You’re Hired!

Hiring Top Talent: What to Look for in Today’s Candidateshile the transition from manual paste-up to computer pagination was for years a revolution in the making, the impact of electronic content—and ever-expanding expectations of quality and variety in graphics, presentation and delivery—has hit the industry like a wave, propelling some publishers to new heights and leaving others feeling like flotsam. One thing is for certain—having the right people on board is key to success. Managers and executives with an understanding of today’s technologies and an ability to react quickly to emerging ideas and create innovative products based on them can make all the difference.As technologies evolve, so too do expectations, both for new hires and existing employees. Whether in creating new positions or expanding the role of existing posts, companies expect more lateral thinking from their staff. “We’re looking for people who are able to add value across the rapidly changing media landscape. … our people wear multiple hats and demonstrate their skills by contributing their talents across our entire product line,” says Toby Maloney, vice president of business development at mental_floss, a science and arts-oriented magazine and Web site for “knowledge junkies.”“It’s particularly important that our employees bring top-notch content and technical skills to the job. We’re too small to have specialists who are only comfortable in a narrow area of expertise,” he adds.Troy, Mich.-based business-to-business publisher BNP Media expects digital literacy across departments, according to Publishing Director Tim Fausch. “We believe every new hire should bring enough computer/Internet experience to assume or quickly grow into electronic media as part of their job,” he says. Production managers, for example, must be comfortable collecting ads for Web sites as well as print publications, and should be prepared to proofread online.As far as knowledge of cutting-edge platforms such as webcasting, podcasting, etc., BNP tries to have one expert on staff. “Everyone else is learning on the job,” Fausch says. The industry generally is “focusing heavily on bringing in the right talent, and that means 21st-century skill sets,” according to Dave Shadovitz, editor in chief of LRP Publications’ Human Resources Executive magazine. Even where technological savvy is not part of the job description, “an applicant with new media skills is likely to have an edge over someone who does not have them,” Shadovitz says.Rapid AdaptationFor some publishers, the demands of digital media can mean quick adaptation in order to keep pace with advertisers’ needs. The Bethesda, Md.-based nonprofit association Editorial Projects in Education (EPE), which publishes two magazines and six Web-only newsletters, has combined traditional production and graphic design work with responsibilities that take the job description a good step further—trafficking ads from insertion-order entry through production and proofing and even monitoring the number of ad impressions (times an ad is served on a Web page) and click-throughs once an ad is published online, all the while maintaining contact with clients to provide technical and other support.“We’re not looking to be leaders with the online advertising, but we don’t want to be followers,” EPE Production Manager Paul Bradley says. “So, we look at what else is coming down the road, always asking what we need to get ready for … (and) getting advertisers up to speed.”This meant replacing a more traditional ad designer with someone working almost exclusively on Web production. “… it was really hard to find a graphic designer who … understood ad trafficking,” he notes. “The people in that position have to be … up to speed on the technology that’s out there now and that’s around the corner.”This move toward all-electronic production and ad trafficking and tracking will have a profound effect on the sort of jobs being created in the near future, industry watchers say.“If it moves the way we think it will, there will be jobs totally done away with and others created,” says Wayne Eadie, senior vice president for research at industry association Magazine Publishers of America. “I think magazines down the road will be produced in a totally different way than in the past—with new production and tracking (techniques).” Currently, U.S. magazines tend to be overstaffed compared to their counterparts in Europe, where efficiencies made possible by e-media have been more thoroughly realized, Eadie says. “Moving to a digital delivery platform will require a rethinking of staff requirements and a combining of job positions,” he explains, meaning tomorrow’s executives need to be ready to recognize when and where to apply these innovations. Web Development StaffNot all publishers are feeling the economic pressure to fully embrace digital media with an enhanced staff, however. “We’re content-driven. We have a Web editor, and other writers contribute … but as far as a large staff related to the Web site, we don’t have that right now,” Shadovitz says.Pete Lachapelle, publisher of Pizza Today, which tracks the pizza industry through an online magazine and newsletter in addition to a print publication, says any potential new revenue does not yet justify hiring special staff. “I have electronic media. I’ve even worked up a separate media kit for that side of the business. Have I hired anyone to oversee or generate editorial? We’re not there yet,” he says. “To say I have special hiring techniques or requirements—no, just normal people with publishing experience that’ll agree to do a good job.”“I’ve found the more complicated some of these companies make it, the larger the investment it becomes,” adds Lachapelle, who notes that he does not host his own Web site. “That philosophy of: You’ve got to have the ‘right people’ with the ‘right creds’ is ridiculous,” he says. “Keep it simple—and maybe you can make some money.”“In terms of fully realizing the power of online communications, we believe we now have the balance right,” Maloney says. “Our flagship product is our print magazine, but we fully appreciate the power of the Web and the importance of balancing online and traditional print opportunities in a rapidly changing world.”Maloney recommends bringing in consultants before hiring new staff to avoid over-extending.“Whenever we have a new opportunity, we proceed rather conservatively rather than immediately adding more staff,” he says. “We look at what we can afford and sometimes bring in consultants to assist rather than immediately adding more folks to the payroll. That’s one of the main reasons after five years that we are still in business and growing nicely.” Determining What You NeedFor those companies ready to hire new staff with an eye toward multimedia platforms such as webcasting, podcasting, video production, blogging, and so on, Andrew Rak, senior vice president and general counsel at Reed Business Information, recommends letting the technology be your guide.“The way we determine what we should be looking for in these areas is to focus first and foremost on the technology that will drive and support the new areas. We then match up the technological skill sets of the best-qualified candidates who have a proven record with the technology,” he says. “Publishers should be looking for e-media knowledge,” he continues, “and demonstrated ability to drive traffic (and) revenue to sites.”Focusing on staff development is just as important as knowing what sort of fresh blood you want to bring in, says Jade Chen, production director at Buffalo Spree Publishing Inc. in New York. “When we started our Web site, it was through training our core group—they had classes for employees off-hours to help people bone up,” she says. Before deciding to hire someone new, her company will analyze current staff to determine if someone they already employ can step into a new role, she adds. “We go back to our interns first,” says Chen. “They know how to do stuff in the Web—Flash interface, macromedia. We have people who are really good on the fly.”On all levels, from production to editorial, “It’s much more technical than it used to be,” Bradley points out. “You must have breadth. These days, your print production manager is doing a lot more with electronic files.”All employees—in production, editorial and sales—must be adaptable, he stresses. “Things have completely changed on the print side from 10 to 12 years ago. Your print person has to have the electronic skills.”“We look for people who are talented and whose talents make them at home in both the print and online worlds,” Maloney says. “We expect people to be Internet-savvy and willing to learn new technologies as they emerge.”In the face of all these new technological challenges, managers, supervisors and VPs in production, manufacturing or development cannot lose sight of the fact that this is still, at heart, a communications industry—both in the content you deliver and in the way you interact with employees and clients.“You’re everybody’s friend, but in the end, you’re a deadline person—effective and efficient. It’s all about a person who can handle the challenges and has an aggressive personality,” Chen says. “You need to know both how to address other people in the company and massage your client,” she adds. “Avoid jargon. Be a very effective communicator.”So, it’s clear, the way forward will involve hiring or training adaptable, tech-savvy communicators who are comfortable switching from print to electronic media. When it comes to choosing between qualified candidates, however, Fausch recommends a tried-and-true approach.“Screen for aptitude, hire for attitude,” he says. “Today’s multimedia approach increasingly requires people with can-do attitudes who do not put up roadblocks that minimize their job duties. Fearless risk taking, tech-savvy, entrepreneurial people will flourish in today’s multimedia environment.”Job Hunting? How to Get HiredWhen it comes time to hire new talent, publishing companies today are seeking a breadth of knowledge, including a proven ability to adapt to new technologies, effectively create new products and sell multiple media, on top of basic managerial and communications expertise. “We [at Reed Business Information] look for evidence of innovation, excellent communication skills and ability to adapt in a fast-changing environment. We steer clear of individuals who want to work in a silo,” says Rak.Publishers want solid e-media knowledge, he stresses. Especially in magazine production, the focus has shifted “significantly” to advanced technologies.Managers and supervisors “set the vision and oversee the process whereby we launch multimedia products …,” says BNP’s Fausch. “They are expected to use resources among their print staff and our corporate Internet (and) IT marketing and … circulation departments to create and manage new electronic products.”“Make sure to develop experience in both print and online sectors,” he advises job seekers. “Be flexible and learn new skills to increase your value. Be willing to blaze trails to help launch new media.”According to Rak, with respect to technology positions, successful candidates must have experience in HTML, XML, Web development technologies, Java and rich Internet applications such as AJAX. Bradley says that knowledge of rich-text formatting, along with Flash animation and DoubleClick, is becoming key for production supervisors and associates, as familiarity with these applications are now both expected of in-house designers and utilized by clients sending “camera-ready” materials. Fausch calls the collection of Internet-ready ads from clients the “most significant change” affecting job descriptions in magazine production today.For marketing and sales positions in the business-to-business sector, Reed Business Information seeks knowledge of DoubleClick and “the ability to understand Web analytics and to analyze Nielson ratings,” Rak says.Prior experience creating and selling electronic products is a big plus. “Sales candidates should exude confidence when selling e-products,” Fausch says. “The ability to multitask in print and electronic media is crucial.” Wanted: Adaptability and MotivationFor staff on all levels, adaptability is key. “We look very carefully at the underlying capabilities of candidates and have a bias toward hiring people who have a demonstrated record of achievement and an ability to take on multiple responsibilities,” says mental_floss’ Maloney. “Our team is made up of people who are highly motivated self-starters who share a strong desire to create great products. We’re always looking for folks who bring multiple talents to work each day; we can’t afford anything less than that kind of commitment.” When submitting a portfolio, “Samples of actual work remain important,” Fausch says. “The ideal résumé/portfolio will demonstrate both print and electronic work experience and/or internships.”He recommends offering to take tests to demonstrate your skills, and make sure that all references are from professional sources. “Most importantly,” he says, “know the interviewing company and its products/niches extremely well. With so much information available online, there is no excuse for not being informed.”In preparing a résumé, applicants should focus on real-world experience and a diversity of exposure to industry challenges.“We evaluate levels of contribution and look for not only outstanding academic credentials, but also battle-tested experience. People should be prepared to discuss in detail what is on their résumés,” says Rak.“When, in an interview, I ask if there are any questions, I want to hear questions,” advises Chen. Asking questions demonstrates curiosity about a company’s culture and expectations, and tells interviewers a good deal about an applicant’s communication skills.“We’re looking for people who are extremely driven—great, not just good, communicators,” Chen says.In considering the ideal candidate, many publishers stress the need for applicants to know what they want and be passionate about achieving it.“We want to hire people who share the cofounders’ passion for working hard and for creating great products that will please our customers,” Maloney says. “We want smart, innovative people who never take themselves too seriously. I think it always makes sense in all areas of life to follow your passions; in my experience, highly successful people love what the ’re doing and usually do it well. Life is way too short to waste it doing something you don’t really enjoy.”“I think it’s important to find a job that fits (you) and fits the company. In the long run, interacting with other workers is as important as your skills—if you cannot work with these people 10 to 12 hours a day, it’s not worth it,” says Chen. “People grow into their positions. It’s all about growth within the company and personal growth. Know what you want to be. If you’re not comfortable with [a job], don’t take it.” “Figure out what you really want to do,” Rak says. “Determine which industry is best suited to your skills and temperament, and be tenacious.” PEJames Sturdivant is a freelance writer living in Narberth, Pa.

General

You’re Hired!

James Sturdivant

About

Subscriptions

Events

Publications

WORK SMARTER - LEARN, GROW AND BE INSPIRED.

Subscribe today!

James Sturdivant