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The Conference Board of Canada calculates the average cost to hire an executive is $43,000, for managers, it’s $17,000 and technical experts $13,000.
On experience
Anne-Marie Tseretopoulos Vice President, Human Resources, Brookfield Asset Management
Anne-Marie Tseretopoulos has seen hiring trends change rapidly since graduating from Seneca’s Human Resources Management program. Her experience with companies like TD, Citibank, FCB and Rogers has given her invaluable insight into acquiring and nurturing talent. She shares her thoughts on networking, transitioning and how candidates can stand out in a crowd.
How have hiring practices changed since you graduated? We are always hiring for skill and competencies to do the job, but there is a shift to hiring for potential. What’s the person’s potential? Not just for the job, but for advancement within the organization. Transferable skills are what everybody’s looking for, as well as problem solvers who are accountable, resilient and adaptable. Having the ability to communicate effectively and work in teams helps too.
What role does networking play in hiring? Nearly every job I’ve gotten has been from networking. People are shy about networking because they feel like they are asking for something; but it’s really about people helping each other. I never turn down an exploratory conversation, if it is introduced by someone I respect.
How can new graduates differentiate themselves? New graduates have to leverage their experiences. If you don’t have the specific work experience, have you volunteered? Have you mentored someone? Your school experience is relevant as well. Take whatever you have in terms of technical or soft skills, look at the job description and convert that into experiences that are applicable.
How can candidates make a good first impression? You want to represent your own personal brand, but also be relevant to the industry to which you’re applying. In my past role at an advertising agency, as well as in the marketing, and communication industries, the dress is more causal and creative. If you come in wearing a suit you may not make the right impression. It’s all about being authentic and a good fit.
How do you advise people who are in between jobs? It’s entirely a business reality. It happens to everyone, and there shouldn’t be a stigma around it. Even if it is a result of a negative situation. Just take what you learned and adapt that to where you want to go. If you learned something about the kind of industry you shouldn’t be in, retool and transfer to something else.
Is mentorship becoming more ingrained in corporate culture? Employees should seek out mentors. Larger organizations have more established formal mentoring programs, but I also see it happening organically. People generally like to share their experiences. The advice is there, people are just shy about soliciting it. You also need to know how you want to be mentored.
What is the biggest lesson you have learned in your career so far? Apply yourself and be open to everything. You might feel like you’re working against the grain and it doesn’t make sense, but trust the environment and trust the leaders. They know what they are doing. And remember to have fun.
12 RED 
2016
