1160

ON THE MOVE KIEWIT APPOINTS NEW LEADERS FOR ITS POWER GENERATION BUSINESS Kiewit is promoting four leaders within its power business. To meet the evolving needs of the energy market, these leaders will continue to strengthen Kiewit’s position as a one-stop source for the power market. Leading energy projects in North America and Australia, Tom Shelby has been appointed president of Kiewit Energy Group. Since 2004, Shelby has provided senior executive oversight on a wide range of energy projects, including nuclear, gas- and coal-fired plants, in addition to refinery facilities and oil extraction projects. Shelby brings more than 30 years of global experience in the power market and has been on the company’s board of directors since 2006. Dave Flickinger has been named executive vice president of Kiewit Energy Group and will lead the teams performing more than $1 billion annually of power generation, transmission, and distribution work in North America. A 23- year Kiewit veteran, Flickinger started his career as a field engineer and quickly gained roles of increasing responsibility, overseeing safety and quality performance, human resources, business development and strategic market leadership. He has extensive experience in air quality control upgrades, transmission and distribution, and fossil fuel generation. Kevin Needham has been promoted to president of Kiewit Engineering & Design Co. and leads the company’s power markets and strategy group. During his more than 25 years

ISG: ISG’S NEW CEO MAKES FIRST KEY APPOINTMENT ISG announced the promotion of Damian Farr to the newly created role of managing director for the company’s engineering services business across Europe. Farr leads a specialist team that has delivered more than £1 billion of data center projects across Europe in the past five years. ISG is currently delivering a number of complex and highly-engineered construction projects in Belgium, Finland, and the Netherlands. Farr brings more than 20 years of experience working across highly-engineered facilities for customers in the energy, technology, science, and healthcare sectors. Prior to this appointment, Farr led the delivery of one of ISG’s largest data center projects in the Nordics. Paul Cossell, ISG’s CEO, commented, “Our expertise successfully delivering technically advanced and complex built environments gives ISG a highly compelling international offer, and Damian’s appointment emphasises our focus and ambitions in the European arena.” Farr added, “We have a talented and wide- ranging team of industry professionals that constantly strive to challenge what is possible, both from a technical and delivery perspective. Innovation and creativity really find a home within the complex engineering services space, and we have a fantastic interdisciplinary team in the continental Europe business, that consistently pushes the boundaries to create an unbeatable experience for our customers.”

of power delivery, construction, engineering, and design leadership experience, Needham has worked on the front lines of high- profile combined-cycle gas plant projects in engineering, conceptual design, and management positions. In addition to leading teams focused on business development, marketing, and competitive strategy in the power space, Needham is responsible for the more than 1,000 design engineering staff working on projects across North America. John Jennings has been promoted to president of Kiewit Power Constructors Co., leading more than 2,500 people performing EPC services for power developers and utility clients on new and existing power plants. These projects include simple and combined- cycle gas plants, air quality control systems and nuclear modifications. Jennings brings 25 years of engineering and construction experience on large, complex power and infrastructure projects using EPC, design- build, construction manager at risk and bid- build delivery models. “These four leaders have had a significant role in growing our power business by successfully running complex, large-scale operations, facilitating innovative contract delivery methods and staying in tune with and ahead of market trends,” said Rick Lanoha, president and COO at Kiewit. “As energy markets continue to evolve, we are strategically equipped to provide new engineering and construction solutions that will help clients efficiently and effectively deliver key projects across North America.”

is a mistake and a waste of time. You should help them un- derstand why your company is great and what you do to help your team members grow and get better at their jobs. Nowa- days, personal and professional development programs are a fundamental component of firms that are growing. Growing companies are attractive to candidates. Nobody wants to be in the same place five years from now, even if the pay is good. I recognize that some of this advice may sound foreign to you, but I’m encouraging you to throw out the old way of recruiting great talent and try to implement some of these practices. Trust me. They work. And if you get stuck somewhere in the process, give me a call or shoot me an email and we will try to get you unstuck. RANDY WILBURN is director of executive search at Zweig Group. Contact him at rwilburn@zweiggroup.com, or 479.856.6171. “Don’t sit back and make the candidate do all the talking. Yes, of course, you want to hear about them and their background and expertise, but you also want to make the candidate aware of why your firm is the best place in town to work.”

RANDY WILBURN, from page 9

phone conversation with someone who may be a fit for their organization. Requiring a resume before you talk to someone can hurt you in the long run. 2) Please consider where the candidate’s mindset is. A person who is not actively looking for a job may be more inclined to have a conversation with a hiring manager. In their mind, it’s not a major commitment, and it may be worth checking out the competition up close and personal. As a hiring manager, you must use this rationale to your advantage. If you start making candidates, or potential candidates, jump through too many hurdles, you will lose them. “When a recruiter sends you a candidate that looks or sounds good to you, ask them to arrange a phone call with the candidate ASAP.” 3) You have to “Sell the Sh#&” out of your firm. Don’t sit back and make the candidate do all the talking. Yes, of course, you want to hear about them and their background and expertise, but you also want to make the candidate aware of why your firm is the best place in town to work. Asking a candidate who’s not actively looking why they want to leave their firm

THE ZWEIG LETTER July 18, 2016, ISSUE 1160

Made with FlippingBook Annual report