VP of Business Development...........................................................................................................................................................CLIENT:
Tate & Lyle's vision is to be the leading global provider of specialty food ingredients and solutions. With
over 150 years’ experience as an ingredient supplier and innovator, Tate & Lyle knows just how challenging it is for their customers to keep delivering the next great food experience for consumers. They understand the demand for products that are not only delicious, but also healthy and convenient.
In Tate & Lyle, food and beverage manufacturers have a partner who can help them meet those challenges and retain their competitive edge locally and globally. Together, they make food healthier and
tastier, enriching people’s lives, every day, around the world.
Additionally, they are committed to operating responsibly, working with local communities and protecting the environment for future generations. Their core values of safety, integrity and respect help drive their corporate responsibility program.
From community outreach, environmental improvements and wellness initiatives to educational programmes designed to inspire the next generation of big thinkers, Tate & Lyle is passionate about doing their part for a better world.
Tate & Lyle is a global supplier of distinctive, high quality ingredients and solutions to the food, beverage
and other industries. Originally formed as a merger between two rival sugar refiners, Tate & Lyle has grown into a leading-edge ingredients provider with plants, labs and offices in over 30 locations worldwide. Their ingredients bring energy, vitality and innovation.
Through their large-scale, efficient manufacturing plants and a network of research centers, Tate & Lyle uses innovative technology to turn raw materials into distinctive, high quality ingredients for their
customers. These ingredients add taste, texture, nutrition and increased functionality to products that millions of people around the world use or consume every day.
Their business divisions are supported by two global teams. Innovation and Commercial Development manages the innovation pipeline and is responsible for new product development. Global Operations is responsible for the efficient operation of their manufacturing facilities, supply and demand planning, raw material sourcing, customer service and logistics, safety, sustainability and the continuous improvement of their operations. WWW.TATEANDLYLE.COM
TATE & LYLE QUICK FACTS
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COMPANY OVERVIEW
Ta te & Ly l e | V P o f B u s i n e s s D e v e l o p m e n t 2 S TAG E 1 | S M A R T ST R AT E GY & L AU N C H
Tate & Lyle's food & beverage products are categorized into two types: specialty food ingredients
and bulk ingredients, the latter of which are sold in all four markets served. Additionally, the company offers expertise in the key areas of beverages, dairy, soups, sauces and dressings.
Specialty Ingredients
Specialty ingredients are those ingredients that use technology or intellectual property, enabling their customers to produce distinctive products and Tate & Lyle to obtain a price premium and/or sustainable higher margins. In these markets, their customers value technical and innovation capability, insight and flexibility.
They mainly operate within three categories:
• Sweeteners, such as SPLENDA®
Sucralose and crystalline fructose.
• Texturants, such as starch and gums.
• Wellness ingredients, such as PROMITOR® dietary fibers, PromOat®
Beta Glucan and SODA-LOTM Salt Microspheres.
Bulk Ingredients
Bulk ingredients are relatively undifferentiated and are sold in markets where customers principally value supplier reliability, quality and value. These include ingredients such as high fructose corn syrup, acidulants and so forth.
TATE & LYLE'SPRODUCTS
Tate & Lyle's customers are primarily food and beverage manufacturers; in fact, these represent over 75%
of their total sales. They also have many customers in the industrial, animal feed, pharmaceutical and personal care markets.
Tate & Lyle's passion for developing exciting, market-winning products inspires a culture of constant innovation. Their ingredients are in the products of the vast majority of the world’s top 100 food and beverage companies. They work directly with these and other manufacturers to offer high quality, distinctive ingredients and solutions.
To see a full list of specific Tate & Lyle products, click the link to the right.
Food & Beverage
Sweeteners
Texturants
Wellness Ingredients
Stabilizer Systems
Primary Products
High-fructose Corn Syrups
Acidulants
Industrial
Starches (Paper & Board)
Ethanol (Fuel)
Bio-products (Textile & Plastic)
Animal Feed
Corn Gluten Meal
Pharmaceutical & Personal Care
Cosmetic Creams
FULL PRODUCT CATALOG
Product Ca tegor ies
PRODUCT OVERVIEW
Ta te & Ly l e | V P o f B u s i n e s s D e v e l o p m e n t 3 S TAG E 1 | S M A R T ST R AT E GY & L AU N C H
Tate & Lyle is a vibrant, global and hardworking environment. Their purpose is to make food
extraordinary, and all their people have an important part to play in making this happen. They are a global community company of passionate experts; together, they share a love of food and an enthusiasm for innovation and new ideas.
Tate & Lyle is building a high-performance culture full of people who are passionate about performing to a consistently high standard in every area of their business. If everyone delivers high performance, they enhance their customer experience and feel motivated and committed to deliver great business results.
Expectations of Leadership
They've developed a framework called Delivering Success, which is aimed at making sure that all employees are completely aligned with their vision and business priorities. It provides the company with a global approach to understanding what great talent looks like and how they need to develop their people to achieve the success they are looking for.
This framework outlines the core expecations Tate & Lyle has for its leaders:
Setting direction - setting direction and priorities and gaining support of others by:
• Understanding the business
• Understanding the strategy and plan
Energizing others - energizing and enabling colleagues to succeed, including:
• Building the team
• Inspiring others
Delivering results - driving innovation and a culture of high performance through:
• Taking ownership and accountability
• Fostering innovation and creativity
• Making decisions
Through this strategy, Tate & Lyle is able to build a successful brand through its people and live up to their brand promise. Their values are alive in all that they do — from developing a new ingredient to delivering orders or paying suppliers.
"Tate & Lyle has always been a very good, supportive place to work. They are very keen to make sure that the right people are in the right roles."
— Patti HedenburgResearch Scientist
"Tate & Lyle has supported my development in countless ways. It’s a place where we always take a step back and look for ways we can improve."
— Jan du PreezCommercial Director
EMPLOYEETESTIMONIALS
Core Va lues
Safety
Integrity
Respect
Agility
Partnership
Execution
CULTURE OVERVIEW
Ta te & Ly l e | V P o f B u s i n e s s D e v e l o p m e n t 4 S TAG E 1 | S M A R T ST R AT E GY & L AU N C H
VINCENT PINNERISVP & General Manager - Specialty Food Ingredients
Vincent is the SVP and General Manager of Specialty Food Ingredients at Tate & Lyle and has 20+ years' experience in business
management in the food and beverage industry. Before coming onboard to Tate & Lyle, Vincent has worked in roles such as General Sales & Marketing Manager, Global Account Director and General Manager at Coca-Cola Company, SPC Adorama and Beverage Partners Worldwide. He holds a Bachelor's degree in Economics from Flinders University and a Graduate Diploma in Accounting from the University of Adelaide
At the core of Vincent’s management style is good communication. He is very direct, while making sure he is also constructive. He wants his employees to be able to say that they are better for having worked for him: he challenges them and pushes them to grow and gives them the space to do so. At the same time, he has the utmost respect in and trust for his employees, and he welcomes them to challenge him the same way he does them. He has a curious mind and loves to learn and push the status quo. Vincent has been described as "one of the most
astute leaders I have had the pleasure of working for and with. He has a wealth of knowledge from experiences across the globe and has the ability to read people and situations in a way that results in a calm and measured response to even the most difficult situations."
Over the course of his lifetime, Vincent has lived in five of the seven continents – in the United States in North America, Brazil in South America, Germany in Europe, Hong Kong in Asia and in Australia. Not surprisingly, travel is one of his passions. He has visited 57 countries around the world, including Marakesh and the Republic of Maldives. He speaks a number of languages; his native tongue is Italian, he learned English before starting school, and he learned Portuguese in about 6 months when he lived in Rio de Janeiro. His other interests include food, movies and reading. He is a self-described sports fanatic who will talk about any sport and any team. His strong number-memory means that no matter what sports team you follow, he probably knows an interesting statistic about them.
HIRING TEAM OVERVIEW
Ta te & Ly l e | V P o f B u s i n e s s D e v e l o p m e n t 5 S TAG E 1 | S M A R T ST R AT E GY & L AU N C H
This position requires an experienced Business Development leader with in-depth knowledge of the food and beverage industry, with focus on SFI NOAM’s strategic category targets (Dairy, Beverage, Soups/Sauces/Dressings, Wellness and Bakery).
Incumbent will lead the Product Management, Marketing and Business Intelligence functions. This position will be challenged to lead a step change towards a best-in-class Business Development function. The ideal candidate must be organization-savvy in order to successfully navigate a highly matrixed environment. This position requires creating strong
partnerships with other internal Tate & Lyle regional and global functions.
Key Accountabilities
• Member of the SFI NOAM leadership team defining strategy and Annual Operating Plan (AOP).
• Lead a multifunctional team including Product Management, Marketing and Business Intelligence.
• Responsible for NOAM Innovation execution.
• Lead the SFI NOAM Business Intelligence function.
• Partner with multiple stakeholders including ICD, Supply Chain, Finance and SFI Sales to ensure strategic alignment.
• Work collaboratively with SFI Applications team to bring solutions, new product ideas and concepts to market.
• Responsible for growth strategy, developing and maintaining pipeline.
• Owns regional strategy at the category level.
Key Performance Indicators
• Deliver SFI NOAM AOP.
• Successful introduction of innovation into the NOAM region.
• Enablement of SFI Sales teams defined as % of Total SFI NOAM Business Result.
• Strategically leverage market intelligence.
• Category understanding and strategic roadmap.
• Product marketing levers.
• Near and long-term complex forecasting, account planning and contract management.
• Monthly business reviews to assess management and growth of opportunity pipeline – including successful ability to move projects through the sales funnel to completion.
Job Responsibilities
VP OF BUSINESS DEVELOPMENTTate & Lyle
POSITION OVERVIEW
Ta te & Ly l e | V P o f B u s i n e s s D e v e l o p m e n t 6 S TAG E 1 | S M A R T ST R AT E GY & L AU N C H
Dimensions
• Reporting structure:
• This role will report directly to the SVP General Manager for SFI NOAM.
• High level strategic industry acumen and category understanding to anticipate industry trends that create opportunities for SFI.
• Strong product marketing skills in the B2B specialty space to provide leadership to create a best-in-class Business Development function.
• Significant industry experience, including expansion drawing on relationship management and professional maturity.
• High level of strategic thinking to maximize the ROI of SFI resources.
• Ability to thrive working in a dynamic, changing and evolving environment.
• Demonstrated ability to navigate a highly matrixed work environment.
• Visible leader – both internally and externally – with demonstrated organizational savvy.
• Strong strategy comprehension – understanding the big picture and then successfully translating to tactical execution.
• Proven experience working successfully with new and underdeveloped customers to grow existing and new product solutions.
• Superior influencing ability to lead SFI LT peers and align internal Tate & Lyle functions, including: ICD, Supply Chain, Finance, etc.
• Outstanding communication, presentation and interpersonal skills.
Education
• Bachelor’s degree is required – preferably in Business, Chemistry, Food Science or related area of study.
• 15+ years of B2B Commercial, Marketing and Product Management experience, global experience is highly preferred.
• MBA or similar preferred.
Qualifications
Ta te & Ly l e | V P o f B u s i n e s s D e v e l o p m e n t 7 S TAG E 1 | S M A R T ST R AT E GY & L AU N C H
ABOUT HOFFMAN ESTATES& CHICAGO, IL
With a population approaching 55,000, Hoffman Estates is a full-service community. Their
location provides excellent access to all major attractions within the Chicagoland area and the Midwest. Accommodations to suit all requirements, a variety of top-quality restaurants, good shopping and many other attractions – both natural and man-made – have resulted in Hoffman Estates becoming one of the premier suburban communities in the state of Illinois.
Chicago is located in northeastern Illinois at the southwestern tip of Lake Michigan. Chicago’s history and
economy are closely tied to its proximity to Lake Michigan, which moderates Chicago’s climate. The outcome of the Great Chicago Fire led to the largest building boom in the history of the nation and ultimately the
skyscraper era. Today, Chicago’s skyline is among the world’s tallest and most dense. Chicago has one of the largest gross metropolitan products in the nation and has been rated as having the most balanced economy in the United States. Chicago was named "4th Most Important Business Center in the World" in the MasterCard Worldwide Centers of Commerce Index.
Chicago boasts over 600 public elementary and high schools citywide, including several selective-admission magnet schools. The school district ranks as 3rd largest in the U.S. Chicago also has a large network of private schools primarily administered by various religious denominations. Chicago is also home of the prestigious Chicago Academy for the Arts, an arts high school heralded as the best in the country.
Chicago was named the Best Sports City in the United States by Sporting News in 1993, 2006 and 2010. The city is home to many teams who need no introduction, such as the Chicago Cubs, Chicago White Sox, Chicago Bears, Chicago Bulls, Chicago Fire and Chicago Blackhawks. The Chicago Marathon has been held since 1977. In 1994, the United States hosted a successful FIFA World Cup at Soldier Field on Chicago’s downtown lakefront. Chicago has also hosted major wrestling matches, including WrestleMania 22 and pay-per-view events.
When Chicago incorporated in 1837, it chose the motto “Urbs in Horto,” a Latin phrase meaning a “City in a Garden”. Today the Chicago Park District consists of 552 parks with over 7,300 acres of municipal parkland as well as 33 sand beaches along Lake Michigan, 16 historic lagoons and 10
LOCATION OVERVIEW
Ta te & Ly l e | V P o f B u s i n e s s D e v e l o p m e n t 8 S TAG E 1 | S M A R T ST R AT E GY & L AU N C H
bird and wildlife gardens. Nine lakefront parks render the Chicago Park District the nation’s largest municipal harbor system.
Any shopping adventure in Chicago should begin with the granddaddy of all Chicago retail: The Magnificent Mile. This cosmopolitan, history-packed section of Michigan Avenue teems with shopping, dining and entertainment treasures that make any vacation unforgettable. Chicago’s shopping destinations also extend throughout the city. Chicago’s Loop has been a shopper’s paradise for more than a century and is anchored by State Street, where residents can stroll through the legendary Macy’s on State Street.
Chicago’s theatre community spawned modern improvisational theatre. Renowned Chicago theater companies include the Steppenwolf Theatre Company, the Goodman Theatre and the Victory Gardens Theater. Chicago offers Broadway-style entertainment at theaters such as Ford Center for the Performing Arts Oriental Theatre, Bank of America Theatre and more. Classical music offerings include the Chicago Symphony Orchestra, recognized as one of the finest orchestras in the world. Also performing regularly at Symphony Center is the Chicago Sinfonietta, a more diverse and multicultural counterpart to the CSO. In the summer, many outdoor concerts are given in Grant Park and Millennium Park.
Chicago cuisine lays claim to a large number of regional specialties. Included among these are its nationally-renowned Chicago-style hot dog and the deep-dish pizza. Although locally, the Chicago-style thin crust is also popular. There are two distinctly Chicago sandwiches, the Italian beef sandwich and the Maxwell Street Polish. Portillo’s is one of the most dominant chains among local-cuisine restaurants. The grand tour of Chicago cuisine culminates annually in Grant Park at the Taste of Chicago, the largest food festival in the world. Chicago has developed into one of the world’s premiere restaurant cities.
HOFFMAN ESTATES QUICK FACTS
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O ' H A R E I N T E R NAT I O NA L
c l o s e s t m a j o r a i r p o r t
C H I C AG Oc l o s e s t m a j o r c i t y
I - 9 0m a j o r h i g h w a y
Ta te & Ly l e | V P o f B u s i n e s s D e v e l o p m e n t 9 S TAG E 1 | S M A R T ST R AT E GY & L AU N C H
HOFFMAN ESTATES & CHICAGO, IL HIGHLIGHTS & LINKS
City Information
• Village of Hoffman Estates www.hoffmanestates.org
• City of Chicago www.cityofchicago.org
Arts & Entertainment
• Visit Hoffman www.visithoffman.com
• Choose Chicago www.choosechicago.com
• Chicago Theatre www.chicagotheatre.com
• Art Institute of Chicago www.artic.edu
• Field Museum of Natural History www.fieldmuseum.org
• Adler Planetarium www.adlerplanetarium.org
• Garfield Park Conservatory www.garfieldconservatory.org
Shopping
• The Magnificent Mile www.themagnificentmile.com
• Water Tower Palace www.shopwatrtower.com
• The Shops at North Bridge www.theshopsatnorthbridge.com
Sports
• Chicago White Sox www.chicago.whitesox.mlb.com
• Chicago Bulls www.nba.com/bulls
News
• Chicago News www.nbcchicago.com/news/local
• Chicago Sun-Times www.chicago.suntimes.com/section/news
Education
• Chicago Public Schools www.cps.edu
• City Colleges of Chicago www.ccc.edu
• The University of Chicago www.uchica.go.edu
• The University of Illinois www.uic.edu
Realty
• Zillow - Hoffman Estates, IL www.zillow.com/hoffman-estates-il
• Zillow - Chicago, IL www.zillow.com/chicago-il
• Trulia - Hoffman Estates, IL www.trulia.com/IL/Hoffman_Estates
• Trulia - Chicago, IL www.trulia.com/IL/Chicago
Ta te & Ly l e | V P o f B u s i n e s s D e v e l o p m e n t 10 S TAG E 1 | S M A R T ST R AT E GY & L AU N C H
(Please provide the Name and the Location of each Institution)
2. Provide an overview of your expertise, including years of experience, in Product Management and B2B marketing roles. Highlight all experience related to specialty food ingredients/additives.
3. Outline your experience with P&L management. From a revenue standpoint what is the largest P&L you have been responsible for?
4. Share an example of a an innovative and successful Product Management or B2B Marketing strategy you developed and implemented. Please be as specific as possible; What steps did you take to accomplish the vision? What were some roadblocks you faced during the course of this example and how did you overcome them? What internal and external stakeholders did you have to influence to make this project a success? What were the bottom-line results?
5. What metrics did you use to decide that the project described in the previous question was a success? What other strategies do you regularly employ to decide the success or failure, as well as future room for improvement, of your projects?
6. Outline your experience growing, mentoring and managing successful teams How many years have you held people management responsibilities? What was the largest team you have led? What were the levels and functions of your direct reports?
7. Describe your leadership style. What are the most effective methods you have found to mentor, grow and develop, and build into a cohesive team, those who report to you?
8. Share an example that demonstrates your ability to provide leadership in a "Matrix" environment where you were able to gain buy-in for new strategies and lead through influence to ensure cooperation & coordination between cross functional areas.
9. Tell us about any non-compete and/or employer restrictions that you may have. Please provide these documents for our review.
10. If asked one of the following questions during an interview, how would you answer? Why are you considering this opportunity? (or) What motivated you to consider a job change at this time?
11. Have you ever applied, either directly or through a third party, for any role with Tate & Lyle? If so what was the date of your most recent application (month/year)?
Relocation Acknowledgement As evidenced by my initials below, I acknowledge the requirement to relocate to the Hoffman Estates, Illinois area for the specific opportunity with Tate & Lyle and am willing to do so if hired. I fully understand that this acknowledgment is a requirement for the interview process and states that I have already spoken with any necessary parties (i.e. spouse, significant other, children, parents, etc.) who may directly be impacted by my final decision to relocate.
Initials
References Please provide three to six references. The first priority is current and/or past supervisors, then employees, then peers, then customers (where appropriate).
Example: Bob Smith, currently - Business Director at ABC Corporation 412-123-4567, Email: [email protected]. Was Business Director, my direct supervisor, while I was a Manager at ABC Corporation.
We will NOT contact any references until after completing the interview process and not without notifying you first.
1) 2) 3)
4) 5) 6)
Our Candidate Comparison Score Card is to be completed on every candidate you have now screened as a potential fit. If you can tell that some of the candidates are probably Low level (in a superficial overview)
in comparison to others you set those aside now and just score the rest. The Score Card will help you objectively weigh all the Must Haves and even the preferences in such a way that at the end of using the Score Card process you can be pretty sure who the High plus candidates are, who the High candidates
are, and who the Medium candidates are. Then we focus on scheduling for the High Potentials.
Candidate Comparison-Scorecard Grader's Name:
Candidate Name: Grade:
Client Name: Tate & Lyle Hiring Mgr:
Position: VP of Business Development HR Contact:
Salary Range: 200K-220K Candidate Base: Bonus:
Communications: L = Heavy Accent - Hard to Understand M = Accent - Understandable H = No Accent - Easy to Understand Comment:
Attribute H/M/L Comment 1. Education H = Bachelor's Degree; in Business, Chemistry, Food Science, or related area M = Bachelor's degree not in the above areas L = +1/2 MBA
2. Business Development/Marketing/Sales Experience H = 15+ years global B2B Commercial and Business Development experience focused on specialty food ingredients/additives M = 15+ years business development, marketing, and/or sales experience not meeting all above requirements L = Less than 15 years experience
3. P&L Management H = This is a significant part of current role M = Has done this in a previous role L = Minimal experience in this area
4. Sales/Business Development Strategy H = Specific example that outlines roadblocks and demonstrates well developed strategy development and problem solving skills M = General response which indicates success in this area L = Response does not demonstrate success in this area.
5. Metrics H = Answer shows specific, quantifiable and logical ways to analyze success M = Answer outlines some strategy to analyze the success of projects L = Answer does not indicate an established strategy for analyzing project success
6. Team Management H = 3+ years of management experience; has managed teams of 7+ people M = 1-3 years of management experience; has managed teams of 4-7 people L = Limited team management experience
7. Leadership Style H = Answer indicated a well thought system for maximizing the potential of a team M = General answer indicating some leadership abilities L = Answer does not indicate proven leadership skills
8. Matrix Leadership Example H = Clear example of navigating a Matrix environment to gain buy in and lead through influence M = Broad response indicating some success in this area L = Response does not indicate success in this area
9. Non-Compete H = No relevant non-compete or non-disclosure in place M = Has a peripheral non-compete or non-disclosure in place - could limit some activities L = Has a strong relevant non-compete or limiting non-disclosure
Now add up the numerical value of each grade and then divide by the total number of grades
Total Points:
Divided by 9 grades =
Avg. Grade:
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1 ALIGNING EXPECTATIONSRopella aligns expectations with everyone on the hiring team to ensure we’re partnering e�ciently and e�ectively. We’ve created a 3-step launch approach. Through a comprehensive Intake Interview, we 1) Discuss the hiring process, 2) Evaluate the research needed, and3) Review the overall search strategy to ensure we are all on the same page.
SEARCH PREP QUESTIONNAIREAt the beginning of each search, we conduct a comprehensive Intake Interview with the hiring team to ensure Ropella fully understands the most e�ective way to present your opportunity. This includes questions about cultural dynamics, management style and the MUST HAVES for each search. We’ll also evaluate your position description, looking for potential improvements. We then identify the preferred companies and best titles to target to be sure we are focusing on the most e�ective recruiting paths.
OPPORTUNITY MARKETING PIECE Once we understand your search, our team designs an Opportunity Marketing Piece, custom created for your speci�c opportunity, used to attract the best passive candidates. This piece is a comprehensive 6 to 12-page pitch book, �lled with what’s exciting about your organization your products and their markets, as well as a description of your culture and even yourmanagement style. It also includes your position description and a thorough overview ofthe location where the position is based.
SKILLS SURVEYWe create a custom skills and experiences application based on the MUST HAVES for your opportunity. This helps us identify and select for submission the most quali�ed A and B candidates that meet all your parameters. The C candidates are set aside.
SCORECARDWe thoughtfully score all candidates as we move through the screening and interview process. In order to help you make the right hire, we assess based on skills and experience, cultural dynamics, management style, compensation and relocation �t.
PERFORMANCE STANDARDS ASSESSMENT We can dive deep and assess past performance as well as corporate and team cultural �t with a variety of personality, communications and leadership style pro�ling tools. We also o�er pre-hire, function speci�c assessment tools, as well as on the job testing exercises.
STAGE 1 | SMART STRATEGY & LAUNCH
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The SMART Search System® has revolutionized hiring in the same way Six Sigma revolutionized manufacturing. We've invested more than 30 years researching best practices, developing our own tools and continuously improving our SMART Search System® . We provide our clients precise and predictable hiring results unparalleled in the search industry.
“LIKE SIX SIGMA FOR EXECUTIVE SEARCH”
®
Through Global Talent Discovery, Assessment & Connection
Real. Expert. Advice. With over 30 years of recognized search experience, Patrick Ropella knows how to �nd and recruit the right talent.
Patrick, Thank you for all that you and Ropella do for Dow. The processes and systems you have applied (from The Right Hire) while working with Dow have proved very valuable over many years of service.
Andrew Liveris, Chairman and CEO, Dow Chemical
Patrick Ropella's current book, The Right Hire, gives us proven principles and focused strategies to identify, attract, motivate and measure talent in any �eld. If you need relief fast, read and put into practice what's in this book.
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RECRUITINGWe run comprehensive recruiting campaigns to source, target and recruit the right candidates. We then submit the best candidates and schedule interviews as we help cultivate relationships between our clients and candidates.
INTERVIEWSWhile you’re interviewing and evaluating your �rst slate of candidates, Ropella continues to recruit, building an additional slate of optional candidates, so we don’t lose momentum and experience unnecessary time delays. We also use SPARK HIRE video interviews to improve assessment.
CANDIDATE INTERVIEW DEBRIEFAfter each interview, we debrief with each candidate to ensure the opportunity continues to be the right �t for their career.
HIRING TEAM DEBRIEF After each interview, we debrief with the hiring team to discuss each candidate as we continue to move through the interview and �nal selection stages.
REFERENCES & BACKGROUND CHECKS We o�er a variety of reference checking options. CHECKSTER is a unique and highly productive web-based tool we prefer to use on most searches.
COMPENSATION BENEFITS & RELOCATION ASSESSMENT Our proprietary Compensation Comparison Calculator merges the variety of complex compensation factors into one document. This allows for easy comparison of current and competing o�ers, to ensure you don't lose the perfect candidate to any competitor.
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STAGE 2 | SMART RECRUITING & INTERVIEWING
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STAGE 3 | SMART HIRING & ONBOARDING
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Compensation Calculator
Offer Recommendation OverviewOffer Recommendation OverviewThis chart compares Offer A (outlined on the next page) to the candidate's current compensation package.
Green indicates areas in which the offer would improve the candidate's position.
Red indicates areas in which the offer does not meet the candidate's current compensation package.
Blue indicates areas in which the offer and the candidate's current compensation package are the same.
A) Salary negotiator can accepton candidate's behalf
$145,000 MacDermid offers a base of $145,000 and 4 weeks of vacation. An offersalary of $145,000 equates to a 12.5% increase over Steve's current salary.A package at this level would get an immediate acceptance from Steve, andwe can go ahead and set a start date.
B) Salary that would still beconsidered viable
$140,000 MacDermid offers a salary of $140,000 and 4 weeks of vacation. An offersalary of $140,000 equates to a 8.5% increase over Steve's current salary. Apackage at this level would still be attractive to Steve, and still showsMacDermid's commitment.
C) Salary candidate will likely walkaway from
$135,000 MacDermid offers an absolute minimum salary of $135,000 and 4 weeks ofvacation. An offer salary of $135,000 equates to a 4.5% increase overSteve's current salary. A package like this would have Steve askingquestions about MacDermid's interest in him.
Notes About Offer RecommendationNotes About Offer Recommendation
