Jeffrey Doepker C.S.P.

𝗠𝗼𝘀𝘁 𝗵𝗲𝗮𝘃𝘆 𝗲𝗾𝘂𝗶𝗽𝗺𝗲𝗻𝘁 𝗰𝗼𝗺𝗽𝗮𝗻𝗶𝗲𝘀  𝗲𝗻𝗱 𝘂𝗽 𝗶𝗻 𝘁𝗵𝗲 𝗩𝗮𝗰𝗮𝗻𝗰𝘆 𝗦𝗽𝗶𝗿𝗮𝗹 𝗳𝗼𝗿  𝗼𝗻𝗲 𝘀𝗶𝗺𝗽𝗹𝗲 𝗿𝗲𝗮𝘀𝗼𝗻... → They don’t use heavy equipment industry recruiting experts Most of them think, “recruiters are all the same, so why not just post the job online, cast a wide net, and see who applies?” But here’s how the two approaches actually play out: 𝗧𝘆𝗽𝗶𝗰𝗮𝗹 𝗚𝗲𝗻𝗲𝗿𝗮𝗹𝗶𝘀𝘁 𝗥𝗲𝗰𝗿𝘂𝗶𝘁𝗶𝗻𝗴 (𝘗𝘰𝘴𝘵-𝘢𝘯𝘥-𝘗𝘳𝘢𝘺 𝘊𝘢𝘯𝘥𝘪𝘥𝘢𝘵𝘦 𝘚𝘰𝘶𝘳𝘤𝘪𝘯𝘨 + 𝘓𝘢𝘤𝘬 𝘰𝘧 𝘋𝘦𝘦𝘱 𝘐𝘯𝘥𝘶𝘴𝘵𝘳𝘺 𝘒𝘯𝘰𝘸𝘭𝘦𝘥𝘨𝘦 + 𝘓𝘢𝘤𝘬 𝘰𝘧 𝘌𝘹𝘱𝘦𝘳𝘵 𝘙𝘦𝘤𝘳𝘶𝘪𝘵𝘪𝘯𝘨 𝘈𝘤𝘶𝘮𝘦𝘯) → 90%+ of résumés are irrelevant → Critical details (relocation, dealer relationships, salary expectations) are missed until late → Interviews drag on for months with the wrong candidates → Productivity and morale sink while roles remain open → The Result = Vacancy Spiral (burnout, turnover, upset customers & employees, stalled revenue) 𝗧𝗮𝗿𝗴𝗲𝘁𝗲𝗱 𝗜𝗻𝗱𝘂𝘀𝘁𝗿𝘆 𝗥𝗲𝗰𝗿𝘂𝗶𝘁𝗶𝗻𝗴 (𝘛𝘢𝘳𝘨𝘦𝘵𝘦𝘥 𝘐𝘯𝘥𝘶𝘴𝘵𝘳𝘺 𝘚𝘰𝘶𝘳𝘤𝘪𝘯𝘨 + 𝘈𝘤𝘤𝘶𝘳𝘢𝘵𝘦 𝘊𝘢𝘯𝘥𝘪𝘥𝘢𝘵𝘦 𝘝𝘦𝘵𝘵𝘪𝘯𝘨) → Start with a mapped universe of sales talent already fluent in on and off-road machinery → Pipeline is built with right-fit candidates from day one → Critical factors are vetted up front, avoiding late-stage surprises → Hiring timelines shrink dramatically → Managers trust the process because candidates are consistently on target → Long-term outcome = Stronger sales teams, faster hires, and growth that doesn’t stall If your sales recruiting process feels stuck, it’s not because talent isn’t out there. It’s because the wrong approach makes it invisible. 👉 𝗛𝗲𝗿𝗲’𝘀 𝗵𝗼𝘄 𝘁𝗼 𝗳𝗶𝘅 𝗶𝘁 → https://lnkd.in/gxTAsSPa

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Additional evidence of a rebounding staffing market: From; SIA | Bullhorn Staffing Indicator Both commercial and professional US staffing hours rose in the week ended Sept. 20 and reached a year-to-date high, according to the SIA | Bullhorn Staffing Indicator – September 30, 2025 report. “On a sequential, week-over-week basis, hours worked in the US staffing industry rose further in the second full week following Labor Day week,” according to the report. “As a result, US Staffing and Commercial Staffing hours reached new Year-To-Date peak levels.”

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New insights from Aerotek’s latest Job Seeker Survey are in. We recently surveyed over 2,600 job seekers to better understand what today’s talent is really looking for, and their priorities were clear: 🚀 73% expect employers to offer opportunities to develop new skills ⚙️ Nearly 50% are focused on improving their technical skills 💡 29% are prioritizing leadership development These aren’t just stats — they’re a reminder of how important it is to keep evolving and investing in people. I invite you to explore the full report here:  https://lnkd.in/diFe8fHd I look forward to sharing more insights from Aerotek's Job Seeker Survey series throughout the year and continuing the conversation about what today’s workforce truly values.

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Aerotek's latest Job Seeker Survey reveals what today’s candidates value most and how employers can better connect with top talent. Key findings included: 🎯 Job stability is a top priority amid economic uncertainty 📋 60% of job seekers say entry-level roles require too much experience ⚙️ 72% of job seekers are applying to manufacturing jobs and 64% are optimistic about the industry’s future 🗺️ 42% of job seekers are open to relocating for the right opportunity As the labor market evolves, it’s more important than ever to understand what candidates are looking for. Employers that are transparent, keep experience requirements realistic and offer growth opportunities will be best positioned to attract and retain talent. Check out the full Q3 Job Seeker Survey report here: https://bit.ly/3Io40K9

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𝗧𝗵𝗲 𝗦𝗶𝗹𝗲𝗻𝘁 𝗣𝗿𝗼𝗳𝗶𝘁 𝗞𝗶𝗹𝗹𝗲𝗿 𝗛𝗶𝗱𝗶𝗻𝗴  𝗜𝗻 𝗣𝗹𝗮𝗶𝗻 𝗦𝗶𝗴𝗵𝘁. 𝗜𝘀 𝘆𝗼𝘂𝗿 𝗖𝗼𝗺𝗽𝗮𝗻𝘆 𝗟𝗲𝗮𝗸𝗶𝗻𝗴 𝗽𝗿𝗼𝗳𝗶𝘁𝘀 𝗳𝗼𝗿 𝘁𝗵𝗶𝘀 𝗿𝗲𝗮𝘀𝗼𝗻? An equipment executive at an OEM who launched hundreds of products over 30 years said his biggest nightmare wasn't competition or market conditions. It was his own company's departments refusing to talk to each other. Sales promises delivery dates without asking operations. Engineering designs products manufacturing can't build profitably. Product teams create specs nobody validated with the plant floor. Everyone's working hard. Everyone's wasting time (ie losing money). His fix? Brutal and simple. Force the silos to sit in the same room. Make sales and operations plan together. Put product managers, engineers and manufacturing side by side during design. The result? Programs launching on time and MORE profitable than originally promised. If your departments aren't having regular (collaborative) conversations, you're creating a quagmire that leads to frustration, poor job satisfaction, lost productivity, and eventually….profit. 𝗣𝗢𝗩: 𝘎𝘳𝘦𝘢𝘵 𝘦𝘹𝘦𝘤𝘶𝘵𝘪𝘰𝘯 𝘪𝘴𝘯'𝘵 𝘢𝘣𝘰𝘶𝘵 𝘩𝘢𝘷𝘪𝘯𝘨 𝘵𝘩𝘦 𝘱𝘦𝘳𝘧𝘦𝘤𝘵 𝘱𝘭𝘢𝘯—𝘪𝘵'𝘴 𝘢𝘣𝘰𝘶𝘵 𝘮𝘢𝘬𝘪𝘯𝘨 𝘴𝘶𝘳𝘦 𝘦𝘷𝘦𝘳𝘺𝘰𝘯𝘦'𝘴 𝘢𝘤𝘵𝘶𝘢𝘭𝘭𝘺 𝘰𝘯 𝘵𝘩𝘦 𝘴𝘢𝘮𝘦 𝘥𝘢𝘮𝘯 𝘵𝘦𝘢𝘮…𝘸𝘪𝘵𝘩 𝘵𝘩𝘦𝘪𝘳 𝘦𝘨𝘰 𝘭𝘦𝘧𝘵 𝘢𝘵 𝘵𝘩𝘦 𝘥𝘰𝘰𝘳. Jordan Sitter Associates #HeavyEquipment #Recruiting #ExecutiveSearch #ProductDevelopment #Culture #HighPerformanceTeams

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Behavioral Interviewing: Master the STAR Method 80% of hiring managers use behavioral questions to gauge a candidate’s fit. Get ready to share your STAR stories! The STAR method helps employers assess how you handle real-life situations: Situation: Set the scene. Task: Explain the challenge. Action: Describe what you did. Result: Share the outcome, ideally with measurable results. Using STAR, you can showcase your problem-solving and past achievements. Have you used this method before? #BehavioralInterview #STARMethod #InterviewTips #JobSearch #Recruiting

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In staffing, your ability to connect with others will ultimately determine your success. Several years ago, we partnered with a respected assessment firm to study what separates top recruiters from everyone else. We looked at commercial and professional staffing across multiple verticals, and we identified seven key behavioral traits that predict high performance. Some of them you’d expect: perseverance, adaptability, balanced analysis. But one trait stood out across the board, and I believe it will only become more critical as the talent shortage deepens: The ability to connect with others. This isn’t just about being polite or likeable. It’s about creating a personal connection where candidates walk away feeling respected, understood, and valued, even if they aren’t selected for the role. Why does this matter? Because candidates today have more choices than ever. Job postings alone won’t win them over. What will set you apart is how you make people feel in every interaction. That’s what creates loyalty. That’s what creates referrals. That’s what turns candidates into advocates who come back again and again. As I reflect on this, I’d encourage every recruiter and staffing leader to ask themselves: 📌 Are you just polite, or genuinely kind? 📌 Do you treat each candidate as a transaction, or as a person? 📌 How do your candidates feel after talking with you—valued, or just processed? The firms that build true connection will be the ones that thrive in the years ahead.

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The most common mistake I see Manufacturing Leaders make on their resume? Not quantifying your role. If you're a Director of Operations managing multiple sites and have P&L oversight, take the extra step. "Responsible for 3 Tier 1 automotive manufacturing plants, P&L totaling $500M, and approximately 750 total employees." Quantifiable information like this immediately tells me if your background aligns for a given role or not. It tells me scale, gives a glimpse into your level of oversight, and tells me the industry you're in. Chef's kiss.

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What is the difference between a PEO and a staffing company? A PEO handles HR administration for your existing workforce and enters a co-employment arrangement with your company, managing payroll, benefits, and compliance. In contrast, a staffing company sources - recruits and places temporary or permanent workers into your company for specific roles and does not co-employ them, focusing on talent acquisition rather than HR outsourcing.

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Q2’s impact on your Q3 Sales, SE, and CS recruiting plans? Below are the basics of reviewing Q2 and YTD performance on your Q3 recruitment plans. They should serve as “return to the basics” reminders of what you already know. However, the real question: ARE YOU ACTING ON THE DATA or is blind faith in non-performers, inertia, or other “priorities” preventing you from making the required changes? Change can be uncomfortable or painful but is often best for everyone, organizationally, emotionally, and financially. Have a great summer! Mark Considerations for Sales, SE, and CS recruitment when reviewing Q2 and YTD: Who is not meeting their performance metrics? ·        Do they have sufficient leadership and resource support? ·        Have they previously been informed of the required changes to their execution? Have they demonstrated a commitment to making those changes? ·        Is their continued presence negatively impacting the morale of other team member or your integrity/consistency as a leader? What changes in your market, solution offerings, pricing, and competition require new skills training or new personnel. Does your team need more talent capable of ·        Going deeper into existing large accounts? ·        Managing a lower price point and higher velocity sales process for middle market and SMB accounts? ·        Reducing customer churn? ·        Leveraging partners? ·        Evangelizing new technology concepts, gaining early adopters? ·        Demonstrating the specific ROI of your solution offerings to your prospect’s specific needs (as opposed to generic and potential ROI?) ·        Gaining written agreement with your prospects’ executive teams on what a successful proof-of-concept will specifically look like, the timeframe for that evaluation, and the specific prospect commitments if the POC outcome is realized?   

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