Information Technology Practice works with St. Agnes Hospital in Baltimore

Peggy Dunn, Managing Director of ASG’s Information Technology practice announced the placement of Michael Manolagas with Ascension Health Information Services, St. Agnes Hospital.  Mr. Manolagas accepted the role of Director of Information Services and brings with him many years of experience and expertise in the specialized area of IT healthcare and management.  St. Agnes Hospital is located in Baltimore, Maryland.

ASG has teamed up with PNC Mortgage

The ASG Banking & Financial Services team along with the team at PNC Mortgage is working closely together to successfully place candidates in the role of Mortgage Loan Officer throughout the Midwest.  We are proud to announce that to date more than a dozen Mortgage Loan Officers have taken advantage of this exciting opportunity with PNC.

Recovery Opens the Door to Employee Turnover – A 50 Percent Increase in Employee Turnover is Likely, Says Angott

As the economy recovers, companies are likely to experience as much as a 50 percent increase in employee turnover as a result of their competitors’ renewed recruiting efforts. While it may be possible to develop a blocking strategy to stem the tide, management needs to rethink how they handle exiting employees to protect their company image, according to Angott Search Group.

“Most companies routinely conduct exit interviews,” says Mark Angott, president of Angott Search Group, “but unfortunately few of them use the information they garner for the company’s benefit. And yet, a poorly delivered exit interview can affect the morale of the existing employee population and undermine the company culture.”

Angott believes that treating exiting employees with respect and conducting meaningful exit interviews with them can positively impact a company’s employment brand. “Smart companies know that their employment brand is as important as their corporate brand,” he says. “It reflects the organization’s humanity and its
culture, and it supports the people who are in front of customers every day.”

The primary aim of the exit interview is twofold, according to Angott: To learn the reasons for the person’s departure, on the basis that criticism is a helpful driver for organizational improvement; and to allow the organization to transfer knowledge and experience from the departing employee to a successor or replacement.

“The exit interview provides insight into management succession planning,” says Angott.”Good people often leave because they are denied opportunity to grow and advance. If this is happening, organizations need to know about it and respond accordingly.”

Most people who leave a job do actually possess useful – or even critical — knowledge and experience. “Departing employees are usually willing to share this knowledge, to help a successor, or to brief a management team, if only the organization would simply ask them politely to do so,” says Angott.

Angott offers examples of questions aimed at both ascertaining the reasons for the employee’s departure and facilitating the transfer of knowledge:

Reasons for leaving:

What could have been done early on to prevent your leaving?

What can you say about the procedures or systems that have contributed to your decision to leave?

What specific suggestions do you have for how the organization could manage these issues better in the future?

How do you feel about the organization?

What has been enjoyable or satisfying for you in your time with us?

What has been frustrating or difficult to you in your time with us?

How could the organization have enabled you to make better use of your capabilities and potential?

Transfer of knowledge:

How might we benefit from your knowledge, experience, introductions to your contacts, etc., prior to your departure?

What can we do to enable you to pass on your knowledge and experience to your replacement/successor prior to your departure?

How and when would you prefer to pass on your knowledge to your successor?

We’d be grateful for you to introduce (name of successor) to your key contacts before you go if you are willing to help with this.

“Management will derive the most benefit for the organization and be able to give the most help to the departing employee by being positive, constructive, understanding and helpful, both prior to and during the exit interview process,” says Angott. “Treat people with integrity and decency, and generally they will respond in kind.”


Executive Search Confidence Hits a 22 Month High



According to HSZ Media, executive recruiters’ confidence in the executive employment market reached a 22-month high in April, with 64 percent of 186 search firm respondents expecting more senior-management hiring over the next six months, according to the results of ExecuNet’s Recruiter Confidence Index (RCI). ExecuNet’s April recruiter confidence register reached 64 percent, matching the tally recorded in June 2008. The confidence level was more pronounced among retained executive search consultants, indicating an increasing number of employers are investing in or expected to soon commit to strategic executive hires as the economy improves. “Recruiters are clearly expecting companies to increase management hiring in the second and third quarters, and with a variety of economic indices reflecting economic growth, the positives are starting to overwhelm the negatives,” said Mark Anderson, president and chief economist of ExecuNet, the private membership network for senior business executives and those who recruit them. “The economic recovery isn’t yet broad-based, but the confidence expressed by executive recruiters should signal to management job seekers that while some clouds remain, we’re seeing evidence of sunlight after the storm.” Introduced in May 2003, ExecuNet’s Recruiter Confidence Index is based on a monthly survey of executive search firms and recognized as a leading indicator for the economy and the executive job market. Founded in 1988, ExecuNet is a private membership network for business leaders and recruiters who believe that the right connections can produce extraordinary results in their careers and for their organizations.

Interviewing Tips

Interviewing Tips

You want to work for the company, they’ve seen your credentials and they’ve asked you in for an interview. You want the job. Here are some suggestions that will help you make sure your interview goes as well as possible.

Preparing for the interview

Thorough preparation is critical. It is great for your confidence in the interview room and it leaves a very positive impression with the interviewers.

  1. Get the logistics right. Time, location, interviewer’s name and position title.
  2. Do your research. Find out as much as possible about the company: size, scope, location of branches and offices, financial/share performance, range of products and services, etc. The company website and annual report are two very good sources.
  3. Do some more research. Make sure you have key data in your head about your existing and most recent employers.
  4. Do even more research. Ask former co-workers to tell you about your professional traits. What did they most admire? Try to find some faults as well. This leaves you more prepared for questions such as “what are your greatest faults” or “if I were working with you…”
  5. Prepare questions. The employer will be trying to work out whether you fit the available role. You should also take the opportunity to ensure that the company is right for you.
  6. Practice (see below). Take time to run through some of your answers. Don’t over-rehearse, but make sure that you are coming across confidently.
  7. Present yourself well. Find out what the company culture is regarding business dress. If in doubt, go more formal, not less formal. Make sure you are well groomed on the day.

What you should practice

When practicing for an interview, you should focus particularly on the way you answer questions.

  1. Be descriptive. Don’t just answer “yes” or “no” to questions. But also avoid “over-answering.” Make your answers colorful, but not lengthy.
  2. Sell yourself to the interviewer, but without exaggeration or telling lies. You are there to market yourself, “blow your own trumpet” and explain why you’d be right for the role. But don’t come across as arrogant.
  3. Avoid making negative remarks about your current employer, or past employers or colleagues. This will only reflect on you in the interview.
  4. Be determined. Make it clear that you want to get the job, even if you are given information in the interview that sheds a new light on the role. Be positive, and then evaluate the opportunity again when you are away from the interview. Don’t burn your bridges.
  5. Have positive body language, and maintain a good posture.

Remember: expect unexpected questions. It’s fine to pause for thought. It’s also acceptable to admit you don’t know the answer.


Quarterly News



  • ASG received a 2010 Best of Michigan Business award by Corp! Magazine. Retained by PNC Mortgage to fill over 80 positions.
  • ASG formally announces specialty services including Internal Interviewing, Background & Reference Checking, Contract Staffing and Market Analysis.
  • Beth Grossman appeared on Detroit Fox news with Murray Feldman.
  • Energy practice fills Natural Gas Supply Manager role with IGS Energy.
  • Comerica Bank utilizes ASG’s services to fulfill Financial Advisor position.
  • Sales & Marketing practice completes search for a Sales Engineer at R.L. Deppmann Co.
  • Joe Giacomin & ASG featured on WWJ 950 radio.
  • ASG becomes a member of the West Virginia’s Banker’s Association

10 Ways to Impress your Boss at your Next Meeting

10 Ways to Impress Your Boss at your Next Meeting

Don’t let others steal your chance to make a good impression. Follow these simple rules and your boss will see you shine in the spotlight:

  1. Come to the meeting prepared to participate.
  2. Study the agenda ahead of time, if it’s available.
  3. Prepare your comments in advance and be prepared to back them up with data or research.
  4. Arrive on time or a few minutes early.
  5. Take notes.
  6. Give every speaker your full attention and maintain eye contact.
  7. Act interested even when you are not.
  8. Do not comment on irrelevant topics.
  9. Control your emotions, particularly when you disagree.
  10. Do not, under any circumstances, undermine your boss.