Executive Search · Recruiting · Consulting
Dan Bolen & Associates, LLC provides recruiting and consulting services for small, medium, and large corporations ranging in annual sales volume from $3 million to $4 billion.
Dan Bolen & Associates LLC efficiently handles the nuances of searching and evaluating top talent for firms, large and small. We have at our command the special skills and network of contacts… developed through daily communication with “your” industry, companies and people… ensuring the attainment of our mutual goals.
Dan was previously the Owner and Manager of Dan Bolen & Associates of California, as well as Management Recruiters of Boise, a franchise of Management Recruiters International, Inc. Located in Scottsdale, Arizona since 1996, Dan Bolen & Associates, LLC specializes in the pump and rotating machinery, valves and other industrial equipment industries, placing professional talent for more than 600 companies in the United States, South America, Europe, the Far East and many other foreign countries. Dan’s firm has successfully completed search assignments in general management, manufacturing, engineering, financial, administrative, sales and marketing. Our specialty in the industrial equipment industry is pumps, turbines, compressors, valves and other related equipment. Dan Bolen & Associates, LLC provides recruiting and consulting services for small, medium, and large corporations ranging in annual sales volume from $3 million to $4 billion.
Jason joined Dan Bolen & Associates, LLC in May 2005. Jason came to us with six years of Hub operations experience with UPS and eight years of manufacturing experience with a conversion company that manufactured mobility equipment for the physically challenged. Jason was responsible for the daily operations of over 100 production employees and the coordination and scheduling between the machine shop, fabrication, procurement, engineering, and the production line. Jason has a Bachelor of Arts degree in Geology from Arizona State University in Tempe, Arizona.
Jason Swanson is responsible for discerning, searching for, and evaluating qualifications for both candidates and potential employers to fulfill their respective requirements.
Chris joined Dan Bolen & Associates, LLC in February 2001. Chris came to us with five years experience in Executive Outplacement and two years in Career Counseling. Chris’ outplacement experience was with a branch office in Phoenix, Arizona, part of a national company, as was her tenure with the national / international career counseling firm. This exposure enabled Chris to identify the specific markets for her clients and made her a success in the industry. Chris was a top Administrator in both fields and easily blended her talents to the recruiting side of the industry with Dan Bolen & Associates, LLC. Prior to this experience, Chris had a nine year career in Phoenix as a property manager and supervisor for various companies, and was also self-employed in new home construction, custom built furniture, and the fire equipment industry.
Chris Osborn is responsible for discerning, searching for, and evaluating qualifications for both candidates and potential employers to fulfill their respective requirements.
Julian joined Dan Bolen & Associates in August 2015. Julian came to us with 10 years of operations and leadership experience with the United States Marine Corps and a year of operations and logistics experience with Koch Nitrogen, LLC. Julian was an Assault Amphibian Vehicle Officer leading teams from 50 to 150 personnel in training exercises and overseas deployments. At Koch Nitrogen he was responsible for the logistics support for maintenance turnarounds at the Enid, Oklahoma Nitrogen plant. He coordinated logistics for project engineers, rotating equipment teams, boilermakers, and pipe fitters. Julian has a Bachelor’s of Arts degree in Religious Studies from Arizona State University in Tempe, Arizona.
Julian Mueller is responsible for discerning, searching for, and evaluating qualifications for both candidates and potential employers to fulfill their respective requirements.
Kathie joined Dan Bolen & Associates, LLC in January 2002, with 10 years experience as an Executive Assistant / Office Manager for a consulting firm that specialized in mergers and acquisitions, business valuations and strategic planning. Prior to moving to Arizona, Kathie was an Account Coordinator Supervisor for eight years with a large advertising agency in Minneapolis, Minnesota.
Kathie Bolt is responsible for the daily administrative support services
of our office and executives.
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Regardless of the economic climate, there is always a shortage of outstanding talent in relation to the demand. Increasingly, the knowledgeable manager today can no longer depend on traditional methods of recruiting. Not only do the costs become staggering, but also personal referrals, employment ads, Internet recruiting, and employment agencies tend to attract resumes from many individuals. Unfortunately, only a few resumes come from the individuals a company seeks to hire. Such candidates must be sought out singularly and approached personally with a skilled presentation concerning the opportunity a specific company can offer them.
The recruiting firm you select should be “specifically” familiar with the pump and rotating machinery and other industrial equipment industries. In working with these companies on a day-to-day basis, Dan Bolen & Associates, LLC has a pulse on what is going on in “your” industry.
We are in a firsthand position to know which candidates are top performers, which ones are not, which ones are seriously looking for a change and which ones would waste your interviewing time and expenses.
We are also in a choice position to negotiate compensation packages and will be able to help you hire the best candidate for reasonable compensation. Even though a recruiter may be an excellent one, unless he specializes in “your” industry, he is severely limited.
Dan Bolen & Associates, LLC efficiently handles the nuances of searching and evaluating top talent for firms, large and small. We have at our command the special skills and a network of contacts... developed through daily communication with “your” industry, companies and people... ensuring the attainment of our mutual goals.
Whether your needs are immediate and pressing or merely tentative, please contact us. We will be happy to discuss your specific personnel needs with you, and the best approach to meet these needs. We look forward to hearing from you.
Dan Bolen & Associates LLC offers several search options designed to meet the needs of our clients.
1. EXCLUSIVE RIGHTS (CLIENT BENEFIT)
Your search assignment is given the utmost priority by an entire project team consisting of three individuals: an Account Executive, a Search Consultant, and a Project Coordinator. Therefore, more prospective candidates will be recruited, interviewed, screened and qualified in less time. An attempt is made to leave “no stone unturned” in finding the best-qualified candidates to meet your company’s specific qualifications and criterion.
2. HIGHER QUALITY CANDIDATES (CLIENT BENEFIT)
Working with multiple recruiters encourages haphazard and shoddy work. Why? The “who gets the candidate there first” approach results in a track meet mentality encouraging many recruiters to send in candidates without prescreening them first. At best, it results in poor screening because it takes time to screen a candidate properly. In a track meet, time works against the contingency recruiter. Therefore, more marginal candidates are presented, which creates more work for the client.
3. FOCUSED COVERAGE (CLIENT BENEFIT)
Working contingency fosters more of an unfocused and hurried approach to working on any assignment because there are no guarantees for the recruiter. Because there are no guarantees, the recruiter is forced to work on more assignments to improve the odds. In addition, the lack of commitment from the employer makes it easier for a recruiter to drop one assignment in order to work on one that the recruiter may feel more confident in being able to fill.
4. THE BEST CANDIDATES (CLIENT BENEFIT)
While contingency recruiting can work in filling assignments, it sometimes encourages recruiters to “cherry pick” candidates who are readily available. Many times these are the best of the unemployed, unhappy, or candidates just sitting in their files. They are the “easy to get to” candidates who could be hired quickly, but who may not be the most qualified. Again, consider the time factor. This leaves out the whole realm of candidates who are working but are not on the job market. These employed candidates are, most times, the highest-qualified candidates. It takes cold-call recruiting to get to this segment. That takes time and effort, and this works against the contingency recruiter.
5. CONFIDENT CANDIDATES (CLIENT BENEFIT)
Two or more recruiters calling the same candidate about the same opportunity can result in the candidate resisting the opportunity. Why? It indicates that the client does not have confidence in any one recruiter to work on the assignment. If the client does not have confidence in one recruiter, then the candidate receiving multiple calls may question the confidentiality of the relationship. The concern this creates for the potential candidates can result in a reluctance to nominate themselves for the position.
6. WE KEEP YOU INFORMED THROUGH THE WHOLE PROCESS (CLIENT BENEFIT)
Our process requires an upfront retainer or mini-retainer fee and exclusivity to work on the search assignment. For this we guarantee to present qualified candidates within a reasonable amount of time. The client is continually kept informed as to the progress of the search assignment. Expectations would be as follows:
a. A detailed position description is worked up with the cooperation of the client and our firm.
b. A signed contract for services is required after a determination is made that we will be able to produce satisfactory results.
c. The client is invoiced for the retainer, which is due upon the signing of the contract.
7. THE COST IS THE SAME (CLIENT BENEFIT)
The total service fee for our retainer arrangement is exactly the same as our contingency service fee, yet the benefits are superior. To illustrate, in the words of one of our satisfied clients, “It is like buying a coach ticket on an airplane and getting moved to first class.”
8. WIN/WIN ARRANGEMENT (CLIENT AND RECRUITER BENEFIT)
Truly the best approach to hiring the top talent for your company comes from a retained search assignment where both the recruiter and you, as the client, are committed to each other. In both cases, the retained recruiter and client will both benefit by finding and hiring the “best” qualified candidate for your specific career opportunity.
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Sales, Marketing & Business Development professional with 20 years’ experience with rotating equipment in the industrial markets. Knowledgeable of ANSI, API, magdrive, centrifugals, turbines, mixers, blenders, etc.
Northeast Regional Sales Manager with 20 years of instrumentation sales to OEMs and distributors.
Eastern Regional Sales Manager with 15 years of pump package experience for the irrigation industry. Management experience includes overseeing up to 15 salesmen.
District Manager – strong distribution / rep / dealer manager in Midwest with heavy industrial sales in construction, chemical, oil & gas and methane, and agricultural markets.
Business Development / Strategic Marketing Manager with over 15 years of global marketing experience with industrial equipment manufacturers. Develops long-term technology and product road maps and strategic marketing plans.
Director of Global Engineering with 30 years’ experience in valves and pumps in the chemical, bio-pharmaceutical, oil & gas, refineries and power industries.
Design Engineer – young energetic engineer with eight years’ experience in design and re-design of mixers used in the industrial market. Has a BSME and PE. Also familiar with Lean manufacturing and uses 5S’s.
Mechanical Engineer with a BSME and over six years’ experience designing and engineering pumps and pump applications for the oil & gas industry. In his current role was the project manager for a $1.4 million boiler feed pump installation for a major oil & energy company.
VP Operations / Dir. Manufacturing with an engineering background, BSBA in Industrial Engineering and MBA. Multiple site operations experience; excellent turnaround skills; and full P&L responsibility overseeing finance, business development, production, supply chain, and field service both domestically and globally.
Manufacturing Engineer with 10 years of process engineering and mechanical assembly automation experience.
Field Service Engineer with 12 years’ experience; past 6 years in rotating equipment and controls for pump stations. Has a robotics and automation background; knowledgeable with pumps, valves, motors, control panels, PLCs and HMIs.
Aftermarket Specialist in pumps in oil & gas market. Schedules all service calls, controls inventory; responsible for five key accounts for service and maintenance agreements.
Reprinted from the March 2010 issue of Pumps & Systems Magazine
Tips for hiring in the rotating equipment and valve industry.
We have just faced the toughest recession of our modern times. In my 40-plus years of executive search for the rotating equipment and valve industry, I have seen no less than six recessions, and this is by far the worst. The recession, coupled with crises in housing, banking and finance, a nation at war and high unemployment, have affected most companies’ bottom line profit, development of new products and frozen desire for expansion.
However, all recessions, including this one, are temporary. Now is the best time to hire top talent to increase profits and make your company “lean and mean.” Here are several steps you can and should take to hire top talent in today’s economy.
1. Evaluate Current Employees
Evaluate each of your employees in writing. Rate their performance on a scale of one to five (one being the top performer). Evaluate their work qualities, attitude and willingness to go the extra mile in their role. Evaluate and downsize bottom performers regardless of their length of time with the company or your emotional attachment to them. Eliminate highly paid, middle staff positions that are unnecessary and non-productive.
2. Determine Critical Needs
Examine your department’s critical needs and hire one or two top performers in each area. For example, let’s say you have five regional sales managers and you downsized two. Hire back one top performer, or if necessary two, but only from the top 25 percent of your competitor’s sales staff. Repeat the process for manufacturing, engineering and general management areas.
3. Post Job Openings on Your Website
Posting job openings using job order boards will produce hundreds of resumes. Most candidates will only remotely qualify for your job opening. Many will not be your top performers, but are the bottom candidates other companies have downsized. It will also cost you and your staff an extraordinary amount of time to screen through these resumes. Post job openings on your website only.
4. Consider Using a Recruiting Firm
If you are capable of hiring the top 25 percent talent on your own, cost savings can be effective. If not, select the top recruiting firm in your industry with credentials, longevity and success in recruiting the top 25 percent in engineering, sales, manufacturing and general management. This firm should perform an extensive search to identify the top competitive talent, and have experience and resources to do a complete search. The best talent may not be in its database; but if it is an expert in your industry, it will have the resources and know how to find the top performers.
5. Trust a Specialized Search Firm
If you are using a search firm who specializes in your industry, trust they know how to do their job. Many of the candidates represented by a search firm have a track record in industry, and the search firm has followed their successes for many years. When they recruit a candidate for a specific position, they do an in-depth interview based on the company’s specific criteria. Many times they will have gone through 50 to 60 or more candidates to select the top three to five performers. The prepared resume may not address all the critical factors necessary for the position, but the recruiter should provide additional pertinent information that will. Use an evaluation meeting to discuss issues involved. If your recruiter recommends you interview a candidate, treat him as an expert. We personally have had many cases where the employer did not want to interview a candidate; however, when we convinced them that the candidate should be interviewed, he was the one they hired.
6. Do Not Procrastinate
Time is of the essence in hiring top performers, so do not hesitate or procrastinate. Have a specific hiring procedure and timeframe and stick to it. Top performers are not commonly available and will not stay on the market long. Streamline your hiring procedures and processes. Normally only two or three key people need to be involved in hiring.
Do not start the interview process until you are ready to hire. If your need is four to six months down the road, wait until 30 days out. Be prepared to conduct a telephone interview first, if necessary, and bring in top talent for a personal interview as soon as possible. Personal interviews within two weeks of a telephone interview are the most effective.
7. Find the Best Talent
Our recession has produced a positive situation when it comes to hiring top talent. Because many companies have been forced to downsize, consolidate or eliminate middle management positions, even some of the best talent has become available or are attracted to making major changes in their careers. In specific markets, such as engineering, talent that has been difficult to find in the past and unreasonable in their expectations is now available. Their money expectations are more realistic, and they are more willing to relocate. However, top talent is not available too long. Many have more than one offer they are considering. The need to move quickly is paramount.
8. Evaluate a Candidate’s Bonuses and Incentives
In evaluating candidates for hire, hone in on their bonuses and incentives. Find out specifically what was paid in 2009. A potential bonus of 25 percent does not mean it was actually received. It has been our experience that almost all bonuses have not been paid out at their potential and many candidates have not received a bonus at all. If necessary, ask for verification from a W-2 form.
9. Examine the Need for and Cost of Relocation
Hiring candidates that must relocate necessitates significant relocation costs. Examine carefully whether relocation is absolutely necessary. Candidates are still struggling with relocation issues because of the housing decline and movement of families. In sales and marketing positions and some technical positions, it may be cost effective to leave candidates in their own location. Many candidates are more willing to travel to headquarters two to three times a month. For certain positions, relocation is mandatory. If you do relocate a candidate, offer extended temporary housing until their home sells. The housing market is picking up somewhat, but will be critical for the next few years.
10. Consider Talented Candidates without Direct Product Experience
Consider hiring talented candidates who may not have direct product experience in your industry. If they are a top performer in a related product line or market but experienced in the same client base, look seriously at them. They can learn your product line in three to six months. As top performers, they will bring “out-of-box” creative thinking and performance to your position. They will also challenge existing employees, bring new ways of doing business and introduce new markets. If their industry knowledge meets 75 percent of your company’s needs, it is the additional 25 percent that will cause them to stretch and learn. This in itself will keep them interested.
11. Ignore the News Media Regarding Hiring
Do not let the news media affect your hiring decisions. Make decisions based on your own company’s hiring needs, goals and financial status.
12. Sell Your Company
Sell the benefits of your company and what you can offer a new employee. When you are interviewing, you must sell your company. It is time to have bragging rights! In today’s economy, stability and security are key. Talk about how your company is successful and stable even though you have downsized. Top candidates know you should be downsizing. Talk about critical elements that attract candidates: top notch products and key areas where this position can lead in upward mobility. All top performers need to have growth potential. Talk about “out-of-box” thinking and strategies you employ.
As a hiring official, talk about why you joined the company and why this company excites you. Sell it enthusiastically and with conviction. Remember, the #1 reason candidates move has not changed. It is “chemistry” with the company and particularly with the hiring officials who make the hire. Everyone on your interview team needs to sell with this conviction.
One other key is to ask each candidate you interview this question: “Here is the biggest problem I am facing in this position this year; what would you do to solve it?” Listen carefully, and take extensive notes. The candidate who conveys he has solved an identical or related problem the most successfully and sells it with passion and conviction is most likely your best hire.
The worst of the recession is over and companies’ profits and growth have started to rebound. In the last quarter of 2009, we saw almost all companies stop their loss and increase profits. The recovery is slower than in past recessions, but we are seeing positive changes. In December 2009, we had the greatest number of placements of any December in our history, which is traditionally slower than other months.
In conclusion, evaluate and rate staff—keeping only your top performers; selectively hire talent to replace critical needs; keep hiring process moving quickly; expand and open restrictions on talent from related industries; offer competitive and fair compensation; sell your company; and identify key issues you need solved.
Business is on the upswing, and it is the best time to hire top talent. Remember your company’s talent is your key resource. May you all have a great and successful 2010!
Click here to download a PDF of the “How to Hire Top Talent in Today’s Economy” content shown.
Located in Scottsdale, Arizona since 1996, Dan Bolen & Associates, LLC specializes in the pump and rotating machinery, valves and other industrial equipment industries, placing professional talent for more than 600 companies in the United States, South America, Europe, the Far East, and many other foreign countries.
Our firm has successfully completed search assignments in general management, manufacturing, engineering, financial, administrative, sales and marketing. Our specialty in the industrial equipment industry is pumps, turbines, compressors, valves, and other related equipment.
Dan Bolen & Associates, LLC provides recruiting and consulting services for small, medium, and large corporations ranging in annual sales volume from $3 million to $4 billion.
We provide our candidates with personal attention, confidentiality, and the most ethical professional standards in the recruiting industry. Our goal is to ensure long-term, mutually beneficial relationship between the individuals we place and our client companies. Our services are entirely free to our candidates.
We will work with you through the entire interview process through the final offer to ensure a successful outcome.
If you are interested in exploring new career opportunities, please contact us to discuss you specific interests in strict confidence. We look forward to hearing from you.
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Dan Bolen & Associates, LLC
9741 North 90th Place, Suite 200
Scottsdale, AZ 85258 | Map It
Fax: (480) 767-0100
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