the-wilner-group

The Candidate Experience: Why Communication Matters More Than You Think

Fri, 20 Feb 2026 15:37:17 GMT

In the 2026 Wilner Group Hiring Trends survey, employers told us that their company's "slow hiring process" sometimes kept them from getting the best candidates.

They're right, but not for the reason they think. Yes, speed matters. Candidates lose interest when processes drag on too long. But the real culprit isn't the timeline itself; it's the silence during that timeline.

Communication is the most critical component of entering into a trusting relationship with a potential hire. It starts the moment you receive a resume and shouldn't stop until there's resolution, one way or another.

And when it suddenly stops, you’re sending a very strong message to candidates. Here are three tips to improve your communication with applicants throughout the hiring process.

1. Always Keep Candidates in the Loop

When priorities shift or timelines change, just say so. A simple "We promised you'd hear from us this week, but it's going to be another two weeks" goes a long way. But companies don't always do this. Many go silent.

As recruiters, we're the mediators trying to keep candidates engaged and clients on track. We sometimes make excuses for companies because we don't want candidates to feel ignored. Candidates call us and ask: "Isn't this a priority for them? Why aren't they getting back to you?"

That’s unacceptable. There's no excuse for leaving candidates hanging.

2. Don't Give False Hope

Here's another unfair practice: telling candidates at the end of an interview, "This went really well! We'll have next steps for you," and then passing on them. Don't give them false hope. If you're not ready to commit, just say, "You'll hear from the recruiter about next steps."

And please: no ghosting. Even if someone wasn't your top choice, give them closure. "We loved you, but we went with someone whose experience aligned slightly better with our immediate needs. We'd love to keep you on our radar for future roles." That's all it takes to preserve a relationship with someone you might want to hire later.

3. Streamline Your Interview Process

We hear from candidates all the time that they become disengaged if the interview process drags on. According to one recent study, nearly 70% of professionals lose interest in a job if they don't hear back from the employer within two weeks of the initial interview. If the candidate hasn't heard anything in three weeks, that number jumps to 77%.

Want to speed up your process? Limit your interviews for any role to three. Especially when you're working with an agency like ours; trust us, we've already done the initial vetting.

Coordinate your interviews. Get two or three people in the same room if needed, but don't drag candidates back for a fourth or fifth round. When there are scheduling interruptions or endless callbacks, candidates are left with a sour taste. And they're probably interviewing elsewhere with companies who move faster.

Think of the candidate experience as your reputation. When you work with a recruiting firm like ours, we pre-vet candidates and save everyone time. We negotiate compensation upfront and make sure there are no surprises. But we can only do so much. The rest is on you.

You need to communicate clearly, move efficiently, and give candid feedback. Don't leave people wondering where they stand in your process.

Because right now, every candidate you ignore is telling their network about the experience, and every drawn-out interview process is costing you top talent. Your next great hire is watching how you treat this one.

Your Culture is Your Currency: How to Attract More Qualified Applicants

Fri, 20 Feb 2026 15:13:08 GMT

It's a question hiring managers ask constantly: "Why are we struggling to attract qualified candidates?"

In the 2026 Hiring Trends Survey conducted by The Wilner Group, company executives overwhelmingly cited finding qualified candidates as their top hiring challenge for 2026.

This didn't surprise us. But here's the truth: If you're seeing constant turnover after one or two years, if your job postings aren't getting responses, or if candidates ghost you after interviews, the problem may not be the talent pool. It could be your company culture.

The good news? These are fixable problems. Let's examine three critical areas where companies lose out on top talent — and how you can turn things around.

Your Culture is Your Currency

You have to position yourself as an attractive employer. That means showcasing your culture through your website and social media platforms.

I challenge candidates to research companies before applying. Look at the messaging, see how they appreciate their employees. If there's nothing there? That's a red flag.

Do you highlight employee achievements, celebrate birthdays, and share team wins? These simple gestures create positive culture and don't cost much time or money. They show appreciation. When candidates dig into your company and see nothing, they assume you don't value your people.

Companies that attract top talent understand that it's not about how much you're paying anymore; it's about what employees get out of working there: leadership, culture, growth opportunities, and recognition. If you're not offering that, or at least showing that you offer it, candidates will move on to companies that do.

I also tell candidates to check Glassdoor. Yes, I take it with a grain of salt because dismissed employees tend to dominate the reviews. But if you see a consistent message around a negative culture, that tells you something.

Commit to Continuous Learning

Job hopping has become a thing since COVID, and that’s unfortunate. Companies didn't have training and onboarding programs for remote employees. People were onboarded haphazardly at best, expected to do a job while sitting on an island because they weren't in the office. So guess what happened? They got fired.

It’s not entirely their fault, but it's complicated. If you're remote and trying to learn a new job, you really need to show initiative. You need to be engaged and connected virtually. But employers need to provide that training program, too.

One of our fundamental principles at The WIlner Group is being a lifelong learner. Just because you trained me the first three months doesn't mean I shouldn't get a refresher every year. Companies should have something that engages employees to reach the next level.

Look Around

If you're experiencing high turnover or struggling to attract candidates, look at the companies that don’t have these problems. I can almost guarantee it comes down to leadership and culture.

The talent is out there. There are plenty of qualified, eager candidates who want to build careers, not just collect paychecks. But they're choosing companies that value them, show appreciation, and offer room for growth.

Make these changes, and you won't just attract better candidates. You'll keep them. And that's when the real magic happens: when great people stay, grow, and become the foundation of something exceptional.

What’s the cost of a bad hire?

Mon, 30 Dec 2024 18:24:20 GMT

Protect your bottom line with outsourced recruitment

Most companies underestimate the true cost of a bad hire. The U.S. Department of Labor reports that a bad hire can cost a company up to 30% of the employee’s first-year wages with higher level employees costing even more. Additionally, data from The Society of Human Resource Management shows that it takes most companies about 36 days to fill an open position and costs about $4,000.

The Impact of a Bad Hire

Although there is a clear financial cost of a bad hire, there are also non-monetary impacts on your organization’s resources and culture. The time managers and company leaders spend screening, interviewing, onboarding and training new hire candidates adds to indirect costs. The loss of a recently hired employee creates disruption to the team’s workflow and the effort needed to fill the gap can take a toll on the whole organization.

Non-monetary impacts:

Low company morale. Hires who do not fit well into an organization can cause undue strain on the team. Company culture can be damaged from the tension and challenges experienced with a bad hire.

Decreased productivity. Team dynamics and roles shift and need to be reestablished. Job responsibilities need to be reconfigured to compensate for the new job vacancy. This adds up to more training and burnout from existing employees. Overworked staff leads to lower quality work, less job satisfaction and diminished engagement.

Avoiding the costs of a bad hire

Though no process guarantees that a new hire will become a successful long-term employee, the risks associated with a bad hire make it critical to invest in sourcing candidates who align with the culture and environment. Outsourcing recruitment efforts is an effective strategy to help ensure better hiring outcomes. Experienced recruiters employ strategies to source high quality candidates, create an efficient hiring process, establish successful onboarding programs and assist with retention.

Benefits of outsourced recruitment include

Dedicated focus. An outsourced recruitment team is focused solely on finding the right talent for the right job. Often, especially at small and mid-sized companies, this relieves hiring teams who are stretched thin juggling other HR responsibilities.

Speed & Efficiency

Staffing firms utilize established screening processes to enhance the interview process and move quality candidates quickly through the pipeline.

Expertise

Talent management experts leverage extensive networks and industry knowledge to access both active and passive candidates.

Customized Placement Services

Recruiters have the flexibility to perform executive search, contingent placements as well as contract or temporary hiring depending on an organization’s current and future needs.

Quality Candidates

Agencies can save time and make the process more efficient by sourcing top talent who meet the job requirements and are also a good cultural fit.

Compliance Assurance

Outsourced recruiters can manage the legal complexities of the hiring process to ensure that new hire candidates are fully qualified for the position.

The Wilner Group has deep expertise in the nuances of the job market. We offer three verticals of business to help match the right recruits with the right opportunities: retained search, contingent permanent placements and contract and temporary projects. If you need personalized assistance with staffing and placement, please contact Maureen Wilner at 201-897-6401 or visit www.wilnergroup.com .

Getting Back to Basics

Mon, 02 Dec 2024 20:29:36 GMT

10 Tips for Nailing the Job Interview

You've been putting in the work — polishing your resume, crafting tailored cover letters, and applying to countless positions. Finally, after all that effort, you've scored an interview. This is your chance to make a lasting impression and secure the role you’ve been aiming for. To make the most of this opportunity, it’s essential to focus on the fundamentals of interview preparation.

Whether you’re a seasoned professional or new to the job market, here’s a refresher on how to prepare for a job interview. These tips, combined with the support of a recruiter, can give you an edge over the competition and bring you closer to landing your dream job.

1. Do Your Research on the Company

Before stepping into an interview, take time to learn about the company. Review their website, social media channels, and any recent news articles. Understanding the company's mission, culture, and recent projects will show your interviewer that you’re genuinely interested in their organization. If you’re working with a recruiter, they can often provide additional insights, like background information on the hiring manager or current projects the company is focused on.

Pro Tip: Make a note of any specific company values or achievements you can reference during the interview. It demonstrates that you’ve done your homework and are already envisioning yourself as part of their team.

2. Know the Role Inside and Out

To make a compelling case for why you’re the right fit, start by understanding the job description in detail. Review the responsibilities and requirements and be prepared to provide real-life examples of how your skills and experience align with them. This not only shows that you’re qualified but also proactive.

Prepare a few thoughtful questions about the role, the team, and the company’s future direction. Asking insightful questions indicates that you’re invested in the position and envisioning your future with the organization.

3. Practice Common Interview Questions

While every interview is unique, there are certain questions you’re likely to encounter. Practicing responses to common interview questions will help you feel more confident. Here are five popular interview questions to prepare for:

Can you tell me about yourself?
What are your strengths and weaknesses?
Why are you interested in this position?
Describe a challenge you've faced at work and how you handled it.
Where do you see yourself in five years?

Your recruiter can also conduct a mock interview to help you practice, giving you a chance to refine your answers and receive constructive feedback.

4. Dress Professionally and Appropriately

First impressions matter, and attire is a big part of that. Different industries have different dress codes, so consider the company culture when choosing your outfit. If in doubt, it’s better to be slightly overdressed than underdressed. Aim for a polished, professional look that makes you feel confident.

Pro Tip: If you’re interviewing virtually, dress professionally from head to toe. It might seem unnecessary, but dressing the part will put you in the right mindset.

5. Be Punctual and Prepared

Punctuality is crucial. If you’re attending an in-person interview, plan your route and factor in extra time for potential delays. Arrive at least 10–15 minutes early to settle in and gather your thoughts. For virtual interviews, test your technology in advance to ensure your camera, microphone, and internet connection are working.

Logging in five minutes early for a virtual interview shows that you respect the interviewer’s time and are ready to engage.

6. Minimize Distractions and Mind Your Body Language

In an interview, your focus should be entirely on the conversation. Turn off your phone and keep it out of sight. Your body language also speaks volumes — maintain good posture, make eye contact, and avoid fidgeting. Nonverbal cues convey confidence and engagement, both of which are key in leaving a positive impression.

7. Express Genuine Enthusiasm

Your passion for the role can be a deciding factor. Don’t hesitate to express your interest and excitement about the opportunity. Companies want to hire people who are genuinely enthusiastic about the position, as it often translates to greater job satisfaction and productivity.

Let the interviewer know why you’re excited about the role and how you see yourself contributing to the team. Enthusiasm is contagious, and it can help you stand out from other candidates.

8. Be Yourself

Authenticity goes a long way in an interview. While it’s natural to feel nervous, try to be yourself and speak naturally. Avoid rehearsing answers word-for-word, as it may come off as robotic. Instead, aim for concise, confident responses that reflect your personality and strengths.

Remember, an interview is not just about showing your qualifications — it’s also about building a connection. Companies often hire candidates who they feel are a good cultural fit, so let your genuine personality shine through.

9. Hold Off on Compensation Discussions

Salary and benefits are important, but it’s generally best to avoid discussing them in the initial interview unless the interviewer brings it up. Focus on highlighting your skills and the value you bring to the role. If you’re working with a recruiter, they can handle salary negotiations on your behalf, ensuring the process remains smooth and professional.

10. Follow Up with a Thank You Note

A personalized thank you note is a great way to leave a positive, lasting impression. After your interview, send a brief note to each person you spoke with, referencing specific points from your conversation. This shows thoughtfulness and professionalism, two qualities that are always appreciated by hiring managers.

If there was a question you struggled with during the interview, the thank you note is also an excellent opportunity to clarify your response or add additional insights. Whenever possible, opt for a handwritten note over an email, as it adds a personal touch that stands out.

By focusing on these basic yet powerful interview strategies, you can make the most of every interview opportunity. Working with a recruiter from The Wilner Group can give you additional support, from mock interviews to insider company knowledge, setting you up for success.

At The Wilner Group, we’re dedicated to helping job seekers find roles that align with their skills and career goals. If you’re ready to take the next step in your career, reach out to us today. Let’s make your next interview your best one yet!

Unlock Key Connections with Qualified Job Candidates

Fri, 18 Oct 2024 20:04:51 GMT

Despite a recent bump in the unemployment rate, many businesses are still challenged when it comes to attracting and retaining qualified employees.

Please read original article here

Recently Founder and CEO of The Wilner Group, Maureen Wilner, sat down for a Q & A with CFO Intelligence magazine to offer some hiring and retention tips.

CFO lntelligence: We'll get right to the point: a lot of companies are hurting for good employees. What's the key to finding and keeping them?

Maureen Wilner: Many businesses are offering competitive salaries and benefits, but today, it takes more than that. More importantly, businesses need to look at other factors like their culture, flexibility, camaraderie, inclusion and training and development. These are always a part of the discussion.

Q: You mean like work from home arrangements?

A: It’s not always that simple. You have to balance the needs of the business with the needs of the employee. During the height of the pandemic, many companies went fully remote, and some stayed with that model. But then we saw larger companies enacting return to office policies, and then smaller companies followed. But again, the issue is balance. So, we suggest avoiding a “hard” two days out of office and three days in, where an employee can work from home as needed – perhaps if they need to leave early to pick up their child from school or day care, or if they need to take an elderly parent for a medical appointment. We’re seeing there are fewer and fewer candidates that look for 100% remote work; they’ve expressed that being in the office has so many benefits, building relationships and trust as well as earning the flexibility to work remote, as well as training and potential for promotion. For a company, the key is to clearly communicate your WFH policy.

Q: What else should companies be doing, besides offering competitive salaries and benefits?

A: Employees want to grow, learn and develop new skills, as well as take on more responsibility. Companies should be investing in training and development programs, with a goal of offering clear career paths to employees. These programs should also be a part of their performance management process.

Q: What about DEI (Diversity, Equity and Inclusion)? There’s been some controversy about that.

A: Companies that have a socially responsible culture tend to attract qualified people. But it has to be a real commitment. You can’t just say you’re “green” or support “inshoring or reshoring.” Your company should have an inclusive policy that respects everyone. DEI is still important to many candidates, and you can be certain that they are doing their research on a potential employer.

Q: What about retaining people? According to a 2024 survey by the American Society of Employers, the top primary reasons for turnover included better salary/compensation, lack of advancement opportunities, and access to remote work opportunities.

A: There are a few layers involved in retaining qualified people. Salary, of course, is important, but employees also want recognition, like a shout-out for a job well done. They also want frequent feedback on their job performance. The old standard of a 6- or 12-month review is no longer sufficient. Employees want to demonstrate their potential and understand their opportunity for promotion. Strong leadership plays and integral role in this and providing a roadmap engages the employee to demonstrate their abilities and potentially stretch themselves.

Work-life balance is also very important. Benefits like mental health support can make a difference, especially now, when people are very anxious about multiple. Issues, including childcare, eldercare and their own health.

Q: What do you see as some common corporate errors?

A: One recurring theme is a slow or inconsistent hiring process. Many businesses have not recognized the speed to market that we’re seeing in employment, especially given the low unemployment rate. Qualified candidates are getting multiple offers, and a company that is otherwise a good fit can lose out on recruitment opportunities if their hiring process is not efficient. But it’s even more than the hiring process, it’s the lack of communication or slow response. Our job is to keep the candidates engaged and we can only do so when we actively partner with the companies.

Q: Do these best practices vary for attracting and retaining CFOs and other executives, as compared to non-executive employees?

A: Everyone, at all levels, wants to develop and either have a mentor or serve as one. At senior levels, in particular, a C-Suite executive or other high-level individual wants to avoid a silo situation where their responsibilities are narrowly focused. The higher you climb, the more you want to get a clearer picture of your company’s entire operations. So, it’s important to ensure that senior-level jobs are designed to give that kind of 360-degree transparency and involvement. Succession planning is also important, especially for many mid-cap companies that have not adequately addressed this issue. Proper planning can enhance the career path for high-performing employees, and it gives them confidence in the company’s longevity.

Q: What are some steps that companies can take now to connect with the right candidates?

A: All companies aim to build a talented and effective workforce. Some of the steps they can take are to define clear job descriptions, utilize multiple recruitment channels, leverage employee referrals and build a strong employer brand.

Q: You have noted that women are underrepresented in the C-Suite, despite research indicating that companies with more women in top-level positions are more profitable, provide higher-quality customer experiences, and are more socially responsible. How are you helping client companies to tap into this underutilized demographic?

A: Well, the candidate needs to be qualified for the position. So, it’s important to hire the right person, regardless of gender or other attributes. We do help companies identify female executives by advising them about women’s leadership conferences, implementing bias training, review and revise policies, promote and acknowledge their women employees on the website or social media platforms.

Q: Why do you think more companies aren’t hiring more women CFO and other executive positions?

A: We are seeing less resistance to bringing women aboard for top positions but many hiring managers still get comfortable and look for white males to fill the CFO and other top positions. But we’ve also seen that some women need to take a break in their career, because they tend to have so many outside responsibilities, like childcare.

As companies navigate through the new business environment, they are finding that professionals like Wilner are invaluable allies in the journey .

Tenure vs. Short Stints

Thu, 19 Sep 2024 22:19:44 GMT

What does the post-COVID landscape look like?

Workplace tenure has changed drastically in recent years. Gone are the days when employees would retire with decades of service dedicated to a single employer. Unlike the experiences of previous generations, today’s workforce takes a much more active approach in their career development. The U.S. Bureau of Labor Statistics reports that the median job tenure is just 4.2 years. Not surprisingly, the shifting trend toward shorter employment spans is seen more among millennials and Gen Z. Workers aged 55-64 spend an average of 10.1 years at their jobs compared to only 2.8 years for workers aged 25-34.

Why are some employers still stuck on longevity?

Despite the trend toward shorter stints in the workforce, many employers still favor longer tenure on resumes.

They believe if reflects:

Productivity

Employees who stay longer understand the company’s direction and contribute more effectively.

Expertise

Tenured employees gain deep knowledge in their fields becoming mentors to other employees.

Stability

Long-term employees are seen as adaptable and resilient, ready to conquer obstacles and embrace change.

Loyalty

Commitment to the company’s mission and goals is often associated with those who stay.

Cost savings

Keeping employees for longer saves costs related to recruitment, hiring, onboarding and training. Replacing an employee can reportedly cost 1 ½ to 2 times their annual salary.

Why do today’s employees job-hop?

Millenials and Gen Z have come to realize the importance of pursing professional development and gaining diverse experience along the way. They see that remaining in a position for too long hinders long-term career growth and the development of new skills. As a result, they have effectively reduced the stigma around job-hopping and have normalized changing jobs to explore new career options, seek higher pay or secure faster promotions.

The rise in workplace automation and shifts in company ownership—such as mergers and acquisitions—have also contributed to more frequent job changes. These events have led to unexpected layoffs across industries, making job-hopping more common.

Engagement levels also tell part of the story. Millenials, known for frequent job changes, have the lowest engagement of any age group in the workplace. Gallup reports that only 3 in 10 are emotionally and behaviorally connected to their job and company. A lack of passion or purpose in work often drives the desire to seek new opportunities.

Clearly, workplace culture has gained significant importance for younger generations. Millenials and Gen Z prioritize a positive, employee-centric environment that supports work-life balance. These groups also expect employee appreciation initiatives as part of their overall perks and benefits, making it a key factor in where they choose to work.

How “frequent appliers” can benefit an organization

While tenure offers certain advantages, it can also limit one’s perspective. Employees who have been exposed to a plethora of different industries, management styles and organizational cultures can adapt more quickly. Their versatility and accumulated skillsets can bring fresh ideas and innovative solutions to the table.

Candidates with diverse job histories are often better equipped to handle missteps within an organization. Having witnessed both positive and negative business practices, they’ve learned valuable lessons from various outcomes. This broad exposure gives them the insight needed to approach a new role from a more informed perspective.

Job hoppers frequently possess great communication and networking skills, having repeatedly built new relationships across teams and companies. These experiences enhance their ability to integrate smoothly into new roles, fostering collaboration and productivity. Having a wide-ranging employment history doesn’t indicate a lack of work ethic or integrity. In fact, these candidates often excel at digging in and getting the job done – qualities that every employer seeks.

Embracing the new normal

The notion that longer tenure equates to a better employee is rapidly becoming outdated. Organizations should take a broader view when assessing candidates, recognizing that those with varied experiences can offer unique and invaluable perspectives. Assembling teams with diverse backgrounds offers employers access to a wider range of skills and insights, while fostering innovation and adaptability.

The Wilner Group has deep expertise in the nuances of the job market. We offer three verticals of business to help match the right recruits with the right opportunities: retained search, contingent permanent placements and contract and temporary projects. If you’re interested in outsourcing your recruiting efforts, TWG is available as a full cycle external recruiting department. For personalized assistance with staffing and placement, please contact Maureen Wilner at 201-897-6401

6 Reasons You Should Never Accept a Counteroffer

Thu, 18 Jul 2024 02:55:05 GMT

Remember the reasons you wanted to resign

When your current employer approaches with a counteroffer after you’ve decided to leave your current position, it can be very tempting to accept. Staying in your existing position may feel safer and more comfortable than starting out at a new company in a new role. But accepting a counteroffer is often more complicated than it appears on the surface. At our agency, we typically counsel clients to stay the course on their career advancement journey and move forward as planned because counteroffers, more often than not, do not have a positive outcome.

Research indicates that 80% of candidates who accept a counteroffer from their current employer end up leaving within 6 months . If an employee is displeased in their current position or dissatisfied with their employer overall, it is unlikely that a promise of more money or improved working conditions will really change how they felt in the first place. Making a new commitment to the work and the company is usually short-lived. Here are six reasons why we don’t recommend accepting a counteroffer.

Underlying Issues Remain

The reasons you wanted to leave in the first place, such as a toxic work environment, lack of growth opportunities, or dissatisfaction with company culture, are unlikely to change just because you received a higher salary or better benefits. If you reflect on why you decided to explore new opportunities in the first place, the reasons are often deeply rooted in the organization’s structure, policies and culture. A temporary increase in compensation might provide short-term satisfaction but it seldom solves the core issues that led to your decision to leave. This can result in cycle of frustration as the fundamental problems with the job remain unaddressed.

Temporary Solution

Counteroffers are often a short-term fix. Employers may provide immediate incentives to keep you but might not address the underlying issues that led to your initial decision to leave. If nothing but your salary changes, your dissatisfaction will likely return. Accepting a counteroffer might delay the inevitable departure, but it seldom resolves the issues that caused your desire to leave.

Career Growth

Accepting a counteroffer might stall your career growth. A new job can offer new challenges, opportunities to learn new skills, and a chance to grow professionally. Fear of the unknown may make a counteroffer seem appealing but real growth comes from expanding your knowledge and network and being open to making a real transformation. Staying in your current role could cause you to miss out on the chance to experience different industries or take on leadership roles. Ultimately, this can affect your long-term career trajectory.

Perceived Value

If your employer only offers you more when you’re about to leave, it might suggest they don’t value your contributions until they’re faced with losing you. Your employer may have been knowingly underpaying you or they may realize that A) it’s much more costly to begin the recruiting process to replace you than to offer you an increase or B) they recognize that employees who accept counteroffers usually leave within the year, so they buy themselves some time to recruit your replacement. Either scenario doesn’t lead to a positive workplace culture and strong relationships.

Future Opportunities

Accepting a counteroffer might close the door to the new opportunity you were considering, which could offer better long-term career prospects and professional satisfaction. In today’s job market, it is much more acceptable and often desirable to seek new opportunities to climb the corporate ladder. Where past generations devoted their entire careers to a single company, the current workforce is focused on acquiring and building skills that can help them get to the next level and secure a higher position. Turning down a new opportunity in favor of a counteroffer can hinder your progress and limit your potential.

Fractured Relationships

Once you decide to leave, your loyalty and commitment to the company is compromised. Your employer may lose trust in you and question your dedication. This could change the way you are treated, limit your growth or position you first in line if layoffs ever become necessary. Sometimes, employees who accept counteroffers are looked upon unfavorably by co-workers as well. The perception might be that you didn’t really earn your new compensation or work conditions. This can create a strained and uncomfortable work environment, ultimately affecting your morale and productivity.

While counteroffers might appear to be attractive at first, they often have long-term implications. We usually recommend moving forward with your original well-thought-out plan to embrace new opportunities and align with your long-term career goals and personal satisfaction. We encourage clients to think critically about their career decisions and priorities, their professional growth, and well-being over temporary incentives.

The Wilner Group has deep expertise in the nuances of the job market. We offer three verticals of business to help match the right recruits with the right opportunities: retained search, contingent permanent placements and contract and temporary projects. If you’re interested in outsourcing your recruiting efforts, TWG is available as a full cycle external recruiting department. For personalized assistance with staffing and placement, please contact Maureen Wilner at 201-897-6401

The Wilner Group's Strategic Expansion

Wed, 08 May 2024 01:28:05 GMT

Cultivating a Culture of Excellence with Best-in-Class Staffing Solutions in Wilmington, North Carolina

The Wilner Group is proud to announce its expansion into Wilmington, North Carolina and the surrounding areas. With over four decades of experience providing best-in-class recruiting and staffing services, TWG has solidified its reputation in the New York metro and tri-state area. This strategic expansion to establish a presence in the coastal Carolina region signifies The Wilner Group’s commitment to delivering unparalleled expertise and recruiting acumen to one of the fastest-growing population centers in the Southeastern United States.

Founder and CEO Maureen Wilner shared her excitement, stating, “Wilmington is experiencing rapid growth as a highly sought-after community for professionals. Our goal is to contribute to the economic momentum by collaborating with local chamber members, small business development leaders, non-profits and the broader business community.”

With team members spread across the country, The Wilner Group has successfully placed candidates in over 20 states, offering a range of services from retained executive search to contingent/permanent placements to contract/temporary positions. TWG is poised to make a significant positive impact on Wilmington’s booming business landscape.

Wilmington is widely recognized as a prime destination for entrepreneurs, start-ups, small business owners and corporations seeking expansion. According to the Wilmington Chamber of Commerce, the region boasts a diverse array of industries including Warehouse & Logistics, Life Science Manufacturing & Pharmaceuticals, Digital Technology, Offshore Wind, Aerospace and Aviation Support, Building Materials and Marine Manufacturing. Notably, Wilmington’s talent pool is becoming a hotspot for tech expertise.

“At The Wilner Group, we transcend industry boundaries, catering to manufacturing, professional services, logistics, tech and government sectors – from entry level to executive,” notes Wilner. “Our priority is to deeply understand each business and its unique culture to facilitate ideal hires.”

Despite its modest population of just over 225,000, Wilmington’s global appeal has attracted major corporations like GE Hitachi Nuclear Energy, Corning and Verizon Wireless. The city’s close-knit community fosters meaningful connections, aligning seamlessly with The Wilner Group’s culture.

“We’ve established strong partnerships and visibility in the Northeast, and we’re excited to bring this same level of engagement to the Wilmington business community,” Wilner adds.

The Wilner Group, professional staffing and talent management firm has deep expertise in the nuances of the job market. We offer three verticals of business to help match the right recruits with the right opportunities: retained search, contingent permanent placements and contract and temporary projects. If you need personalized assistance with staffing and placement, please contact Maureen Wilner at 201-897-6401 or visit www.wilnergroup.com.

Have Employers Changed the Way They Work to Meet the Demands of the Next Generation?

Tue, 09 Apr 2024 17:32:39 GMT

See how Gen Z’s workplace expectations are impacting businesses

Predictions show that millennials will dominate the workforce until the 2040s but Gen Z will overtake the Boomers by 2025, accounting for nearly 30% of the global workforce. With that kind of momentum, companies have become acutely aware just how much influence the younger generation is going to have in the workplace as they embark on their careers. Many are adopting new behaviors and strategies to accommodate the needs and preferences of these younger employees.

Who is Gen Z?

Gen Z, born between the late 1990s and early 2010s, are true digital natives, never having lived in a world without the internet. Many launched their careers during the instability of the recession, human rights and social justice movements, terrorism and war, and the pandemic. Often called the “true” generation, they’re typically characterized as politically progressive, valuing individuality, and prioritizing diversity and inclusion. These vocal, influential young people bring to the workplace a new set of values, expectations and communication styles. In response, here’s how many employers are modifying their work styles to attract and retain Gen Z talent.

Embracing Flexible Work Arrangements

One significant shift observed is the embrace of flexible work arrangements. According to World Economic Forum research 73% of Gen Z want permanent flexible work alternatives – anything other than a typical 40-hour, in-office, 9-to-5 schedule. It’s been reported that younger generations spend half the week in-office and 30% elsewhere – they’re more mobile, traveling, working from alternate locations, from client sites, in coworking spaces and other places outside the home/office.

Gen Z values autonomy and a better work-life balance, leading companies like Apple, Google and Microsoft, to offer remote or hybrid work options. Microsoft, for instance, implemented a hybrid workplace flexibility policy allowing employees to work remotely up to 50% of the time. Using Teams and other digital technology they don’t only cater to Gen Z's preferences, but productivity and work satisfaction are enhanced.

Creating a More Social Work Environment

Younger workers spend three times more time learning and socializing than their older colleagues. They value building relationships and growing their knowledge to ultimately achieve more personal and professional growth.

When Gen Z does work in the office they prioritize “getting work done” and being productive but they prefer an office with amenities, hospitality, a community atmosphere and fun vibe. They want things like coffee shops, a boutique hotel/clubhouse feel – not so corporate. Google may have set the benchmark, but more and more companies have corporate offices with special amenities; Zappos offers free food and provides nap rooms, Nvidia provides board games, video games and a pool table and Adobe has free snacks all day, free meals and drinks as well as on-site gyms.

Prioritizing Health and Well-being

Another crucial aspect is prioritizing health and well-being in the workplace. Gen Z seeks employers who prioritize mental health support, physical activity, support for financial well-being. Many companies now provide on-site medical professionals, counseling services, parental leave, and generous PTO policies. Intuit, for example, has a comprehensive Well-Being Hub and Activity Program that includes yoga sessions, wellness coaches, and financial well-being support. Another employer who demonstrates a commitment to employee health is Nike who encourages employees to participate in daily sports through access to Nike Sports Centers, fitness discounts and preventive health programs.

Promoting Ethics and Social Awareness

Ethics and social awareness are paramount for Gen Z. According to Deloitte, 77% survey respondents say it’s critical to work where company values are aligned to their own. They’ve experienced social causes like Black Lives Matter and the Me-Too movement, and they want to engage in purposeful work.

Concern for the environment and sustainability is a high priority for Gen Z and they want employers to take real action to make a difference. Companies like Hewlett Packard Enterprise are applauded for their environmental sustainability efforts, aiming for net-zero environmental impact by 2040. Bank of America's commitment of $1 trillion by 2030 towards a sustainable economy also resonates with Gen Z's values.

Embracing Diversity, Equity, and Inclusion (DEI)

DEI is not just a preference but an expectation for Gen Z. Statistically they are the most diverse generation to enter the workforce. They value workplaces that champion diversity across race, ethnicity, sexual orientation, and gender identity. In fact, 88% of poll participants felt companies must inquire about preferred gender pronouns.

One big proponent of DEI is tech giant Salesforce, who doubled their efforts committing to become one of the most inclusive companies, with over 50% of their US employees being from underrepresented groups. This dedication to inclusivity aligns with Gen Z's desire for individuality.

Enhancing Communication Styles

Communication styles have also evolved to cater to Gen Z's expectations. With a preference for instant and on-demand communication, companies are leveraging video calls, feedback mechanisms, and team activities to foster engagement and collaboration. Gen Z tends to be less formal, choosing chat over email but they seek human interaction to reinforce authenticity and trust. Many companies have implemented one-on-ones, more direct, immediate feedback, and additional dialogue to reflect a shift towards more interactive and informal communication channels.

Attracting Future Talent

To attract and retain Gen Z talent, companies are focusing on mental health support, promoting DEI initiatives, offering career development opportunities, improving socialization and communication channels, and ensuring equal pay practices. These strategies not only cater to Gen Z's needs but also contribute to a more inclusive and dynamic workplace culture.

As Gen Z continues to dominate the workforce, companies must adapt and embrace these changes to harness the full potential of this generation's talent and innovation. By understanding and accommodating their preferences, employers can create a workplace environment that fosters growth, creativity, and success for both the organization and its employees.

Sources: Gensler Research Institute, US Workplace Survey 2022; Tallo study; Johns Hopkins University, Gen Z in the Workplace: How Should Companies Adapt; Connecteam: How to Effectively Communicate with Gen Z in the Workplace

Maureen Wilner Appointed VP of Membership at FEI NYC Chapter

Mon, 01 Apr 2024 16:36:22 GMT

New role will fuel the chapter's growth and excellence

Financial Executives International (FEI) has been a leading association of excellence and collaboration for senior-level financial professionals, and its New York City Chapter actively promotes its mission. Recently, the chapter appointed Maureen Wilner, the Founder and CEO of The Wilner Group, as its VP of Membership. This strategic move not only reflects the commitment to nurturing talent but also signifies a big step towards fostering deeper connections and professional development within the financial community.

Maureen Wilner brings a wealth of experience and expertise in talent management and executive search to her new role. With decades of proven success in connecting top-tier talent with organizations across various industries, Maureen's leadership promises to be a driving force in advancing the Chapter's objectives. Her dedication to matching professionals with the right opportunities aligns seamlessly with FEI's mission to create a dynamic network of like-minded individuals in the financial sector in the New York City metro area.

Maureen's initiatives will be focused on enhancing fellowship, interaction, and collaboration among financial executives. Through her role, she aims to create valuable networking avenues, promote continuous professional development, and champion advocacy efforts within the industry. These endeavors not only strengthen the bonds within the financial community but also pave the way for innovative ideas and solutions to thrive.

The Wilner Group, under Maureen's guidance, offers a spectrum of staffing solutions, including retained/executive search, contingent placements, and temporary/contract staffing. This comprehensive approach underscores Maureen's commitment to supporting professionals at every stage of their careers. By leveraging her expertise, FEI's NYC Chapter is poised to empower senior-level financial executives, ensuring they not only succeed but thrive in their respective roles.

Alexander Kotlyarevsky, President of FEI NYC Chapter, expressed excitement about Maureen Wilner's appointment, highlighting her extensive experience and unwavering dedication to professional excellence. The synergy between Maureen's strategic vision and FEI's mission sets the stage for continued success and growth within the Chapter. Together, they aim to elevate the standards of financial leadership and drive meaningful impact across the industry.

As Maureen Wilner steps into her new role, the financial community can anticipate a renewed focus on collaboration, innovation, and collective growth. Her leadership will undoubtedly leave a lasting imprint, propelling FEI's NYC Chapter to new heights of success and influence within the financial services industry.

Springtime Job Search: Secrets to success in finding your first job

Fri, 15 Mar 2024 08:43:42 GMT

Get a jump on the competition with expert advice

As the next wave of college graduates prepare to walk across the stage to receive their diplomas, most are laser-focused on securing the first job on their career journey. Our very own, Maureen Wilner, CEO of The Wilner Group recently sat down with Kris Pepper of the Pascack Valley City Lifestyle magazine to reveal the best strategies to secure the ideal position.

Do internships usually result in a job offer?

Internships are where young adults learn collaborative skills and begin to understand deliverables, expectations and metrics. This experience will help you to stand apart from other candidates.

Internships frequently result in a job offer. However, if the internship does not yield an offer, you can still leverage everything you’ve learned to deliver outstanding results to a new employer.

 What is the proper time for upcoming college graduates to start looking for their first job?

If you’re looking for a job now, be advised that most employers plan to fill the role within 30 days. If you are still in school, that won’t work. However, professional services firms, such as law, architecture, engineering, or CPAs, tend to select their new employees early – so January would work if you were graduating in June. In most cases, the best time to look is in the spring, 30-60 days out from graduation. Prepare for seven to nine interviews with different companies and employers – it’s a great experience!

What about resumes, cover letters and references?

Craft one resume that encompasses all of your experience and another that highlights your unique qualifications for a specific job you wish to pursue. Don’t exaggerate. You will need to speak to every bullet on the resume (bullet format is best for readability).

A one-page resume is perfect for early career candidates. If your GPA is over 3.5, add that to the resume, along with clubs, sports or extracurricular activities to make your profile more well-rounded.

A cover letter is unnecessary since most HR managers just skim them. Instead, invest your time in a well-written thank-you note after the interview. Human Resources may receive hundreds of applicants for each job posting, and things frequently fall through the cracks. Following up is essential, and a thank you note is a great way to do it.

References are always provided upon request, so there’s no need to include that line on the resume. Only share references when you’re close to an offer. Remember, your references are busy people and probably don’t want to be called by every potential employer.

How should someone prepare for an interview?

First and foremost, research the company. Read their mission and vision and identify with them. Determine if this is a place you would like to work. Check out their website and research the leadership on LinkedIn. Look at their open positions – are they growing? Understanding the company’s culture can help you gather enough information to make an educated decision.

Use storytelling techniques when describing your achievements or skills from your college experience and internships. Try to incorporate relevant anecdotes or narratives that showcase your abilities and experiences. Engaging in storytelling can help you make a memorable impression on the interview.

Doing your homework will prepare you for success throughout the search process. It will pay off in the end. Good luck!

Source: Pascack Valley City Lifestyle February 2024

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A New World of Opportunity: Fractional CxO Positions for Executives

Fri, 01 Mar 2024 16:04:03 GMT

Start maximizing your leadership

It’s not uncommon for seasoned executives to find themselves at an employment crossroads, especially later in their careers. In 2023 alone, 1,170 CEOs left their positions, a 51% increase from the prior year. According to a report from the executive coaching firm Challenger, Gray & Christmas, Inc., the historic mass exodus can be attributed to a number of issues including burnout following the pandemic, labor and supply chain challenges and financial instability that CEOs battled through with their companies. Some CEOs are being dismissed in the face of new technologies and economic uncertainty while other C-level executives are choosing to reevaluate their work-life balance as hybrid and remote work has become widely accepted.

The prospect of seeking new opportunities can be daunting and fiercely competitive with some senior level executives spending six months to a year to find a suitable position. Despite their wealth of experience and skills, executives often encounter barriers such as age bias, industry shifts, and the need to adapt to evolving market demands, leading to frustration and financial strain. But amidst the challenges lies a promising path: Fractional “C” (executive, marketing, financial, etc) officer (CxO) positions. These roles are viable options that can be beneficial and rewarding for C-level executives who are navigating the transitional period of unemployment.

What is a fractional CxO?

Fractional CxO positions are a beacon of hope amidst the storm. These roles offer a unique opportunity for experienced executives to leverage their expertise on a part-time or project basis. From Fractional Chief Marketing Officers to Fractional Chief Financial Officers, the options are diverse, catering to various skill sets and industries. Fractional CxO officers are typically brought on to address very specific challenges or implement strategies on a short-term basis. These positions allow small- to mid-sized companies, non-profits, family-run organizations and startups to access top notch expertise while offering executives the opportunity to drive and grow businesses and continue shaping their career paths in a flexible and financially beneficial manner.

What are the benefits of hiring a fractional CxO?

On-demand access to C-level expertise can benefit employers in several ways:

Cost savings: Fractional CxOs reduce the long-term financial commitment of a company making a full-time hire
Expertise: Fractional executives deliver high-level expertise and varied skillsets needed to achieve specific business objectives
Perspective: Fractional executives can bring fresh perspective, without emotion to help companies focus on the facts in decision-making
Flexibility: Companies can work remotely with a fractional CxO vs. requiring a full-time hire to relocate

What are the pros of taking on a fractional CxO position?

Fractional CxO positions represent not just a stopgap solution but a genuine opportunity for personal and professional growth. C-suite executives often experience great career satisfaction through fractional roles that allow them to stay engaged, continue honing their skills, and make a meaningful impact in the business world. By breaking out of the traditional C-suite box, executives can maximize autonomy, flexibility and income.

The demand for fractional CxOs is expected to continue growing as companies prioritize agility and innovation in today's ever-changing business environment. Organizations are seeking dynamic leaders who can adapt quickly to changing circumstances and drive strategic initiatives forward. Fractional CxOs offer precisely that – a blend of experience, expertise, and agility. By embracing flexibility, tapping into specialized knowledge, and staying ahead of industry trends, C-suite executives can chart a course towards a fulfilling and rewarding career journey with fractional CxO opportunities.

Sources: Challenger, Gray & Christmas, Inc., executive coaching firm’s end of year report. https://www.challengergray.com/blog/november-2023-ceo-exits-highest-on-record-the-penultimate-month-of-2023-sees-most-ceo-exits-since-the-summer/