months. But, with system optimization comes all the business challenges. And so over the last four weeks we've been thrown into leading the supply chain for Fraser Health as well, along with the data analytics piece. That's primarily my role here, it sounds like a small task, but when you've got 25,000 employees and 1.8 million Canadians to serve, it becomes pretty challenging very quickly.

Jeremy Tiffin:
Yeah, absolutely. I mean what you're talking about there all sounds very innovative and leading edge. And forgive me for saying this, but it almost sounds like it wouldn't necessarily become something that comes out of healthcare in Canada. Can you talk a little bit about how that mindset and how that type of initiative came to be within Fraser Health?

Hardeep Chaggar:
I mean, it is who I am. Firstly, coming from industry, I don't know any other way. I wanted to work somewhere where it was meaningful and purposeful. Over the last several years working with the healthcare, bringing that industry perspective around innovation, data technology, and supply chain thinking has really started to pay off. But it was really exponentiated by our CEO, Victoria Lee, who has this innovative nature. She started hackathons at Fraser Health many years back. And so that's really where it began for Fraser Health. And you know, having met Victoria, we realized that we can actually do something very different within the Fraser Health environment. When you come to system optimization in Fraser Health, it really is like a startup. It's an environment where we run Agile, we run Scrum and it's an environment where we really will want people to come in and do their best work. You come and work with us, you would think you're in a tech company downtown.

Jeremy Tiffin:
You're talking about systems and technology and Agile. When I first met you, you were predominantly a finance guy, at least that's how I positioned you in my mind, as a finance guy. You were running finance and accounting for a major transportation organization. And then, over the years, I've seen you move and shift from a career perspective, from that into general management, supply chain management, technology. How do you think about yourself and how do you think about your skill set and where you're going in your career?

Hardeep Chaggar:
Yeah. Jeremy, my mum really sent me to a finance school and says, become an Accountant, so that's what I became in the UK, but it really wasn't where my heart or my interest was. And then having worked in industry banking, and finance, and aviation for many years, I kind of got fed up of the numbers and having to explain the numbers after the fact. For me, I was interested in naturally working upstream to try to find out what is going on? What's driving these numbers? Or what are the drivers behind the numbers? And that's really where my supply chain career began. I never really went to school formally to learn supply chain. It's been learning on the job for the last 15 years. And working on the shop floors, working on the aviation engine shop floors. And here it's working on the front lines with the healthcare providers.

Hardeep Chaggar:
To me, as I told you a few years back, supply chain is no longer this way. It's no longer the silos. Supply chain is everything and it's horizontal across everything that we do. And my chain is data related, right? We move data, we move people and we move products.

Jeremy Tiffin:
Yeah. Let's just take a real quick tour through your background, so you spent a number of years working for a major CHC helicopter and they had you go to Australia for a while. You came back to Canada, you spent a little bit of time in healthcare and then you went to a company called BuildDirect Technologies. And tell us a little, just briefly what you did at BuildDirect and who they-

Hardeep Chaggar:
You know my resume better than I do Jeremy.

Jeremy Tiffin:
I had to get prepared for this conversation. Tell us just a little bit about that, the reader's digest version of your journey.

Hardeep Chaggar:
Yeah, I mean it starts further back than that. Because I mean, coming out of school I started working in aviation companies in manufacturing in Europe. We would make Eurofighter canopy seals for the Eurofighter aircraft. And then I took a break and actually went into banking and finance and I was with JP Morgan for a while. And then, coming back into industry, I saw a lot of similarities no matter whether I was in banking and finance, whether I was in plastic manufacturing, or aviation manufacturing. It was all supply chain and there were all numbers at the end of it. I was either working in financial planning analysis, I was working in supply chain and accounting. And so it doesn't really matter what industry you're working for.

There were some core principles that can be applied through it. Coming into healthcare, it's exactly the same thing. You have the economics to deal with, but you have throughput to deal with. It just happens to be that the throughput here are human lives and how we take care of the patients. In aviation we call it total quality management, and in healthcare, we talk about the quality of patient care. They're all the same pillars, which are the same no matter if you go to aviation, or you go to healthcare, or you go to banking and finance.

Jeremy Tiffin:
Does that change when you're at work and knowing that there's such a meaningful impact of what you do. It's a human life, it's a family. There are so many things that are interconnected with that. Is that something that lives with you while you're at work?

Hardeep Chaggar:
Totally. I mean, I've had so much opportunity to go back into aviation over the last decade, but every time I've landed and said, you know, I want to be connected to purpose. And the purpose for me really has been within healthcare, because behind those numbers is a human life, and so you really see the impact that you can have on human life. At the age that I'm at now, I'm less interested in profitability, but I'm more interested in how I can make a difference to a system approach to humans and it just happens to be healthcare.

Jeremy Tiffin:
That's awesome. With what we're trying to do here with this as the inaugural segment of this interview series is, I don't want to put us on an equal footing by any stretch, but in my business we have the opportunity to really impact people from a career perspective, it's how they pay their mortgages and their rent and put food on the table. If people can make better decisions and like we said at the beginning to get work, work for them and knowing how to navigate through their career. I'd love to get some lessons from you about how you've navigated through your career and made some choices to get to where you are. Before we get into some of those components, with what's going on right now with COVID-19? How is COVID-19 impacting supply chains? We've got a big supply chain audience here. How is it impacting supply chains inside of healthcare? And then from your perspective, how do you think it's going to be impacting supply chains outside of healthcare?

Hardeep Chaggar:
I mean it's very close to my heart right at the moment. What I've seen over the last month and six weeks, we have really had a huge panic across the globe on whether it's personal protective equipment, masks, gowns, gloves, without fully really understanding what we need. We don't have a lot of confidence in should we be wearing masks outside of hospital settings or shouldn't we not be? The public have this fear as well, so that puts pressure on the supply chains, on what product is available. I think the world has somewhat been reactive. What I’ve found is that the organizations that have really got ahead of the curve are the organizations that have applied some form of data science and analytics to their supply chains and really on what I call supply chain architecture.

Looking at where are we going to be and we know that we need gloves and masks and gowns today. Well where are we going to be in six weeks time? I have a group of data scientists that are working specifically to identify what are the short falls that are going to be coming in six weeks time and are looking at and scanning the globe around the supply chains. That's something that we're doing here at Fraser Health to make sure we stay ahead of the curb. That's meant that we've had to work closely with our provincial partners to get ahead of the curb on procurement activities, whether it's local or whether it's foreign procurement. That's what's happening within supply chain. We've definitely seen the consumption of things like hand sanitizer and masks being consumed at a exponential rate and which we can all understand.

It's how do we support those demands? A lot of it for me is supply chain is education of the people around us. Because not only have we seen our demands of supplies increase, but we've also seen supplies decrease. It's actually a multiplying factor because the distance between the two got greater over a very short period of time. That's a lot of education internally within our organization. Externally, what I'm seeing is, that the US definitely is not helping making decisions about what can and cannot cross the border. We see a lot of our imports come through the US and then freight forwarded to BC, so now we're having to divert shipments that come straight to Canada. We're also seeing a lot of fake products in the marketplace too. I'm getting phone calls and emails every day that I know someone that has a factory somewhere in the world that can produce these masks. And what we're finding is that the quality really isn't where it should be, so Fraser Health has done a really good job in making sure that products are quality approved before we buy them. We’re seeing these small companies starting to form to start push product and distribution. The thing that I find really fascinating is that our minister of innovation has done a really good job in inspiring local businesses to tool up, to tool out, to use locally. Yesterday in fact, that there's a company in Coquitlam that's tooled up to make N95 respirator masks.

One of my leaders said to me once that amidst every crisis is an opportunity, and I try to seek out those opportunities and never did I know that implementing Scrum and Agile at Fraser Health was really in training for where we are now. We've delivered more technology dashboards, products, real time data workspaces and predictive analytics. We've delivered more in the last three weeks than we have delivered over the past six months. How did we do that?

Jeremy Tiffin:
Why? Why has that been able to happen?

Hardeep Chaggar:
Well, I think firstly is because we trained our people on Scrum and Agile and the ability to be okay and failing, and incrementing, and adapting, and getting user feedback in close tight cycles. They've had the training so there wasn't a shock factor when the requests started to come through. Within healthcare we went from what was very agile to command and control. We have emergency operations centers that are demanding a lot of realtime data. We have squads of teams that are building products. So there is this huge urgency and out of necessity we're moving quicker and also not perfecting every product before we release it. We're allowing our end users to provide feedback on the fly and adapting as we go.

Jeremy Tiffin:
I want to expand on that idea a little bit. Out of necessity came this sense of urgency, this I've got to act now. And I wonder from a career management perspective, when you're thrust into a situation where you need to make a change, and I think this is human nature, how that can be a motivator to get something done. And one of the things that I would love to be a proponent for is to help inject some of that thinking into our philosophy about how we manage our career as opposed to being reactionary. What can we do to be more of an author of our own design by taking action as opposed to hoping to or thinking we might and laying the foundation to move you in that direction. It's just human nature, isn't it? Out of necessity comes great creativity and an action orientation that you might have not otherwise have.

Hardeep Chaggar:
Yeah. I mean, as humans we're survivors, right? We're going to do whatever it takes to survive. I think when you come into a workplace, when you're under normal working conditions, not everybody operates under that same vein. For me, you know me, Jeremy, I naturally am that person that's going to push the edges and take those risks and find new ways and innovate. But I'm seeing it now that even during times of necessity, some people struggle a little bit in so what do I do to take a risk? And I think that's where leadership's really important because not everybody is cut from the same cloth, but everybody has a talent and it's how do we turn that talent into performance, which is really, really important. For me, as a leader of system optimization, I have around a hundred people all with varying skill sets but also with varying risk tolerances and capabilities. But everybody has a talent that we need to apply. I mean a lot of people have stepped up, a lot of people have stepped up and not only here in Fraser Health at work, but out there in the community.

Jeremy Tiffin:
We talked about data, I wanted to ask you, how important is the use of data in solving problems in supply chain, in healthcare, and just in business in general? How do those things come together?

Hardeep Chaggar:
On The Economist a couple of years back it said "oil is no longer the most valuable commodity, data is". For me, data is everything. Everything that we do is data. We use data in our personal lives to make pretty much, also support every decision that we make, whether it's procurement buying on Amazon ratings and reviews or whether it's in business. Data is way more accessible than it's ever been. We're producing more data per day than we've ever seen in our lives. The challenge is how do you make that data meaningful. Data is everything and that we've seen that certainly within Fraser Health. After we start to demonstrate how data can be visualized, looked at in a different way, used on the fly versus a rear view mirror. Use data on the fly to make the next decision. Once we started putting those tools in place, what we found was people are approaching us more and more. There's some fundamentals around data though; you can't make decisions just based on data. You have to have some level of subject matter expertise, whether it's clinical expertise or supply chain expertise, or expertise in the area you work. Don't just use just the data, use data to augment your decisions.

Jeremy Tiffin:
The ability to contextualize data?

Hardeep Chaggar:
Totally. That's really important. And then we could have a podcast just on data and the quality of data and the risk of data if it's misread and when making decisions.

Jeremy Tiffin:
If someone is relatively new in that journey of picking up that, because data impacts every component of every business really. Where do you start to learn how to think about data and utilize data in whatever it is that you do? Whether it's finance, supply chain, general business, whatever the case is, recruiting.

Hardeep Chaggar:
Data visualization for me, is the starting point. When I have people come in to join system optimization, one of the first projects we give them is take any data set in your life and visualize it and tell us a story with the data. Storytelling with data through data visualization and pictures is the way forward. And I love products like Tableau, Power BI and so I always say to everybody, go and learn Tableau, go and learn Power BI and the art of telling stories through data visualization. That's a really good place, because if you can take data, turn into stories through pictures, now you have a fighting chance to actually go and support your customers in decision making.

Jeremy Tiffin:
For someone who doesn't know what Power BI is or Tableau is just briefly what are those different programs?

Hardeep Chaggar:
It's basically taking data and drawing graphs and charts with it, but it's more of an interactive tool where you have the ability to hover, drill down. I mean when we see graphs and charts like what you and I used to produce in Excel, they were very static. It didn't allow you to have insight. Whereas these modern tool sets allow you to have insights into your data that allow you to drill down into that data set and keep asking questions that are answered on the fly for you. That's what Tableau and Power BI really allow you to do.

Jeremy Tiffin:
You've used the term democratizing data. What does that mean?

Hardeep Chaggar:
Data democracy to me is an absolute fundamental. An example of data democracy is ratings and reviews on products that you buy. Allowing crowd and community to publicly score products. That is an example of data democracy. We now can buy products based upon what our crowd and community are rating that information on. Data democracy for example, in what are the lineups at hospitals or emergency rooms, how does data democracy be made available to the public, and how do we democratize that data so that we as a system can fix the system versus a few individuals trying to fix the system individually.

Jeremy Tiffin:
Yeah, absolutely. For the sake of time, one of the other things that I wanted to talk to you about is this pandemic that is occurring has had a huge impact on people's physical wellbeing potentially, right? It's had an impact on lives from that perspective. There's another impact, which is the emotional and mental component. I mean, the journey that I've gone through over the course of the last three weeks, getting used to working at home and the realizations that come with that. Some of the things that have been wonderful learning experiences that I love about it, but there's other impacts on your family and having kids at home that aren't in school. There's an emotional, mental component. You've been a huge proponent of mental health. Talk to us a little bit about what your viewpoint is on that, being able to navigate through your career and work and all the other people that might be listening to this to be able to maintain a positive or real mental health as we navigate through this thing.

Hardeep Chaggar:
I've often shared publicly I have lived experience myself, and having come through a mental health journey. When we entered into this COVID-19, it was the first thing that came to my mind which is right, what is the mental health impacts this is going to have on both the people within healthcare but also people that are isolated at home. The first thing is I actually don't know what it feels like to be in your shoes Jeremy, which is isolated at home, staying at home all day. In fact, my life got turned the other way around. We've been doing 20 hours a day for the last three weeks. That in itself is going to have a mental health impact. Every time my phone goes I have PTSD thinking, okay, what's the next problem I've got to solve? That's a challenge that we've got to think about and how do we create buddy systems in our workplace to make sure that we're really supporting each other's mental health. It's something that we need to talk about regularly. It's something that we talk about every day on our daily check-in with my leadership. How is everybody's mental health. On the other side, when people are at home we're seeing the government invest more and more into situations where there's abusive households where women and children are in places of danger, so we saw the government this week invest money into those areas. We know that even in social and domestic settings, there's going to be mental health challenges both for families and individuals.

I think my personal opinion is that COVID-19 we may find... we will find hopefully a vaccine for it, but the mental health scars that are going to be left from this are going to be decades to come. Our children are sitting at home and not socializing with their friends, going to school every day their lives have changed. And we have mothers and fathers sitting at home with their children cooped up inside the house and too scared to leave the house, and not knowing what to do. I think that the mental health challenges are really unknown at this point, but it's definitely something that we need to not wait until it's too late, but to start talking about it now, so thank you for raising that.

Jeremy Tiffin:
No, absolutely. Because it's not something you can immediately see. Everybody has something that they're working through. And I think that as we close this off, just to be mindful of that, that the person next to you, the person behind you and in front of you, they are part of the human condition. We're all managing through something, right? And how we do that is important. And they say times of crisis kind of reveal who you are in situations like this. Just be mindful and supportive of the people around. It's funny, it can bring the best out of people and it can bring the worst out of people. That's a choice, just make a conscious decision as you go to work and you go out in public that you keep those things in your mind.

Hardeep Chaggar:
I wake up in the morning and I say to my wife and my colleagues, I ask myself, who do I want to be through this journey? I can be an empathetic, compassionate leader or I can be a leader that just drives throughput regardless of the people. I know who I want to be, which is that empathetic and compassionate leader. And what that means is that we really need to take time and coach our type A staff who want to work around the clock to say... And I say this to yourself and everybody listening, which is there's three key components to manage your mental health. It is, you got to get sleep, you got to eat healthy and you got to exercise. I know it sounds really basic, but those are the three fundamentals and anybody that comes from lived experience in mental health, those are the first three things that you've got to put in place. Make sure you're sleeping, make sure you eating healthy, and make sure you're exercising, even if it's a little bit a day.

Jeremy Tiffin:
And I love the fact that it's basics. Get the basics, get the fundamentals down and I couldn't agree with you more. Just getting some sort of daily exercise, something going on. It doesn't matter what it is, just do something.

Hardeep Chaggar:
The fact that you are dressed as good as you've ever been, you've had a shave and you're sitting on the other side whilst you're sitting at home. I think that, that's a good sign, right?

Jeremy Tiffin:
This is true, you should have seen me yesterday. I had a pretty massive beard going on, so at least this got me to shave, my wife's happier for it, so Hardeep thank you. Thank you very much. I mean you guys were so busy and everyone thanks you for the efforts that you guys put in. Thank you for making time with us. I really, really appreciate it. And we'll have to do this again at some point, maybe on a different topic. But thank you so much.

Hardeep Chaggar:
Thank you, Jeremy.

Average to Amazing - CPABC Spring Pacific Summit 2019 Presentation

Fri, 17 May 2019 11:51:00 GMT

Jeremy Tiffin talks about how to take your career to the next level in his presentation, Average to Amazing at the 2019 CPABC Spring Pacific Summit, May 15, 2019.

To view the presentation slides and learn more about what it takes to go from average to amazing, Visit the Average toAmazing Landing Page

Exciting News! We're in Calgary!

Mon, 04 Mar 2019 12:32:35 GMT

Today marks a significant accomplishment for several individuals and I’m honoured to be able to write this post. Horizon Recruitment Inc. is proud to announce the acquisition of Red Recruitment in Calgary, Alberta!

Growth through acquisition wasn’t always a part of our strategic plan to build our company across Canada but it has always been a goal to build Horizon Recruitment into a national brand. When we met the team at Red Recruitment, talked about our vision and how we approach recruitment, it was too good of an opportunity to not take seriously.

On behalf of my business partner and co-founder, Feras Elkhalil, I couldn’t be prouder to welcome Alun Spackman and Ian Yule to Horizon Recruitment and I am excited to have them as Partners. Alun and Ian are two smart business executives who, from humble beginnings, built Red Recruitment into an accounting and financial recruitment powerhouse. Red Recruitment was recognized by Alberta Venture Magazine as one of Alberta’s fastest growing companies in 2016. Alun and Ian have been able to navigate Red Recruitment through both favorable and tough economic conditions and are committed to the long-term success of Alberta as proud Calgarians.

Horizon Recruitment acquiring Red Recruitment embeds our position as a key market player with exceptional candidate and client relationships across Western Canada. This acquisition will further allow us to realize the economies of scale of the significant investments we’ve made in our people, processes and technologies during the last 12 years.

Horizon Recruitment was already the largest specialized supply chain recruitment firm in the country and this second office solidifies our reach within supply chain recruitment. In the coming months we will be making additional investments into our supply chain recruitment team to leverage the exceptional relationships Red Recruitment has created.

Lastly, this accomplishment is the reflection of an amazing group of people who built Horizon Recruitment into the company it is today. I can’t thank Jim Huynh, Paul Kalisch, Lauren LaBrosse, Luke Morling and everyone else on our team enough for their commitment over the years which has allowed us to reinvest like this in our company and future. This truly is a team effort and a reflection of our values, philosophy and strength as a team.

This is just the beginning and I am very excited to see what’s on the Horizon!

Sincerely,

Jeremy Tiffin

President

Horizon Recruitment Inc.

For more information about the acquisition checkout our landing page!

Women in Finance & Accounting Event

Thu, 06 Sep 2018 12:37:13 GMT

The Career Cafe Industry Insights is a new event where a moderated panel of senior finance leaders will discuss a variety of topics ranging from developing leadership, overcoming challenges, career management, and advice. The event was a huge success and we can't wait for our next one!

Watch the recap video now!

Women in Accounting & Finance | Industry Insights

Thu, 24 May 2018 12:41:02 GMT

We sat down with a few women in prominent financial roles to discuss the industry and how women are represented within it. Amanda Hobson , Noga Zilberberg , and Cathy McLay tell their stories and give advice for women looking to enter and succeed in accounting and finance

10 Years in Business, 10 Lessons Learned

Wed, 23 May 2018 12:50:09 GMT

For me July 1st, 2017 marked ten years of entrepreneurship. I remember the excitement, emotion and energy of the day I drove to work ten years ago. In my minds eye I can still see specific spots on my commute where I had sudden realizations, some of which have stuck with me through the years. As I’ve looked back over the course of the last decade I recount some of the lessons learned. Some of these lessons were learned in quick succession and some took a long time to sink in. Honestly when I look back some could have, and probably should have, been learned quicker. What follows is certainly not an exhaustive list but these are some of the lessons from my experiences as an entrepreneur. These lessons have stuck with me and I wanted to share what I believe can also help you in your career or business. In no particular order here are ten of my most important lessons:

1. REVENUE: If you don’t have it you don’t have a business.

Well, you might be able to call it a business but not for very long. This was abundantly clear as I pulled up to my desk on day one. When Horizon started we had a specialty focus but on occasion we also filled a few positions outside of our area of expertise because it would pay the bills. In those early days we did whatever we needed to generate revenue and we eventually got to the point where we were able to focus specifically in our areas of specialization. I learned that if business was going to come in it didn’t just “come in”, I had to go out and get it, I had to work hard to make it come in. I was often told ‘no’ and ‘not interested’ but I kept going because, if not, we wouldn’t be around very long. In my last article, I mentioned that according to Inc Magazine 96% of businesses fail in their first 10 years and many times it’s because the revenues don’t support the business. While good expense management and cash control are also vital not having enough on the top line will kill you in much less time than 10 years, more like 10 months. How many people have great business ideas but don’t know how to generate enough on the top line to make the idea a real business? Professional selling is a skill, a process and a vital key ensuring your business lasts. Any organization that can’t sell, or doesn’t, will die.

2. MINDSET: Its got to be strong.

I mentioned above I had a few epiphanies during our early days. One I recall well was when I was driving down the #1 Hwy approaching the Willingdon exit here in Vancouver, BC and it hit me hard as I turned to leave the highway. “You work for yourself so if you don’t make it happen no one else will” and that idea has stuck with me everyday since. A sense of responsibility for making it happen, to take action. This is what peeled me out of bed on the mornings I didn’t feel like getting up but did anyway. This idea isn’t just specific to entrepreneurs either this applies to life in general, doesn’t it? If you own something you take care of it, ownership can take the form of legal ownership or it can be a state of mind. I believe we all need to shift to an ownership mentality to make great strides. After all you own your career, you own your results and you own the effort and thinking time you put into your work. Expecting, or hoping, that someone else will get the job done won’t help a business survive.

3. BOOTSTRAP: Build while you’re flying.

Today we have best in class tools, technology and exceptional people but on day one we certainly didn’t. We had to bootstrap and squeeze every dollar out to make it work. When I was at BCIT taking what was then called Entrepreneurial Studies I heard the term bootstrapping for the first time from my professor Brian Giffen. Later I became very aware of just what it meant in our first few years of business. We bootstrapped financially, in our hiring process (we didn’t have one), marketing efforts and almost every area of our business. We did what is called ‘building the plane while you’re flying’. We got enough revenues to get the business ‘in the air’ then had to keep it there by generating more revenue but also building business structure around us to facilitate growth and sustainability. We had to be smart about our choices and when we made a mistake we had to correct quickly. Had we not it would have killed us!

4. OTHERS: You won’t do it alone.

I have had amazing partners, employees, customers and family through it all. Horizon Recruitment is not what it is today because of me doing it all. I have an amazingly supportive wife, a fantastic business partner and great employees who without we wouldn’t be here. We have some very talented people who have been with us for years who have helped build. I’m also never shy to give thanks for the parents I have, the good fortune to have been born into the part of the world I live in or the fact that I’m free from health issues. I have also been incredibly fortunate to have had mentors that exposed me to ideas that I would not have figured out as early as I did if it wasn’t for them.

5. OBLIGATIONS: As a business owner you have them.

When you decide you’re ready to hire other people it comes with a set of obligations that many business owners don’t immediately realize. Like getting married or having kids comes with obligations so does employing other people. The obligations are not a negative they are actually an impetuous for growth and maturing as a business person and for your company as a whole. For example if you don’t have a well thought out training program then you are leaving the success of your new employee to luck. Hiring and hoping is a really bad strategy. Other obligations are creating a healthy company culture, setting a clear vision and ensuring your attracting the right people. Expecting employees to figure these things out on there own is like playing roulette with someone else’s career.

6. LEARNING: Do it quickly, do it often.

The ability to take disparate pieces of information, synthesis them and then create actionable plans is an absolute for an entrepreneur. In order to do that you need to be paying attention to the macro trends in business and your industry. The speed that business is changing can be dizzying and the only way I’ve discovered to stay current is to always be learning. I read a lot of blogs, books, articles, scour YouTube and talk to a lot of people in my business and outside of it too. To run a business that’s growing you always need to be learning. If your entire day is stuck in your business then there is a need to carve time out to pick your head up and focus on looking forward and around. Schedule it if need be. A good book to read on developing skills that can be used in this area is The Four Hour Chef by Tim Ferriss.

7. HIRING: It’s different than recruitment.

Perhaps this is unique to me, given the industry I live in, but its one of the most important lessons I’ve learned. I’ve spent 20 years in the recruitment industry so a huge amount of my time has been spent delivering recruitment services for our clients. It wasn’t until I became a business owner 10 years ago and started hiring people for my own business that I truly saw the complexities of making a hiring decision. A great recruitment program is one thing but nailing down your hiring process and philosophy is another and they are not the same thing. Just because you can recruit doesn’t mean you can hire effectively and just because you can hire doesn’t mean you can recruit effectively. You need both!

8. PROCESS: There is one for everything.

This point blends several of the points above together in that your business is a series of processes and while this may have been evident to more mature business people it wasn’t to me! I didn’t even know what process mapping was let alone how to document or reengineer them into something repeatable that could be taught. If this doesn’t resonate I’d encourage you to look into process development. How you sell, market, manage finances, hire, onboard and offboard and serve customers are all processes. If they haven’t been thought through and written down then you’re winging it. A great read on these items is The E-Myth by Michael Gerber.

9. CULTURE: It really matters.

So this is a biggy! I like to describe culture as trying to explain color, you can use all kinds of words in an attempt to elaborate but they don’t seem to do it justice until you see it. A lot of the time culture description sounds like platitudes and click bait. Culture is something you feel and see by being a part of it, watching it in action and experiencing it. You can tell someone all about going to Hawaii but until they get there and take it all in they won’t really know what its like. Creating a great culture is one of the most important things an entrepreneur needs to do and it starts with you, the entrepreneur. I learned that unless you’re prepared to model and live the culture everyday then simply using colorful words on your website and marketing paraphernalia is a waste. Culture has to extend into everything you do especially your hiring, onboarding, training then into the day to day.

10. MISSION: It can’t just be a phrase on the wall.

This last point is an extension of #9. Mission means nothing unless you model it, live it and everyone in the company understands it and is behind it. Not an easy task to do well. Ultimately it’s ensuring everyone understands where you’re going, knows what they need to do to help get there, wants to do it and is engaged in the process. Learning how to tackle this, communicate it and nurture it has been on of my biggest areas of learning especially in the last 2 years. The words in the mission are one thing but how you tell the story and create meaning and experiences with it is where the amazing things are.

So there you have it 10 of my biggest lessons as an entrepreneur. I hope you found something in here that resonates with you. Many of these can apply to a career as much as they can to running a business. I’d love to hear your lessons and encourage you to always be looking for the lessons in your experiences. It's by paying attention and looking for opportunities to get better that we all make connections and get better.

The CPA Difference

Fri, 27 Apr 2018 13:03:57 GMT

Working with CPABC, we sat down with experts in accounting and finance to discuss how the CPA benefited their careers, and how it can benefit others and the industry as a whole.

CPA: https://www.bccpa.ca/

Live Presentation - Screw Average Create Amazing

Fri, 27 Apr 2018 13:00:56 GMT

At the BCFHPS 2017 Conference on September 29, 2017, Jeremy Tiffin talks about how to take your career to the next level in his presentation Screw Average Create Amazing.

PART 1

PART 2

PART 3

Industry Insights | Career Advice for Millennials

Tue, 06 Mar 2018 13:15:46 GMT

We sat down with Ryan Jenkins, a generations expert, to talk about how millenials can excel in the workforce and effectively navigate their careers.

Ryan Jenkins: ryan-jenkins.com/

Industry Insights | Leading in a Multi-Generational Workplace

Tue, 06 Mar 2018 13:11:21 GMT

We sat down with Ryan Jenkins, a generations expert, to talk about how to effectively lead and manage a team that may have multiple generations of employees.

Ryan Jenkins: ryan-jenkins.com/

Career Fundamentals #4 | Consistency

Wed, 28 Jun 2017 13:26:55 GMT

This is part 4 of a 4-part series about the career fundamentals any professional should focus on to find success in their career.

In this episode, Jeremy Tiffin, wraps up the 4 career fundamentals and details that the 4th is to do all the other 3 with consistency.

Part 1 | Part 2 | Part 3

Career Fundamentals #3 | Communication

Wed, 21 Jun 2017 13:29:28 GMT

This is part 3 of a 4-part series about the career fundamentals any professional should focus on to find success in their career.

In this episode, Jeremy Tiffin, talks about communication and it's importance in improving your career.

Click here to watch Part 4

Career Fundamentals #2 | Goodwill

Wed, 14 Jun 2017 13:31:39 GMT

This is part 2 of a 4-part series about the career fundamentals any professional should focus on to find success in their career.

In this episode, Jeremy Tiffin, explains the benefits and importance of using goodwill to help move forward in business.

Click here to watch Part 3

Career Fundamentals #1 | Expertise

Wed, 07 Jun 2017 13:33:57 GMT

How To Properly Apply For A Job Online

Fri, 11 Nov 2016 13:38:33 GMT

When applying for jobs there’s one thing you may be doing that you may not be aware of that is hurting your chances of getting an interview, let alone even getting hired.

So here’s the scenario. You’re applying for jobs online and there’s an organization you’re really interested in working for and low and behold there’s a posting for a role that’s exactly what you’re looking for.

As you keep looking you see there are multiple postings at the same organization. Perfect! You figure, you know what, I’ll give myself the best chance to get hired by this company and apply for all of them.

But hold on. This is actually a mistake in many cases. Multiple applications to the same organization may actually be hurting your chances, by diluting and cheapening your potential value proposition.

Almost every organization has what is called an Applicant Tracking System, or ATS.

Applicant Tracking Systems are tools companies use to track and log applications and candidates throughout the recruiting process. Simply put, they know all the jobs you applied for and when you applied.

So if you’ve applied to three to four, or even more jobs with one organization, I’ve seen it happen before, you’re actually hurting your chances because the recruiter on the other end, looking at all your applications is wondering if you really want to work for that company or are you just looking for a job, any job.

So what should you do instead to give yourself the shot?

Apply online to the one role you really want and use your cover letter to address your unique selling proposition. You can outline how your skills and knowledge could apply to multiple roles. This shows you’re interested in working for the organization rather than just desperately applying for any job you see.

Another key thing people often overlook when looking for a job is making inroads with someone at the organization you wish to work for. Only sending out resumes to online job postings can be long and frustrating process, and you can greatly increase your chances of getting hired by getting out there and making people connections instead of job applications.

Job search is a contact sport, and if someone at a company knows you, could vouch for you, put a face to your name, you will be miles ahead of your competition.

Excelling In The Supply Chain Industry

Tue, 04 Oct 2016 13:46:45 GMT

We sat down with supply chain industry experts Jason Longden (Vibrant Health Products), Jim Hourigan (BuildDirect.com), and Paul Chilton (Taymor Industries).

They breakdown and explain what it takes to really excel in the supply chain industry in today's market.

We go through the gaps in the industry, the opportunity in the market, and their advice about working in supply chain.

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How To Manage Work/Life Balance & Career Progression

Fri, 16 Sep 2016 13:49:15 GMT

Making a career move can be an emotionally charged exercise, no matter how seasoned or senior you become.

There are so many things that will go through your mind, and questions you’ll have to evaluate. Things like salary targets, commute time, company reputation and culture, what’ll my new boss be like, etc.

But there’s one thing people often overlook, and one question most people never ask themselves until it’s too late.

And that question is, “What is most important to me now and in the coming years: work/life balance or career progression?”

Let's break that down.

What do you value the most? Time or money? Probably both right?

I mean sure, everyone does, but the trick is to evaluate the degree to which you want one over the other now and in the coming years. It’s a delicate balancing act.

Say you find an opportunity that offers you easy work hours and plenty of time off. Sounds like a plum gig right? You have lots of time for life outside of work. There’s lower stress, a lighter work load, more vacation time. This skews heavily towards work/life balance.

But the downside to this is very likely a lack of career progression. A job that favors work/life balance is unlikely to pay very much and it probably won’t have opportunity for career advancement.

So now let’s look at the other end of the spectrum.

A job with a focus on career progression is going to provide for more promotional opportunities and have you on track to further your career. Perfect! The executive suite is next along with a pay raise and that new promotion.

But all this career success comes at a cost, and you guessed it, you’re paying for it in time. You’ll probably be working long hours, in a high pressure environment, and prioritizing your work over other aspects of your life.

There is a relationship, however, that exists between the two ends of the spectrum, and you need to figure out where you want to sit between either end.

Do you want to work hard now and focus on progression and in the future when you’re financially set up, focus more on work/life balance?

Or maybe you’re at a place in your life where your career isn’t the most important thing to you and you need that time and energy to focus on life outside of work.

It’s a delicate balancing act. Determining where you are in your career and life and where you want to be. Understanding what makes you happy and what’s important to you.

This kind of decision ultimately effects your overall happiness because the ripples of that decision will spread to many facets of your life.

Do you have a family or people in your life to support? How are you prioritizing time to spend with those people? Are there career goals you want to reach? Are there places in the world you want to travel to?

Consciously evaluating and understanding what you want in your career is so important because when it goes right the job hardly feels like work, but if you never really give these items any specific thought, there are typically three outcomes – An unhappy existence, you quit, or you’re fired.

When you look at the scale of work/life balance and career progression, each individual will be unique as to where they fall on it.

In fact, there really is no right answer to a lot of these questions. There’s only a right answer to you, your goals and situation.

So when you’re looking to make your next career move, spend some time evaluating work/life balance and career progression and use this as a starting point to evaluate what is best. It’s a decision that could ultimately effect the rest of your life.

Common Mistakes Made By Hiring Managers

Mon, 08 Aug 2016 14:20:32 GMT

We sat down with recruitment and hiring industry experts Warren Smith (The Counsel Network), Peter Reek (Smart Savvy + Associates), and Feras Elkhalil (IT/IQ Tech Recruiters).

They breakdown and explain some of the common mistakes hiring managers make during the hiring process.

We go through the whole process; from the starting a search, to the interview stage, and through the offer stage.

How Your Hiring Process Could Be Costing Millions

Wed, 29 Jun 2016 14:23:12 GMT

Every year companies spend millions of dollars on marketing and employment brand development. And a company’s public perception is very important to how effectively they compete in the talent market.

All that time and money poured into marketing and employment branding could be wasted by someone in the hiring process who hasn’t been engaging effectively and representing their company in the best possible way. Most of the time this breakdown is the oversight of the three basics to candidate engagement.

Response time, two-way communication, and the sell.

If your hiring process doesn’t utilize these three basics, candidates may not be interested in working for you or your company and sometimes they will walk away with a very negative perception of your brand.

So let’s break down the basics.

Response time. Contacting a candidate in a timely manner to provide some sort of feedback is critical.

The number one thing that frustrates people during the hiring experience is long times between responses or no response at all and I’m not even talking about a simple application I’m referring to candidates who have been engaged and have interviewed. In fact, 60% of candidates who have gone for an interview will never receive any kind of follow up. No email, no phone call, no carrier pigeon. That’s a lot of people left hanging, wondering what happened. Am I still under consideration or did I miss the mark?

The professional courtesy of following up after an interview in a timely manner goes a long way to ensuring those dollars spent building the employment brand don’t get wasted. Let the candidate know if they’re still under consideration or not. You’re not going to hurt their feelings if you’re professional and they’ll appreciate being able to move on with their job search.

The next thing to consider is two-way communication in the interview setting.

During the interview process, hiring managers can turn a candidate off if they go on a power trip and don’t connect. Perhaps you’ve seen this before with someone in a position of authority and oversteps and turns you off. In many cases when this happens, the interview becomes an interrogation instead of a conversation.

A two-way street of communication, exploration and evaluation is key. This helps determine the long-term legitimacy of a candidates fit. If you’ve got top talent in the interview process and there isn’t a professional connection, it may very well mean the difference in them selecting your job offer over your competitors.

The last thing to remember during the hiring process is the sell.

This is your opportunity to impress the candidate, and make them want to work for you and your company. We frequently tell people that picking a great boss is as important as the company itself. In order to convey this, know your competitive advantage as a leader and outline the future of the organization and what it could mean for their career. You’re the company’s ambassador so sell them on why it’s so great.

For a lot of smaller organizations who don’t have big marketing budgets, or a well-developed employment brand, this is a very effective way to promote your company and spread positive word of mouth.

With all three of these areas, make sure candidates have a positive experience during the evaluation process, whether or not they get the job. You never know where people are going to end up, and a negative experience only hurts your company’s employment brand.

A good recruiter/search consultant can be a huge help in this area because they should know how to market you and your company and place it appropriately in the mind of the talent that matters to you. They are experts in candidate engagement and can maintain or improve on your overall employment brand.

Top Ten Career Based TED Talks

Thu, 16 Jun 2016 14:27:40 GMT

We’ve all watched TED talks before, experts in their given fields talking about topics that are both informative and hopefully inspiring.

In no particular order, we’ve compiled our list of the best career based TED talks that we could find.

1. Shawn Achor: https://www.youtube.com/watch?v=GXy__kBVq1M

2. Larry Smith: https://www.youtube.com/watch?v=iKHTawgyKWQ

3. Cal Newport: https://www.youtube.com/watch?v=IIMu1PGbG-0

4. Zain Asher: https://www.youtube.com/watch?v=BT2XlI8oeh0

5. Tim Clark: https://www.youtube.com/watch?v=JJsuWB3LQ_o

6. Barbara Corcoran: https://www.youtube.com/watch?v=kU1DI8HsYAg

7. Ruth Chang: https://www.youtube.com/watch?v=8GQZuzIdeQQ

8. Ashley Stahl: https://www.youtube.com/watch?v=vMiSf7LpFQE

9. Yves Morieux: https://www.youtube.com/watch?v=0MD4Ymjyc2I

10. Susan Colantuono: https://www.youtube.com/watch?v=JFQLvbVJVMg

How To Prepare For A Video Interview | PART 3 - Using a Phone

Mon, 16 May 2016 14:30:10 GMT

DOWNLOAD:

Horizon Recruitment Pre-Interview-Checklist.pdf

Size: 28.3 KB

In our previous videos we covered how to set up (PART 1), prepare, and conduct yourself (PART 2) in a video interview. Now, we’re going to cover some do’s and don’ts of using your smartphone for an interview.

With smartphones streamlining much of our day-to-day lives and apps like FaceTime and Google Hangouts becoming common place; it makes sense that using a smartphone for meetings or interviews would be the next step. But you don’t want to look like a teenager snapchatting with a selfie stick, so the first step: Put the phone down.

It can be very distracting for the people watching if the camera is always shaking or moving around. Set the phone up on a desk. If you have one of these phone holders, they’re super handy, if not there are lots of ways to improvise a stand.

Now you want to get the phone up high, because you want the camera to be at eye level, we cover this and more set up in our part 1 video, so be sure to check that out if you haven’t and download our checklist.

One important thing to note when setting up your phone is the orientation. Most people you’re going to be interviewing with will be on a computer, so you want to make sure your phone is sideways so your image will fill their screen. Now if the person on the other end is also on a phone then you’re going to want to match their screen orientation. It’s a good idea to confirm with them at the beginning of the call to make sure everything looks good.

The next step to consider is sound. Headphones can be a huge help in this department. Most smartphones come with a set of headphones that have a built in microphone and whenever you can, use these over the speakerphone. They provide much better sound quality, cutting down on background noise, reducing echo and helps keep the conversation private on your end.

Now, the beauty of using your smartphone to do an interview is mobility, and for more privacy, what if you need to do an interview in your car? We get this question a lot.

If you have to use your car, just be sure to park somewhere quiet, away from road noise or construction. And try to find shade if possible, a lot of sun can cast harsh shadows in the car. And again find somewhere to prop the phone up. The steering column, or dashboard can work and even sitting in the back seat and using the front headrest is a great in-car solution.

The last thing you should look at before starting a video interview on your phone, is your phone. Make sure it’s got lots of battery life, video calls can really drain the battery, and you do not want your phone to die half way through an interview. So to be safe you can always plug it in for the interview.

Next, put your phone in do not disturb and make sure vibrate is turned off. You don’t need any distractions from emails, Facebook, or Tinder…

Lastly, check your signal strength. Wifi is usually the most reliable and doesn’t use data, but if you’re on 4G or LTE make sure you have a strong signal because there is nothing worse than dropping a call mid-sentence.

How To Prepare For A Video Interview | PART 2 - Getting Ready

Mon, 09 May 2016 14:32:43 GMT

DOWNLOAD :

Horizon Recruitment Pre-Interview-Checklist.pdf

Size: 28.3 KB

In our last video we got our webcam in the ideal interview set up (click here to watch it), and now we need to get you ready and prepared for the interview.

Give yourself lots of time to set up and test the equipment. You want to make sure everything is working correctly in advance. If you’re using Skype, you can do a test call, or better yet, try calling a friend just to be sure the video and sound is coming through correctly.

This is also a great opportunity to practice doing a job interview over video. Get your friend to run through a couple questions with you, and get some feedback. You don’t want the real interview to be the first time you’ve been in front of the camera.

Now let’s talk about what you’re going to wear. You want to dress like you’re going for an interview in person. The idea is pretty simple, dress to impress.

Make sure you’re ready to go 10-15 minutes before the interview starts. Being punctual here is critical, this is a job interview, and you wouldn’t dream of being late to a face-to-face interview, so don’t be late here.

So once the interview has started, take a second to confirm with your interviewers that everything is working correctly. That they can hear you, there’s no video delay, and that you can see and hear them as well.

One of the best things you can do in a video interview is look into the camera. When you’re talking and looking at your screen, it looks like your talking down and not making eye contact. So look right into the camera lens when you’re talking, this might seem weird at first, but that’s what the practice is for.

Another thing to consider is that webcams tend to cut the sound when people are talking at either end, at the same time. The system can’t decipher whose talking and can sometimes cut the audio. This can make it tough for communicating.

I recommend when the interviewer is done asking a question, take a beat before answering. This helps to make sure they’re done talking and might help with occasional video delays.

How To Prepare For A Video Interview | PART 1 - Setting Up

Thu, 28 Apr 2016 14:34:21 GMT

DOWNLOAD :

Horizon Recruitment Pre-Interview-Checklist.pdf

Size: 28.3 KB

In this series on How to Prepare for a Video Interview, we’re going to cover how to set up, how to prepare, tips for during the interview, and even best practice for using a smartphone.

This is part 1, all about setting up.

The two most important keys to any type of video are lighting and sound. Keeping these two things in mind will immediately make you look and sound more professional.

The first thing to consider is location.

Find a room with lots of light. Windows are ideal light sources but make sure they’re not behind you because you’ll become way too dark on camera. Keep the light in front of you, this should provide good natural and even lighting.

If it’s too bright, draw the shades, and if it’s dark you can add a lamp for more light. Just make sure the lamp is again, in front of you and around head-height to provide even lighting on your face.

The next thing you need to consider when picking a room, is sound.

In an empty room, it’s going to sound echo-y as sound reverberates off all the blank walls and hard floor. But a room that’s carpeted with stuff in it will dampen the sound, giving your voice a richer, clearer sound, and no annoying echo.

Do your best to find somewhere quiet. There’s nothing more distracting than an annoying noise in the background. If you have a landline turn your ringer off, make sure notifications are off on your computer, put your phone in do not disturb, and if possible put your kids on do not disturb, as well.

The last thing we should consider when picking a room is the background. A messy room is going to look professional and try not to have anything in the background that could be distracting like a noisy office.

Some people say a blank wall is best as there are no distractions but it can also seem boring and less personal. Try setting something up behind you; a bookshelf, house plant, or artwork to hang on a wall. This is a nice way to dress up the background and look professional.

When you’re setting up your webcam, you want to get the camera lens at eye level. If you leave it at the normal height of your desk, people on the other end are looking up at you and the ceiling. Use a box or something raise your laptop up. Now we’re eye to eye with the people on the other side, and this looks more natural as it’s how people are used to seeing you if you were in-person.

The next step is how to prepare for an interview. And that will be in our next video, part 2 of how to prepare for a video interview.

10 Questions You SHOULD Ask In A Job Interview

Fri, 22 Apr 2016 14:40:14 GMT

Here you are, the moment you’ve been waiting for. You’ve wowed them throughout the interview with standout answers and then the interviewers turn the tables and ask ‘do you have any questions for them?’ Oh yes, you definitely do!

You know what questions not to ask (because you read our last article...here) and you know that this is your chance to gain valuable insight on the company, the culture and your potential new role while demonstrating interest and all around awesomeness.

Here is some inspiration to help you get one step closer to your dream job. Of course, you aren’t going to have the time to ask every single one of these, but pick and choose depending on what’s been covered off already and what is most important to you!

1. What are some challenges I might face in this role?

You aren’t one to back down from a challenge, in fact you thrive on them and this question shows that. Bonus – Remember their answers, because if there’s an opportunity in a later interview to demonstrate how your experiences and skills can overcome these challenges – do it!

2. What does success look like in this role?

Showing that you care about success and are interested in knowing how your managers define success will set you up to knock their expectations out of the park.

3. What does a typical day of work look like?

Knowing what the normal day-to-day looks like will help you gauge how you’ll be spending a big chunk of your work life. If you are going to be spending 40+ hours a week doing something, shouldn’t you know what it will really be like? Do you have the opportunity to get involved in additional projects? How much work is done in a team versus individually? All good things to know if you want to love your job.

4. Is there opportunity for growth or advancement within the company?

It’s definitely nice to know if a company has a culture of promoting from within or if they typically hire externally when there’s an opening. Asking about potential progression is also good sign to your hiring manager that you are ambitious and care about your career and your future.

5. What makes a good fit culturally here?

This is another way of asking what the team is like. Since you’ll (hopefully!) be spending a lot of time with these people, you’ll want to know what they are like, how social they are, and if you’d be a good fit. Knowing if the team is looking for someone who can hold their own in a ‘karaoke off’ (I’ve actually had a client tell me this was a must) goes a long way to help you figure out how you’ll like the dynamic and if it’s the right fit for you.

6. What are your expectations for this role during the first 30 days, six months, a year?

Knowing what the expectations are in the distant and not-so-distant future will help you stay on track and also see how this position might grow in the future. Do you need to accomplish something specific before taking on an exciting major project? This type of question helps you understand what they will need to see from you so that they see you as a star.

7. Where is the company heading in the next five years?

Are you looking to dial up your career to the next level with a fast growing start up? Or are you looking for something a little more stable? Where the company is headed in the next 5 years should align with what you’re looking for in this move. Keep in mind that an overzealous vision can sometimes be a red flag, but optimism and positivity for the success of the company should always be there.

8. What are the next steps in the interview process?

This is a fairly simple question to get a gauge of what the process as a whole will look like. This can also provide some insights on how far along you are and how many other candidates are also still in the running. It also shows that you are interested in what’s next.

9. What do you think are the most important qualities for someone to succeed in this role?

You know when they ask you what qualities make you the best fit for the role? Well, this is your turn to see what their thoughts are on the same subject. Again, remembering these will help in future interviews if you can demonstrate these qualities. It can also help you dial up these qualities both in the interview and while on the job to ensure success

10. What excites you about working here?

This might be my favorite question. When you can see the twinkle in the interviewers’ eye when they tell you why they love the company and what excites them, there’s nothing more telling. When there’s excitement to be a part of future plans, then you know there’s passion. Genuine excitement and passion for a company translate to happy employees, and businesses with happy employees outperform the competition by 20 per cent. And it feels good to be part of a successful company, doesn’t it!?

Remember to use this time to your advantage. Your questions should help you gather valuable insights on the company and their culture and also demonstrate your interest in the role at hand. You will see that none of the examples are salary, benefits, vacation or other policy driven questions – leave those for later. Take this opportunity to dive into the deeper, more value driven questions and you’ll be on the right track!

If you haven’t read it yet, be sure to check out our list of 10 Questions To NOT Ask In A Job Interview.

10 Questions To NOT Ask In A Job Interview

Thu, 31 Mar 2016 14:45:09 GMT

Congrats on landing an interview for your dream job with a great employer!

So far the interview is going great, you’ve nailed every behavioral question they’ve thrown at you, you’ve explained why you’re the perfect fit and you have given a great answer for the tricky technical question they dished out. The interview is winding down and they ask if you have any questions for them.

From this point, things can go one of two ways, either you hit ‘em with a couple killer questions that impress and show you’ve been listening, or you unknowingly ask something that makes the interviewers second guess if you’re the right person for the job.

Following up on Bradley Clark’s great LinkedIn Pulse Post about questions you should ask, we thought we should do the same, but opposite…In no particular order, here are ten questions that you should definitely skip if want to land the job.

1. So, what do you guys do?

This is probably the most basic error anyone could make but believe me, it happens more often than you may think. Interviewers will expect that you’ve done your homework before sitting down with them. You should do your research on the company and on the people you’ll be meeting with before the interview, otherwise you just come across as unprepared. Google is a thing, you have no excuse. You should have a solid understanding of what the company does, what the position entails and even a background of the interviewers before sitting down with them. You want to come across as someone who is proactive and has invested some time into the process too. (Hint: A lot of interviewers ask, “What do you know about us” and “Why do you want to work here” to see what kind of research you have done.)

2. How in depth are your background checks?

“Um…Do you have something to hide? Is there a criminal record we should be aware of? Was that his white van parked out front?” These are a few of the questions that may be running through the interviewers heads when you ask this. Probably best to skip this one.

3. What other jobs are you currently looking to fill?

There isn’t anything wrong in being interested in different roles in an organization but this is definitely the wrong way to frame it. If you’re not interested in the role you’re interviewing for, why would you waste their time? Never agree to an interview for a job you don’t want just in the hopes of getting your foot in the door for other positions they might be hiring for. Asking this will be a major red flag to the interviewers that you’re not interested in the position and you’ll come across as indecisive.

4. Can I do this job from home?

While telecommuting and work from home options are becoming more and more frequent, asking this before you’ve been offered a job is poor form. Unless the job description specifically states this as an option, you should steer clear of this question because it risks coming across as wanting to work in your PJs from day one. After you’ve established yourself in a company and built up some goodwill, an employer would be much more likely to consider this type of thing if they don’t already. And if this is a perk that the company provides, they will surely bring it up themselves when they are woo-ing you with a job offer.

5. When do I start?

This certainly is a bold question! While it shows confidence in yourself, it may come across a little too audacious for many interviewers. If you mean to ask “When they are looking to have someone start”, or “When they’d like to have the position filled” then ask as such. Assuming that you are their preferred candidate and that you’ve locked up the job is…well you know what they say about people who “Assume…”

6. When can I take my first vacation? (What is your policy on leave of absences?)

If the first thing that you ask about is how quickly you can get out of there and hit the beach, then you’re probably not getting a job offer, let alone a second interview. This type of question really leads the interviewers to wonder how interested and serious you are about working with them. You want to show a company the value you can bring when your bum is in the seat working, and not how they will be paying you to tan by the pool while sipping margaritas.

7. What are your benefits like?

Again, if you seem more interested in how much of your dental bills will be covered and what the parental leave benefits look like rather than what sort of career growth potential there is within the company, that will raise some red flags. Of course, when it comes to the offer stage some of these questions might be more reasonable, but definitely not in a first or second interview. As a rule of thumb, any question that is policy driven rather than value driven is a no-go during the interview stage.

8. How quickly do people get promoted? (How quickly can I get a raise?)

What gets heard when you ask this is not ambition, but potential dissatisfaction in the role right away. They want to know that you’ll be happy and fulfilled in the position you’ve applied for and not looking for a promotion or a raise in a few months (or worse yet, looking at another role in another company!) There is an art to balancing your excitement for the position at hand and expressing your interest to move up in the future.

9. Are there any real challenging people to work with?

Another question that’s going to make the interviewers wonder about you. “Do you have difficulty getting along with others? Are you going to be a good fit here? Are you weirdly possessive with your pens?”

10. How did I do?

When the interviewers ask you if you have any questions at the end of the interview don’t ask them how you did! This shows a major lack of confidence and puts the interviewers in an awkward position at a time when you want to leave a positive impression. During an interview isn’t the time to get feedback on your interviewing skills. Come prepared with some questions that will show you were paying attention and demonstrate your interest in the company and role.

Question time is only one part of the interview, but it is your time to show interest in the role. Hopefully we’ve convinced you to steer clear of these interview landmines. But what might be even worse than asking one of these gems, is asking nothing at all!

When asked if you have any questions, hearing “No, I think I’m good…” comes across as disinterested and indifferent – not the way you want to finish an interview.

Make sure you have some thoughtful questions to demonstrate your interest and how awesome you are. If you need some help coming up with strong questions to round out your perfect interview, stay tuned for 10 Questions You Should Ask at the End of an Interview.

Make Your Resume Impress in 6 Seconds

Thu, 03 Mar 2016 14:49:05 GMT

You’ve most likely spent a lot of time working on your resume. Painstakingly going over every detail, checking for spelling and grammar, and making it look just right. That’s a lot of time invested in your resume, and on average a recruiter or hiring manager only spends six seconds reading a resume.

SIX SECONDS!

Seems crazy right? Well, a company out of New York called The Ladders, did a research project with a number of recruiters, using eye-tracking technology.

They wanted to find out what recruiters were looking at when they reviewed resumes, and one of the things they found is that the average review time is only around six seconds. So how come recruiters and hiring managers only need six seconds to review a resume?

Well it all comes down to specifically what they’re looking for.

When we look at the eye-tracking from the study, we can see exactly where the recruiters and hiring managers are looking.

They start with your name. Then they move straight to the company you worked for and the position you held there. Immediately after that is the previous company that you worked for and your title. Followed by the dates that you worked for those organizations and lastly your education.

So what does this path across your resume tell us?

Well it says recruiters and hiring managers focus more on the places you’ve worked rather than you and your skills.

This seems unfair right? Your resume is supposed to be about what you can do.

That is correct, but what we need to remember is that recruiters and hiring managers are reviewing stacks of resumes every day. They don’t have time to go through every resume in great detail, and if you don’t have the information they’re looking for clearly laid out, after those first six seconds, they’re moving on to the next candidate. But the question remains, why focus on the organizations?

They need a common denominator. Something tangible, something they know that they can then compare. If the company is well known, say Nike, Procter and Gamble, Apple, that kind of thing. Then a recruiter immediately knows the company size, the revenues, the type of role you would have there. But if you work for a company that they aren’t familiar with and you haven’t provided the relevant information than they have nothing to compare it against.

And that’s the key to all this. Familiarity. For your resume to have the best chance of getting past the six second mark, a recruiter needs to become familiar with the organizations you’ve worked for right away.

So, what are we going to do to impress in only six seconds?

We want to make the recruiters familiar with your resume as quickly as possible.

And how we do that is by outlining the details of the organizations that you’ve worked for. Quantifying the business they’re in, the revenues and how many employees they have.

This is important as it gives recruiters context for the types of environments that you’ve worked in and now they can quickly assess if they should continue reading.

When writing your resume, you need to remember that structure and clearly outlining key information is more important than formatting and picking fonts.

If important details aren’t there or easy to find, anyone reading your resume isn’t going to care about how good it looks.

Make it as easy as possible for anyone looking at our resume to find what they need quickly and efficiently and you will have a resume that will impress in six seconds or less.

What is LNG?

Sat, 12 Dec 2015 14:52:15 GMT

In October 2015, we attended the LNG in BC Conference at the Vancouver Convention Centre.

LNG consultant, Erik Neandross sat down with us to explain what exactly LNG is and how it will affect BC.

LNG in BC 2015 RECAP

Thu, 10 Dec 2015 14:53:48 GMT

In October we attended the 2015 LNG in BC Conference.

Our focus wasn’t the environmental climate of Liquefied Natural Gas, although it is important, we were more interested in the economic forecast.

Understanding the potential career opportunities for the province and meeting key people in the industry. So what did we learn?

Well, with an industry investment of around 175 billion dollars and a projected 100,000 new jobs, there is serious potential for an economic boom in British Columbia. Of those 100,000 potential new jobs, roughly 24,000 should be operations based. What does that mean for Horizon and its customers?

Well, as we specialize in supply chain and financial recruitment, we would be able to fill a large amount of those operations positions.

On top of that, we were the only recruitment firm at the conference and were able to cultivate a number of industry contacts, making us a leading recruitment agency for LNG in BC.

While the fate of LNG in BC at this point is uncertain, one major take away from the conference is that there is opportunity on the horizon. Opportunity for careers, for BC, and for the future.

Higher Expectations

Fri, 27 Nov 2015 14:55:12 GMT

Horizon Recruitment is Western Canada’s largest specialized supply chain and financial recruitment firm. Our team has deep expertise in our specialized domains. We are raising the bar for higher expectations in the recruitment industry.

We expect a lot of ourselves but also the folks we work with. We are focused on careers not jobs. Since our inception, Horizon Recruitment has established a leadership position in the markets we serve and has quickly become one of the most trusted names in our business.

We pride ourselves on our innovative approach to career placement. We look deeper and screen more diligently to make sure that you get the right candidate for the job. It's not about just filling positions, any company can find someone to do a job, it's about focusing on the business problem and righting the ship instead of patching a leak.

At Horizon, we want to redefine the recruitment experience by leading the markets we serve, and the only way forward for us and our clients is with Higher Expectations.