Recruitment & HR

I’ve been managing remote teams across different time zones for over a decade. But I struggled. → I didn’t have a set process. → I didn’t understand how to make time zones work in my favor. → I didn’t know how to balance flexibility and structure. 1. The first mistake is failing to acknowledge the time zone challenge. Many leaders assume that their team can sync up despite being spread across the globe. But the reality is, time zone differences create major barriers to productivity and communication. When I first scaled my company, I made the same mistake. I tried to get everyone working in overlapping hours, but it led to constant delays, frustration, and burnout. The result was:  → Miscommunication because not everyone is available at the same time. → Missed opportunities due to delayed responses. → Team members feeling disconnected. But then I realized I needed to embrace time zone differences instead of fighting them. Here’s how I fixed it: → Accept time zone differences as a reality and create overlap windows for collaboration. → Communicate expectations clearly around working hours and availability. → Focus on asynchronous work and ensure key tasks can be completed without needing everyone to be online simultaneously. 2. The second mistake is neglecting to establish clear communication protocols. Time zone challenges make communication even trickier, and without clear protocols, your team will be left guessing when to connect or how to share updates effectively. I learned this the hard way. At one point, we had team members scattered across five time zones, and without a plan for how and when to communicate, things slipped through the cracks. The result was: → Information is missed or misunderstood. → Confusion around when to reach out and how to collaborate. → Employees feel “out of the loop” or disengaged. Here’s how I fixed it: → Implemented tools like Slack, Microsoft Teams, and Zoom to streamline communication. → Set clear guidelines for response times, preferred communication channels, and meeting schedules. By learning from these mistakes, I’ve been able to turn time zone differences into an advantage rather than a barrier. Don't let time zones be your excuse for poor management—make them work to your advantage.

𝗔𝗳𝘁𝗲𝗿 𝗿𝗲𝘃𝗶𝗲𝘄𝗶𝗻𝗴 𝟭,𝟬𝟬𝟬+ 𝗿𝗲𝘀𝘂𝗺𝗲𝘀 𝗮𝗻𝗱 𝗮𝗽𝗽𝗹𝘆𝗶𝗻𝗴 𝘁𝗼 𝟭𝟬𝟬+ 𝗷𝗼𝗯𝘀 𝗺𝘆𝘀𝗲𝗹𝗳, 𝗜'𝘃𝗲 𝗱𝗶𝘀𝗰𝗼𝘃𝗲𝗿𝗲𝗱 𝘁𝗵𝗮𝘁 𝗺𝗼𝘀𝘁 𝗰𝗮𝗻𝗱𝗶𝗱𝗮𝘁𝗲𝘀 𝗺𝗶𝘀𝘀 𝗰𝗿𝘂𝗰𝗶𝗮𝗹 𝗸𝗲𝘆𝘄𝗼𝗿𝗱𝘀 𝘁𝗵𝗮𝘁 𝗵𝗶𝗿𝗶𝗻𝗴 𝗺𝗮𝗻𝗮𝗴𝗲𝗿𝘀 𝗮𝗿𝗲 𝘀𝗰𝗮𝗻𝗻𝗶𝗻𝗴 𝗳𝗼𝗿. 𝗪𝗮𝗻𝘁 𝘁𝗼 𝗸𝗻𝗼𝘄 𝗵𝗼𝘄 𝘁𝗼 𝗳𝗶𝗻𝗱 𝘁𝗵𝗲𝘀𝗲 𝗸𝗲𝘆𝘄𝗼𝗿𝗱𝘀? 𝗛𝗲𝗿𝗲’𝘀 𝗺𝘆 𝟯 𝘀𝘁𝗲𝗽𝘀 𝗮𝗽𝗽𝗿𝗼𝗮𝗰𝗵: ̲ 𝘉𝘢𝘴𝘪𝘤 𝘓𝘦𝘷𝘦𝘭 Instead of randomly "sprinkling" keywords, target exactly what recruiters want:  1. Identify where keywords live in job descriptions: • Overview/About the Role • Responsibilities/Duties • Qualifications/Requirements • Preferred Skills/Nice-to-Haves  2. Use this AI prompt to extract keywords efficiently: "You are an expert resume writer with 10+ years experience helping job seekers land roles in [industry]. Highlight the top 10 keywords in this job description, sorted by frequency. For example: LLM(10), AI(5)" 𝘐𝘯𝘵𝘦𝘳𝘮𝘦𝘥𝘪𝘢𝘵𝘦 𝘓𝘦𝘷𝘦𝘭 Sort keywords into these critical buckets by reading through it:   1. Technical skills: Tools you've mastered (Zendesk, Jira, Tableau, Python, CIPP certification)  2. Industry jargon: Field-specific terms ("Trust & Safety," "risk mitigation," "content moderation")  3. Job functions: What you actually do ("analyze," "optimize," "escalate," "lead") 𝘈𝘥𝘷𝘢𝘯𝘤𝘦𝘥 𝘓𝘦𝘷𝘦𝘭 Pick up nuance from the job description. Frankly, I still believe this is where we humans are the best.   1. Track repeated terms—they reveal priorities. Example: "Define and execute vision and strategy for Onboarding to drive new user retention" signals they want someone with experience setting OKRs and long-term roadmaps.  2. Note geographic specifications: "Experience in EMEA markets" tells you to highlight any relevant regional work.  3. Decode stakeholder language: When they request "ability to align diverse stakeholders toward a common goal," prepare a bullet point showcasing how you led cross-functional projects to successful completion with measurable results. From my experience, deeply understanding the job description helps narrow your resume focus to 3-5 powerful bullet points that directly address what they're seeking. Looking to land more interviews? I offer personalized reviews. DM for help!

As some companies scale back DEI initiatives, others are doubling down. So where does FMCG stand? In the past year, I’ve seen two diverging paths unfold. → On one side: companies quietly scaling back their Diversity, Equity, and Inclusion (DEI) programs, citing budget constraints or “shifting priorities.” → On the other: brands like The Coca-Cola Company, PepsiCo, and Unilever making bold, public reaffirmations of their DEI commitments—despite political and economic headwinds. Why the split? And more importantly—why should it matter to those of us in the FMCG industry? Let’s look at the facts: According to a 2024 Gartner study, nearly 27% of U.S. companies reduced DEI budgets this year—some citing fear of political backlash. Meanwhile, brands that have maintained DEI as a business priority—like Coca-Cola, which recently recommitted to its ‘Better Shared Future’ DEI strategy—are seeing stronger innovation pipelines and deeper brand loyalty. In FMCG, where consumers are increasingly diverse, socially conscious, and value-driven, scaling back on DEI isn’t just a reputational risk—it’s a business risk. Here’s what I’ve observed through our executive search work: - The most future-ready FMCG leaders today understand that DEI is not a box to tick—it’s a growth strategy. - Inclusive teams launch faster, innovate smarter, and connect better with modern consumers. - Boards and investors are increasingly viewing DEI as a key signal of long-term resilience and agility. And here’s what I know from experience: Inclusion doesn’t happen by accident. It’s not driven by policies alone—it’s built by leaders. That’s why FMCG companies who are serious about transformation aren’t just hiring executives who “fit the mold.” They’re hiring: → CMOs who understand how to authentically represent diverse audiences. → HR leaders who build systems that attract and retain non-traditional talent. → GMs who can lead multicultural teams across regions without defaulting to one-size-fits-all leadership. Because diversity without inclusion is cosmetic. And inclusion without leadership commitment is unsustainable. So—where does the FMCG industry stand today? It’s divided. And it’s being watched. Consumers are watching. Investors are watching. And talent is watching too. The companies that treat DEI like a trend will fade into irrelevance. The companies that embed it into culture, product, and leadership? → They’ll lead the next era of FMCG. Let’s talk about how we hire—and who we empower to lead. #FMCG #ExecutiveSearch #DiversityInLeadership #DEI #ConsumerGoods #LeadershipHiring #InclusiveLeadership #LeadershipDevelopment

Recruiting isn't about closing fast. It's about staying close. But here's the challenge: How do you follow up long-term without annoying the candidate? How do you stay on their radar… without feeling like a telemarketer? You ask for permission, and you earn the right to stay in the conversation. Here's a simple 3-part framework I teach leaders to use: 1. Acknowledge the timing "I totally get that now may not be the right time to make a move." When you acknowledge their current reality, you build trust. 2. Ask for alignment "Would it be okay if I stayed in touch over the next few months, just to keep the conversation open?" This shifts follow-up from "nagging" to agreed-upon access. 3. Set the tone for future value "I'll make sure anything I send your way is relevant to where you're headed, not just where you are today." Now you're not a recruiter. You're a future-focused partner. Bonus tip: Keep it human and low-pressure. Text updates. Quick voice notes. A win your team just had. A leadership thought that made you think of them. The goal isn't to sell. It's to stay worth replying to. Because the best candidates aren't always ready on the first call. But they do remember who stayed connected the right way. Play the long game, with permission, not persistence.

The way we hire is broken. Here's what I would do instead: 1. Have the hiring manager write what are the 3 main functions of the role and the 3 most important skill sets they are looking for. 2. Fill out information about what kind of hours are expected in the role and what kind of characteristics and qualities would make a person thrive. 3. Share a salary range within $30K spread and be up front about the total compensation package. 4. Write the job description in human voice that speaks to painting a picture of the day to day with all the information above. 5. Set a specific deadline of when to apply by and 1-3 quick (no more than 10 minutes spent total!) qualifying questions to assess candidate's capabilities to do the actual job. Example: (for a marketing manager: how would you go about creating a title for a SEO blog post ranking for keyword: interview). 6. Put position on hold and don't accept any more applications. Review all submissions and select 3 that are most closely aligned with what hiring manager is looking for. 7. Interview top 3 in Zoom interview with specific set of questions. Share notes with hiring manager to decide who top 2 are. 8. Bring top 2 contenders in for on-site or Zoom panel; no more than 3 interviewers. Important questions should be flushed out ahead of time and have a scorecard to be objective about overall fit. 9. Update each candidate that took time to prepare for interviews on status and when they can hear a response back. 10. Extend offer. If accepted, close requisition, and let everyone who applied know the position has been filled. What did I miss? As a in-house recruiter and headhunter, I know this is easier said than done with the volume of candidates - but feel strongly if employers have clarity in the beginning of what the non-negotiables they are looking for, recruiting would be more smooth sailing! #happilyhired #interview #recruiting

Nice people often don’t want to be recruiters.  Judging people can be depressing. Here’s how to make it through. Recruiters constantly say no to candidates and coworkers. That’s hard on them. That’s hard on you. … and if you're not careful, a year of recruiting will turn Susie Sunshine into Debbie Downer.  Nobody wants that. In life, we've all received crappy ���no”s like: ✅ Sudden ghosting ✅ Humiliating rejection ✅ Aggro rants ✅ Soul sucking form letters The fix? Master the art of saying no 𝘥𝘪𝘱𝘭𝘰𝘮𝘢𝘵𝘪𝘤𝘢𝘭𝘭𝘺. Diplomatic Nos start with 𝗘𝗠𝗣𝗔𝗧𝗛𝗬 Show you understand and appreciate the person. Tone matters. Separate the decision from the person. They are great, we’re just victims of an unfortunate reality. Diplomatic Nos offer 𝗛𝗢𝗣𝗘 Don’t slam the door. Take a moment to explain what it’ll take for things to change in the future. Nos don’t have to be dead ends. Diplomatic Nos 𝗛𝗘𝗟𝗣 Sounds counterintuitive, right? But a clear, respectful “no” with actionable feedback helps a receptive audience far more than silence. Why bother, you ask? Self interest. Because constantly delivering bad "nos" isn’t just bad for the “candidate experience,” it’ll crush your spirit. So, saying no diplomatically is self-care. It’s a survival mechanism. Ask recruiting veterans for tips on how you can improve. It's cheaper than therapy.

Former Microsoft Client: "I NOW know everyone you know". Damn, okay, giddy up. He was operating a blended team but didn't think of it that way. (A blended team is a group of employees and non-employees tied to a single mission. It's often FTEs + Independents (freelancers, contractors, consultants, advisors, etc), and can also include outsourced agencies and managed services. Think of it as your full talent stack.) Here's what worked about his mindset: - Shared Vision & Goals: He brought the full team together to share what his ambitions were, and what he was measured on. That got us all aligned right from the start, instead of making guesses. - ROB: He had a rhythm of business that was reliable so we knew when inputs were due, and when we'd see transparent progress across the variety of folks working async on the projects ahead. - Creating Evangelists: He understood the assignment was reach and influence so he wanted us all advocating on his behalf. His personality helped win friends. Here's what he could have done to maximize the blended team more: - Scope KPIs to Projects: Once he set out the Vision & Goals, we should have created a matrix of 'jobs to be done' and scoped chunks of work associated with it, then assign resources based on level of impact. That would have created the most efficient spend / hour. - Destigmatize Vendors: He had a more rigid idea of what an FTE could do vs a vendor. If we had instead looked at the collection of skills across the full talent spectrum and aligned folks to the sprint projects we identified, we'd have everyone operating in their highest & best use and prevented burnout. - Create Short-Term Work: Instead of long-term investments (FTEs, full-year programs), he could have reduced risk with a series of pilots, tests, questions to be answered - and brought in temporary non-employees while we figured it out. If you still aren't connecting the dots between your work and that of a leader of a blended team... 29% of the work across Enterprises is already done by non-employees, so I know you're already doing some form of this. If you're: Hiring an accountant, Backfilling a position with a temp worker during a parental leave, Using a marketing agency (or 4), Tapping a freelance coach, You're doing it already! Paul Estes always says "Every organization in every industry needs a Gig Economy strategy. Not having one is like missing the internet trend in 1990 or the mobile revolution in 2010." I want you to skill up on blended team management because it's the road ahead. And I really, really want you to win. Also, now you know everyone I know - so LFG!

This week, I was searching for a good designer and I learned something very important 👇 You see, there are a ton of designers out there. After outsourcing talent for a few years now. You need to do your due diligence before choosing someone. If someone just agrees with everything you say. Like they're here to take orders and not think. I see that as a red flag. When I am not an expert designer. Why should they be taking advice from me? I realized the difference between hiring someone who is just like everybody else. Versus a true pro. Is the way they think 🤔 ❌ You shouldn't hire someone who wants to take orders. I noticed that many freelancers provided vague and incomplete answers to my questions. They agreed to everything. They lacked detail, questions, and insights in their communication. ❌Others seemed to have no process. Without a structured process, I'd be stuck guessing. And there'd probably be some unexpected surprises. ❌Their pricing seemed too good to be true. If someone is cheap, there's probably a reason why. ❌Some people simply say yes to everything. They want the job, and they'll do whatever it takes. There's no pushback. There's no advice or recommendations. Here's how to choose the right talent to work with you: ♡ They have a proven track record with solid social proof ♡ Instead of taking orders, they think strategically ♡ They are honest and real in their communication ♡ They understand what you want and tell you what you need ♡ They are realistic and reasonable and don't overpromise ♡ They have a well-organized, detailed and structured process ♡ They are completely transparent, upfront, and professional The crazy part? Most people aren't like this. As a service provider myself, I make sure to embody all these qualities every time I speak with a potential client. What do you look for when you are choosing the right service provider for your business? 👇 PS. If you're into real and unfiltered thoughts on marketing, make sure to follow Michelle Pitcher 🚀

I was asked in an interview recently how do you build culture in an organization. My thoughts. 1. Align Culture with Organizational Strategy • Define the Desired Culture: Start by identifying the behaviors, mindsets, and attitudes that will support your organization’s strategic objectives. • Communicate the “Why”: Ensure employees understand how cultural values connect to the company’s purpose and success. Clear messaging from leadership about how behaviors tie to business outcomes is crucial. 2. Embed Values into Everyday Practices • Recruitment and Onboarding: Hire people whose values align with the organization’s. Reinforce cultural expectations from day one. • Performance Management: Build values into goal-setting, feedback, and evaluation processes. Recognize and reward employees who exemplify the desired culture. • Leadership Modeling: Leaders must embody the culture in their actions, decisions, and communication. Culture flows from the top down. 3. Build Systems that Reinforce Culture • Recognition Programs: Celebrate employees who demonstrate behaviors aligned with company values — not just top performers but also those who uphold integrity, innovation, or teamwork. • Training and Development: Provide learning opportunities that reinforce cultural values. For example, if adaptability is key, offer change management workshops. • Policies and Processes: Ensure HR practices (e.g., promotion, performance reviews, and rewards) reinforce the desired culture. 4. Empower Employees to Drive Culture • Culture Champions: Identify and empower employees across levels to model and promote cultural behaviors. • Employee-Led Initiatives: Create space for employees to suggest ideas that align with the organization’s values 5. Reinforce Culture Through Communication • Storytelling: Share real examples of employees living the culture in newsletters, meetings, or company-wide platforms. • Rituals and Routines: Develop meaningful traditions that reinforce values. 6. Measure and Evolve the Culture • Employee Feedback: Regularly gather input through engagement surveys, focus groups, or one-on-ones to assess cultural alignment. • Track Cultural Metrics: Use data like retention rates, (eNPS), and performance outcomes to measure cultural success. • Adapt as Needed: Culture isn’t static. Reassess as business strategies evolve to ensure alignment. Key Takeaway: An amazing culture is built when values are embedded into how the organization operates — from hiring to leadership behavior, performance management, and recognition. When culture directly supports strategy, it becomes a driving force for employee engagement, retention, and business success.

How to give high achievers recognition that hits DEEP. Elite performers don’t just want praise. They want to feel seen. I’m a “Shrink for Entrepreneurs” with 15 years of experience: → Coaching unicorn founders → CEO of my own $10M+ productivity startup → Helped hundreds of CEOs hire, lead & retain top talent And I can tell you: There’s a science to recognition. Here’s how to make it land psychologically and DEEPLY: ✅ Be hyper-specific. ⤷ “Great job” is forgettable. ⤷ “The way you handled that tough client was masterful—your calm turned the whole meeting around.” ⤷ Precision makes praise UNDENIABLE. ✅ Public + Private Recognition. ⤷ Call them out in Slack or a meeting. Let everyone see their impact. ⤷ THEN, send a personal message thanking them. ⤷ One reinforces status. The other builds trust. ✅ Tie it to the bigger mission. ⤷ Don’t just praise the task. Connect it to the impact. ⤷ “Your attention to detail saved this deal. This is a perfect example I'll use to train others” ⤷ High achievers want to know they’re moving the needle. ✅ Make it about their character. ⤷ Skill-based compliments are nice. Identity-based hits HARDER. ⤷ “You’re the kind of person who always delivers when it matters.” ⤷ People rise to the labels you give them. ✅ Recognize effort, not just outcomes. ⤷ Praising only wins = reinforcing safe plays. ⤷ Acknowledge bold moves, risk-taking, and resilience. ⤷ This breeds a culture of ambition, not fear. Recognition isn’t about making people feel good. Done right, it rewires their motivation, loyalty, and performance at a deep psychological level. Which of these tactics have you seen hit hardest? Comment below ⬇️ ♻️ Repost to help your network level up their leadership 🤓 Follow me Peter Shallard for more on productivity and psychology