InPursuit Search assisting client looking to control erosion in CA by adding technical and sales team

Our client, a manufacturer and installer of a compost filter sock, is looking to provide the knowledge and tools to CA engineers, landscape architects & designers, and contractors regarding a higher standard of environmental products to retain storm water, filter and bioremediate, and establish vegetation for various environmental applications.

We are currently seeking the following:

1. Regional Sales Manager (Northern or Southern CA)
2. Erosion Control Specialist – (Northern CA)
3. Territory Manager – (Southern CA)

For more information about these position, please visit our Candidate Application area on our website.

Inpursuit Executive Search Receives 2015 Best of St. Paul Award

Press Release


InPursuit Executive Search Receives 2015 Best of St. Paul Award

St. Paul Award Program Honors the Achievement

ST. PAUL August 12, 2015 -- InPursuit Executive Search has been selected for the 2015 Best of St. Paul Award in the Employment Agency category by the St. Paul Award Program.

Each year, the St. Paul Award Program identifies companies that we believe have achieved exceptional marketing success in their local community and business category. These are local companies that enhance the positive image of small business through service to their customers and our community. These exceptional companies help make the St. Paul area a great place to live, work and play.

Various sources of information were gathered and analyzed to choose the winners in each category. The 2015 St. Paul Award Program focuses on quality, not quantity. Winners are determined based on the information gathered both internally by the St. Paul Award Program and data provided by third parties.

About St. Paul Award Program

The St. Paul Award Program is an annual awards program honoring the achievements and accomplishments of local businesses throughout the St. Paul area. Recognition is given to those companies that have shown the ability to use their best practices and implemented programs to generate competitive advantages and long-term value.

The St. Paul Award Program was established to recognize the best of local businesses in our community. Our organization works exclusively with local business owners, trade groups, professional associations and other business advertising and marketing groups. Our mission is to recognize the small business community's contributions to the U.S. economy.

SOURCE: St. Paul Award Program

St. Paul Award Program


Targeting clients with the right values

As an entrepreneur and business owner, one major learning and piece of wisdom I have acquired is to seek clients that work hard every day to follow a core set of values. These values become the inner compass to drive all behavior within an organization. Whether we are discussing developing a team, making an addition to a team or removing someone from a team, values drive how we should and will interact. The day to day work is defining our best possible response around words like respectful, honesty, trustworthy, integrity and excellence. At InPursuit, we push ourselves and seek clients that have similar goals of operation day to day and week to week. If you are an organization that has instilled this type of mindset we want to work with you.

David Zimmel, President of InPursuit

Talent Acquisition Podcasts

InPursuit Search was recently approached by a very successful PODCAST company wanting to develop a PODCAST in Talent Acquisition. The PODCAST format would focus on Jobseekers (active and passive), Hiring Managers and Human Resources professionals. I would be interested in your thoughts. Please comment about your ideas on a professional PODCAST and the topics of interest.

Greater MSP – We are a global leader and on a roll!!!

I recently attended the 2014 Greater MSP Annual Meeting where I was completely impressed by the work that has been done to increase the awareness of Greater MSP business community to the Global marketplace. The definition of our international connections, our world-renowned innovation and our rich talent pool puts us on the global stage to compete with any marketplace.

Many business leaders and innovators have spent numerous hours researching our marketplace and have determined that we lead and will continue to lead in several markets. The niche that has been strategically carved out for us by these leaders include:

  1. Health and Life Sciences.

  2. Food and Water Solutions.

  3. Technology and Advanced Manufacturing.

  4. Financial Services and Insurance.

As the presentation continued to lay out a very detailed plan the story unfolded right before my eyes. WE ARE VERY GOOD AT WHAT WE DO HERE AND WE ARE AND CAN BE A GLOBAL BUSINESS LEADER!!!

Let me share with you the convincing agreement by the several points below:

  1. 14 Forbes 2000 companies.

  2. 7 Forbes largest privately-held companies.

  3. 18 Fortune 500 companies call Greater MSP home.

  4. 8 - Inc. 500 fastest growing companies.

  5. The Greater MSP region is #1 in professional talent retention among the 25 largest US metro areas.

  6. The Greater MSP region ranks 7th among the largest 25 US metros for concentration of professional talent, and 3rd for concentration of professionals with children.

  7. Greater MSP has the 10th highest number of local college graduates among the largest 25 US metros, with over 67,000 graduates in 2013-2013.

I encourage all of you to check out the accomplishments of this organization and GET INVOLVED in promoting our great area!!!

Dave Zimmel, President

Office Bldg – Heritage Rose

We are at 1599 Selby Avenue, Suite 208, St. Paul, MN  55104.  When visiting, please select our company name on company listing and we will buzz you into our lobby.  Thank you for visiting InPursuit Search.

Time to avoid stringing out your searches

Define position tangible and intangible requirements.

Making sure you have team agreement on your target candidate will save you valuable work time. Gather the interview team together to simulate “what if” scenarios of different backgrounds. You may include past companies, previous titles, levels of responsibilities, years of experience, education, etc. We have found that this practice gets people to think about their potential candidates before the resumes start coming and the interviews are scheduled. Document your tangible and intangible requirements that can be used later to communicate the job to potential candidates.

2. Reduce the interviewing team to only decision makers.

Often times it is acceptable to have everyone interview each candidate. This clearly delays the search process and increases the loss of candidates. Identify key decision makers and allow them to make the selection. As a Manager it is their decision on who to hire and not hire.

3. Identify a week to interview and block off the whole interview team’s schedule in advance.

As a team, determine what week will work for the whole team to interview candidates. Performing interviews that week will be the interviewers top work priority. Get approval from everyone that there is limited scheduling conflicts.

4. Schedule candidate evaluation meetings within team within 24 hours after the interview.

Everything is fresh in the minds of the interviewers to make decisions on each candidate. It is important to have quantifiable measurements for the positions tangible and intangible qualifications. Use a grid to determine candidate scoring. Discuss qualifications and make final candidate selections.

5. Pre-qualify the candidate's salary expectation and have that compensation pre-approved by management.

This is called getting “your ducks in a row”. The search process doesn’t have to be linear. Do things in parallel to move the process along. Get this critical information early and ask the candidate their salary expectations several time during the process to verify the information. When you are ready to make an offer, you will limit the opportunity for fall out.

6. Capture all background check information during final candidate interviews.

This is another activity that delays your process for a few days. Gather this information in advance. Know where you are in the search and process background checks once a final candidates has been selected.


  • Limit candidate fall out of the search.

  • Avoid the probability of counter offers.

  • Decrease waste of company and candidate time.

  • Decrease the chance of a search restart.

Implementing these ideas will significantly reduce your time to fill. Please contact Dave Zimmel for more ways in improving your search process. Sign up for additional ideas about your search process at:

David Zimmel, President of InPursuit Search

These days, recruiters are worth the money

My company, Metal Mafia, has an excellent candidate screening process, a super training program, and a very successful team of employees to show for it.

But hiring has always been a difficult task for me because each time I get ready to hire, it takes me forever to find the right type of candidates to even get the screening process started.

Despite the fact that I carefully consider where to advertise for candidates--I try to maximize the search dollars and get a good mix of potential applicants--it always takes me a long time to find people suited well to the company, and therefore, even worth interviewing.

I've tried everything from placing ads on large job boards like, to smaller specialized job boards that cater to sales hires or fashion jobs, to local university boards where I can post for free (or close to it). Each time, I experience the same slow crawl toward finally finding the right person. It has taken me up to five months to find the right kind of hire in the past. So in November when I decided I needed to think about hiring for the new year, I was not optimistic.

For me, recruiters have traditionally been out of the question because I figured they would be a waste of time and never be as good at sending me the right people for the job as I would be in reviewing resumes myself. They're also too expensive for my small budget. But as I got ready to place my job ads again, one of my senior staff members came to me and offered me the name of a fashion recruiter she knew and thought could help. I was skeptical, but I called her anyway, figuring listening would cost me nothing.

The recruiter convinced me she would do a thorough job, but I still hesitated because of the price. I do not have large sums of money to devote to the hiring process, and by my calculations, when all was said and done, using the recruiter was going to cost me three times as much as my usual techniques. On the other hand, the recruiter would only charge me if she found someone I decided to hire, which meant I was risking nothing, and could always come back to my original methods. I bit the bullet and signed up, reminding myself "nothing ventured, nothing gained."

The recruiter sent me the resumes of 10 entry-level candidates. I screened six by phone, met three in person, and found the right hire--all in a month. The cost suddenly became much less, because I saved so much time in the process, and because I got a pool of applicants who were decidedly better to choose from than in the past. Even more interesting, perhaps, was an insight the right candidate shared with me during the interview process. When I asked why she had chosen to work with a recruiter rather than post on job boards, she said "because recruiters make sure your resume gets seen, while submitting via the Internet is like sending your resume into oblivion."


External vs. Internal Recruiting: Who does it better?

It has been debated many times, but the question of whether recruitment is best done with internal or external resources can only be answered at an organizational level, based upon a cost-benefit analysis.

When doing this analysis, consider which method of recruitment scores higher on the following metrics:

  1. Quality of hire

  2. Time to fill/p>

  3. Culture fit

  4. Candidate experience/impact on EVP

  5. Cost

It’s time to take a close inspection of each of these areas.

Quality of Hire

Most internal recruiters, at least in medium- to large-sized companies, rely on Web-based systems to do the initial screening and culling of applicants. They lack incentives, and also lack penalties, for how well they recruit. With external recruiters, there are often no metrics in place at all, other than time to fill. If metrics for quality of hire are clearly tracked and compared between internal and external recruiters, it can help identify the best recruitment model for your business because you will be able to tell who is providing the highest-quality candidates.

Linking recruiter pay to quality of hire is a critical step in ensuring that recruiters make solid recommendations to line managers, who ultimately make the hiring decision. Agency recruiters can be measured based on client feedback and the number of times roles have to be re-filled at no charge to the client, which can happen if the wrong hire is made and if the client organization does not have a formal way to measure its recruitment suppliers on this metric.

If you use a hybrid model, consider measuring and comparing both your internal and external recruiters on the quality of new hires. After implementing such a metric, measure them upon their first placement, at six and 12 weeks, again at six months, and then at regular intervals.

Time to Fill

Jobs can often be filled faster by using agencies (particularly within specialized industries) because they have large applicant pools. Good recruiters will always have warm candidates they keep in touch with.

Often, when external recruiters are pre-screening and presenting candidates, it’s internal recruiting teams that hold the process up. It’s not necessarily their fault, as priorities sometimes change, putting recruitment on hold, or as role requirements are revised, but it speaks to a core challenge facing the recruitment community today.

One key reason recruitment is delayed is that budget for a role has not been approved prior to beginning the search process. As everyone knows, you shouldn’t go to market until you’re certain you need to fill a role and that money is available to do so. It seems that many companies still retain search firms, spend money on advertising positions, and start seeing candidates without a confirmed internal agreement. This has a decidedly negative impact on both the brand and the relationship with any candidates you have engaged if you withdraw from the process.

A second reason for delaying the process often has to do with how companies operate internally. While a new role may be budgeted, conflicting schedules, agendas, or priorities can mean delays in seeing candidates, or extending the number of interviews or assessments beyond what was originally planned.

Not only does this increase cost and time to fill the role, it also antagonizes candidates and may mean you secure the runner-up instead of your preferred applicant, or worse, you’re left with no suitable candidate at all, forcing you to begin the process anew.

If you’re using agencies that have pre-screened candidates for you, move those candidates through the internal process, make decisions about individual applicants, and follow up quickly. Given the shortage of candidates in the market, this should be a given.

The need for speed in recruitment, to manage costs and to fill roles, especially empty ones, must be balanced with the need to find the best candidate for the role, considering all aspects, including culture fit.

Culture Fit

Internal recruiters will be able to articulate and respond to questions about what it’s really like to work in your company in a way that external parties won’t. External recruiters will never know your business as well as your own staff, try as they may, because they don’t work in the organization on a day-to-day basis, experiencing all its nuances and political challenges. As a result, many organizations think that recruitment can be done better by an in-house team who know and live the corporate culture and understand stakeholders best.

In the model where external recruiters are placed on-site, they work with your teams every day, but they are still removed from the employee experience to a large degree. For them to hire for culture fit is a particularly difficult task.

One way to track success in this area is to measure culture fit, and there are a number of ways to do that. Compare success rates between your internal and external recruiters to see who is making better assessments of culture fit.

Candidate Experience/Impact on EVP

Every time you go to market under your own brand or someone else’s, you send messages about your organization to potential candidates. How you do this could impact the way your firm is perceived by candidates, so understanding the impact of what you do is important.

If you use blind ads through a recruitment firm, you won’t build or add to your own brand recognition. Any external agency efforts to co-brand or represent your business must be handled correctly or the brand can be damaged. For example, if external recruiters don’t respond to candidates, or not quickly enough, people will forever tie that response to your brand, leaving a negative image in their minds about your company.

Pointing would-be employees to agencies through your careers website makes an impression on candidates about your organization, good or bad. Investments in a career website are better realized if you make the effort to engage with candidates directly at some level. This direct communication puts you in control of your candidate pool and is particularly helpful when there are jobs in the pipeline that haven’t been advertised yet.


An important cost consideration is related to the number of recruits. If you don’t hire a lot of people each year, it’s probably not worth having in-house recruitment staff. If you do, it’s worth measuring the cost effectiveness of outsourcing against the cost of having an in-house team and a well-developed career site with a front- and back-end recruitment system.

Using external recruiters can be expensive if you are a small company and do a large number of hires per year. Invest in some sort of recruitment technology, as well as a good recruiter or two on site who know your business, your brand, and your culture.

Whichever method you choose, or if you use both internal and external recruiters, the most important things to remember are that you need great people for your company, you need them now, and you want to spend as little as possible to get them.

Great candidates don’t need your job. Making the process as smooth as possible will go a long way to building relationships with candidates for the long term. Star candidates often have multiple offers, and will move on if you can’t make decisions quickly enough, even if they would rather have worked for your firm.

By delaying the process, cancelling searches, and not replying at all, you are sure to damage your employer brand and your reputation in the market.