Dear Recruiting Professional,

2012 is off to a great start!  In my first “address” of the year, my first order of duty is to get the word out that the National Association is changing.  Some of you are aware of the changes that have already begun.  But, please allow me to explain.

We have new leadership.  With that new leadership comes fresh ideas.  What I am talking about is simply EDUCATION, REPRESENTATION AND ASSISTANCE.  We are here to educate you.  We are here to represent you and we are here to assist you.  It’s that simple.

You will begin to see programs that you can be a part of – that will definitely help your businesses and your individual recruiters and employees.  One great example is the improved delivery of our certification program.  Credentialing participants will now have the opportunity to view a “Learning Session” recorded from a Certification Immersion Class (CIC).  As most of you know, this is a certification prep class.  We have informally dubbed this program the “E-CIC,” as it is a self-paced course allowing you to view the class at your own speed.  Participants in this original CIC class in the past have experienced a pass/fail rate of 10 points higher than if they study on their own.  Members will have the ability to view this class at no cost.

This is only the beginning of what the NAPS is doing to help get you educated.  Our Annual Conference is our “flagship” of education.  Our conference is always packed with the best speakers in the country, making this event something you can count on, year after year.  This year is no exception with over 175 already registered.  Do not hesitate to visit www.recruitinglife.com for learn more about this fantastic event.

From all this education comes Professional Success.  These following facts contribute to our Professional Success:

• Recruiters with the Certified Professional Consultants “CPC” and/or Certified Temporary Services “CTS” designations outperform and earn more money than non-certificants.
• Recruiters that continue Professional Education by attending the NAPS Annual Conference outperform and earn more money than non-participants.
• Recruiters that participate in their Professional Associations (NAPS) outperform & earn more money than non-participants.
• Recruiters that educate their Candidates and Clients through giving back through Professional Service outperform and earn more money than those non-participants.

It’s all about making yourself better and better at what you do – through continuing education.  Not only do you feel better about it, but your customers (your clients and your candidates) can see that growth and experience in you as well.

Thank you in advance for taking time to make a difference!  I look forward to seeing you in San Antonio at the NAPS- September 2012 Conference.

Sincerely,

Robert Krzak, Chairman of the Board, NAPS

As a recruiter, I am always impressed by candidates who have questions of their own to ask-and I consistently receive feedback from hiring managers all over the country who feel the same way. The candidate who’s asked, “So, do you have any questions?” at the end of the interview better come up with something. One who answers, “No, I don’t think so,” is going to get a big negative mark against them in the hiring decision.

Companies want candidates who have critical thinking skills, as well as candidates who are knowledgeable and interested in the job. The questions you ask demonstrate these things. Not having questions of your own to ask sets you up as a candidate who’s passive, won’t work very hard, and isn’t all that interested in the job-even if you are.

General Questions:

What you are looking for in a candidate?

What qualities did the last person you hired have?

Why is this position open?

What was it that you think kept that person from being successful?

What are the tasks in this job that will make someone in this position successful?

How do I rank among the other candidates?

Can you tell me about the company’s culture/mission/philosophy?

What do you like best about working for this company?

What are the next steps?

When do you expect to make a decision?

Do you have any reason why you would not consider moving me forward during the (hiring) process?

Are there any other folks who will be interviewing me later?

What’s a typical day like?

What stops most employees from being successful?

Are there any more questions you have for me?

Do you see how my past experience translates well for this position?

Questions for sales jobs:

Which product line of yours is your lead line? (i.e. the one that everyone should buy)

Which product line should they probably not buy?

How does the travel program work?

The more research you do on the company and the job before your interview, the easier it will be to come up with questions to ask. Naturally, your questions will be more detailed and they will show that you have done your homework, and that’s a very impressive quality in a candidate. You’ll come across as a hard worker who’s also creative, insightful, and engaged.

The questions you ask will allow you to “get inside the hiring manager’s head,” so that you can tell what they’re really looking for, and what they want to hear, so that you’ll have a more successful interview.

Your questions also do the critical job of uncovering any issues the hiring manager might have with you, so that you can correct any problems before you leave.

Guest article from Matthew Warzel   There are reasons why recruiters or hiring managers do not call back some job seekers: blacklists! In today’s tough job market, desperate job seekers are pursuing what little jobs are available. Hiring managers have plenty of applicants to choose from, so they are justifiably selective and quick to record any negatives they discover.   If you are blacklisted, recruiters do not submit you to jobs today, even years from now. Even if you are not on an actual “list”, recruiters do remember if you left a bad impression. They also pass the word along to fellow recruiters, and they remember bad candidates even if they change companies.   Do’s and Don’ts  Recruiters never want to hire any of the 3 L’s: liars, losers and loners. Prove that you are none of those by following these tips:

•DO NOT lie about or exaggerate your experience. Outright lying about experience or skills that you do not have guarantees you a spot on the blacklist.

•DO NOT pit fellow recruiters against each other. Contrary to what you might think, it does not increase your chances of getting a job. You can work with more than one recruiter, but not ones at the same company, unless they are at different office locations (e.g., MJW Careers Wilmington and MJW Careers Raleigh).

•DO NOT mass distribute your resume. Applying to too many jobs with the same recruiter or company makes you look unfocused and creates unnecessary work for them. Make every job application a meaningful one.

•DO remain courteous and professional, even if your recruiter is not. They are dealing with tons of applicants, so do not take unreturned phone calls or missed interviews personally. Do not attack your recruiter for this behavior; it only leaves a bad impression of you.

•DO always be interview-ready. Every conversation with a recruiter is an interview, even a casual chat at a networking event. Always be discussing your qualifications. What you may consider harmless joking, might rub your recruiter the wrong way.

•DO clean up your online presence. Recruiters check LinkedIn, Facebook, Google, etc. Even if it is old, if it is inappropriate, get rid of it.

•DO communicate what job you are looking for. Having a good relationship with recruiters does not mean you have to accept every job they present. If you are not interested, say so; it saves everyone time.

•DO build relationships with recruiters. Always keep your job options open, whether you are employed or not. This means keeping in touch recruiters at all times.   More Turnoffs

•Forgetting or missing scheduled interviews

•Making a faux pas during an interview

•Handling rejection badly

•Rejecting an opportunity after extensive efforts by a recruiter to arrange it for you

•Taking a counteroffer from another company

•Demonstrating poor business skills

•Publicly criticizing other people or companies

•Failing a background check (in which you cannot re-apply for a certain time period)   Removing Your Name from a “Do Not Hire” List  Negative notations beside your name can seriously derail your job search. Unfortunately, it is also very hard to discover or remove a bad mark. With so many candidates today, recruiters and hiring managers are even less forgiving. Getting back on their good side requires some extra effort.   Finding Out

•Speak to key internal contacts and colleagues  •Ask a reference-checking service to find out if a previous boss made unfair remarks about you   Correcting the Situation

•Demonstrate your true reliability and professionalism

•Offer detailed information about candidates for a different job opening and conduct extra reference checks as a courtesy

•Treat them to lunch or coffee  •Request honest feedback about becoming a stronger candidate next time

•Review a background check used to reject you and remove inaccurate records

•Consider switching industries or locations   Article courtesy of the Recruiting Blogswap, a content exchange service sponsored by CollegeRecruiter.com, a leading site for college students looking for internships and recent graduates searching for entry level jobs and other career opportunities.

Gecko Hospitality President to Lead NAPS Board
Recruitment Industry Leader Promises to Focus on Cutting Edge Education

Downers Grove, IL – Gecko Hospitality President, Robert Krzak, has been appointed Chairman of the Board for the National Association of Personnel Services (NAPS). “It’s a real honor for me to be appointed to this organization, because it represents the foundation of education for the staffing and recruiting industry,” says Robert.

NAPS represents personnel services professionals in the legislative arena, guides the profession on ethics and assists with industry self-regulation. “NAPS also has the mission of increasing awareness of the value of personnel services, educating the industry on best practices and creating high professional standards, so there’s synergy with Gecko’s approach to the industry,” he adds.

The largest restaurant recruiter in the US and a major player in the hotel recruitment sector, Gecko Hospitality has been a member of NAPS for more than seven years. The company is widely recognized for innovation and leadership in the hospitality industry, thanks to its unique approach to hospitality recruitment:

“To us, the hospitality industry is not just a business; we have a real passion for it,” comments Robert, adding: “That’s evident in the way we operate. We partner with industry leading restaurants, hotels, resorts, clubs and casinos to provide them with the management staff they can’t get on their own. We handpick the best and most qualified candidates with the highest integrity because our clients expect no less.”

One of the best ways for personnel services and recruitment professionals to serve their industries is to keep their skills up to date. That’s why the role of NAPS in providing targeted continuing professional education and certification of its members is so crucial, comments Robert. As the new chair of NAPS, he’s committed to fostering this part of the organization’s mission: “Under my leadership, NAPS will continue to provide cutting edge educational materials and share the latest technological resources for our members to better enhance their success.”

About Gecko Hospitality
Based in Downers Grove, Illinois, Gecko Hospitality is the largest hospitality recruiter in the US. The firm partners with top restaurants, hotels and casinos to help them identify the best salaried management personnel for their properties. Gecko has 37 regional offices and a team of more than 80 hospitality recruiters covering all 50 states and Canada. For more information, please visit www.geckohospitality.com

“Who does she think she is?”

I’m sure that ran across your mind as you read my headline.

“We pay good money to agency recruiters! THEY should be asking the question…How to provide a great service to US!”
Believe me, we think about that all the time. Most of us are consumed by that question! We have attended dozens of motivational seminars, logged multiple webinars, and read countless books on how to provide a great value to our clients.

In spite of our earnest endeavors, however, frustration can develop in the Recruiter/Client relationship. Maybe you consider us over-enthusiastic. Or not enough. Maybe you hear from us every day. Then we disappear. Maybe it seems we aren’t acting with urgency. Maybe we ask “Why?” a little more than you’d like. You don’t want to completely sever the relationship with us, because the next candidate we provide could be your next hire! But we are doing things you consider perplexing.

I believe I can help you with that. I recently surveyed Third Party Contingency Recruiters with multiple agencies, in several markets, and across various disciplines…and I captured their thoughts on relationships with clients. It’s a glimpse into the world of the Agency Recruiter. It is my hope that reading a sampling of their answers below could only strengthen the bond between you and those you choose to work with.

It’s no secret that we Recruiters are handling multiple positions with multiple companies in a given time period. And it’s also no secret that some of our clients get the red carpet treatment, while others don’t. So I asked my Survey Group…”What motivates you to give certain clients 110%?” Surprisingly enough, the answer was *not* “the client who pays the best fee.” Instead…

-A client who views, and treats me as a partner, not a vendor or commodity.
-A client who works with me exclusively or as part of a very limited number of recruiting firms.
-A client who takes the time to get to know my background and qualifications.
-A client who listens to me when I say to them: “Just trust me. Even though this resume is not your ideal profile, I believe you need to interview this person.”
-A client who gives me repeat business…of course when I’ve earned it.
-A client with a consistent message…rather than changing their position regularly.
-A client who continues to communicate as they move our candidates through the interview stages, and provides honest feedback.

So I followed up with this question: How does a client fall into disfavor with you?

-When the client sends out mass emails to a dozen different recruiting firms with their needs list. It signals that I’m just a vendor to these companies, and not a partner in talent acquisition.
-When they only want to communicate via email, and never by phone. This doesn’t permit me to ask relevant questions about their projects and get a ready answer.
-When they take a pass on my candidates and will not explain why. I need this information so that I may redirect my search or narrow my focus.
-When they give me “urgent” job orders. Then they take several weeks to schedule interviews with my candidates. I worked extra hours to respond to this “urgent” need. What changed?
-When they give us a job order, interview our candidates, and decide to fill the position internally. We are willing to accept that our candidates may not have been as good as their internal. However, we also suspect we are being used to “comparison shop.” That’s not fair.
-When the client changes the criteria of the job order so many times, it feels like a moving target.

So then I became even bolder, and asked my Survey Group: “What one thing do you want a client to know…but are a little scared to tell them?”

-Don’t ask us for a discount without a reason. If you want a certain amount, or percentage off my going rate, be willing to agree to an exclusive. Or volume orders.
-We are inclined to give priority to clients who use us frequently and take our work seriously.
-If you ask for a dramatically reduced fee arrangement, and if I agree to it, you will not get the best talent in the market from me. The best candidates will be directed to clients who honor the work I do with a fair rate.
-There’s no reason not to return my messages. I am working for free out here, until I find the right candidate for you. The least you can do is return my calls.

I turned the tables on my Survey Group, by asking them to take some responsibility for client relationships that have gone awry. So I posed this question: “What one thing did you do to a client that you regret?

-Didn’t return their calls/messages quickly enough. They found another recruiter who did.
-Didn’t cover the search adequately, and the client found their candidate on their own.
-Didn’t respond with urgency. I thought I had the exclusive and all the time in the world.
-Didn’t replace candidates who had been eliminated from the search with more candidates. I thought I had my superstars the first time.
-Didn’t check in on my client after submitting four candidates. Just thought he/she could take it from there.
-Tried to read the client’s mind. I should have just called or emailed and asked the question.
-Wasn’t sensitive to the hiring authority’s schedule and demands. I kept calling him in the middle of the day when he was busiest and couldn’t concentrate. I should have asked which time of the day worked best, or set up a standing appointment.

People get fired every day. It’s not often when a Recruiter fires their Client, but it does happen! So I asked my Survey Group, “Have you ever fired a client, and why?”

-I caught my client in a mistruth more than once. I couldn’t trust them after that.
-The client was passing on my candidates. I found out a year later that they were called directly and hired outright.
-The client was looking for ways to avoid paying my invoice. Gave me a lot of excuses.
-The client waited a whole year to pay the invoice. We had to call collections.
-The client didn’t disclose to me that they had already known about my candidate. But they watched me go through the process, scheduling interviews, checking references, negotiating the package, without this disclosure. And in the end, I was told I would not be paid for the placement.
-Never making the hire. The client gave us multiple positions to fill. Lots of talking and talking. But no traction. No results.

I acknowledge that I have shone a light on very real and very raw observations and experiences of a sample group of Third Party Contingency Recruiters. And after reading this, you might be tempted to wave the white flag, retreat to the corporate office, and just do this recruiting thing yourself.

That was not the intention. You just got a rare glimpse into the world of the Agency Recruiter. Now you know how we tick, and how your behavior can affect our results. Therefore, I encourage you to continue to use our services, and remind yourself why you originally engaged us in your recruiting efforts. Your reasons will likely match the answers to my Survey Group’s final question: “What value do we provide our clients?”

-We give our clients their jobs back! When they are not screening, scheduling, checking references, networking, and asking for referrals, they are attending to the rest of their responsibilities. Let us do the footwork!
-During the recession, Human Resource Departments were decimated. But Recruiting real talent cannot stop. View us an extension of your HR Division!
-We provide industry (or market) specialization, and a network to go with it! What may take the client months to place…we might be able to accomplish within weeks.
-Empty positions cost a company money and customer loyalty! Rather than settling for someone that you could find in a short time…use a Recruiter to produce a larger selection of qualified and interested candidates.
-If the client is uncomfortable calling desirable employees from their competitors, reach out to me! I’ll do the calling!
-If the client is at the end of his/her rope…and if they’ve looked everywhere for the perfect candidate…
I might be the solution! I might be aware of the person for which you have been combing the earth!

How many of us have heard these famous last words at the end of a not-so-successful date? They remind me of Charlie Sheen’s character on Two And A Half Men. “I’ll Call You” was Charlie’s escape hatch which allowed him to quickly part company with his lady friends without a big confrontation. It was never genuine. Rather flip and dismissive. Which is why Job Seekers recoil when they hear the same words from a Professional Recruiter: “I’ll Call You.”

I understand the temptation to lump Recruiters in with the Charlie Sheens’ of the world. After all, today’s society has been conditioned to understand “I’ll Call You” to be the ultimate blow off. However, I can assure you, and the rest of today’s Job Seekers, that when we Recruiters say “I’ll Call You” we actually mean it! It may not be the next day or next week. But if your work history is strong, and your skill set relevant to our niche, we will eventually call you.

Most Agency Recruiters, like me, are driven by our clients’ immediate needs…critical positions which need to be filled ASAP by candidates who meet a very specific set of criteria. This explains why a highly-qualified Accountant will hear “I’ll Call You” when the Recruiter is working on filling Sales positions. Or why an accomplished Engineer will hear “I’ll Call You” when the Recruiter is handling several Chef openings. Or why the recent college grad will hear “I’ll Call You” when the Recruiter is seeking out CEO candidates. It doesn’t mean the Accountant’s or Engineer’s or College Graduate’s resumes were awful and that they “never find a job in this town again.” It simply boils down to timing.

I’ll admit we Recruiters see thousands of resumes a month. Even if we say “I’ll call you,” how do you, the Job Seeker, know that we won’t forget you three months from now? I’ve been asked by Job Seekers before:”Can I call you every week to stay in touch?” It’s a nice idea, really. But if I honored this request by the several hundred prospective candidates I’ve been in contact just in the last month, then you will legitimately be able to compare me to Charlie… *after* he lost his mind!
If you, the Job Seeker, wish to stay on a Recruiter’s radar for future opportunities, then you will benefit the most by supplying the following:

• an updated copy of your resume
• accurate salary history
• reasonable salary expectations
• markets for relocation
• list of tangible, measurable accomplishments
• aspirations for your next position
• three professional references
• an active cell number
• and a viable email address

A good Recruiter will enter every tidbit of this information into a profile he/she has created for you in their keyword-optimized database or tracking system. Between your resume and the above bullets, you have armed the Recruiter with the information needed to match you to upcoming positions. And when the right position matches up…then the magic happens. And unlike Charlie Sheen…the Recruiter actually calls! It may be in two weeks…two months…or two years. But the Recruiter calls.
Please don’t misunderstand. I do not mean that you, the Job Seeker, should completely drop out of sight after the initial phone screen with your Recruiter. I’ll confess that occasionally well-timed calls from active Job Seekers who want to update me on a new accomplishment or a changed email address, have been followed up with my query “By the way, may I run a new opportunity past you?” So in the end, the best way to treat “I’ll Call You” from a Recruiter is to view it as the beginning of a beautiful friendship. (Giving props to Bogey.) Not the dismissive end of a brief encounter. (Ala Charlie Sheen.) Your Recruiter likely wants to help. It’s just he/she may not be able to do so right now. But when that perfect project does come along with criteria that matches your background & skill set, then both you and the Recruiter will be…Winning!

Wendy Gawlik CPC

By Michael Neece, Monster Contributing Writer

1. Confusing an Interview with an Interrogation
Most candidates expect to be interrogated. An interrogation occurs when one person asks all the questions and the other gives the answers. An interview is a business conversation in which both people ask and respond to questions. Candidates who expect to be interrogated avoid asking questions, leaving the interviewer in the role of reluctant interrogator.

2. Making a So-Called Weakness Seem Positive
Interviewers frequently ask candidates, “What are your weaknesses?” Conventional interview wisdom dictates that you highlight a weakness like “I’m a perfectionist,” and turn it into a positive. Interviewers are not impressed, because they’ve probably heard the same answer a hundred times. If you are asked this question, highlight a skill that you wish to improve upon and describe what you are doing to enhance your skill in this area. Interviewers don’t care what your weaknesses are. They want to see how you handle the question and what your answer indicates about you.

3. Failing to Ask Questions
Every interview concludes with the interviewer asking if you have any questions. The worst thing to say is that you have no questions. Having no questions prepared indicates you are not interested and not prepared. Interviewers are more impressed by the questions you ask than the selling points you try to make. Before each interview, make a list of five questions you will ask. “I think a good question is, ‘Can you tell me about your career?’” says Kent Kirch, director of global recruiting at Deloitte. “Everybody likes to talk about themselves, so you’re probably pretty safe asking that question.”

4. Researching the Company But Not Yourself
Candidates intellectually prepare by researching the company. Most job seekers do not research themselves by taking inventory of their experience, knowledge and skills. Formulating a list of accomplishments prepares you to immediately respond to any question about your experience. You must be prepared to discuss any part of your background. Creating your talent inventory refreshes your memory and helps you immediately remember experiences you would otherwise have forgotten during the interview.

5. Leaving Your Cellphone On
We may live in a wired, always-available society, but a ringing cellphone is not appropriate for an interview. Turn it off before you enter the company.

6. Waiting for a Call
Time is your enemy after the interview. After you send a thank-you letter to every interviewer, follow up a couple of days later with either a question or additional information. Try to contact the person who can hire you, and assume that everyone you met with has some say in the process. Additional information can be details about your talents, a recent competitor’s press release or industry trends. Your intention is to keep everyone’s memory of you fresh.

Zacks Equity Research, On Thursday July 28, 2011, 4:10 pm EDT

The restaurant industry is finally showing improvements and seems poised for long-term growth. Riding on the back of a slowly reviving U.S. economy and the consequent rise in comparable-store sales, restaurant operators have managed to post improved results in recent months. We expect restaurant companies to continue delivering better numbers in the upcoming quarter over the year-earlier period.

In second quarter 2011, most big names in the industry outperformed the Zacks Consensus estimates. More good news came from the NPD foodservice market research report, which stated that annual visits to restaurants are expected to increase by 8% over the next ten years.

A recent survey by the National Restaurant Association revealed that the Restaurant Performance Index (RPI), measuring the health and outlook on the U.S. restaurant industry, was 99.9 in May, down 1.0% from April. The slowdown in May was temporary.

For the first time in six months, the RPI stood below 100 in the month. The RPI run-rate in the last six months connotes improvements in same-store sales and customer traffic.

The Current Situation Index, which measures comparable-store sales, traffic counts, labor costs and capital expenditures in the restaurant industry was 99.2 in May, down 1.1% from April. The Expectations Index, which measures restaurant operators’ six-month outlook on the above indicators, stood at 100.6, down from 101.5 in the prior month. Restaurant operators’ capital spending plans are also on the rise, reaffirming their optimistic outlook on the industry.

Going Forward

Looking ahead, we see solid top-line trends. We believe well-positioned companies will drive above-average traffic trends and enjoy pricing power, leading to same-store sales increases in 2011. The economy is continuing to improve, albeit at a modestly lower rate, but a sluggish labor market, over-supply of restaurants in the industry, higher gasoline prices and food cost inflation may weigh on industry profitability.

Restaurants have been trying to win back cash-conscious guests by revamping promotions, offering discounts and focusing on value-for-meal menus. However, the tendency to offer discounts has been moderating. We remain cautiously optimistic over the near-to-medium term, with consumers continuing to look for value, distinct dining experiences, as well as convenience and enhanced menu deals in a gradually improving economic backdrop.

Drivers of the Restaurant Industry

The U.S. restaurant industry consists of Quick Service Restaurants (QSR), Midscale Restaurants, Casual Dining, Non-Commercial and Fine Dining/Upscale restaurants.

In the midst of what is considered to be a moderate recovery, there are three potential drivers of net income growth for the restaurant industry: unit expansion, same-store sales, cost-containment efforts and marketing tools.

Unit Expansion: Emerging from a lackluster economy, most of the companies have accelerated their pace of restaurant openings. With the expected recovery in consumer confidence, companies are turning back to unit expansion, though not aggressively.

BJ’s Restaurants Inc. (NasdaqGS: BJRI – News) plans to open 12 to 13 restaurants in fiscal 2011 compared with 10 restaurants in fiscal 2010. In the long run, there still exists room to open at least 300 outlets. Chipotle Mexican Grill Inc. (NYSE: CMG – News) plans to open 135–145 new restaurants in 2011, maintaining a growth rate of 13%.

In fact, the companies are set to explore international markets. While Chipotle is primarily concentrating on European countries including U.K., Germany and France, Buffalo Wild Wings Inc. (NasdaqGS: BWLD – News) will expand its overseas footprint by opening more than 50 company-owned and franchised restaurants in Canada over the next 5 years. Another restaurant, P.F. Chang’s China Bistro Inc. (NasdaqGS: PFCB – News) has also eyed the Canadian market.

Darden Restaurants Inc. (NYSE: DRI – News) announced a formal area development agreement with Americana Group to spread its operations in the Middle East. Several food chains including Denny’s Corp. (NasdaqCM: DENN), Pollo Tropical of Carrols Restaurant (NasdaqGM: TAST – News) and Starbucks Corporation (NasdaqGS: SBUX – News) intend to tap the fast-growing Indian market.

McDonald’s Corp. (NYSE: MCD – News) and Yum! Brands Inc. (NYSE: YUM – News) already have considerable coverage in India. Companies like Yum! Brands and McDonald’s are aggressively expanding in China to capitalize on the fast-paced economic growth in Asia.

Same-Store Sales: The second driver consists of menu price increases and traffic counts. Restaurant operators reported positive same-store sales and customer traffic growth in recent months. Growth in menu price has accelerated, as per figures from the Bureau of Labor Statistics.

Cost-Containment Efforts: Some cost cuts have been achieved through integrated information systems, including point-of-sale, automated kitchen display, labor-scheduling and theoretical food cost systems.

Marketing Tools: Social media as a marketing tool has created ripples in the industry. As per National Restaurant Association, 8 out of 10 operators support the view that social media will become an important marketing tool in the future. Hence, they are likely to incorporate Facebook, online review sites, Twitter and blogs into their marketing mix over the next two years.

OPPORTUNITIES

With the economic outlook improving, the fortunes of a number of industry players have turned around. These companies promise long-term growth opportunities:

Buffalo Wild Wings (NasdaqGS: BWLD – News) offers investors one of the strongest growth stories in this space. Buffalo Wild Wings had also been able to consistently deliver positive comps during the height of market turmoil.

With consistent earnings and a healthy balance sheet, McDonald’s (NYSE: MCD – News) provides relative safety and moderate growth opportunities in the current scenario, as well as exposure to faster-growing international markets. McDonald’s U.S. comparable-store sales have been showing continued uptrend since the last few months on strong sales of beverage as well as core menu products.

Boasting a unique position in the hyper-competitive bar and grill segment, yet another stock, BJ’s Restaurants (NasdaqGS: BJRI – News) offers investors a strong growth story with a viable business strategy and debt-free balance sheet. The company delivered impressive second quarter results in terms of earnings per share and same-store sales growth.

Improved Californian Market

The core California market, which was badly hit by the recession resulted in a high rate of unemployment and weak consumer confidence, has started to turn around. We see plenty of growth opportunities in the California and Texas markets. BJ’s Restaurants and Red Robin Gourmet Burgers Inc. (NasdaqGS: RRGB – News) are expanding rapidly in California.

Job Growth in the Sector

The restaurant industry is the major contributor to job growth in the U.S. According to the National Restaurant Association, Texas and Florida will likely show the strongest job growth over the next 10 years.

Remodels and Menu Innovations Remain Key to Success

Additionally, restaurants are accessing different means to plug the problems of heightened competition in a somewhat over-supplied domestic market. Companies continue to reduce their energy consumption and are remodeling their restaurants to give an up-market feel. They are rolling out new, smaller prototypes to augment the perception of value and drive traffic thereby reducing construction and occupancy costs to enhance returns on capital.

While Darden has embarked on an extensive remodeling plan for its core brands like Olive Garden and Red Lobster to spur their same-store sales, Chipotle Mexican Grill is introducing typical Southeast Asian cuisine coupled with naturally raised food, for which it is well known.

The introduction of small plates or individual appetizers by several chains such as California Pizza Kitchen, BJ’s Restaurants and Buffalo Wild Wings has already tasted success. Limited Time Offers are also on the rise following the success of Buffalo Wild Wings and Red Robin Gourmet Burgers.

Franchise-Driven Business Model

Most of the companies are transforming to more a franchise-centric model to reduce the volatility in earnings and increase cash flow generation. However, Panera Bread Co. (NasdaqGS: PNRA – News) is slightly more inclined toward company-owned unit openings, which speaks to the company’s fundamental strength and makes us optimistic on the stock.

Breakfast Menus a Key Driver

Breakfast has accounted for nearly 60% of the U.S. restaurant industry and remains a key driver of traffic growth in recent years. Over the past five years, morning meal traffic has increased at an average rate of 2% per year, while lunch visits were flat, and supper traffic declined 2% per year on average.

We can thereby conclude that growth potential remains mainly in the QSR markets. Leveraging the trend, The Wendy’s Company (NYSE: WEN – News) has expedited its breakfast menu in different markets. The company targets to have about 1,000 restaurants serving its new breakfast by the end of this year.

According to an analysis by NPD, which has a ten-year projection of foodservice trends based on aging, population growth and trend momentum, servings of breakfast sandwiches are projected to outpace the industry’s growth forecast. Annual servings per capita of breakfast sandwiches at foodservice are expected to jump from 11 in 2004 to 14 in 2019.

Currently, there are a number of stocks in the restaurant industry universe with a Zacks #2 Rank (short-term Buy rating). These include BJ’s Restaurants, Buffalo Wild Wings, Chipotle, Darden, McDonald’s.

WEAKNESSES

Higher Food and Gasoline Prices

Food costs account for about one-third of restaurant sales. Wholesale food prices have been on the rise this year. Prices of corn, wheat, coffee and other commodities have also trended up, mainly due to a decline in the U.S. and Russian production prospects, compelling many restaurants to raise prices on some of their products.

The companies are expecting industry-wide increases in commodity and energy costs for fiscal 2012 as well. Dairy and beef prices witnessed a steep rise on a year-over-year basis.

With more expensive food and a spike in gasoline prices, people will have less disposable income and will prefer to dine at home. In our opinion, most of the restaurants will try to safeguard their margins by passing the cost increases to consumers. While big and established chains like McDonald’s, Yum! and Starbucks will survive the price increases due to their broad customer base and larger economies of scale, smaller chains will feel the heat of rising commodity costs.

Steep Competition and Promotional Offers

Competition among casual dining restaurants is expected to remain fierce with respect to price, service, location and concept in order to drive traffic. The environment is still value-sensitive. High discount rates applied to menu prices in order to battle difficult economic conditions are resulting in price wars among competitor companies.

Hence, the failure of any promotional offer will put pressure on the company’s same-restaurant sales growth. Dishes featured in the Olive Garden promotion from February to May failed to be accretive to Darden’s growth, for instance.

Shutdown of Regional Restaurant Chains

A large number of independent U.S. restaurant units fell victims to the downturn, while chain restaurants did relatively better. Large national chains, which attract mainly higher-income visitors, are performing better than regional restaurants as upscale-customers are recovering faster than the lower-income group.

Lag in Traffic Growth Barring Fast Casual Restaurants

According to a recent NPD foodservice market research report, visits to the leading fast casual restaurant chains grew 17% over the last three years while the rest of the industry experienced its steepest traffic declines. However, fast casual unit availability increased 12% since 2007.

Visits to the leading fast casual restaurant chains like Chipotle and Panera were up 6% for the year ending December 2010 versus a year ago. This compares with a 1% decline in total industry visits for the same time period.

Given the lack of overall earnings catalysts, it is difficult to be enthusiastic about a number of restaurant stocks. There are still quite a few names that lack the earnings catalysts of their better positioned peers. These include Brinker International Inc. (NYSE: EAT – News), Yum!, The Cheesecake Factory Inc. (NasdaqGS: CAKE – News), Einstein Noah Restaurant Group Inc. (NasdaqGM: BAGL – News) and Domino’s Pizza Inc. (NYSE: DPZ – News), all of which retain the Zacks #3 Rank (short-term Hold). Jamba Inc. (NasdaqGM: JMBA – News) and Denny’s (NasdaqCM: DENN) retain the Zacks #4 Rank (short-term Sell).

Conclusion

The restaurant industry is not immune to uncertainties in the macro economy. Companies appear to be in a good position to take advantage of an improved economy as evident from their capital budgets. Easy comparisons from the prior year will likely place this year’s performance in a favorable light.

On the consumer front, while they were previously struggling

by Alexis Grant

The digital revolution may have changed the hiring game, but for most applicants, the resume is not dead.
Candidates can now expect to be Googled and scoped out on social media, but in most cases employers still want a resume to learn about your skills, experience, and career path. A resume also makes it easy for them to make the case for hiring you to colleagues or bosses.
Here are five common misconceptions about resumes and how you should approach them during your job search:
1. It has to fit on one page. We’ve all been told at one time or another to keep our resume to one page, but this old standard no longer holds true. If you have enough experience to highlight on two pages, go for it.
Of course, if you’re new to the workforce, one page should suffice. But now that resumes are often entered into an applicant-tracking system, it’s more important than ever to include keywords that help the system match you to appropriate positions — and you might need more space to do that. This is even more essential to workers in certain technical fields who need to list, for example, fluency in multiple technical languages.
So experienced applicants, if you need the room to show how you’re the best candidate for the position, don’t be afraid of that second page.
2. You need an objective statement. Objective are out, professional summaries are in. As our blogger Alison Green often points out, objectives often don’t help your case, and they have the potential to hurt it. Hiring managers want to know you’re passionate about working for their company, not any company that fits your vague description.
A professional summary, on the contrary, allows whoever’s recruiting you to understand what you have to offer in a quick skim. It’s also an opportunity to present your experience in a way that applies to your goals and the company’s goals. Don’t just summarize what you’ve done; take it a step further and show what you have to offer the company you want to work for.
“Companies who are interviewing you don’t care about your objective, they care about their objective,” says Tony Beshara, a recruiter and author of Unbeatable Resumes. He advises against both an objective and a summary on a resume and says job seekers should dive right into experience.
3. You have to include all of your past experience. A friend who’s looking for a new job after only a few months with her current company asked me recently whether she needs to include the last few months on her resume. Here’s what I told her: You don’t have to include anything on your resume. What you include is up to you.
Everything you write on your resume has to be true, of course, but omitting certain positions that won’t help you get your next job and replacing them with experience that will put you in a better light is not only acceptable, it’s smart. Your resume is your chance to tell your career story, so weave that story in a way that’s beneficial to you.
In this case, the friend would likely have to explain a gap in employment if she left off her most recent job, which might be a good reason to include it. But nothing has to be on your resume.
4. Once you send it in, you’re off the hook until you hear back. With a crowded job market, following up is more important than ever. Even if the company asks you not to follow up with a phone call or email, you have plenty of other options. Research the company on their website, LinkedIn, and Twitter, and look for ways to connect with employees. Figure out where those employees hang out online or in person. Contact them in a non-annoying way, establish what you have in common, and you might earn an “in” with the company.
You can also research the hiring manager specifically. And if the company has a Facebook page or Twitter feed, interact with them there. Your goal is to come across as interested and enthusiastic, but not desperate. Failing to follow up after submitting your resume is a sure-fire way to let it disappear into a black hole.
5. It has to look interesting to catch a hiring manager’s eye. Yes, you want your resume to be interesting, but more in content than appearance. Aside from the content you choose to include, the next most important aspect of your resume is that it’s easy to read. De-cluttering, or getting rid of experience that’s not relevant or necessary, is one way to do this. Another is to use bold type, bullets, and plenty of white space.
For the average position, your resume is in competition with 110 others, Beshara says. “If it doesn’t hit them in the mouth real fast by having what you’ve done and who you’ve done it for [front and center], it gets passed over,” he says. “They move onto the next one.”

Company’s Q2 Partnerships Join an Impressive Base of 18,000 Restaurants Nationwide

Arlington Heights, IL (PRWEB) July 20, 2011
Restaurant.com announces the addition of six new restaurant chain locations to its rapidly growing program. The latest multi-unit partners include:
• Surg Restaurant Group – Restaurant.com is excited to welcome Surg Restaurant Group’s creation, Distil, with a fourth location in the Milwaukee metro area.
• Nicky’s Mexican Restaurants – Adding a creative Mexican taste from Louisiana, Restaurant.com welcomes seven Nicky’s Mexican Restaurants to the mix.
• Giordano’s – Serving Chicago’s Famous Stuffed Pizza for more than 35 years, Giordano’s has added its Rosemont, Ill. location to the Restaurant.com program.
• Tara Thai – The word “Tara” means water, commonly found in Thai folk literature. Tara Thai restaurants offer a unique and relaxing atmosphere, featuring a variety of underwater art. Seven east coast Tara Thai restaurants are now on the Restaurant.com program.
• Shula’s – Providence, R.I. is now home to the 13th Shula’s chain location on the Restaurant.com program. Named in honor of legendary NFL coach Don Shula, Shula’s 347 Grill offers everything from gourmet salads to fresh specialty fish, and exclusively serves Premium Black Angus Beef® burgers and steaks.
• Levy – Loft 610 in Omaha, Neb. is now the second Levy Restaurant location on the Restaurant.com program. Chef Ben invites customers to gaze out at Turner Park or cozy up to the warm glow of the stunning wine wall.
• Leona’s & The Hop Haus – Under the same multi-unit operation, Leona’s and Hop Haus have 14 Chicagoland locations on the Restaurant.com program. Both restaurants take pride in their cozy, family-owned atmospheres.

“Creating partnerships with chain restaurants is an exciting venture,” says Restaurant.com CEO, Cary Chessick. “Restaurant.com brings family and friends together, helping deepen relationships and create lasting memories one dining experience at a time.”

“Restaurant.com has certainly increased the exposure of Leona’s Restaurants and the Hop Haus to the city of Chicago and beyond,” says Marc Fishman, Leona’s and Hop Haus Marketing Manager. “With over 2.5 million appearances in search results, and thousands of tables filled, Restaurant.com has been instrumental in bringing first time customers to our business. Survey results have provided us with ‘spotters’ at all our locations, helping keep our operation team vigilant while increasing customer satisfaction across the board.”

Each new Restaurant.com partner has a custom web page on Restaurant.com, featuring a personalized description of the restaurant. The profile includes type of cuisine, menu items, décor, pricing, and hours of operation for each participating location. Restaurant.com partners benefit from the program’s extensive marketing efforts, which create greater exposure and increase customer traffic. The company never sends its restaurant partners a bill, only hungry diners.

The Restaurant.com program supplies restaurant operators with recurring custom reports that combine data from each chain location. Operators can evaluate total and individual location-specific program results with information such as profit estimates, number of tables filled, web page traffic and more. Restaurant.com also sends surveys to guests to collect feedback about their dining experiences. The survey data can be used to help modify menu items, improve and reward service, plus support in-house incentive and loyalty marketing programs. The company also includes consultative marketing services that reveal best practices, lessons learned and tips for more effective interactive marketing.

Restaurant.com has nearly 500 chain locations among its rapidly growing network of more than 18,000 restaurants nationwide. In 2010, the company filled more than five million tables across the country and generated more than $340 million in revenue for the restaurant industry.

Restaurant.com helps deepen relationships and create lasting memories one dining experience at a time. The company offers savings at more than 18,000 restaurants nationwide with more than 45,000 daily gift certificate options. Restaurant.com brings family and friends together to relax, converse and enjoy dining out. Restaurant.com customers have saved more than $500 million since the Arlington Heights, Ill.-based company was founded in 1999.

Gerry Oher
Restaurant.com