You’re Hired!
Publishers rely on the Internet or classified ads to spread the word about new positions, but how can you guarantee you will attract people with the best or even relevant skill sets? Furthermore, the more important question may be: Exactly what skill sets should you be looking for in today’s constantly changing publishing environment?
Beyond the obvious characteristics any publisher would want in a new hire—intelligence, loyalty, enthusiasm, writing and editing skills, an eye for layout, business and marketing savvy, and so forth, publishers may wonder if they should expand the perimeter of the required skill set to prepare for embracing the multimedia marketplace.
With increasing deployment of digital content and multimedia marketing campaigns, are publishers looking for multimedia skill sets in new hires, and if they are not, should they be?
“Absolutely,” says Deborah Allen, publisher, Black Dome Press Corp., a small publisher in New York’s Hudson Valley. “I would hazard a guess that smaller publishers in traditional print books are not terribly adept or even conversant in the multimedia world. I know I’m not and need to be,” she says.
Denise Quinn, director of human resources at Sterling Publishing Co. Inc. (New York)—which is substantially larger than Black Dome Press—says, “In my experience, I have found that publishers are not currently focusing on multimedia skill sets.” However, they will need the ability to adapt in the future, she adds.
Gary Colbert, production director at National Geographic Books—which launched its first e-books last year—says, the more skills the better. “As a production manager, I would want candidates to be well-versed in various design programs such as Quark, InDesign, Illustrator and Photoshop. A familiarity with FTP (file transfer protocol) is important, too, because it is our new bible for moving electronic media around the world.”
The American Pediatric Association (APA) is delving headfirst into the electronic world, so people proficient in multimedia publishing processes would obviously have a leg up.
“In medical publishing, it initially started with doing electronic versions of journals. Now we’re moving toward having more of our books online in various formats, from having information at point-of-care where doctors can access information either on a PDA (personal digital assistant) at a patient’s bedside or in their office on a desktop,” says Maureen DeRosa, APA’s director, marketing and publications.
She says most medical publishers derive 90 percent of their revenue from print, and roughly 10 percent is electronic, but she thinks the trend is moving toward more electronic publishing.
“Print is never going to go away, but as with many other publishers, we’re finding that we’re publishing as many titles, but selling fewer copies and having to produce content in multiple formats ….”
According to Jeff Mahony, product development manager at APA, 50 percent of APA’s core content is presently available in electronic form. “That has been a large progression over the years, and we aim to have that go higher,” he says.
Meanwhile, Tad Crawford, president and publisher, Allworth Press (New York), a niche publisher of reference books for professionals in the arts, has not had tremendous success with digitizing his company’s content, so he currently has no in-house needs to create digitized material.
These varying perspectives are indicative of the gray area that publishers are now in: somewhere between requiring that all new hires possess the mandatory, traditional skill sets, and the next level up, which includes multimedia experience that will help take their companies well into the future.
4 Strategies for Effective Recruiting
1. Tap employee referrals.
Recruitment within the book publishing industry has become more competitive and increasingly difficult over the past few years, especially in the production and manufacturing arena. Quinn has found employee referrals to be an excellent source for discovering key talent and filling tough positions at Sterling.
“Employees are familiar with the culture of the organization, and they will consider that when referring potential candidates,” she explains. “To encourage referrals we commit to maintaining an internal job posting that is circulated biweekly and keeps all staff apprised of current openings.”
As additional incentive, some companies offer bonuses to employees when they refer job candidates who get hired.
2. Seek new employees out via networking.
Colbert favors networking above anything else. “In our business, you can do a lot of headhunting and the like, but you’re better off going into the trenches and talking to individuals in the field. I’ve done it successfully now four or five times. That’s where I’ve found the most qualified individuals that we’ve developed over the years.”
3. Advertise online.
Crawford likes posting jobs on the Internet. “We find the entry-level positions always draw the most applicants. Last time we advertised in The New York Times online, we had 600 applicants apply. We don’t think the newspaper is effective anymore,” he says.
4. Tap industry associations.
APA may be in the toughest position of all because the traditional recruitment vehicles no longer deliver qualified applicants like they once did. In a recent search to fill a position, the pool of candidates that resulted from adding technological wording to the job search yielded far fewer applicants than expected. “When you want someone with a solid editorial background and expertise in technology, it results in a more limited pool of applicants and really extends the hiring time,” says DeRosa.
“To find the right candidate with the right skill set—for an organization that is not-for-profit—in itself, makes it difficult, too. Then, add in the fact that we serve a specialized medical market and the field narrows even further,” she says.
Because APA is looking for individuals with very specific skills, the organization relies heavily on industry associations, such as the American Association of Publishers’ professional and scholarly publishing group, to connect them with potential candidates. “They can usually put us in touch with candidates with the skills needed for our unique business …,” DeRosa explains.
“That said, our human resources department uses some very traditional recruitment tools as well,” Mahony adds. “Historically, we have done our job recruitment online, but now, with our unique requirements, we have to network more to find people with publishing and technical know-how.”
3 Tips for Effective Hiring and Retention
1. Look for experience, but plan to
develop.
When hiring for upper-level positions, Quinn recommends looking for demonstrated skills in the area of expertise, coupled with proven management experience. “I think organizations need to show a commitment to an employee’s development to assist with attracting as well as retaining key talent,” she says.
2. Look beyond the book industry and provide on-site management training.
To that end, Sterling is investing in structured training and development programs. Planned programs include on-site management training, mentoring programs and a “Lunch and Learn” series that will be geared toward entry-level staff.
“I also think we need to begin considering candidates who have the appropriate experience within their craft, but are from outside [of] the book publishing industry,” suggests Quinn. “This would not only open the talent pool, but allow for different skills and expertise to be brought to the organization.”
3. Build loyalty through building a reputable brand.
When it comes to retaining employees, National Geographic’s production department may have a trade secret that isn’t easily replicated: People want to work at National Geographic because of its highly regarded reputation, and, once they are there, the quality of the work and worldwide recognition is the incentive they need to stay put, according to Colbert. The department is remarkably stable and at a high-caliber that allows it to keep up with the ever-changing technologies of the publishing industry, he says.
Wanted Skill Sets
With rapid changes occurring within the book publishing industry, job descriptions have changed, too. So what skills should publishers look for now as they prepare their companies for an increasingly multimedia future?
1. The ability to stay current. Do lunch.
“I guess the glib answer would be [to look for] a business broker. I have only one employee, and we recognize that it’s critical to try and stay current. One of the easiest ways we do this is by keeping in touch with other publishers. We have an eclectic group of Hudson Valley publishers that breakfasts together at irregular intervals to talk business. It is fun, and we share some good information,” says Allen.
Networking skills are frequently top priorities in sales, marketing and business development positions, and even in manufacturing jobs, where relationship-building can be key.
2. Traditional publishing skill sets, but with e-savvy.
APA has had a tougher time trying to find employees who are adept at writing and editing and who can also tackle the bulk of electronic publishing it does. To date, APA has outsourced some of its work and tried to bring people in-house, but finding employees with the right skill sets has not been easy.
“We’ve definitely revved up our hiring to be able to get staff here which has a skill set that can help us,” says Mahony. “But those skills are hard to come by. We want more than straight publishing skills, but someone who is also savvy about the new electronic technology that is emerging as well.”
Specifically, APA is looking for new blood with publishing know-how, who embrace Internet technology and know what is new and upcoming in CD-ROMs, e-books, audio and MP3 files. Although APA has not done much with audio books to date, “Someday we will,” promises DeRosa.
3. A passion for books and self-improvement.
What are the key drivers that make one applicant stand above the others? “Passion,” says Quinn. “When I recruit, I look for individuals who are passionate about their craft and have a true commitment to our product—books. Everything else can be learned or developed.”
4. Adaptability.
“Small, independent publishers need to look for people who are flexible, creative and nimble enough to adjust to whatever the book business climate may morph into,” advises Allen.
5. Up-to-date production know-how.
Even on the production side, job descriptions have morphed. National Geographic’s Colbert says the lines have blurred between production and editorial.
“We’ve expanded some of our job descriptions to include the editorial department. But the biggest changes haven’t taken place in the last couple years, but in the last 10 years as we’ve shifted from book publishing to electronic media. People need to have A) the skills, and B) the equipment to build the product to our specifications. Publishing is publishing,” he says. “We’re always looking for the [most highly] qualified people out there. Fortunately, we find them all over the world, and they happily flock to us because of our brand awareness.”
6. Authors willing to participate in campaigns.
When it comes to skill sets, Allen extends her requirements to her search for authors. “It’s essential now for the small presses to select authors who will work hard with the publisher to affect a successful campaign.”
7. Computer and editing skills, and publishing-related career goals.
Crawford’s most frequent hire is for entry-level or production/editorial assistant positions.
“In that person, we expect that they know a whole bunch of computer programs including Quark and InDesign. We also expect they are quite literate and have strong copy-editing skills, not that they will do it, because we use freelancers, but they have know enough so that they can decide to adopt the changes recommended by freelancers,” he says. “They must also have an interest in making publishing their profession and … a personality that will fit into a low-key and friendly office.”
Thanks, but No Thanks:
5 Qualities to Avoid
Qualities that publishers steer clear of in applicants are numerous, but candidates said to be avoided most were those:
1. who lived out of town
2. who have a strong interest in something else
3. who were over-experienced for the position
4. who hinted at situations in which the salary may not prove to be adequate if the job were to be accepted
5. who lacked the skill sets to do the job
Recently, when Crawford was looking to fill an entry-level position at Allworth Press, an ad in The New York Times’ online classified ads attracted 600 résumés. The firm cut it off at 400, and from there, it interviewed only 16 applicants. Five of those were invited back for a second meeting; one of those five, obviously, was offered the position.
Then, when a second entry-level position opened up, they didn’t go back to the applicants in the first batch of 400 résumés, but tapped into the 200 résumés that they didn’t sift through the first time around. From those, they called in five people for interviews. Again, only one candidate was hired.
Time and again, potential applicants hear that they must be prepared in order to land their dream job. But what, if anything, will make you stand out, particularly in a sea of 600 applications that can flood a publisher’s office for a single opening? Then, again, if you have your heart set on working at National Geographic and the production department has minimal turnover, exactly how do you break in?
Network
Networking is a major recruitment tool, and Colbert suggests applicants make it their priority when looking for a job.
“At National Geographic, applicants get in sometimes when opportunities present themselves,” he says. “If someone aspires to work in the production field here, and they network, they may ultimately find someone with an ‘in’ within the organization. If someone comes to the table with the skills for an opening I have, one of my counterparts will share that résumé with me electronically—that’s why I suggest networking.”
Perfect, Succinct Résumés
To make your résumé stand out from the thousands of others it competes with, it should be free of spelling and grammatical errors, and most importantly, it should be concise. The “one-page résumé” rule should apply where possible and should never be longer than two pages.
“As recruiters, we are viewing hundreds of résumés in one given day; therefore, the resume should reflect most relevant experience and key accomplishments,” says Quinn. “Job seekers should always keep in mind that our initial impression of you will be exclusively on your cover letter and résumé. Simple things such as a spelling or grammatical error could immediately disqualify you from the candidate pool—regardless of your experience,” she adds.
Cover Letters: Show an
Interest in the Company
Like the résumé, the cover letter should be free of spelling and grammatical errors, and should be as concise as possible, indicating the position the candidate is interested in and key accomplishments and talents.
“A well-crafted cover letter should show they know and appreciate what the company does and point out that their qualifications fit with what is being requested,” Crawford says.
Do Your Homework
Know the company and the position you are interviewing for.
“If an applicant wants to impress us, they have certainly visited our Web site and familiarized themselves with the books we publish, and consider how they might become a part of the team and build the titles,” suggests Crawford. “Recently, when hiring a part-time acquisitions editor, an applicant came in with a list of titles we might publish. That showed me the applicant was familiar with what we do and had a desire to participate in what we do,” he says.
“I am attracted to candidates who have a full understanding of our organization, our mission and our product. It shows a commitment to the company, which will come through in their work should they be hired,” says Quinn.
Presentation: Dress for Success
It may seem obvious to some, but many people seem to miss a basic premise of making a favorable impression in a job interview: Dress to impress.
“I have found during my tenure in the book publishing industry that often job seekers do not dress in corporate attire, since the publishing industry tends to be more relaxed with their dress code than other industries. I would remind job seekers that like the résumé and cover letter, you are selling yourself and should dress as such,” Quinn recommends.
Follow Up: Do it.
After the interview, follow-up, experts urge. Crawford recommends applicants be gracious and send a thank-you note.
Quinn agrees, and sees the lack of this practice as a major weakness among today’s applicants.
“I would strongly encourage a follow-up e-mail or letter. In the past few years I have seen a significant decline in follow-up e-mails,” Quinn says. “Follow up e-mails and notes reiterate to me the candidate’s continued interest in the position and our organization. I look for candidates that are willing to go the extra step.”
Job Forecast: Sunny
With many publishing houses in transition from pure print to a combination of print and digital content, the outlook for hiring looks good as more publishers will look to bring talent in-house to help develop their electronic business as it grows.
“It is a difficult field to break into, and yet, for those who are able to break into it, publishing is a worthwhile profession to pursue,” says Crawford. “So it is worth taking every step you can take to make sure you leave a good impression.”
Mahony says, “Over next year, I think it will get much easier to find [new hires] with a background in publishing and Internet technology. We have stable staff that has been here through [our] transition, as our workflow and our projects have transformed from print to more digital content, and you can see people in the organization developing those skills, so the pool of skilled applicants will get much larger very quickly.”
DeRosa agrees. “A big part of our professional-development budget is spent on making sure our key staff is at events where they can learn more and keep up with industry trends. Professional-development seminars are great because all of us need to become more proficient at the technology that is to come,” she says.
“People are an organization’s greatest asset, and they are a representative of our product. There is the need to find candidates that have the ability to work in a consistently fast-paced, deadline-driven environment,” says Quinn. “Most importantly, with the industry constantly changing as the demands increase, the ability to accept change is essential.”
Candidates looking to stand out from the crowd would serve themselves well to adapt to the changes to come and to strive to better themselves. “I’d tell candidates to attend seminars and webinars. Anything they can do to become more conversant in technologies will help set themselves apart from other candidates and get the job they want,” says DeRosa. BB
Cheryl Dangel Cullen, president of Cullen Communications Inc., is a writer and author of 15 books on marketing, printing and graphic design. She’s a contributing writer to scores of trade and consumer publications. Visit her Web site at www.CullenCommunications.com.