Blog

  • Job Hunting Tips

    Job Hunting Tips

    Job Hunting tips from the Recruiter’s perspective

    It’s a fact today that competition at every level is fierce, especially with electronic job posting media. But, don’t let that fact stand in the way of putting your best foot forward when applying via email to a Recruitment firm like ours. In this article, we’ll try to provide you with a few tips on making yourself stand out from the crowd, and getting the Recruiter on your side.

    1. Do the recruiter a BIG favor and name your resume attachment with your givenname, e.g. John Doe. Many recruitment software packages find it easier to have the candidate’s name as the file name, rather than “JD newest 03/03”. Even if the company doesn’t have a job for you today, it may mean the difference at a later date when they can retrieve your file and keep you abreast of new positions as they become available.
    1. Your cover letter is your chance to sell yourself to a potential employer as the best candidate for a specific position. As such, it’s just as important as your resume. In fact, you should never send out a resume without one. The most important thing to remember is that your cover letter serves a separate function from your resume and should not be used to repeat the details of your resume, such as work history, education, or personal objectives. The resume is about you, your experience and your skills. The cover letter is about what you can do for the employer.

    Try to cover:

    • introducing yourself
    • your reason for writing
    • your next action steps re: calling to follow up by a certain date

    Make it succinct; bullets are easier to read that flowery paragraphs.

    1. Make sure in your contact information you provide name, phone numbers (home, cell number, etc.) and your email address. Don’t send job hunting information from your company email address; simply set up a free Gmail or Yahoo account and use this specifically for your job search.
    1. Have your resume ready to go in electronic format, e.g. as a .doc or .pdf. A text version of your résumé will not look as nice cosmetically, but everyone will be able to read it, despite what software or applicant tracking system (ATS) they may be using. To do so, simply open completed résumé in Word, etc. and use the file->Save As option, then select .txt as the document type, and you’ll have your simplified version. Don’t forget to name it with your given name.
    1. Follow up with an email or phone call within a week or so after forwarding your resume.

    While many Recruiters try to respond to all inquiries, sometimes it can become laborious to get to everyone in a short time period. Remind the Recruiter about your background in a few sentences, to help you become top of mind to them. See if you can gain a short amount of virtual “face time” with them, in order to promote your skills further. But, do realize the Recruiter receives many request like this on a daily basis, and often can only meet only those potentially suited for active searches.

    Check out our web site for additional job hunting tips like Interview tips. In the meantime, good luck with your career search!

    Wolf is President, Wolf Gugler Executive Search, specializing in executive search and talent assessment for Retailers and their Suppliers with offices in Canada and the U.S. He can be reached at (888) 848-3006 or via email to [email protected]. Web site: www.wolfgugler.com.

  • Resume Tips

    Resume Tips

    Wolf Gugler & Associates, Limited www.wolfgugler.com
    Resume Tips
    I have seen resumes in every way, shape and form. Most resumes that people send me have typos, they’re unprofessional or they have misspelled words. They just don’t do a good job in representing that person.
    I’m going to take you through some basic tips on how to write a resume that will stand out.
    Resume Tip #1: Resumes should be no longer than two pages.
    The most critical part of your resume is the first half of the first page because resumes are read in seven seconds. That’s it folks – seven seconds. So you want to write your resume so that when people read it they can glance at the most important items that you want them to see in that seven second time-frame.
    Resume Tip #2: Most people will only read the first half of the first page
    If you have enticed them enough in that first half then they will probably want to read on. So what do you do in that first half of that first page?
    Name and Contact Information: First include your name and contact information including email address.
    Target Opportunity or Industry: If you have targets, list them. What are you targeting? Are you targeting strategic selling? Are you a leader in strategic selling? Put that on there—say that you’re a strategic sales person or strategic sales leader for example. Tell the reader what specifically you’re looking for. You can alternatively address this in your cover letter.
    Key Competencies: Then you want to have what I call key words which are your greatest strengths, your key competencies or key words that you want the reader to glance at first. You can strategically put those words under your contact information centered in maybe two, three or four lines and you can italicize them and space between them. The reader’s eye is going to go to those key words first and again, those key words are your greatest strengths.
    So if you’re a leader, then maybe one of your greatest strengths is leadership. What else are your key strengths? Are you a project manager? Do you do project management? Do you do contract negotiations?
    Are you good at detail and follow up? Come up with those key skills that you would envision using in that next opportunity and make those key words stand out.
    Qualification Summary: You then want to have a short paragraph that summarizes your qualifications. The worst thing you can do with this paragraph is make it like a cookie cutter paragraph. For example, where
    you say you’re a team player or you say those things that everyone else says on their resume. There is no way that your resume is going to stand out if you say exactly the same thing as everybody else.
    You really need to think about those things that will grab the reader’s attention for that paragraph. The paragraph should reflect who you are and what your particular strengths and focus are. Think about the things that your managers, your peers, and your employees would say about you or the things that really stand out in their minds about you.
    Have you developed new programs to increase sales? Have you defused a negative situation? Managed big budgets? Put some of those things in this paragraph. Make it unique and different from everyone else’s resume.
    Other Key Information: I also like to include in that first half of that first page anything else that you might consider to be key for the reader to know. I helped someone write a resume who wanted to get into a management role. So in that first half of that first page we created a little heading and called it Leadership Highlights. It included 3 or 4 bullets of things that this person did to demonstrate their leadership skills.
    Now, she never held a leadership role in a paid position. So what?! She held many leadership roles in the community and in different organizations. She’s got her advanced degree in marketing. She has an MBA and she held positions where she reported to high level executives such as General Managers and Vice Presidents. So think about those things that build the case for what it is you’re trying to sell, so to speak.
    Think about other things you want to include in that first half of that first page. For example, if you’re somebody that’s in tool sales and hardware or DIY expertise is critical for the reader to know you have these skills then you may want to incorporate that information in the first half of the first page rather than having it be lost later on in the resume. So again, think about what you’re trying to sell. What you want the reader to know about you and include it there.
    Career Highlights: If you’re not trying to sell leadership, for example, you might just do a heading and call it career highlights. I love to include career highlights, maybe 3 to 5 bullets of those things that you are most
    proud of.
    Career highlights can mean different things to different people. For example, a marketing executive of a large power tool company. One of her career highlights was that she spent many times as a subject matter
    expert in various trade media talking about the competitive advantages of their product, holiday season promos, what the consumer confidence index was and those kinds of things. She did a lot of media appearances, so that was a career highlight for her.
    I also worked with an emergency management executive and one of his career highlights was that he headed up a large tornado disaster recovery. I’ve had some sales professional clients who received president’s awards and they were in the top ten of their sales force or they brought in a huge deal. For other people it could be a speech that they’ve given, articles they’ve written, or degrees they’ve received.
    So just think about what those career highlights are for you and put them in that first half of that first page so that information doesn’t get lost. Entice the reader to want to continue reading on.
    Describe your employer’s business, e.g. a diversified paint manufacturer, etc.
    Use bullets as they’re easier to read and draw the reader’s attention to them.
    Use numbers to quantify your accomplishments. If you’re a road warrior who’s not afraid of travel, indicate e.g. that you drove 200km last year covering your territory. If you increased a customer’s business by 5% or
    $25,000, tell the reader. The eyes are drawn to numbers.
    Include a brief paragraph of interests at the end. This isn’t mandatory, but I appreciate a chance to get to know what motivates a potential candidate outside of work when I first review their resume. Omit anything
    to do with religious or political views.

    Good luck! 

  • How to Hire a Great Buyer

    Retailers are facing mounting challenges hiring buyers due to the changing nature of the role and a competitive talent market. Wolf Gugler highlights some challenges and solutions to ensure a good, long-term hire.

    Key Hiring Problems

    1. Skill Gaps & An Evolving Role

    Modern buyers need strong analytical, digital, and omni-channel skills in addition to traditional negotiation and product expertise. Many candidates lack experience with data tools, forecasting, and category management, making it difficult to find well-rounded talent.

    2. Competition & Compensation Pressure

    Qualified buyers are in short supply and command higher pay. Some retailers can’t match market rates or career growth expectations, losing candidates to larger or more progressive companies.

    3. Role Attractiveness & Burnout

    Buyer positions carry high pressure and tight deadlines, often with outdated systems and limited support. This perception of stress and limited advancement reduces candidate interest and increases turnover.

    4. Limited Candidate Pool

    Category-specific experience (e.g., outdoor, housewares, home improvement) narrows the pool further. Many recruiters use generic hiring processes unsuited for specialized buyer roles, prolonging searches and producing weak matches. (Ask us how we are different)

    5. Mismatch Between Job and Expectations

    Vague or overly broad job descriptions can attract the wrong talent. Candidates are often surprised by the heavy analytical demands compared to the perceived “creative” nature of the role.

    6. Technology & Tool Constraints

    Outdated ERP or buying systems frustrate new hires and limit productivity. Buyers expect data-driven environments that enable smarter decisions.

    7. Evolving Market Complexity

    Global supply chain volatility, sustainability pressures, and omni-channel integration require buyers who can adapt quickly — a scarce skill set.

    How Retailers Can Improve

    • Clarify expectations and required skills. Ask for input from Operations staff.
    • Streamline hiring for specialized roles…the “if you snooze, you lose” definitely comes into play here.
    • Offer competitive pay and growth opportunities. If you have a fixed salary range, consider an early review, guaranteed % of bonus or additional vacation.
    • Invest in data tools and training to empower buyers.
    • Promote the strategic impact and career path of buying roles.

    Retailers are facing mounting challenges hiring buyers due to the changing nature of the role and a competitive talent market. Wolf Gugler highlights some challenges and solutions to ensure a good, long-term hire.

    Key Hiring Problems

    1. Skill Gaps & An Evolving Role
    Modern buyers need strong analytical, digital, and omni-channel skills in addition to traditional negotiation and product expertise. Many candidates lack experience with data tools, forecasting, and category management, making it difficult to find well-rounded talent.

    2. Competition & Compensation Pressure
    Qualified buyers are in short supply and command higher pay. Some retailers can’t match market rates or career growth expectations, losing candidates to larger or more progressive companies.

    3. Role Attractiveness & Burnout
    Buyer positions carry high pressure and tight deadlines, often with outdated systems and limited support. This perception of stress and limited advancement reduces candidate interest and increases turnover.

    4. Limited Candidate Pool
    Category-specific experience (e.g., outdoor, housewares, home improvement) narrows the pool further. Many recruiters use generic hiring processes unsuited for specialized buyer roles, prolonging searches and producing weak matches. (Ask us how we are different)

    5. Mismatch Between Job and Expectations
    Vague or overly broad job descriptions can attract the wrong talent. Candidates are often surprised by the heavy analytical demands compared to the perceived “creative” nature of the role.

    6. Technology & Tool Constraints
    Outdated ERP or buying systems frustrate new hires and limit productivity. Buyers expect data-driven environments that enable smarter decisions.

    7. Evolving Market Complexity
    Global supply chain volatility, sustainability pressures, and omni-channel integration require buyers who can adapt quickly — a scarce skill set.

    How Retailers Can Improve

    • Clarify expectations and required skills. Ask for input from Operations staff.
    • Streamline hiring for specialized roles…the “if you snooze, you lose” definitely comes into play here.
    • Offer competitive pay and growth opportunities. If you have a fixed salary range, consider an early review, guaranteed % of bonus or additional vacation.
    • Invest in data tools and training to empower buyers.
    • Promote the strategic impact and career path of buying roles.
  • Hiring Top Performing Sales Professionals

    Hiring Top Performing Sales Professionals

    Hiring Top Performing Sales Professionals

    Hiring great sales talent isn’t easy, and the cost of a mis-hire is huge. Here are some guidelines you may want to follow, and a scorecard to help in objectively evaluating a group of candidates:

    Top 5 Hiring Checklist: How to Identify Top Sales Professionals

    1. Define Success Clearly
      • Identify the top 3–5 measurable outcomes that define success in your organization (e.g., revenue growth, new account acquisition, margin improvement).
      • Benchmark these against your current top performers.
    2. Assess Their Sales Process Techniques and Expertise
      • Evaluate the candidate’s approach to prospecting, pipeline management, and closing.
      • Ask for specific examples of how they’ve moved a stalled deal forward, recovered a lost account or secured a new deal.
    3. Look for Resilience and Attitude
      • Top sales pros rebound quickly from rejection and thrive under pressure.
      • Ask behavioral questions about how they’ve handled failure, pressure to achieve quota, or a competitive market.
    4. Evaluate Relationship Building & Influence
      • Look for authenticity, credibility, and emotional intelligence in how they discuss customers and teams. Ask for specific examples and results.
      • Ask about long-term client relationships and how they maintain trust.
    5. Cultural & Team Fit
      • Top performers are aligned with your company’s values and sales culture. Ask them for theirs before sharing yours.
      • Observe how they communicate, collaborate, and adapt to feedback during the process.

    🧾 Sales Candidate Interview Scorecard

    Evaluation Area Description Score (1–5) Notes
    Track Record Consistent achievement of or exceeding sales targets; tenure in roles.
    Sales Process Knowledge Demonstrates structured, repeatable process for prospecting, qualifying, closing.
    Communication & Influence Clear, confident, and persuasive; listens well and tailors responses.
    Resilience & Drive Demonstrates grit, motivation, and ability to handle setbacks.
    Relationship Building Builds trust and rapport with clients and internal teams.
    Business Acumen Understands market trends, customer needs, and financial drivers. Good use of analytics.
    Cultural Fit Aligns with company values, style, and team dynamics.
    Coachable Open to feedback; shows learning mindset.
    Presentation Skills Engaging and confident when presenting ideas or products. Will our customers like him/her?
    Overall Recommendation Strong Hire / Hire / Hold / No Hire

    Scoring Key:

    1 = Poor · 2 = Fair · 3 = Good · 4 = Very Good · 5 = Excellent

    Wolf Gugler is a well-known and respected talent advisor, having assisted hundreds of harware, housewares and home improvement organizations identify top talent to add to their North American teams. He can be reached at (888)848-3006 or via email at [email protected].

  • Want to Hire Top C-Suite Talent? Improve Your Interview Process

    Want to Hire Top C-Suite Talent? Improve Your Interview Process

    In a recent survey, executives were asked what their primary concerns were in identifying the right C-Suite leaders for their organization. The top three answers were:

    1. Cultural fit and leadership style: A mismatch can lead to poor morale, resistance to change or a strategy miss.
    2. Proven record of delivering results: Proven past performance, verified through reference verification, helps assure your leadership hiring decision.
    3. Strategic vision and change management success: C-suite leaders need a forward-thinking strategy and the ability to lead an organization through this change.

    1. Cultural Fit and Leadership Style: Some interview techniques include:

    • Behavioral Interviews: Leverage the power of storytelling through behavioral interview techniques. Encourage candidates to share their journey with questions like, “Can you recount a pivotal moment when you successfully integrated into a new company culture? What’s your ‘secret sauce’ to earn your team’s trust and inspire them?”
    • Cultural Assessment Tools: You may wish to utilize personality assessments or cultural fit evaluations. These tools provide valuable insights into how well a candidate’s values resonate with the organization’s ethos, helping to spot potential mismatches before they become issues. Note that they are a process enhancement, not the definitive yes/no answer.
    • Team Interaction Opportunities: Involve other key team members in the interview process. Observing candidates in collaborative settings reveals their natural leadership style and compatibility with the team’s dynamics. Your current team will appreciate the consensus style of hiring other key team members.

    2. Proven Record of Delivering Results

    • Demonstrating Measurable Success: via Quantifiable Metrics: Invite candidates to share specific, quantifiable achievements that highlight their impact. Stimulate meaningful conversation with prompts like, “Tell us about a defining moment when you spearheaded revenue growth or improved operational efficiency. What key metrics contributed to your success?”
    • Engaging Case Studies: Encourage candidates to prepare case studies based on their own experience or industry observation, or presentations that showcase their strategic approach to relevant challenges. This exercise allows them to not only demonstrate their past victories but also illustrates their readiness to tackle future opportunities with your organization. As a side note, you’ll also be able to gauge their presentation skills.
    • Thorough Reference Checks: Conduct in-depth reference checks focused on roles that mirror the current position. Ask previous employers questions about the candidate’s effectiveness in delivering results under similar circumstances, ensuring a comprehensive understanding of their capabilities.

    3. Strategic Vision and Change Management: Inspiring Future Vision Conversations:

    • Visionary Dialogue: Challenge candidates to articulate their ambitious vision for the company over the next 3 to 5 years. Use engaging prompts such as, “What emerging trends do you foresee shaping our industry, and share some thoughts on how you would strategically position our company to leverage these evolutions?”
    • Change Management Scenarios: Present candidates with a hypothetical scenario related to change management. Encourage creativity with questions like, “Faced with a significant market shift, what proactive steps would you take to realign the organization and ensure its continued success?”
    • Insight into Leadership Philosophy: Invite candidates to share their personal leadership philosophy and their approach to enacting change. Questions like, “Can you provide us with an example of a transformation change you led? What strategies did you employ to ensure buy-in from all stakeholders?” can yield rich insights into their leadership acumen.

    By integrating these compelling strategies into the interview process, organizations can effectively alleviate concerns regarding cultural fit, track records, and strategic vision when selecting exceptional C-suite leaders. This approach helps enrich the interview dialogue and ensures the proper alignment between candidates and the organization’s goals and needs.

    Do you need assistance in adding to your C-Suite bench team? Reach out to Wolf for a confidential chat.

    Wolf is the President of Wolf Gugler Executive Search, a boutique North American firm specializing in talent identification and procurement for retailers and their suppliers. More information can be found by visiting https://wolfgugler.com. Reprint allowed with attribution.

Verified by MonsterInsights