Brightwing Named Crain’s Best Place to Work in Michigan 2023
Brightwing Named Crain’s Best Place to Work in Michigan 2023
Family-like atmosphere. Open-door communication. Employee growth.
These are the main reasons that Brightwing has been named the overall 10th (out of 100) best place to work in Michigan. In the small company category, Brightwing was named the 5th best place to work. Of all the listed aspects that make Brightwing the best place to work, one reigned above all others: employee growth. In the words of one Brightwinger, “A lot of companies invest in their people – offering up great budgets for training and development. Brightwing does that, but actually goes a step further. Leadership actively coaches us through scenarios that come up day to day to help us approach things differently and better. I’ve found mentors in many of our leaders, in fact – not just in my own boss. Compared to the other companies I’ve worked for, Brightwing’s commitment to instilling leadership skills in each of its people goes unsurpassed.” Brightwing’s President, Jeff Genovich, shares this sentiment: “We value internal development above almost all else. Every employee comes to Brightwing with potential, and our goal is to take an individualized approach in order to cultivate and realize that potential. We want our employees to take risks, learn, and continue to get better.” Though employee growth was the top-cited aspect of Brightwing that makes it a great place to work, family-like atmosphere and open-door communication are just as significant factors. As one Brightwinger put it, “People want to work at Brightwing because of the culture and the people. The culture is one that promotes flexibility, work/life balance, collaboration, and employee development. I know these are stereotypical things to say about your workplace, but when it comes to Brightwing these things are true. Brightwing is a people-first organization in the way that, as much as the company values productivity and performance, it values the health and happiness of its employees above all else.”About Crain’s Best Places to Work
To be considered a best place to work, companies had to participate in Crain’s Best Places to Work in Southeast Michigan Program. This program involves a two-part survey process. The first part consisted of evaluating each nominated company’s workplace policies, practices, philosophy, systems, and demographics. The second part consisted of an employee survey to measure the employee experience. The combined scores determined the top companies and the final rankings. Best Companies Group managed, analyzed, and used the data and their expertise to determine the final rankings. Crain’s Detroit Business unveiled the rankings of the 2023 Best Places to Work in Southeast Michigan in a special section on August 28.About Brightwing
Founded in 1973, Brightwing is a recruiting and staffing agency dedicated to championing human potential. Brightwing serves engineering/design, information technology, finance/accounting, and human resource positions. Brightwing is headquartered in Troy, MI with offices in Plano, TX and Davie, FL. Looking to hire? Looking for a job? Contact us today! Share This Post [social-share] More Like This
Don't Fall for This Interview Trap
Engineering Talent Expert Mike Gourley shares his thoughts on a common interview trap:
I’ve talked to many people that say, okay, the interview was scheduled for 30 minutes. It was a virtual call, and the candidate felt like they had a lot of questions. They were very sensitive of the time.
They didn’t ask those questions because they thought to themselves, “This will only last 30 minutes.”
No one said that, it was just on the calendar for 30 minutes.
Don’t think like that, right?
Making assumptions can be dangerous, especially when interviewing for a job.
This is your opportunity. This is just as much for you as it is for the company and for the manager. So take advantage of it. Keep asking questions. Let them tell you, “Hey, we don’t have enough time to answer all these. We’d love to talk with you again.” Maybe they’ll want to bring you on site again. Don’t let that time frame, or again things that aren’t communicated to you, hold you back from getting what you need to out of the interview. Looking to hire? Looking for a job? Contact us today! Share This Post [social-share] More Like This
Don't Fall for This Interview Trap
Engineering Talent Expert Mike Gourley shares his thoughts on a common interview trap:
I’ve talked to many people that say, okay, the interview was scheduled for 30 minutes. It was a virtual call, and the candidate felt like they had a lot of questions. They were very sensitive of the time.
They didn’t ask those questions because they thought to themselves, “This will only last 30 minutes.”
No one said that, it was just on the calendar for 30 minutes.
Don’t think like that, right?
Making assumptions can be dangerous, especially when interviewing for a job.
This is your opportunity. This is just as much for you as it is for the company and for the manager. So take advantage of it. Keep asking questions. Let them tell you, “Hey, we don’t have enough time to answer all these. We’d love to talk with you again.” Maybe they’ll want to bring you on site again. Don’t let that time frame, or again things that aren’t communicated to you, hold you back from getting what you need to out of the interview. Looking to hire? Looking for a job? Contact us today! Share This Post [social-share] More Like This
Don’t Say “I’m Happy Where I Am, But Want to Keep My Options Open.” Here’s Why.
BY VICTOR STESIAK
Senior IT Recruiter
The phrase, “I’m happy where I am, but I want to keep my options open” is one that puts me immediately on edge. It’s one that tells me a candidate may not be entirely truthful about their motives when speaking with me about a new opportunity.
To me, when a candidate is happy where they are, but keeping their options open, they’re more than likely searching for a counteroffer from their current place of employment.
In most cases, a candidate is hoping to go through all the hiring motions until they get an offer from a company, likely higher than what they’re currently making. Then, they take that offer back to their company and threaten to leave unless their employer can match the new offer.
While this may work in some cases, I urge against this tactic. Here’s why:
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1. Counteroffers rarely work in the long-run
I have already written about why counteroffers rarely work in the long-run (link to first post above). If you’re unhappy with your salary at work, that is something you should discuss with your manager. There’s no need to take such drastic action as fishing for a counteroffer when your salary issue could be solved through a simple discussion.2. You’re ruining a potentially beneficial relationship
Most recruiters will not want to work with you again when they discover you used them to leverage job offers. Recruiters can benefit job seekers in many ways; we save you time and expand your networks, just to name a few. But when candidates double-cross us, they immediately become untrustworthy and we’re usually not willing to put our eggs in a basket with that candidate again, meaning they won’t get exposure to the opportunities we could have for them had our relationship gone differently.You should be open to better opportunities instead
My gut intuition, which has been honed in 16 years of experience as a recruiter, just tells me that the candidate I’m interacting with, when he or she uses the phrase “I’m happy where I’m at but I want to keep my options open,” may have underhanded motives. What should you say instead? Recruiters are much more open to the phrase: “I’m always interested in a new or better opportunity.” Though this phrase doesn’t seem all that different from the other, it raises far less red flags. So, are you interested in a new or better opportunity? Reach out today!let’s talk
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Don’t Say “I’m Happy Where I Am, But Want to Keep My Options Open.” Here’s Why.
BY VICTOR STESIAK
Senior IT Recruiter
The phrase, “I’m happy where I am, but I want to keep my options open” is one that puts me immediately on edge. It’s one that tells me a candidate may not be entirely truthful about their motives when speaking with me about a new opportunity.
To me, when a candidate is happy where they are, but keeping their options open, they’re more than likely searching for a counteroffer from their current place of employment.
In most cases, a candidate is hoping to go through all the hiring motions until they get an offer from a company, likely higher than what they’re currently making. Then, they take that offer back to their company and threaten to leave unless their employer can match the new offer.
While this may work in some cases, I urge against this tactic. Here’s why:
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1. Counteroffers rarely work in the long-run
I have already written about why counteroffers rarely work in the long-run (link to first post above). If you’re unhappy with your salary at work, that is something you should discuss with your manager. There’s no need to take such drastic action as fishing for a counteroffer when your salary issue could be solved through a simple discussion.2. You’re ruining a potentially beneficial relationship
Most recruiters will not want to work with you again when they discover you used them to leverage job offers. Recruiters can benefit job seekers in many ways; we save you time and expand your networks, just to name a few. But when candidates double-cross us, they immediately become untrustworthy and we’re usually not willing to put our eggs in a basket with that candidate again, meaning they won’t get exposure to the opportunities we could have for them had our relationship gone differently.You should be open to better opportunities instead
My gut intuition, which has been honed in 16 years of experience as a recruiter, just tells me that the candidate I’m interacting with, when he or she uses the phrase “I’m happy where I’m at but I want to keep my options open,” may have underhanded motives. What should you say instead? Recruiters are much more open to the phrase: “I’m always interested in a new or better opportunity.” Though this phrase doesn’t seem all that different from the other, it raises far less red flags. So, are you interested in a new or better opportunity? Reach out today!let’s talk
SEND US A MESSAGE
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You’re Willing to Take a Pay Cut but Can’t Get Hired. Why?
BY ADRIANA MICHAELS
Senior Operations Recruiter
There’s many, valid reasons for being willing to take a pay cut. I’ve heard them all: you’re a new parent who wants a less demanding schedule; you’re switching job industries; you value experience over salary, and more.
Yet, even though your reasoning to take a pay cut is valid, you can’t seem to land a job.
Why? That’s because there are red flags that immediately pop up in a hiring manager’s mind when the topic of accepting a pay cut comes up. Let’s discuss them.
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Will you feel fulfilled in a new position?
This is a question hiring managers typically ask people moving from higher-ranking positions to lower-ranking positions. I recently worked with a candidate, Sallie (not her name) who was a new mom. After coming back from maternity leave, she quickly realized that her HR Director position demanded too much of her time, emotionally and physically. Physically, she was working overtime hours and was prevented from spending time at home with her new baby. And, when she was home, Sallie was so emotionally burnt out from work that she felt she was never fully present with her family. When we met through LinkedIn not too long ago, Sallie was looking to move out of her executive position and into a coordinator role, a position with a less demanding schedule. The problem Sallie faced was this: the hiring managers she talked to worried that she wouldn’t feel as intellectually stimulated and fulfilled in a position that is lower-ranking than what she had. In other words, hiring managers worried that Sallie would grow bored after a few months and then decide to leave their company.How desperate are you?
When a candidate jumps on a position that comes with a massive pay cut from their previous salary, hiring managers can’t help but wonder if that candidate is simply just desperate to land a job. And if a candidate is desperate for a job, a hiring manager won’t be able to help but wonder why. Did something happen at their last job that would affect future employment prospects? Is that candidate looking for a temporary fix while still looking for something better?Did you lie about something?
Sometimes candidates will oversell themselves on their resumes or during an interview. They might claim they have qualifications or skills they don’t and will readily jump on a job offer, despite the salary, before their lies are uncovered.How can you ease a hiring manager’s worries?
Hiring managers are under a lot of scrutiny right now. The Great Resignation is over but, as recession looms, budgets are tightening and it is becoming more important than ever for hiring managers to put their company in the best position as we head further into an economic downturn. They need to make smart hires. A bad hire costs 30% of that employee’s first-year annual salary, according to the U.S Department of Labor. Companies cannot afford to lose this kind of money right now. So, if you’re willing to take a pay cut, how do you convince a hiring manager you’re not a bad hire?1. Be upfront
When a hiring manager asks why you’re okay with taking a pay cut, explain why up front. Telling the truth may raise some red flags in a hiring manager’s mind, but not as many as when a hiring manager senses you’re lying or hiding something.2. Show passion for the company
If you’re passionate about a company and the position you have an opportunity to fill, let the hiring manager know! Come prepared to an interview, having done your research, and ask questions throughout. Passion about a company can do a lot to assuage a hiring manager’s fears about any underhanded motives you may have.3. Work with a recruiter
Work with a recruiter, like us here at Brightwing. We have relationships with our clients, they trust us. And we’ve formed relationships with you. If there’s anyone who can make a good case for you and your willingness to take a pay cut, it’s us. Reach out today!let’s talk
SEND US A MESSAGE
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You’re Willing to Take a Pay Cut but Can’t Get Hired. Why?
BY ADRIANA MICHAELS
Senior Operations Recruiter
There’s many, valid reasons for being willing to take a pay cut. I’ve heard them all: you’re a new parent who wants a less demanding schedule; you’re switching job industries; you value experience over salary, and more.
Yet, even though your reasoning to take a pay cut is valid, you can’t seem to land a job.
Why? That’s because there are red flags that immediately pop up in a hiring manager’s mind when the topic of accepting a pay cut comes up. Let’s discuss them.
Share This Post
[social-share]
More Like This
Will you feel fulfilled in a new position?
This is a question hiring managers typically ask people moving from higher-ranking positions to lower-ranking positions. I recently worked with a candidate, Sallie (not her name) who was a new mom. After coming back from maternity leave, she quickly realized that her HR Director position demanded too much of her time, emotionally and physically. Physically, she was working overtime hours and was prevented from spending time at home with her new baby. And, when she was home, Sallie was so emotionally burnt out from work that she felt she was never fully present with her family. When we met through LinkedIn not too long ago, Sallie was looking to move out of her executive position and into a coordinator role, a position with a less demanding schedule. The problem Sallie faced was this: the hiring managers she talked to worried that she wouldn’t feel as intellectually stimulated and fulfilled in a position that is lower-ranking than what she had. In other words, hiring managers worried that Sallie would grow bored after a few months and then decide to leave their company.How desperate are you?
When a candidate jumps on a position that comes with a massive pay cut from their previous salary, hiring managers can’t help but wonder if that candidate is simply just desperate to land a job. And if a candidate is desperate for a job, a hiring manager won’t be able to help but wonder why. Did something happen at their last job that would affect future employment prospects? Is that candidate looking for a temporary fix while still looking for something better?Did you lie about something?
Sometimes candidates will oversell themselves on their resumes or during an interview. They might claim they have qualifications or skills they don’t and will readily jump on a job offer, despite the salary, before their lies are uncovered.How can you ease a hiring manager’s worries?
Hiring managers are under a lot of scrutiny right now. The Great Resignation is over but, as recession looms, budgets are tightening and it is becoming more important than ever for hiring managers to put their company in the best position as we head further into an economic downturn. They need to make smart hires. A bad hire costs 30% of that employee’s first-year annual salary, according to the U.S Department of Labor. Companies cannot afford to lose this kind of money right now. So, if you’re willing to take a pay cut, how do you convince a hiring manager you’re not a bad hire?1. Be upfront
When a hiring manager asks why you’re okay with taking a pay cut, explain why up front. Telling the truth may raise some red flags in a hiring manager’s mind, but not as many as when a hiring manager senses you’re lying or hiding something.2. Show passion for the company
If you’re passionate about a company and the position you have an opportunity to fill, let the hiring manager know! Come prepared to an interview, having done your research, and ask questions throughout. Passion about a company can do a lot to assuage a hiring manager’s fears about any underhanded motives you may have.3. Work with a recruiter
Work with a recruiter, like us here at Brightwing. We have relationships with our clients, they trust us. And we’ve formed relationships with you. If there’s anyone who can make a good case for you and your willingness to take a pay cut, it’s us. Reach out today!let’s talk
SEND US A MESSAGE
"*" indicates required fields
Is a Counteroffer from a Current Employer an Obligation or Opportunity?
BY VICTOR STESIAK
Senior IT Recruiter
It’s no secret: if you express your intentions to leave to move on, you may end up with a counteroffer from your current employer – perhaps a hefty raise, title promotion, or both – that means you’re a valuable employee.
And while it is normal to be tempted by these offers, I only ask that you ask yourself one question before making your decision: is this an opportunity or obligation?
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This is an obligation
I’ll tell you about a candidate I worked with just last week. Adam (not his real name) is a Software Developer. He worked at the same company for fifteen years, starting as a Junior Developer right out of college and working his way up to a Lead Developer. After a few years in the lead role, Adam felt his skills as a developer had been finely honed. He was ready and deserving of a promotion to Software Development Manager. So, Adam went to his manager and asked for the promotion. Boss replied: the position you want is already filled, and so is the Director of Software Development position. You can only be promoted if one of those two leave. Unsurprisingly, Adam then came to me. And we get him an offer to join one of our great clients as a Software Development Manager. A week later, Adam called me to let me know that he was now unsure if he could accept the offer my client had extended. He explained that his current company offered him a raise and a Software Development Manager title when he put in his two weeks’ notice. Adam was important to his current company, especially with the big project he was currently part of, and it was clear they didn’t want to lose him. So they gave him the title he wanted. That’s all it was, though. A title. Together, we reviewed the job description that his company had given him for his “new” position to discover that Adam’s new responsibilities wouldn’t differ much, if at all, from his old ones. Adam would still be reporting to the other Software Development Manager and there were no plans to provide him with a team to lead. In other words, Adam’s employer had packaged up an obligation and called it a promotion. By giving him a promotion and a raise, Adam’s company made him feel obligated to stay. And it was a powerful move: Adam did feel he owed his entire career to this company up to this point. Plus, a counteroffer from a current employer showed him that they needed and wanted him to stay.This is an opportunity
But opportunity looks a lot different than obligation. As recruiters, we sell opportunities. That’s exactly what I was offering Adam. The Software Development Manager position with my client would give Adam the chance to lead a team of people as he headed multiple projects. There was even a possibility that, eventually, he could be promoted to Chief Technology Officer. This was an opportunity. Adam could learn new skills, head new projects, and further his career. It was a leap up the ladder. Adam saw this, too, and decided not to accept the counteroffer from a current employer. He chose to do what was best for him: jumping on an opportunity rather than staying somewhere out of a feeling of obligation.let’s talk
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Is a Counteroffer from a Current Employer an Obligation or Opportunity?
BY VICTOR STESIAK
Senior IT Recruiter
It’s no secret: if you express your intentions to leave to move on, you may end up with a counteroffer from your current employer – perhaps a hefty raise, title promotion, or both – that means you’re a valuable employee.
And while it is normal to be tempted by these offers, I only ask that you ask yourself one question before making your decision: is this an opportunity or obligation?
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This is an obligation
I’ll tell you about a candidate I worked with just last week. Adam (not his real name) is a Software Developer. He worked at the same company for fifteen years, starting as a Junior Developer right out of college and working his way up to a Lead Developer. After a few years in the lead role, Adam felt his skills as a developer had been finely honed. He was ready and deserving of a promotion to Software Development Manager. So, Adam went to his manager and asked for the promotion. Boss replied: the position you want is already filled, and so is the Director of Software Development position. You can only be promoted if one of those two leave. Unsurprisingly, Adam then came to me. And we get him an offer to join one of our great clients as a Software Development Manager. A week later, Adam called me to let me know that he was now unsure if he could accept the offer my client had extended. He explained that his current company offered him a raise and a Software Development Manager title when he put in his two weeks’ notice. Adam was important to his current company, especially with the big project he was currently part of, and it was clear they didn’t want to lose him. So they gave him the title he wanted. That’s all it was, though. A title. Together, we reviewed the job description that his company had given him for his “new” position to discover that Adam’s new responsibilities wouldn’t differ much, if at all, from his old ones. Adam would still be reporting to the other Software Development Manager and there were no plans to provide him with a team to lead. In other words, Adam’s employer had packaged up an obligation and called it a promotion. By giving him a promotion and a raise, Adam’s company made him feel obligated to stay. And it was a powerful move: Adam did feel he owed his entire career to this company up to this point. Plus, a counteroffer from a current employer showed him that they needed and wanted him to stay.This is an opportunity
But opportunity looks a lot different than obligation. As recruiters, we sell opportunities. That’s exactly what I was offering Adam. The Software Development Manager position with my client would give Adam the chance to lead a team of people as he headed multiple projects. There was even a possibility that, eventually, he could be promoted to Chief Technology Officer. This was an opportunity. Adam could learn new skills, head new projects, and further his career. It was a leap up the ladder. Adam saw this, too, and decided not to accept the counteroffer from a current employer. He chose to do what was best for him: jumping on an opportunity rather than staying somewhere out of a feeling of obligation.let’s talk
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LinkedIn Profiles vs. Resumes: It’s a Problem if They Don’t Match
BY ADRIANA MICHAELS
Senior Operations Recruiter
It’s a red flag when I come across a candidate whose LinkedIn profile doesn’t match their resume.
This can suggest a lack of professionalism. It can also indicate that you, as a candidate, are not detail-oriented. Worst case, when your resume and LinkedIn profile don’t match, it can make it look like you’re lying or hiding something.
At the same time, though, this is something I come across more often than you’d think, especially with younger, lower-level candidates who have just entered the job market. That being said, I’d like to share the most common disconnects I see between LinkedIn profiles and resumes.
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Education
Education is one of the most important sections of a resume, and it makes sense that recruiters will compare education history on a resume versus education history on a LinkedIn profile. One thing we watch out for is misleading or false information when it comes to obtaining degrees. Candidates who are currently pursuing a degree should note that on both their resumes and LinkedIn profiles. The same rule applies for incomplete education. Simply putting the dates you attended school can be misleading, indicating you have already finished that course of study.Work History
Work history is arguably the most important section on both your resumes and LinkedIn profiles. This is the section recruiters and hiring managers look to to see if your experience and qualifications match their requirements. I’ve had candidates list their true employment dates on their LinkedIn, but adjust those dates on their resume to minimize their employment gaps. With the wealth of information you can find on the internet, it isn’t hard to “fact check” this information; when a recruiter or hiring manager inevitably does, you look untruthful and untrustworthy. I’ve also had candidates tailor their resumes to a job they’re applying a bit too much. It is true that you should tailor your resume to each job you apply to, but I advise against removing job history, even if not directly related to the job you’re applying to. That would leave you explaining long employment gaps. Instead, use phrases from the job description you’re looking at when describing your previous job responsibilities. For example, if you previously worked as a waitress and are applying to a project manager position, explain how your serving experience has equipped you with the ability to multitask and work efficiently in a fast-paced environment. And there’s no need to worry about the length of your resume. The rule of thumb used to be that you should keep your resume to one page, but it is becoming increasingly acceptable to have two-page resumes as long as the information you provide is relevant.We can help
At the end of the day, we as recruiters know that you are more than your resume or LinkedIn profile. Sometimes, the candidates who look the worst on paper end up being strong candidates. We want to set our candidates up for success. Before we submit candidates to our clients, we help our candidates workshop their resumes. We’re here to help you avoid mistakes, like an unmatched resume and LinkedIn profile, that put you at risk of looking unprofessional.let’s talk
SEND US A MESSAGE
"*" indicates required fields
LinkedIn Profiles vs. Resumes: It’s a Problem if They Don’t Match
BY ADRIANA MICHAELS
Senior Operations Recruiter
It’s a red flag when I come across a candidate whose LinkedIn profile doesn’t match their resume.
This can suggest a lack of professionalism. It can also indicate that you, as a candidate, are not detail-oriented. Worst case, when your resume and LinkedIn profile don’t match, it can make it look like you’re lying or hiding something.
At the same time, though, this is something I come across more often than you’d think, especially with younger, lower-level candidates who have just entered the job market. That being said, I’d like to share the most common disconnects I see between LinkedIn profiles and resumes.
Share This Post
[social-share]
More Like This
Education
Education is one of the most important sections of a resume, and it makes sense that recruiters will compare education history on a resume versus education history on a LinkedIn profile. One thing we watch out for is misleading or false information when it comes to obtaining degrees. Candidates who are currently pursuing a degree should note that on both their resumes and LinkedIn profiles. The same rule applies for incomplete education. Simply putting the dates you attended school can be misleading, indicating you have already finished that course of study.Work History
Work history is arguably the most important section on both your resumes and LinkedIn profiles. This is the section recruiters and hiring managers look to to see if your experience and qualifications match their requirements. I’ve had candidates list their true employment dates on their LinkedIn, but adjust those dates on their resume to minimize their employment gaps. With the wealth of information you can find on the internet, it isn’t hard to “fact check” this information; when a recruiter or hiring manager inevitably does, you look untruthful and untrustworthy. I’ve also had candidates tailor their resumes to a job they’re applying a bit too much. It is true that you should tailor your resume to each job you apply to, but I advise against removing job history, even if not directly related to the job you’re applying to. That would leave you explaining long employment gaps. Instead, use phrases from the job description you’re looking at when describing your previous job responsibilities. For example, if you previously worked as a waitress and are applying to a project manager position, explain how your serving experience has equipped you with the ability to multitask and work efficiently in a fast-paced environment. And there’s no need to worry about the length of your resume. The rule of thumb used to be that you should keep your resume to one page, but it is becoming increasingly acceptable to have two-page resumes as long as the information you provide is relevant.We can help
At the end of the day, we as recruiters know that you are more than your resume or LinkedIn profile. Sometimes, the candidates who look the worst on paper end up being strong candidates. We want to set our candidates up for success. Before we submit candidates to our clients, we help our candidates workshop their resumes. We’re here to help you avoid mistakes, like an unmatched resume and LinkedIn profile, that put you at risk of looking unprofessional.let’s talk
SEND US A MESSAGE
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How to Avoid New Job Regret in Automotive Engineering
Engineering Talent Expert Mike Gourley shares a hot take:
Prepare questions for your interview like the job description doesn’t exist.
Changing jobs is a huge decision for you — for just in life in general, for your family. And I hate hearing that you wound up in an opportunity that you regret. So a good example would be a power electronics engineer that I’ve recently worked with and placed at a client of mine. We ultimately support a lot of the tier one and tier two suppliers that are out here in Metro Detroit. So this person had reached out to me. He had joined an OEM six to seven months prior to our conversation and realized at that point that while he assumed, based on the job description, that he’d be working in design and development of those power electronics, after six or seven months, he realized that it was nowhere in the near future at all. It just wasn’t going to be possible for him to do that kind of work that he was really looking to do to build his career in the way that he wanted to.Don’t let assumptions based on the job description get in your way.
It’s asking the right questions. It’s understanding when you’re interviewing that the more concrete, specific questions you ask, the better your chances are of making the right career move for you. It’s your time to learn and take that opportunity to ask about where are you in the program. Are you in DV or PV stages of this process for this product? Ask about the team structure. Ask about how many other engineers are you working with locally. Oftentimes, a good question to ask on the supplier or OEM side is where is this development and design work actually done. You might be surprised. Again, just if you’re only basing it off the job description, you might be misled. The managers are never going to hold that information back from you when you ask a direct question. So learn about it. Ask about it. Looking to hire? Looking for a job? Contact us today! Share This Post [social-share] More Like This
How to Avoid New Job Regret in Automotive Engineering
Engineering Talent Expert Mike Gourley shares a hot take:
Prepare questions for your interview like the job description doesn’t exist.
Changing jobs is a huge decision for you — for just in life in general, for your family. And I hate hearing that you wound up in an opportunity that you regret. So a good example would be a power electronics engineer that I’ve recently worked with and placed at a client of mine. We ultimately support a lot of the tier one and tier two suppliers that are out here in Metro Detroit. So this person had reached out to me. He had joined an OEM six to seven months prior to our conversation and realized at that point that while he assumed, based on the job description, that he’d be working in design and development of those power electronics, after six or seven months, he realized that it was nowhere in the near future at all. It just wasn’t going to be possible for him to do that kind of work that he was really looking to do to build his career in the way that he wanted to.Don’t let assumptions based on the job description get in your way.
It’s asking the right questions. It’s understanding when you’re interviewing that the more concrete, specific questions you ask, the better your chances are of making the right career move for you. It’s your time to learn and take that opportunity to ask about where are you in the program. Are you in DV or PV stages of this process for this product? Ask about the team structure. Ask about how many other engineers are you working with locally. Oftentimes, a good question to ask on the supplier or OEM side is where is this development and design work actually done. You might be surprised. Again, just if you’re only basing it off the job description, you might be misled. The managers are never going to hold that information back from you when you ask a direct question. So learn about it. Ask about it. Looking to hire? Looking for a job? Contact us today! Share This Post [social-share] More Like This
Brightwing Named a Top Rated IT & Engineering Staffing Firm
Brightwing has overcome the “recruiter stereotype.” The stereotype that characterizes recruiters as pushy, selfish, and deceitful (among other things). On July 18th, 2023 Brightwing was named a top rated IT and engineering staffing firm by Great Recruiters.
Great Recruiters is a candidate experience and management platform that solicits and measures feedback from tens of thousands of candidates from hundreds of recruiting firms across the country.
Brightwing earned this distinction by demonstrating success in the following areas:
- Capturing real-time feedback from candidates, clients, and placed talent
- Automating instant action on feedback
- Measuring & improving organizational performance
- Promoting success stories and building social proof to elevate their online reputation
About Brightwing
Founded in 1973, Brightwing is a recruiting and staffing agency dedicated to championing human potential. Brightwing serves engineering/design, information technology, finance/accounting, and human resource positions. Brightwing is headquartered in Troy, MI with offices in Plano, TX and Davie, FL. Looking to hire? Looking for a job? Contact us today! Share This Post [social-share] More Like This
Brightwing Named a Top Rated IT & Engineering Staffing Firm
Brightwing has overcome the “recruiter stereotype.” The stereotype that characterizes recruiters as pushy, selfish, and deceitful (among other things). On July 18th, 2023 Brightwing was named a top rated IT and engineering staffing firm by Great Recruiters.
Great Recruiters is a candidate experience and management platform that solicits and measures feedback from tens of thousands of candidates from hundreds of recruiting firms across the country.
Brightwing earned this distinction by demonstrating success in the following areas:
- Capturing real-time feedback from candidates, clients, and placed talent
- Automating instant action on feedback
- Measuring & improving organizational performance
- Promoting success stories and building social proof to elevate their online reputation
About Brightwing
Founded in 1973, Brightwing is a recruiting and staffing agency dedicated to championing human potential. Brightwing serves engineering/design, information technology, finance/accounting, and human resource positions. Brightwing is headquartered in Troy, MI with offices in Plano, TX and Davie, FL. Looking to hire? Looking for a job? Contact us today! Share This Post [social-share] More Like This
Do Counteroffers Really Work?
BY VICTOR STESIAK
Senior IT Recruiter
I’ve seen my fair share of counteroffers extended to candidates once they’ve told their employers of their intentions to leave.
Spoiler alert: they never work. At least not in the long run.
Don’t want to take my word for it? Here’s some stats:
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- 45% of employers agree that counteroffers are not a long-term solution
- 80% of people who accept counteroffers leave or are terminated within 6 to 12 months
- Half of the people who accept counteroffers reinitiate their job search after 90 days
What is a Counteroffer?
A counteroffer is an offer from an employer to an employee, typically in response to an employee expressing his or her intentions to leave their current position. These offers can take various forms, but are usually salary increases and/or job title changes. Counteroffers are typically given to employees that play an integral part in a company’s critical projects. In these cases, it’s actually cheaper to increase an employee’s salary by a few thousand dollars than lose hundreds of thousands of dollars due to a failed project.More than Money
Though money may be part of an employee’s decision to leave their current position, there’s usually more to it than salary alone. The top reason employees leave their jobs is due to toxic, unsupportive, and unhealthy workplace cultures. Lack of work-life balance and unhappiness with management are also top reasons people decide to leave their jobs. Disclosing the reasons why one may believe their workplace is toxic, or why work-life balance cannot be achieved, or why one doesn’t like their manager can ultimately cause more workplace problems.Don’t Accept the Counteroffer
Here at Brightwing, we almost always advise our candidates to turn down counteroffers. The bottom line is that, once you disclose any intentions to leave a company, your relationships with your boss, coworkers, and position will never be the same again. I’ve worked with employers who have extended a counteroffer in response to an employee disclosing their intentions to leave, only to look for a replacement for that employee no less than 30 seconds after their office door has closed. Trust is hard to rebuild.let’s talk
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Do Counteroffers Really Work?
BY VICTOR STESIAK
Senior IT Recruiter
I’ve seen my fair share of counteroffers extended to candidates once they’ve told their employers of their intentions to leave.
Spoiler alert: they never work. At least not in the long run.
Don’t want to take my word for it? Here’s some stats:
Share This Post
[social-share]
More Like This
- 45% of employers agree that counteroffers are not a long-term solution
- 80% of people who accept counteroffers leave or are terminated within 6 to 12 months
- Half of the people who accept counteroffers reinitiate their job search after 90 days
What is a Counteroffer?
A counteroffer is an offer from an employer to an employee, typically in response to an employee expressing his or her intentions to leave their current position. These offers can take various forms, but are usually salary increases and/or job title changes. Counteroffers are typically given to employees that play an integral part in a company’s critical projects. In these cases, it’s actually cheaper to increase an employee’s salary by a few thousand dollars than lose hundreds of thousands of dollars due to a failed project.More than Money
Though money may be part of an employee’s decision to leave their current position, there’s usually more to it than salary alone. The top reason employees leave their jobs is due to toxic, unsupportive, and unhealthy workplace cultures. Lack of work-life balance and unhappiness with management are also top reasons people decide to leave their jobs. Disclosing the reasons why one may believe their workplace is toxic, or why work-life balance cannot be achieved, or why one doesn’t like their manager can ultimately cause more workplace problems.Don’t Accept the Counteroffer
Here at Brightwing, we almost always advise our candidates to turn down counteroffers. The bottom line is that, once you disclose any intentions to leave a company, your relationships with your boss, coworkers, and position will never be the same again. I’ve worked with employers who have extended a counteroffer in response to an employee disclosing their intentions to leave, only to look for a replacement for that employee no less than 30 seconds after their office door has closed. Trust is hard to rebuild.let’s talk
SEND US A MESSAGE
"*" indicates required fields
Don't Miss This Red Flag in Your Recruiters
Engineering Talent Expert Mike Gourley lays out 2 easy decision trees to help you rule out bad recruiters:
- Less than 95% of the intro conversation is about YOU → It’s a pass. Don’t work with them.
- Your go-to recruiter has never told you NO → Hard pass. Don’t work with them anymore.
Gourley identifies more recruiter red flags…
If more than 5% of your first conversation with a recruiter is about the JOB, that’s a very bad sign. That first call should not be about the job. It should be about you. This is what it looks like when recruiters do their job right: 1. They know you. Ex: They understand what makes you different from the next engineer who has similar experience and skills. 2. They know the opportunity. Ex: They understand what makes one automotive supplier different than another, even if they look the same on paper. 3. They are honest (and considerate) enough to tell you “no” if it’s a bad fit.Why Good Recruiters Sometimes Say “No”
“I think it’s a huge red flag if you’re working with a recruiter that doesn’t tell you ‘no.’ I was speaking with a candidate recently that had seen a job that we had posted. Really interesting, very high-level technical role. He obviously really wanted to learn a lot about this opportunity. I provided a lot of information for him. But I also got to know him quite a bit during that time. And it was very, very clear to me that while he was out there exploring, learning about other opportunities, his real motivation was about accomplishment. And his pursuit of that in his current team, building his team. He’s already on his way. He’s already doubled the size of it. There’s still a lot of work to be done there, and it doesn’t look like anything’s going to be slowing that down. I think it was also really important to push back on that and tell him: As much as I think this is a fantastic opportunity for the right person, I don’t think that this is the right time for him. Because his company is going to keep going. And the sense of accomplishment that he’s going to feel after two or three years when they launch their product is going to be so much greater. So I took that back to him, and I think he was really surprised to hear that and to not move that forward. But I do think he really respected that. And he was able to tell me that by the end of the conversation. We left on good terms. We’ll keep in touch. And certainly if something fantastic pops up, we’ll talk with him about that. There’s many people (recruiters) out there that would rather just see the deal go through. And I think I’ve often created much better relationships by being able to push back and tell people no at times. And give them a strong explanation as to why that is.” Looking to hire? Looking for a job? Contact us today! Share This Post [social-share] More Like This
Don't Miss This Red Flag in Your Recruiters
Engineering Talent Expert Mike Gourley lays out 2 easy decision trees to help you rule out bad recruiters:
- Less than 95% of the intro conversation is about YOU → It’s a pass. Don’t work with them.
- Your go-to recruiter has never told you NO → Hard pass. Don’t work with them anymore.
Gourley identifies more recruiter red flags…
If more than 5% of your first conversation with a recruiter is about the JOB, that’s a very bad sign. That first call should not be about the job. It should be about you. This is what it looks like when recruiters do their job right: 1. They know you. Ex: They understand what makes you different from the next engineer who has similar experience and skills. 2. They know the opportunity. Ex: They understand what makes one automotive supplier different than another, even if they look the same on paper. 3. They are honest (and considerate) enough to tell you “no” if it’s a bad fit.Why Good Recruiters Sometimes Say “No”
“I think it’s a huge red flag if you’re working with a recruiter that doesn’t tell you ‘no.’ I was speaking with a candidate recently that had seen a job that we had posted. Really interesting, very high-level technical role. He obviously really wanted to learn a lot about this opportunity. I provided a lot of information for him. But I also got to know him quite a bit during that time. And it was very, very clear to me that while he was out there exploring, learning about other opportunities, his real motivation was about accomplishment. And his pursuit of that in his current team, building his team. He’s already on his way. He’s already doubled the size of it. There’s still a lot of work to be done there, and it doesn’t look like anything’s going to be slowing that down. I think it was also really important to push back on that and tell him: As much as I think this is a fantastic opportunity for the right person, I don’t think that this is the right time for him. Because his company is going to keep going. And the sense of accomplishment that he’s going to feel after two or three years when they launch their product is going to be so much greater. So I took that back to him, and I think he was really surprised to hear that and to not move that forward. But I do think he really respected that. And he was able to tell me that by the end of the conversation. We left on good terms. We’ll keep in touch. And certainly if something fantastic pops up, we’ll talk with him about that. There’s many people (recruiters) out there that would rather just see the deal go through. And I think I’ve often created much better relationships by being able to push back and tell people no at times. And give them a strong explanation as to why that is.” Looking to hire? Looking for a job? Contact us today! Share This Post [social-share] More Like This
5 Lessons in Employee Engagement from the 2023 Brightwing Annual Summit
Data from the Corporate Leadership Council suggests that employees who are engaged at work perform 20% better and are 87% less likely to leave their current company.
Despite early signs of power shifting back to employers, employees still are more likely to quit—or “quiet quit”—than pre-pandemic. Losing an employee is costly, as is replacing them.
The more engagement opportunities you offer your employees, the better:
- Making employee engagement a key part of your strategy
- Allowing employees’ insights to inform organizational strategy
- Giving people time and space to make good relationships
- Providing opportunities for employees to learn and grow
1. Involve all employees in company strategy
Generally, only 30% of employees feel like their opinion matters at work. If you want to buck this trend, you need to go above and beyond in the opposite direction. One of the specific objectives of the Summit was to gather the whole team together in a conference-like setting. There were a number of reasons for this approach:- We truly believe that every team member’s opinion matters, and want to hear from all perspectives
- Different people have different communication styles—a variety of activities is necessary to draw out quality feedback from everyone
- Our employees aren’t just cogs in a machine—we wanted to provide opportunities for fun and engagement, especially since they’ve never met some of these colleagues face-to-face
2. Prepare the environment for open, honest communication
Let’s face it: most employees don’t feel comfortable speaking up at work. And believe it or not, that’s not a problem with the employee—but with leadership. The reason people struggle to speak up is because they don’t have a sense of psychological safety. That is, employees feel they can take risks, express concerns, ask questions, and admit mistakes—without fear of consequences or retribution. So if you actually want employees to be open and honest in their feedback, you need to establish a psychologically safe environment:- Encourage risk-taking and even failure
- Be upfront admitting your own mistakes
- Praise employees who ask questions or express concerns
- Celebrating small wins
- Overcoming hurdles and roadblocks to avoid burnout
- Leadership without a title
- Cross-company communication to improve how teams collaborate
3. Maximize feedback quality with group discussions
Every organization has their extroverts and introverts. Most of the time, getting the extroverts to talk isn’t a problem. But the quieter, more introverted people on your team have valuable insights to share. Part of your employee engagement process should be finding ways to get them involved in the conversation. During the Summit, we used a group, roundtable format to do just that. Over the course of the conversation, each person built on the ideas of the other, which created high quality feedback. We found that 6-8 people per roundtable was the ideal size to have a good conversation. Large enough that people could bounce ideas off each other, but not so large that it jeopardized the team’s psychological safety.4. Don’t just solicit employee feedback—act on it
A lot of companies claim they value employee feedback. But unless you actually act on it, it’s an empty promise. During last year’s Summit, we gathered many ideas, suggestions, and general feedback. We surveyed the team post-Summit to get an understanding of how they prioritized solutions. And here was one issue that leapt to the forefront: Going hybrid – working some days at home and some at the office each week – had helped Brightwingers see the special strengths of in-person work, and they wanted to double down on them. They spotted room for improvement and wanted the office to become a place they could collaborate more easily. In response, over the first quarter last year, we renovated underused office spaces and turned them into meeting rooms. And we built a new kitchenette, fully stocked with snacks and drinks. Collaboration happens so much more easily when you’ve got the right space and a full stomach.This year fell into a similar mold. The Brightwing team made it a priority post-Summit to put the feedback we received into motion:
- Meeting with team members to identify ways to celebrate small wins
- Working to address failures in a positive, opportunity-focused light
- Creating cheat sheets to define industry-specific acronyms & holding onboarding trainings on “inside-baseball” terminology
5. Don’t forget to have fun
Your employees aren’t just employees. They’re people. And unless you’re a workaholic, you don’t work all the time and always. That’s why, for decades, Brightwing has prioritized a positive company culture where employees genuinely connect and enjoy spending time with each other. We’ve got some pretty cool people on our team, and it would be a shame if we missed that because of an all-work-no-play mindset. During the Summit, we made sure to not just have serious conversations about the future of the company, but also have some fun. So we decided to do a Nailed It! style cake-decorating contest. Different teams used icing, food coloring, and various cake toppings to create a design that was original, neat, and colorful. Then—and this was the best part—they had to “pitch” the cake to Brightwing’s CEO, Aaron Chernow and former president, George Opitz. The theme was “dynamic duos.” And the winners of the competition did a stellar cake-depiction of Abbott & Costello’s “Who’s on First?” skit. It was a total riot! Everyone had fun, and we all walked away with a better understanding of each other—not just as teammates, but as people.Final thoughts on the Brightwing Annual Summit
If you want employees to feel bought into the organization, you have to involve them in decision-making. This means asking for feedback, preparing an environment where they feel safe to be open and honest, and actually using that feedback to make strategic decisions. Brightwing’s Annual Summit is proof that engaging employees and valuing their opinions is key to a solid culture and long-term retention. We hope the lessons we’ve learned along the way will be helpful to you. P.S. If you want a sample of some of the fun that was had at Brightwing’s Summit, check out these videos: Looking to hire? Looking for a job? Contact us today! Share This Post [social-share] More Like This
5 Lessons in Employee Engagement from the 2023 Brightwing Annual Summit
Data from the Corporate Leadership Council suggests that employees who are engaged at work perform 20% better and are 87% less likely to leave their current company.
Despite early signs of power shifting back to employers, employees still are more likely to quit—or “quiet quit”—than pre-pandemic. Losing an employee is costly, as is replacing them.
The more engagement opportunities you offer your employees, the better:
- Making employee engagement a key part of your strategy
- Allowing employees’ insights to inform organizational strategy
- Giving people time and space to make good relationships
- Providing opportunities for employees to learn and grow
1. Involve all employees in company strategy
Generally, only 30% of employees feel like their opinion matters at work. If you want to buck this trend, you need to go above and beyond in the opposite direction. One of the specific objectives of the Summit was to gather the whole team together in a conference-like setting. There were a number of reasons for this approach:- We truly believe that every team member’s opinion matters, and want to hear from all perspectives
- Different people have different communication styles—a variety of activities is necessary to draw out quality feedback from everyone
- Our employees aren’t just cogs in a machine—we wanted to provide opportunities for fun and engagement, especially since they’ve never met some of these colleagues face-to-face
2. Prepare the environment for open, honest communication
Let’s face it: most employees don’t feel comfortable speaking up at work. And believe it or not, that’s not a problem with the employee—but with leadership. The reason people struggle to speak up is because they don’t have a sense of psychological safety. That is, employees feel they can take risks, express concerns, ask questions, and admit mistakes—without fear of consequences or retribution. So if you actually want employees to be open and honest in their feedback, you need to establish a psychologically safe environment:- Encourage risk-taking and even failure
- Be upfront admitting your own mistakes
- Praise employees who ask questions or express concerns
- Celebrating small wins
- Overcoming hurdles and roadblocks to avoid burnout
- Leadership without a title
- Cross-company communication to improve how teams collaborate
3. Maximize feedback quality with group discussions
Every organization has their extroverts and introverts. Most of the time, getting the extroverts to talk isn’t a problem. But the quieter, more introverted people on your team have valuable insights to share. Part of your employee engagement process should be finding ways to get them involved in the conversation. During the Summit, we used a group, roundtable format to do just that. Over the course of the conversation, each person built on the ideas of the other, which created high quality feedback. We found that 6-8 people per roundtable was the ideal size to have a good conversation. Large enough that people could bounce ideas off each other, but not so large that it jeopardized the team’s psychological safety.4. Don’t just solicit employee feedback—act on it
A lot of companies claim they value employee feedback. But unless you actually act on it, it’s an empty promise. During last year’s Summit, we gathered many ideas, suggestions, and general feedback. We surveyed the team post-Summit to get an understanding of how they prioritized solutions. And here was one issue that leapt to the forefront: Going hybrid – working some days at home and some at the office each week – had helped Brightwingers see the special strengths of in-person work, and they wanted to double down on them. They spotted room for improvement and wanted the office to become a place they could collaborate more easily. In response, over the first quarter last year, we renovated underused office spaces and turned them into meeting rooms. And we built a new kitchenette, fully stocked with snacks and drinks. Collaboration happens so much more easily when you’ve got the right space and a full stomach.This year fell into a similar mold. The Brightwing team made it a priority post-Summit to put the feedback we received into motion:
- Meeting with team members to identify ways to celebrate small wins
- Working to address failures in a positive, opportunity-focused light
- Creating cheat sheets to define industry-specific acronyms & holding onboarding trainings on “inside-baseball” terminology
5. Don’t forget to have fun
Your employees aren’t just employees. They’re people. And unless you’re a workaholic, you don’t work all the time and always. That’s why, for decades, Brightwing has prioritized a positive company culture where employees genuinely connect and enjoy spending time with each other. We’ve got some pretty cool people on our team, and it would be a shame if we missed that because of an all-work-no-play mindset. During the Summit, we made sure to not just have serious conversations about the future of the company, but also have some fun. So we decided to do a Nailed It! style cake-decorating contest. Different teams used icing, food coloring, and various cake toppings to create a design that was original, neat, and colorful. Then—and this was the best part—they had to “pitch” the cake to Brightwing’s CEO, Aaron Chernow and former president, George Opitz. The theme was “dynamic duos.” And the winners of the competition did a stellar cake-depiction of Abbott & Costello’s “Who’s on First?” skit. It was a total riot! Everyone had fun, and we all walked away with a better understanding of each other—not just as teammates, but as people.Final thoughts on the Brightwing Annual Summit
If you want employees to feel bought into the organization, you have to involve them in decision-making. This means asking for feedback, preparing an environment where they feel safe to be open and honest, and actually using that feedback to make strategic decisions. Brightwing’s Annual Summit is proof that engaging employees and valuing their opinions is key to a solid culture and long-term retention. We hope the lessons we’ve learned along the way will be helpful to you. P.S. If you want a sample of some of the fun that was had at Brightwing’s Summit, check out these videos: Looking to hire? Looking for a job? Contact us today! Share This Post [social-share] More Like This
How to Write a Cover Letter That Will Set You Apart
How to Write a Cover Letter to Stand Out
Cover letters are a vital component of job applications. But before you consider how to write a cover letter, you need to understand why they are so important. They provide the opportunity to explain why you are interested in a position and help employers better understand your strengths, experience, and qualifications for a role. In a cover letter, you can emphasize unique skills and highlight your knowledge and experience that makes you stand out from other applicants. Not only do cover letters give potential employers insight into who you are as a person, but they also demonstrate professional communication. By providing a cover letter, you have an opportunity to express enthusiasm and genuine interest in a job, which helps make relevant connections between skills and experiences and the job requirements. Having a cover letter also presents a professional image that reflects positively on you and shows your initiative. It takes time to craft a thoughtful and engaging cover letter, but by putting in that effort you are one step closer to standing out to potential employers.Letter of Introduction for a Job
A cover letter is a document sent along with a resume when applying for a job. It should be tailored to the specific position for which you are applying and demonstrate a link between you and the stated position. When writing a cover letter for a job, you should introduce your qualifications, highlight the core points of your application, and illustrate how your skills can benefit the employer. Cover letters should also include your qualifications, interests, and relevant experiences. Additionally, consider what potential employers may want to hear by showing not only why you’re a good fit for the job, but also why you’re passionate about the company. Cover letters act as a bridge between a resume and an application, allowing you to further explain and clarify your qualifications and experience. They also act as a summary of why you are the ideal candidate for the job. Overall, cover letters should address the specific requirements for a role and incorporate the necessary elements of a job application.How to Start a Cover Letter
Cover letters are a critical component in applying for a job, but they can be notoriously difficult to write. It’s difficult to strike the perfect balance between being confident in your work and qualifications, while not sounding arrogant or self-absorbed. Additionally, it can be a challenge to stand out from the crowd in a concise form. A cover letter has to be convincing and demonstrate why you are the ideal candidate without being overly long or redundant. Crafting a compelling narrative that establishes who you are, your qualifications, and your fit for the job takes a great deal of thought and effort. When addressing how to write a cover letter, there must be synergy to attract the attention of the hiring manager. You have to capture their attention in the most concise way possible, almost as if you’re telling a story. Furthermore, you have to have impeccable spelling, grammar, and sentence structure; this is the first impression you make and it needs to be good. Cover letter writing is not an easy task, but with patience and care, you can create something that stands out. So, if you’re trying to figure out how to start a cover letter, here are some things to consider.Cover Letter Introduction
When assessing how to write a cover letter, you should absolutely start with a strong introduction. First, you should directly greet the hiring manager. You can look up the relevant department head within the company you’re applying to and directly address them within your letter. This will immediately show commitment and attention to detail in your letter of introduction for a job. As you transition further into your cover letter introduction, the biggest thing to keep in mind is that you want to grab attention. Hiring managers are potentially sorting through hundreds of cover letters, so make yourself stand out. An excellent way to do this is to start with two to three of your top achievements that are relevant to the position.Body of the Cover Letter
Within the body of a cover letter, you should provide as much evidence as you can that you are the perfect candidate for the position. An excellent way to start is by reviewing the job description and responsibilities. By properly understanding these job factors, you can tie in your most relevant experience and mirror the company’s language. This will, once again, show attention to detail that will impress any hiring manager. Additionally, you want to tie in why you’re a good fit for the company as a whole. Employees leaving companies due to a poor cultural fit can cost their organization between 50-60% of the person’s annual salary. To prove you’re a fit for the company, you’ll have to do a bit more research. Look at the organization’s products, services, and About page to see what their business stands for.Cover Letter Conclusion
As you consider how to write a cover letter conclusion, there are a few things to keep in mind. First, make sure you’re wrapping up the most relevant information from your previous paragraphs. Make sure you’ve proven that you’re the best person for the job. Next, take the time to be courteous and thank the hiring manager for their time. And, lastly, finish off with a call to action. This is the space where you should encourage the hiring manager to reach out with any questions or to schedule an interview.Rely on Brightwing
If you’re actively seeking out new opportunities, relying on talent experts like ours at Brightwing is an excellent idea. Since its opening in 1973, the Brightwing team has been connecting candidates with the right employers. So, let our recruiters help you in your job search journey. Share This Post [social-share] More Like This
How to Write a Cover Letter That Will Set You Apart
How to Write a Cover Letter to Stand Out
Cover letters are a vital component of job applications. But before you consider how to write a cover letter, you need to understand why they are so important. They provide the opportunity to explain why you are interested in a position and help employers better understand your strengths, experience, and qualifications for a role. In a cover letter, you can emphasize unique skills and highlight your knowledge and experience that makes you stand out from other applicants. Not only do cover letters give potential employers insight into who you are as a person, but they also demonstrate professional communication. By providing a cover letter, you have an opportunity to express enthusiasm and genuine interest in a job, which helps make relevant connections between skills and experiences and the job requirements. Having a cover letter also presents a professional image that reflects positively on you and shows your initiative. It takes time to craft a thoughtful and engaging cover letter, but by putting in that effort you are one step closer to standing out to potential employers.Letter of Introduction for a Job
A cover letter is a document sent along with a resume when applying for a job. It should be tailored to the specific position for which you are applying and demonstrate a link between you and the stated position. When writing a cover letter for a job, you should introduce your qualifications, highlight the core points of your application, and illustrate how your skills can benefit the employer. Cover letters should also include your qualifications, interests, and relevant experiences. Additionally, consider what potential employers may want to hear by showing not only why you’re a good fit for the job, but also why you’re passionate about the company. Cover letters act as a bridge between a resume and an application, allowing you to further explain and clarify your qualifications and experience. They also act as a summary of why you are the ideal candidate for the job. Overall, cover letters should address the specific requirements for a role and incorporate the necessary elements of a job application.How to Start a Cover Letter
Cover letters are a critical component in applying for a job, but they can be notoriously difficult to write. It’s difficult to strike the perfect balance between being confident in your work and qualifications, while not sounding arrogant or self-absorbed. Additionally, it can be a challenge to stand out from the crowd in a concise form. A cover letter has to be convincing and demonstrate why you are the ideal candidate without being overly long or redundant. Crafting a compelling narrative that establishes who you are, your qualifications, and your fit for the job takes a great deal of thought and effort. When addressing how to write a cover letter, there must be synergy to attract the attention of the hiring manager. You have to capture their attention in the most concise way possible, almost as if you’re telling a story. Furthermore, you have to have impeccable spelling, grammar, and sentence structure; this is the first impression you make and it needs to be good. Cover letter writing is not an easy task, but with patience and care, you can create something that stands out. So, if you’re trying to figure out how to start a cover letter, here are some things to consider.Cover Letter Introduction
When assessing how to write a cover letter, you should absolutely start with a strong introduction. First, you should directly greet the hiring manager. You can look up the relevant department head within the company you’re applying to and directly address them within your letter. This will immediately show commitment and attention to detail in your letter of introduction for a job. As you transition further into your cover letter introduction, the biggest thing to keep in mind is that you want to grab attention. Hiring managers are potentially sorting through hundreds of cover letters, so make yourself stand out. An excellent way to do this is to start with two to three of your top achievements that are relevant to the position.Body of the Cover Letter
Within the body of a cover letter, you should provide as much evidence as you can that you are the perfect candidate for the position. An excellent way to start is by reviewing the job description and responsibilities. By properly understanding these job factors, you can tie in your most relevant experience and mirror the company’s language. This will, once again, show attention to detail that will impress any hiring manager. Additionally, you want to tie in why you’re a good fit for the company as a whole. Employees leaving companies due to a poor cultural fit can cost their organization between 50-60% of the person’s annual salary. To prove you’re a fit for the company, you’ll have to do a bit more research. Look at the organization’s products, services, and About page to see what their business stands for.Cover Letter Conclusion
As you consider how to write a cover letter conclusion, there are a few things to keep in mind. First, make sure you’re wrapping up the most relevant information from your previous paragraphs. Make sure you’ve proven that you’re the best person for the job. Next, take the time to be courteous and thank the hiring manager for their time. And, lastly, finish off with a call to action. This is the space where you should encourage the hiring manager to reach out with any questions or to schedule an interview.Rely on Brightwing
If you’re actively seeking out new opportunities, relying on talent experts like ours at Brightwing is an excellent idea. Since its opening in 1973, the Brightwing team has been connecting candidates with the right employers. So, let our recruiters help you in your job search journey. Share This Post [social-share] More Like This
