CollegeRecruiter.com Insights by Employers Blog


Search Jobs

What: job title or keywords

Where: city, state



Search Content

Career-related articles, blogs, videos, podcasts, and more.





Do you have a question or comment?




ABOUT SSL CERTIFICATES

« May 2009 | Main | July 2009 »


A sustained upturn in staffing industry employment would signal the end of the current recession and suggest that overall nonfarm employment would begin to grow about three months later, according to new research released recently by the American Staffing Association. Staffing industry employment has long been considered a popular indicator of current economic conditions and a precursor of overall employment trends. Recent research confirms this conventional wisdom, but adds important nuance.

Key Findings

  • Staffing industry employment is a strong coincident economic indicator when the economy is emerging from a recession.
  • Staffing industry employment is a leading indicator for nonfarm employment--by about three months when the economy is emerging from a recession.
Source: ASA

"Analysis shows that temporary help employment is a strong coincident economic indicator when the economy is emerging from a recession. This suggests that a sustained upturn in temporary help employment would signal the end of the current recession," the report indicates. These conclusions were drawn from statistical analyses of 36 years of government data conducted by ASA and its corporate partner, the Inavero Institute for Service Research.

"This is the first time that an upswing in staffing jobs has been so closely linked with economic recovery," says ASA vice president Steve Berchem, CSP, who directed the research project. Demand for temporary and contract employees in May remained virtually unchanged from that in April. While this does not constitute an upswing, we see a continued signal of stabilization in industry employment.


Article courtesy of Kennedy Information Recruiting Trends providing leading edge insights and strategies for the recruiting professional


I know a number of people are going to disagree with me on this but read on and then tell me what you think.

LinkedIn is a professional networking site.

Facebook, Twitter, MySpace and the rest are social networking sites.

Sure LinkedIn has some of the features of other sites like:

  • Events
  • Groups
  • Applications
  • A photo

Here is why I say it is different:

  • Do you post the same photo on LinkedIn as you do Facebook?
  • Do you use the same language, style or tone?
  • Do you leave the same updates?

Hopefully you do not.

Take this a step further with mistakes I see Recruiters make in treating social networking sites like LinkedIn:

  • Posting jobs relentlessly (or least when the economy was better)
  • Not participating in conversations
  • Not establishing relationships with people
  • Treating the sites like a searchable (for as much as they are) database

Job seekers are not immune to the mistakes in what they are doing on LinkedIn:

  • Much too casual photos
  • C U Later type of language
  • Sending connection requests that are very informal

There are no "rules" to this but some folks are not using common sense when they go from one to the other.

For my Recruiter friends and I mean this with a lot of respect, we need to use the sites the way they are and not they way we wish they were. By that I mean these are social sites. So participate, engage, contribute and communicate with people in a social setting.

OK, I feel better now and feel free to tell me why I am wrong :)


pauldebettignies.jpgArticle by Paul DeBettignies and courtesy of MN Headhunter -- where they "play with their cards face up."


I first came across this topic earlier today reading Sam Narisi's blog, HR Recruiting Alert. A brilliant piece that originated from an article in last months Wall Street Journal. Applicants are dumbing down their resumes so they don't look OVERQUALIFIED! In Narisi's piece, "The New Lie Applicants Are Telling." he states:

With jobs hard to come by, more and more applicants are lying on their resumes. But they're not the kind of lies you're used to.

As HR pros know, it's not out of the question for candidates to inflate their past job titles and duties, or add academic degrees that were never completed.

But these days, many out-of-work managers are looking for stop-gap jobs and are stretching the truth in a different way -- by "dumbing down" their credentials so they don't appear overqualified.

A lot of formerly high-up employees are willing to step a few rungs down the ladder just to get a steady paycheck. Often, that requires them to convince hiring managers they won't jump ship the moment the market improves and something better comes up.

One way their doing that: changing job titles to look less impressive, according to the Wall Street Journal. For example, one marketing exec listed her previous jobs as "manager" and "trend researcher" to "staff" and "office support."

Candidates are also hiding degrees and other academic achievements. One woman looking for temporary clerical work said she received no calls from employers until she stopped listing her master's degree on her resume.

More

According to the Wall Street Journal's article:

Kristin Konopka sent out nearly 100 copies of her résumé in January in search of receptionist work, but got only one callback. That's when Ms. Konopka, a 29-year-old New York actress and yoga teacher, took her master's degree and academic teaching experience off her résumé.

The calls started coming in. The slimmer version of her résumé landed in 30 in-boxes and earned her three callbacks and two interviews. "It definitely picked up the interest," says Ms. Konopka, who realized quickly that people don't "want to hire anyone who is overqualified."

Securing work in a tight economy means more job seekers might find themselves applying for positions below their qualifications. Many unemployed professionals are willing to take paycuts for the promise of a paycheck. But to get a foot in the door, candidates are gearing down their résumés by hiding advanced degrees, changing too-lofty titles, shortening work experience descriptions, and removing awards and accolades.

More

So, when we started EmployeeScreenIQ in 1999 one of our pitches was not to overpay candidates because they lied about their qualifications. I guess employers need to be cautious and do background checks so not to pay market value when they are overqualified? Chew on that for a while???


Article by, Jason Morris and courtesy of EmployeescreenIQ


Almost nothing strikes fear in the hearts of mangers more than the prospect of having to fire someone. In fact, every time we conduct a poll to find out what topics our Blawg visitors want us to cover in greater depth, the #1 answer is always, always, always terminations.

Ask and you will receive. Click here to access the world's finest suite of termination tools. You'll find:

  • Top 10 Termination Mistakes
  • Termination Red Flags
  • Termination Green Flags
  • Pre-termination Planning Checklist
  • Termination Test
  • Termination Review Checklist
  • Termination Meeting Guide

No one likes to fire anyone. But if you follow these tools, you'll reduce your legal risk, ensure that you're making the right decision and -- most importantly -- treat your employees with the dignity and respect they deserve.


Mark TothArticle by Mark Toth, Chief Legal Officer of Manpower's North American operations, and courtesy of Manpower Employment Blawg. Mark also serve as Chief Compliance Officer and Vice President of Franchise Relations and serve on our Global Leadership Team, North American Lead Team, Executive Diversity Steering Committee and Sarbanes-Oxley Steering Committee.


The New Paradigm for Building the Candidate Pipeline

Traditionally, most companies start the talent acquisition process by opening a job requisition. Corporate recruiters and HR professionals work diligently with hiring managers to define job requisitions and post these openings to job boards as well as the company's own online career site.

With rising unemployment numbers, more job seekers are heading online to search for employment, but unfortunately candidates are hitting a dead end because of the drastic reduction in open jobs (requisitions) that are available on corporate Web sites, and without any alternative method besides applying for a particular job, both candidates and hiring companies are losing out on an opportunity during this recession. In fact, according to the most recent National Online Recruitment Audience Survey (NORAS) the number of online job seekers has risen 50% over the last 12 months. However, as the economy continues to falter, hiring at many organizations is increasingly selective and anticipatory, forcing a ground-breaking paradigm shift in building the candidate pipeline.

As any historian will tell you, it's only a matter of time until the economy begins to rebound and there will be a return in hiring. When the market comes back to life it might be too late for those companies that didn't use the down time to cultivate prospect relationships, as the noise in the recruiting market will reverberate loudly making it harder than ever to market specific jobs to matching prospects.

Building your pipeline

How can companies better prepare for hiring resurgence and build their talent pipelines without open positions and reliance on expensive job boards? One way is to get "req-less." Pursue alternative means to capture active and passive job candidates by leveraging search engine optimization (SEO) and the ways in which people search for jobs. And you can do this along with capturing prospective candidate interest in a talent community. This approach provides job seekers with the ability to subscribe to a company's jobs (even if there aren't any open positions) while enabling the company to build a pipeline of talent, even if they don't have any open jobs.

Integrating an SEO strategy

Employers who integrate SEO into their interactive recruiting strategy will gain a competitive advantage because today's job seeker isn't just looking on Monster.com or Indeed.com, which are models that rely on job postings to drive candidate acquisition alone. When you consider that there are over 200 million job-related searches per month on Google alone, you begin to understand the powerful shift that is happening as candidates use the search engines to find career opportunities. Since a job posting will only rarely get ranked highly on the major search engines, employers have to think differently about how to use search engines for recruiting.

Req-less recruiting

While search engines are being used dramatically more for employment-related searches, it doesn't do a whole lot of good if the organization cannot be found by a quick and simple search. In fact, if you use Google to search for jobs you will mostly see that only job boards are "search engine optimized." This is because they know this is the number one way to attract talent to their site online. Employers should take note of this along with noticing that the job boards have also developed targeted landing pages for every search combination that job seekers might perform. These pages stay online (even if there aren't any jobs in them) and Google "ranks" these pages highly because they remain online and are a direct match for the hiring targets they are seeking.

Optimized sites

Although many companies have an applicant tracking solution (ATS) that powers the data capture and search-and-apply function on their career site, it still requires a requisition as the starting point and is unlikely to be found via a major search engine. This is because the jobs are not keyword-optimized for logical searches that will drive meaningful results for recruiting efforts. However, when a site is optimized, job seekers can search for terms that would bring them directly to the corresponding company's career site. For example, a search for "Seattle Software Developer Jobs" would return results for all of Microsoft's developer jobs, which would bring them directly to Microsoft's career site, rather than forcing the candidate to search through job board postings.

By driving prospective candidates directly to the career site, companies can not only exponentially grow their candidate pool but they can also capture talent directly instead of competing for shared candidates that come from the job boards. This approach increases the number of people directed to a specific destination within a site. It also delivers a better candidate experience because candidates land directly on the page which contains the job content they were interested in versus forcing them to re-search for jobs from your careers home page.

A talent-targeted SEO solution will indicate what keywords and source delivered every candidate to the career site, along with what keywords they used to search and find your site. Even if there are no open positions posted on the job landing page, the page stays online permanently and helps capture interest from both passive and active candidates. Those active candidates are important because they are online today and even thought they don't see any specific jobs open, they are willing to hear about future jobs via email or RSS feeds. This allows you to recruit them in the future when jobs are automatically matched and emailed to them from your ATS system.

Backing into a strategic plan

This type of recruiting does force employers to know what their hiring needs will be in the upcoming year (and possibly beyond) so that they can launch a strategic network of targeted talent landing pages. A good SEO vendor can assist with determining how to build, launch and manage this strategy.

Once you've begun this approach - of building your own direct candidate database -- you're on your way to capturing relationships with passive job seekers, employees, and past applicants. When a site is easy to find and candidates are able to submit information that identifies their skill set, organizations can then build relationships with potential candidates. They can message matching jobs over time as opposed to posting to a job board, waiting for resumes to filter in, and then performing the arduous task of sorting through a potentially unqualified applicant pool.

By developing a full interactive recruitment marketing strategy, companies can ensure they're findable in high search markets, which helps to harvest relationships with key candidate groups. This will drive repeat traffic and viral referrals in the future, which helps develop a self-sustaining long-term recruiting program.

Instead of relying on requisitions and expensive job boards to recruit candidates, organizations that get req-less and use these new Web 2.0 recruiting strategies to attract talent and build their own talent communities to create a robust candidate pipeline will broaden their reach, raise awareness of their employment brand, attract talent before the job boards before the competition, and will also develop career long relationships with talent that can be accessed on-demand over time.


Article by, Doug Berg and courtesy of Kenndy Information Recruiting Trends providing leading edge insights and strategies for the recruiting professional


Yesterday, representative Bruce Braley (D-IA) introduced what is known as the Frontline Providers Loan Repayment program. Under this new legislation Physical Therapists (among other health professionals) are encouraged to practice in underserved areas.

HR 2981, as the bill is known, asks the therapists to sign a commitment to practice in an area for at least two years in exchange for the student loan repayment. APTA President R. Scott Ward is noted as saying "With health care reform legislation on the horizon, it's imperative that our leaders address workforce issues as a part of overall reform. The Frontline Providers Loan Repayment Program would bring physical therapists to areas in the country where their services are greatly needed."

In times like these, you may be wondering how you're ever going to pay off all of your student loan debt. If you would like more information on the Frontline Providers Repayment program, check out this article on the APTA's website.


Article courtesy of RehabCare Student blog. RehabCare provides college recruiting for Physical Therapists, Physical Therapy Assistants, Occupational Therapists, Occupational Therapy Assistants and Speech Language Pathologists.


The number of employment offers across all sectors in financial services declined dramatically in 2009 as compared to 2008, according to research by Powerchex, a pre-employment screening firm for financial services. The study shows that Investment Banks made 83% less employment offers in May 2009 as compared to the same month last year. Insurance firms saw the smallest decline by reducing their employment offers by 28% while Investment Managers (45%), Stockbrokers (54%), Hedge Funds (56%) and IT contractors for financial firms (72%) also experienced significant declines in the number of jobs being offered.

The ongoing research shows a decline in employment offers each month of 2009 as compared to the same month in 2008. The pre-employment screening firm also finds that employment offers in May as compared to April this year, increased within the Insurance (23%) and Investment Banking (19%) industries, indicating a more positive approach in the sector. The biggest indicator yet that companies believe the worst times are over come from the fact that IT contractors servicing the finance industry saw a 100% increase in the number of employment offers from April to May. Offers in stock-broking firms were down by 69% reflecting the continuing decline in trading volumes.

"Most firms in the sector have an official or unofficial freeze in recruitment; however firms continue to recruit selectively. We are seeing a split in strategy amongst firms that operate within financial services. There are those companies that are not actively recruiting and only replacing people who leave critical roles, and on the other hand there are those companies who believe now is the time to position themselves to take advantage of any upturn by hand picking new staff from a large and talented pool of people," says Alexandra Kelly, Director at Powerchex. Kelly also states that there are opportunities for job seekers who are experienced and have a good track record.


Article courtesy of Kennedy Information Recruiting Trends providing leading edge insights and strategies for the recruiting professional


Taking into account requests from our readers, we started a series of articles titled 'Resume Makeover Series.' The objective is to take you through the complete process of writing a resume, with best practices for each stage.

In our last article we advised that you should start your resume with a Power Statement. In this piece we round-off that discussion and talk about the resume Summary Section, which includes your Power Statement plus a few more bullet points about your most relevant skills/characteristics.

We recommend starting your resume with a Summary Statement, which is like your personal advertisement. It should give the reader a concise overview of your experience, skills and achievements. When writing your summary statement make sure that you focus on the job you are applying to, its main requirements and your unique selling points. Typically, the Summary Section is about 3-5 bullet points.

After the Power Statement, the Summary Section should contain a few points which highlight the important skills required for the jobs you are applying to. These skills should include a mix of technical skills as well as soft skills. Where possible, try to provide proof in the form of numbers and examples.

Here are some examples of skills/characteristics points for your reference:

[I am a] Competent problem-solver who resolved sales and shipping issues by creating internal customer-care system and saved 20 percent shipping; researched and delivered Web conferencing service for sales that saved 30 percent of travel budgets

[I am a] Visionary innovator who partnered with another programmer to create pioneering language-learning software that earned national attention; served as lead analyst for revolutionary legal document generating and tracking product

[I am a] Technical guru who provided direct support for successful million-dollar negotiation with major print vendor and completed many successful major conversions from mainframe to mini-computer systems.

[I am a] Strong communicator who was voted best specification writer - with least number of re-writes - by programmers and their managers.

Amit Puri is the Managing Consultant at Sandbox Advisors. He has over 10 years of business, career services and HR related experience, with companies such as Bain & Co, Morgan Stanley and Citigroup. Sandbox Advisors is based in Singapore and provides career management/advice, job search, interview, resume and HR consulting services in Asia.

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 seeking entry-level jobs and other career opportunities, and posted on GadBall Blog.


As your network grows on social networking sites, you will no doubt find that your time online will increase if for no other reason than responding to the requests to connect and answering questions from people in your network.

Within LinkedIn one of the requests you may find is that people ask you to connect them to people in your network or even people one or two degrees of separation away from you.

In my LinkedIn for Business workshops we discuss case studies of what makes for an effective connection and referral request.

I am noticing however that I have had an increase in the number of situations where I have declined the request to refer someone to another person in my network.

Here are three situations where I have declined to connect someone - each time I have sent the person a note to explain why I have declined:

1. There was a lack of information explaining why the person wanted to connect and what the benefit will be to the person they want to connect to.

2. The person connecting (who was two degrees of separation from me) was a recruiter and wanted to connect to someone in my network - as a matter of principle I won't connect someone to a recruiter unless their profile said they were open to such connections or I know they are looking for a new role.

3. The request to connect did not look relevant to the person I was being asked to connect someone to.

This got me thinking about my connection policy for referrals on LinkedIn - it's not something I have documented but it is something I do consider each time I am asked to connect to someone in my network.

Do you have a 'connection policy' for referrals in LinkedIn?

What guidance formal or informal do you follow?


Krishna De.jpgArticle by Krishna De and courtesy of Biz Growth News blog


Most people can remember a boss - or bosses - who stood out because he - or she - knew how to bring out the best in every one of his employees by noticing and catering to each person's strengths or "unique talents." According to Peter Bregman, in his article, Susan Boyle: A Lesson in Talent Management, being able to not only recognize but also accomodate each employee's talents is what makes a manager great.

Bregman used Susan Boyle as an example because everyone judged her talent based solely on her appearance - ordinary. The judges and the audience all dismissed her until she actually began to sing. Bregman suggests that there's a little Susan Boyle - and for that matter a little Simon Cowell - in all of us. We all have many talents, but haven't yet been presented with an opportunity to demonstrate them.

"Good managers help their employees succeed in whatever role they happen to be in. Great managers see the unique talents of each employee, and then create the role that's a perfect vehicle for those talents," says Bregman. "Great managers remove the obstacles that prevent their employees from unleashing their talent. And they make sure each employee has the right opportunities, the right stage, the right audience, to be fully appreciated."

He goes on to cite a study that showed a 31% increase of productivity in employees who worked for managers who provided "frequent recognition and encouragement."

Susan Boyle's voice coach, Fred O'Neil, is a great manager, Bregman says, because his main concern during all the brouhaha that ensued after Boyle's first, amazing performance was that she might not be able to find time to sing.

Whether a college student doing an internship or a recent graduate starting a new entry level job, every employee can thrive with a manager who recognizes their individual talents and finds ways to showcase them.


A survey by job board, RecruitIreland.com, on how the recession is impacting jobseekers reveals that despite the prevailing doom and gloom, jobseekers are actually seeing positive outcomes from the recession. Of the survey respondents, 70% agree that bargaining for services is now easier; over 50% state there is less pressure to "Keep up with the Joneses"; and 50% are optimistic about the future.

Additional findings suggest that the majority of respondents believe recovery will take place in early 2011. "This survey shows how resilient we are as a nation. It is refreshing to see that people can see some positives," says Emma Henry, Marketing Manager RecruitIreland.com. However, it does seem that very few job seekers can escape the impact of the recession, with 81% having seen their jobs impacted in some way and 33% being laid off.

Additional key findings claim that of the respondents, 35% confirm a reduction in salary and over half of those have also seen reduced working hours; furthermore, 31% feel that their careers are on hold for the moment, with some believing that their careers have taken a step back; additionally, 16% are taking the opportunity to invest in further training; 14% have actually benefited from the recession through promotion as the result of a job freeze or are benefiting from increased experience through job sharing; and 8% are taking the opportunity to start their own business.


Article courtesy of Kennedy Information Recruiting Trends providing leading edge insights and strategies for the recruiting professional


Hogan Assessment Systems, a specialist in personality assessment and consulting, releases a study that validates the combination of normal and derailing personality measures to screen applicants adds value to the selection process. Hogan's study, "HPI and HDS: Combining Assessments to Predict Job Performance," covers a wide range of industries including among others, pharmaceutical, consulting, manufacturing, public service, and airlines. Featured case studies demonstrate the different ways organizations apply two distinct personality assessments in order to drive business outcomes that range from increases in employee productivity to growth in sales revenue.

The Hogan Research Division set out to demonstrate the incremental validity of using two measures of personality assessments, the HPI and HDS, during the selection process. The HPI is the first business-related measure of normal personality designed to predict occupational performance and real-world outcomes. The HDS identifies personality-based performance risks and derailers of interpersonal behavior that are hard to detect during an interview.

"Through a series of analyses, we found that the combination of normal personality (HPI) and derailing personality (HDS) is the best predictor of job performance," states Jeff Foster, Ph.D., Director of Research for Hogan Assessment Systems.

Highlights from the HPI and HDS incremental study include: a yield of over $3.1 million more in sales for sales representatives who meet the combined HPI and HDS profile; police officers meeting the composite profile are twice as likely to be rated as a high performer and three times more likely to be requested for critical assignments; and Account managers meeting the stated profile result in a 42% decrease in lost revenue. The study features return on investment (ROI) data from 12 unique research studies using the Hogan Personality Inventory (HPI) and the Hogan Development Survey (HDS).


Article courtesy of Kennedy Information Recruiting Trends providing leading edge insights and strategies for the recruiting professional


Anne from AdSaint had the misfortune to overhear a potential employer discussing her upcoming job interview. With names changed to protect the guilty, let's just say this is one great blogpost, and a working to shall we say, jackass employers?

I'm not kidding. Read the whole thing, but here's a snippet.

Man Z: "I did. She is on Linkedin, but all her information wasn't made public. I heard from "D" that he met her once before and said she was cute and outgoing. So, she made the initial cut."

Man X: "Cute and outgoing? Great, did you think to ask him, is she actually smart? "D" for all we know, could have just wanted her number. We don't need another pair of 't!t$' selling a product. If I wanted that, I could call a modeling agency and fill that order real quick. You remember the crap we had to deal with with "J". Nice gal, not too smart."

Man Z: "G didn't really say. I did ask him age range and some stuff like that though."

Man X: "Oh really, like what?"

Man Z: "Well, I wanted to know how old she is, and he said he thinks in her 20's. He couldn't tell if she was older or younger. He also said she didn't have a ring on her finger. Which is a good and bad thing."

Man X: "How so?"

Man Z: " Well bad in that in those years, women want to get married and have a family and I would rather not carry the slack from that crap. That really bit my ass having to deal with 'J" and then not knowing if she planned to come back or not and then leave us hanging cause she had her meals bought and paid for. Good in that she is single and some of the accounts are men and you and I both know what sells."

[More Laughter]

Here's the scoop. Let's say Anne was a bit more vindictive, and decided to pull out her Flipcam and record these two bozos. Considering that 1), they just admitted to age and sex discrimination, and 2) This is a juicy story that the media would love to pick up to trumpet how all men are still pigs and this goes on daily, the footage would go around the world in minutes. Luckily for them, Anne is more interested in getting a job than they exposing two adolescents hoping for a good bonus and a vacation.

Don't read too much into the story, but do be aware - the world is watching. These two checked up on her LinkedIn profile, but failed to catch that she was an AdSaint writer, and they probably never thought they were being checked up on as well.

Hiring is different these days. The world is watching.


Jim Durbin.jpgArticle by Jim Durbin and courtesy of StlRecruiting.com


As hints of summer taunt us, more than half of U.S. workers polled will find themselves with the summer off, due to unemployment. In fact, 55% of the U.S. workforce will have flexible hours this summer as a result of job loss, according to a nationwide poll conducted by Monster.com, a global online career and recruitment resource. "With many companies offering flexible working hours as an alternative to lay-offs, it's not surprising that nearly one-quarter of the respondents (20%) report flexible working hours during the summer are a perk where they work," says Norma Gaffin, director of career content, Monster.com.

"In fact, Inc.com reports on a recent study suggesting one way companies are looking to keep employees engaged amidst news of lay-offs is to grant flextime," Gaffin adds. Only 5% of poll participants indicate their flexible summer schedules are a direct result of cost-cutting initiatives within their companies. The remaining 20% of Monster Meter poll respondents say flexible working hours at their companies are not an option during summer months.


Article courtesy of Kennedy Information Recruiting Trends providing leading edge insights and strategies for the recruiting professional


Job prospects for professionals and managers in the US are worse than the global average, according to a quarterly survey of hiring and firing trends in over 30 key countries. However, the percentage of US organizations hiring staff at this level has almost caught up with the worldwide average, suggesting that the jobs market is at least beginning to level out.

The Global Snapshot from recruitment specialist SPI and its international partner, Antal, asked 4217 companies in major markets such as the US, western and eastern Europe, Africa, India and China whether they are currently hiring at professional and managerial level. It then asked whether they plan to do so in the coming quarter and whether they are currently letting staff go or are planning to do so in the next three months.


Current hiring across the globe is down from 54% of respondents at the beginning of the year to 47% now. However, the percentage of organizations intending to hire in the coming quarter has actually risen a hair from 43% to 44%.

In the US, 43% of businesses are currently recruiting and 34% expect to recruit in the coming quarter. Thirty-eight percent are in the process of reducing headcount, but only 35% expected to do so over the next three months.

Elsewhere in the developed economies the employment situation is a variable one. In Canada, for example, 49% of businesses are currently recruiting, in the UK 45%, and in Germany 47%.

"Despite the general economic pain being felt across the US, hiring levels for managers and professionals have not as yet been as badly affected as some commentators predicted, says SPI's CEO, Tom Johnston."However they are running very close to the level of organizations reducing headcounts, suggesting a flat rather than optimistic jobs market."

While the percentage of organizations hiring in the 32 countries surveyed has gone down, "it has not plummeted in the way that the economic statistics, many pundits, and the ever-cheerful IMF might have led us to believe," says Antal's global CEO, Tony Goodwin. "At the same time the percentage of organizations expecting to hire managers or professionals in the coming quarter has actually risen, albeit by a very modest 1%. And the number of businesses expecting to shed middle to senior level staff has remained almost exactly the same. The period of panic and gloom does finally seem to be behind us. Recovery may still be a good way off, but it could be that we are now better prepared to pave the way to it than we have been for quite some time."


Article courtesy of Kennedy Information Recruiting Trends providing leading edge insights and strategies for the recruiting professional


The prevalence of LinkedIn, Facebook, Twitter, and a host of other social networking tools has certainly raised awareness for personal relationship development and social networking best practices. When the use of the same social interaction functionality is brought into an organization to manage client or customer interactions and partner or supplier engagement in order to enable and manage collaboration within your organization, the mindset becomes one of Enterprise 2.0.

It's a fundamentally new way of identifying and proactively managing opportunities for any sized organization. It connects you with your clients, prospects, partners, the media, and the business community at large, and it is as critical as the organization's intra-company relationships.

Although technology is a fundamental cornerstone of the success of social networking, a social networking success story begins with the appropriate strategy. The fact that desired behaviors require and support key initiatives will help you understand the necessary tools to enable and enhance such interactions. We believe people will soon give way to blogs, wikis, existing platforms such as SharePoint, and social networking platforms that are much more congruent with the business goals and unique nuances of the teams they support.


What Is Your Enterprise 2.0 Strategy?

It's critical that you outline a succinct set of objectives, measures, and values before embarking on the technology deployment. Here are 3 critical points to consider:

  1. Don't confuse vibration with forward motion: ultimately, any social network over time must aim to drive operational efficiency and effectiveness and as such save time and money. Some of the current outdated business processes could be made obsolete with a more real-time collaborative environment. But can you lower acquisition costs? Can you attract different candidates in different markets? How can you continue to push to do even more with less in the current economic climate?
  2. Invented everywhere: Although there's often a great deal of expertise and thought leadership within the organization, Enterprise 2.0 can help extend additional mindset of "not invented here" to "invented everywhere." By simply extending your pursuit of innovation beyond the traditional walls of your organization, you exponentially extend the reach of the organization to create access to untapped content, thought leadership, and often unique perspective in areas previously unimagined.
  3. Relationships first, desired outcomes second: As I wrote in Relationship Economics (Wiley, 2008) "influence the conversation, and you will influence the relationship. Influence the relationship, and you will influence the outcome you desire." Enterprise 2.0 can deliver both the promise and the potential of the next generation of social networking by raising the profile of key concepts such as customer lifetime value, cost of a bad hire, and supplier relationship management.

The Real Value of Enterprise 2.0

  • With a succinct strategy and an execution plan, valuation of the success of an Enterprise 2.0 initiative must include a fundamental business relationship metrics such as:
  • The initial adoption rate: what is the percentage of your user base that openly accepts a different mindset and the ultimate roadmap?
  • Enterprise-wide interaction breadth, depth, and frequency: which parts of the organization are most effectively utilizing not just a current functionality but pushing the collaborative platform to engage and influence others?
  • The quality and diversity: not of simply the users but also of the content exchanged within the extent of the organization.
  • ROI reinvented: closer look at return on integration, return on involvement, and return on impact - soft assets the organization must find a way to capture and optimize.
  • User Retention: to what extent have the original users embraced this new platform? Have you been able to retain them over some period of time? Also as critical is understand that which will keep them coming back?
  • Influence and equity goals: non-tangible success awareness and general buzz attained by the users within the extent of the organization.

Beyond the external social networking hubs, such as LinkedIn, Facebook, and others, the real promise and potential of the next generation of social networking is to accelerate enterprise profitable growth, attract and retain world-class talent, and execute great organizational strategies. In a turbulent economy reaching that promise and potential will heavily depend on one's ability to successfully launch an Enterprise 2.0 initiative.

Stay tuned - we certainly are living in interesting times...


Article by, David Nour and courtesy of Kenndy Information Recruiting Trends providing leading edge insights and strategies for the recruiting professional


Despite the rotten employment news -- Have you heard? We're in a recession -- there are jobs to be had.

In fact, your next job might walk right into the room today or come disguised as a position you don't really want.

How can this be?

Read on to learn how two people found work recently by doing simple, unusual things that you can do, too ...

1) Open Your Eyes

Kathryn Valentine delivers talks to secondary students on such life skills as budgeting, resume writing, and job interviewing, as a High School Presenter for Heald College in Concord, Calif.

How did she get this job? It walked into the room. Literally.

"I was working at a nearby high school and looking for something different. Because I worked in a career center, I was the one who scheduled presenters to come to our campus. The Heald College rep came in and said to me, 'This is my last day.'"

After discussing the specifics of the job, Valentine let a few days go by, then called to express interest in applying. "She told me to send her a resume, which I did, and said she would pass it on to her boss," says Valentine.

She didn't stop there, however. Valentine turned one personal connection into several at her potential employer, which give her an edge over other candidates.

"I found out who my potential bosses would be and emailed them about the position. I got this information by researching the school and talking to the former employee, who gave me names of people I should talk to," says Valentine.

It worked. Valentine was hired in September 2008 for the position she now holds, replacing the woman who walked into her classroom.

Here are two takeaway lessons from Valentine's success:

  • Keep your eyes open for job leads, because they're everywhere.

As soon as you walk out the door each day, you're entering the job market. Keep this in mind as you select your clothes, groom yourself, and load your wallet with business cards tomorrow. If you fail to prepare to meet job leads every day, you are preparing to fail in your job search.

  • Turn one contact at employers into many.

The more people at an employer who know you want to work there, the better your chances are.

To that end, ask this question of every potential co-worker you meet: "If you were me, who else would you talk to?" Then, take names and start making phone calls.

2) Open Your Mind

Jennifer Perkins, a jewelry designer from Clawson, Mich., was hired for a position that didn't exist -- it was created for her after she interviewed for ... a different job.

She found a job posted online by a small business, and applied even though she felt overqualified, because the employer looked interesting.

"The job posting was for a Jewelry Knotter. I didn't know how to do it, even though I have a degree in a related field," says Perkins.

But she applied anyway for the position at Marlaina Stone, in Royal Oak, Mich., knowing that, once she got her foot in the door, the employer would see that she had valuable skills in other areas.

What happened next?

"I got a phone call and went in talk with them about my experience. I had owned a jewelry company and I had basically done everything connected with the business. Fortunately, they were open-minded enough to realize that, even though I couldn't do the job that was posted, I had skills they could utilize, so they made a position for me," says Perkins.

What's more impressive is that Perkins was hired in February 2009 (amid the worst job market in more than 20 years), in Michigan (with the highest unemployment rate in America).

While I don't recommend you apply for jobs you're not qualified for -- it can backfire -- Perkins was right to assume her experience would interest the employer. She took a calculated risk, and it paid off.

Here are two takeaway lessons from Perkins' success:

  • Focus most of your efforts on small businesses, with fewer than 500 employees.
  • Why? They create up to 80% of new jobs in the U.S. economy, according to the U.S. Small Business Administration (and all the anecdotal evidence I've seen since 1996).

    Also, small employers typically make hiring decisions faster than Fortune 500 firms, which may force you to run the gauntlet through an HR department bent on screening out hundreds of applicants for every one or two they let through to the interview.

  • When you interview at a small business, know that you're probably talking to the owner.

    So be ready to get hired on the spot for an existing job or, as in Perkins' case, discuss creating a job. Because smart employers recognize talent and are willing to create roles for the right person. Here's hoping that person is you.


Kevin Donlin is co-author of Guerrilla Resumes. Since 1996, he has provided job-search help to more than 20,000 people. Author of 3 books, Kevin has been interviewed by The New York Times, USA Today, Fox News, CBS Radio and others.

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 seeking entry-level jobs and other career opportunities, and posted on MN Headhunter.


We've all heard of the alpha male and female. The dictionary defines them as the dominant person in a group, the one everybody emulates and follows. The term was originally coined to describe behavior in wolf and dog packs, but for most of the 20th Century, it also accurately depicted the way we interacted in our careers. One person was on top, and the rest of us brought up the rear.

While wolves and dogs are stuck with this leader-follower relationship, however, we humans have an option. We can pull ourselves out of the back of the pack--out of the pack altogether, in fact--and assume a new role. I call it the "alpha career athlete." It recognizes our innate ability to act as individuals and to set our own unique course in the world of work.

More often than not, the alpha career athlete still finds their employment in an organization. Most aren't free agents or independent contractors. They work in teams, on projects and for departments and they report to a boss. Their on-the-job experience is similar to that of every other person in the workplace. What changes is their view of who they are working for and why.

An alpha career athlete works on themselves for themselves. They are interested in learning just how good they can be in their profession, craft or trade. They accept a job because it challenges them to be better than they have been, and they devote all of their talent to passing the test. Moreover, that same commitment to self improvement also enhances the value of their contribution to their employer. In effect, they protect their employment and preserve their paycheck by persevering in their determination to excel.

In Search of (Personal) Excellence

In 1982, Tom Peters wrote a business classic called In Search of Excellence. The book's popularity was largely based on the author's research into how companies achieved superior performance. It outlined a number of practices that other organizations could implement in order to achieve their own version of excellence.

What many readers missed, however, was the underlying premise of the book: success was best achieved through a commitment to excellence. If you wanted your company to prosper, it wasn't enough to be good or even very good and certainly not mediocre or just enough to get by. The one sure pathway to prosperity was excellence.

What was true for organizations in the 20th Century is true for individuals in the 21st Century. Success is not achieved by being loyal to one's employer or by knowing how things get done inside an organization. It is not assured with years of experience or even with a knowledge of the current state-of-the-art. What produces sustained career advancement in today's world of work is a commitment to personal excellence.

It is what drives the alpha career athlete. He or she is "in search of excellence." They are on a quest to become the champion inside them. This is not some quixotic adventure, but rather an entirely rational determination to express and experience the talent with which they (and all of us) were created. Alpha career athletes believe that, just as every company can achieve superior performance, so too can they. And they're resolved to do so.

Companies, however, have Peters' guidelines with which to work; alpha career athletes need something else. They need a set of practices that will engage, refine and unleash the excellence within them. What follows are what I think those practices must be:

I. Pump Up Your Cardiovascular System. The heart of your career is your occupational expertise. Re-imagine yourself as a work-in-progress so that you are always adding depth and tone to your knowledge and skill set.

II. Strengthen Your Circulatory System. The wider and deeper your network of contacts, the more visible you and your capabilities will be in the workplace. Make nurturing professional relationships a part of your business day.

III. Develop All of Your Muscle Groups. The greater your versatility in contributing your expertise at work, the broader the array of situations and assignments in which you can be employed. Develop ancillary skills that will give you more ways to apply your core expertise in the workplace.

IV. Increase Your Flexibility & Range of Motion. Moving from industry-to-industry, from one daily schedule to another or even from one location to another is never easy, but your willingness to adapt will help to keep your career moving forward.

V. Work With Winners. Working with successful organizations and coworkers enables you to grow on-the-job, develop useful connections that will last a career and establish yourself as a winner in the world of work.

VI. Stretch Your Soul. A healthy career not only serves you, it serves others, as well. A personal commitment to doing some of your best work as good works for your community, your country and/or your planet is the most invigorating form of work/life balance.

VII. Pace Yourself. A fulfilling and rewarding career depends upon your getting the rest and replenishment you need in order to do your best work every day you're on-the-job. Discipline yourself and your boss to set aside time to recharge your passion and capacity for work.

All of us have the inherent capacity to be an alpha career athlete because all of us have an inherent talent that wants to be--deserves to be--discovered. Humans are the only beings, however, who can willfully choose to ignore their gift. And happily, they are also the only beings who can choose to recognize it. So, become the alpha career athlete you were meant to be; put yourself in search of (personal) excellence.

Thanks for reading,
Peter


Peter Weddle, visit him at Weddles.com, is the author of over two dozen employment-related books, including his latest, Work Strong, Your Personal Career Fitness System.

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 seeking entry-level jobs and other career opportunities, and posted on GadBall Blog.


Many a times when there is an issue with an employee, people blame it on the employee and do not realize that their hiring process could be the root cause.

It has been demonstrated by research, that even the best interview techniques; only provide a 50-60% (or lower) chance of hiring the right person for the job, or a person who will perform all required tasks according to the standards required.

Not hiring the right/best person can have a number of drawbacks, such as:

  • Poor employee performance
  • A disgruntled employee
  • Unsettling influence on other staff
  • Higher turnover
  • Wasteful expenditure (e.g. training an employee who will leave soon)
  • And finally, lower performance and profit for the organization.

The importance for companies to hire the right people for the right jobs and then retain them cannot be overstressed. This leads to happier and more productive employees and a high performance organization. In current times, it is even more important to have a proper process in place, to make sure you are hiring people who are right for job and your company.

Companies can enhance their recruitment by incorporating additional elements, such as structured and behavior based interviews, proper job and culture profiling, psychometrics, assessments centers and work sample exercises. The additional cost of implementing some of these methods will typically be small compared to the benefits from making better hiring decisions and having a company filled with the type of people you want.

Guest post from Amit Puri, Managing Consultant at SandboxAdvisors.com. He has over 10 years of business, career services and HR related experience, with companies such as Bain & Co, Morgan Stanley and Citigroup. Sandbox Advisors is based in Singapore and provides career management and HR consulting services in Asia.

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 seeking entry-level jobs and other career opportunities, and posted on HRM Practices and Notes.


Good question. Not as many jobs as there used to be (and seems like less each week), but there are jobs. This blog and today's theme is about how to find a job. Coincidentally, Fortune Magazine's cover story this issue is "How to get a job". So let's get started.

How to get a job - The theme of this story is very similar to what I've been saying for months (8 months to be exact). Yes, the current unemployment rate is 8.6% and yes, last week another 600,000+ people joined the unemployed, but there are tens of thousands of jobs out there. The second half of the tag line of the article is "Millions of people were hired last month!". The article is worth a read for several reasons, not the least of which there are plenty of good tips (and they use a headline that is very similar to one I used in an earlier blog "Hey Brother, Can Your Spare a Job?".
Successful Job Searching - This article, by About.com, provides a step-by-step guide to finding a job. Categories include Write a Resume, Complete a Job Application, Find Job Listings plus a long list of other resources. The right side of this article has a link to several videos - "10 thinks to do after a layoff" and "How to prepare for a job interview".
How to find a job during a recession - CNN weighs in with an article on how to find a job. Another step-by-step article with topics such as trying freelance work, freshen your skills, networking, polish your brand (like my "market yourself"). The middle of the article has additional links to job related articles.
HOW TO FIND A JOB? - Not sure why there is a question mark at the end of this page's name, but don't be fooled by the first page. There are a number of links on this site to resources such as job search, job applications, resumes, cover letters and more. Each link leads to a robust page with information on the topic. At the bottom of the page are several other links to Work Menu (several resources here), Training, Where (like, where to find a job) and Who can help (many more resources).
Liven Up Your Job Hunt - Tips for When Things Look Bleak - This article, from Keppie Careers, provides a number of great tips for your job search. The site is dedicated to careers and job search and is jam packed with links. Click on any of the categories (right side of page) to find context related articles. Popular posts are on the right as well, with a number of excellent links to other websites in the blogroll.
How to Get Into Medical Sales - This dynamic resource from Peggy McKee, the Medical Sales Recruiter, provides templates for the critical documents needed in your pursuit of a job in the medical sales arena. Peggy also provides more than one hour of audio coaching that guides you through every step of document preparation and presentation. It has tons of insider tips that can help you transition into the recession-proof niche of medical sales, even if you have no experience in the medical arena. There are a couple of other great products that she provides, check them out at the 30/60/90 day sales plan website.

Good luck in your search.

Article by, Career Alley

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 seeking entry-level jobs and other career opportunities, and posted on Confessions of an Executive Restaurant Recruiter.


Job recruiters locate candidates on behalf of the company who hires them. It is similar to military recruiters and college recruiters but they focus on the business world finding employees for clients. More to the point, the objective of a job recruiter is to find top candidates the company/client would not otherwise find or be able to contact.

Overview of the Service

If you are considering using a search firm, you will find there are any number of executive recruiters out there and it can be difficult to figure out who does what. Simply put recruiters or search firms can be broken down into two major categories and a number of subordinates. The two major categories are contingency and retained search firms. Some firms do both but their major focus is often one or the other.


Contingency vs. Retained

A contingency search is where a recruiter does not get paid until they provide a candidate that is hired by their client, you. A retained search is where the recruiter is hired by the client, you, to find candidates. Some or all of the fee for this service is paid up front, with the balance if any due at the time of hire. They both have their pluses and minuses. For have a look at the page on contingency vs retained for more information on why you might consider one over the other.

Choosing a Recruiter

The really good job recruiters often are specialists. This allows them to know a specific market and keep a Rolodex of the top candidates within this field or market. Some specialize in a region others specialize in a field of expertise. Some areas of specialty include:

  • Technical
  • IT
  • Energy
  • Legal
  • Insurance
  • Sales
  • Executive Search

Generalists Vs. Specialists

This is not to say that a generalist is not helpful or useful. Generalists are often acquainted with a specific region of the country or metro area. They have numerous contacts and a good sense of the local market. The generalist is also good for filling numerous different kinds of positions. The generalist is sometimes more flexible about quantity recruiting and fees. If you hire a number of different specialties, having a good generalist can be better than a number of specialists.

The Cost Question

I get this all the time. Cost means many different things to different people. Here's the short of it, learn all you can about recruiting fees and ask lots of questions about how the fees are structured. Everything is negotiable. However there is one word of caution, recruiters are entrepreneurs, they will often work on the search that has the highest potential for a quick and profitable return. This does not necessarily mean the highest fee so take care to find out how many orders they are currently working on and negotiate accordingly!

Final Thoughts on Working with a Search Firm

A good recruiter can be your best friend in the world. When top talent becomes available, a good recruiter with whom you have a good working relationship can get you access to that talent before he or she hits the streets. Also a good recruiter can find you the people that you would have no access to in normal situations.

The next thing to remember, when looking for a recruiter look for 2 things, do they ask a lot of questions about the job like, the history, the importance, the success factors etc? and do they understand the function of a recruiter is to bring value and a high return on investment. Good job recruiters will do both.

If you have questions about recruiters and what makes sense when talking to a new one, please leave me a comment and I'll be happy to let you know what I think or you can certainly contact one of the specialists noted in this section.


Tom Tassinari.jpgAfter 20+ years as an engineer in the R&D world, Tom Tassinari found himself in the recruiting world. By adapting the problem solving and process discipline skills of engineering to the recruiting world, he now works with companies on locating and hiring top talent...with his own techie twist.


Somewhere, someplace, Henry Ford is crying.

It is truly an amazing story of how one man's entrepreneurial vision and spirit led to the creation of one of the greatest companies in history. And how, in time, his successors came to destroy it.

Ford Motor may survive but it is a shadow of the industrial miracle it once was. And the reason is as common as the ones that fire a bullet into the hearts of thousands of lesser known companies, large and small, every year.

Put simply, they fall into the hands of people who don't care. Left to the natural flow of things, the same will happen to your business or the department you are responsible for. Why? Because business is forever challenging, unpredictable, swirling and swirving like an Oklahoma twister. Rather than predict, analyze and outsmart the forces aligned against your business, many prefer to take the easy way out, running for cover until the storm passes.

Only leadership can prevent that. How? By keeping up the quality, the drive, the culture that refuses to take cover from anything and that is determined to keep raising the bar on performance regardless of the obstacles, the barriers that will always be part of the calculus of business.

Think about it this way: for decades, Ford executives coasted. They allowed their cars' quality to deteriorate, they gave Toyota a pass to steal their customers, they turned their backs on Henry's legacy, built an enormous bureaucracy, raised their pay as the company's fortunes deteriorated, luxuriated in their Grosse Point country clubs and built lifestyles where power and ego where the badges of success. That they started to produce junk hardly matterred as long as payday came around every week and the checks grew fatter in an inverse relationship to the Ford bottom line.

This is the curse of business. It is not the competition: they can always be beaten or marginalized by the warriors who are determined to win. To keep thinking and dreaming and fighting to thrive in the glorious jungle that the marketplace always is.

No, the real curse of business is the cancer that grows unabetted from within. It is expressed by those who:

  • Refuse to take chances
  • Settle for mediocracy
  • Bitch about everything in the company but never come armed with solutions nor the ambition to fix it
  • Believe their positions in the company are entitlements.

At our firm, we see the scars of companies that have been ravaged from within. Where the genius and the hard work of those who built these enterprises is forgotten, squandered and turned into dust. Much of the work in getting once strong companies moving again, involves routing those who have decided, consciously or not, to hold it back.That would make Henry smile again.


Mark Stevens ad.jpg Article by, Mark Stevens, the bestselling author of "Your Marketing Sucks," "Your Management Sucks" and"God Is A Salesman." Stevens is CEO of MSCO, a global marketing firm, who has advised many clients over the years such as Estee Lauder, Virgin Atlantic, Guardian Insurance, MONY, Giorgio Armani, Starwood, Intrawest, etc. Stevens delivers more than 40 speeches annually and is a regularly featured media commentator, lending his insights and opinions on Fox Business Network, to the Associated Press, on CNN International, BBC Radio and Bloomberg TV.


New Survey Reveals Economy Forcing Many Financial Executives to Forgo Time Off

In a sign of the times, nearly one in three (31 percent) financial executives interviewed recently said they will be taking fewer vacation days or skipping vacations altogether this summer to focus their efforts on navigating the current economic climate.

The survey was developed by Robert Half Management Resources and conducted by an independent research firm and includes responses from 1,400 chief financial officers (CFOs) from a stratified random sample of U.S. companies with 20 or more employees.

CFOs were asked, "Has the economy forced you to postpone or reduce the amount of vacation you plan to take this year?" Their responses:




No68%
Yes31%
Don't know/no answer1%
 100%

"Many CFOs understandably feel they must remain diligent helping steer their firms through the downturn and, just as important, prepare the business for an ultimate recovery," said Paul McDonald, executive director of Robert Half Management Resources.

McDonald notes, however, that while executives are often expected to maintain a close watch in a challenging economy, their teams still should be encouraged to take time off.
"A company's hardest-working employees are often the ones that delay vacations during busy periods, reflecting their commitment to the organization and also their concern about playing 'catch up' when they return," he said. McDonald offers the following tips for managers to help their team members enjoy a relaxing and guilt-free respite:

Develop a game plan. Create a system for granting vacation requests and plan accordingly. The sooner you can determine how you will cover for vacationing employees, the better.

Safeguard client relationships. Make sure staff members alert clients and other key business contacts when they will be on vacation and give details on who will be handling requests while they are out.

Use vacations as a 'testing ground.' Allow high-potential employees to take on greater responsibility when teams are thin, giving you the chance to evaluate them for future advancement opportunities.

Seek interim support. Companies operating with less people risk overloading remaining staff. Arrange additional staffing support when workloads become unmanageable.

Squeeze in some R&R for yourself. Taking a break is essential to recharging and bringing a fresh approach to business projects and challenges. It also sets a good example for employees who may otherwise feel compelled to do without a vacation.

Robert Half Management Resources has more than 145 offices worldwide, and offers online job search services at www.roberthalfmr.com.


It doesn't matter what industry you are in, or what job you do, when you're trying to land your next job, you have to have a competitive mindset to win the job offer. You've probably heard or read about the different things you are supposed to do when meeting with a prospective employer. Let's turn our focus from what you should do, to what you should never do during a telephone, online meeting, or face to face interview.

1. Do not be late for your appointment.

This shows the employer that you are not reliable from the get-go. Instead, be sure to arrive at least fifteen minutes early, and check in with the front desk or receptionist to let them know of your presence. In the event the time passes, and you have not been called in for your meeting, go back to the individual you checked in with, to ensure they actually informed the interviewer you are there.

2. Do not leave extra copies of your resume in the car.

I suggest having a minimum of three copies of your resume prepared on high quality paper available at every interview. In the event the hiring manager calls in a colleague for you to meet as part of the interview process, or has an additional manager sit in on the interview, you are prepared to shake hands and bring them "into the loop." This makes you, as the candidate, look prepared.

3. Do not be afraid to ask thoughtful, intelligent, and deliberate questions during an interview.

In fact, it is recommended that you work with your career coach or recruiter to create a list of at least ten questions that show you have researched the opportunity with this company, and further illustrate your competency and ability to perform the position in which you are applying. Keep in mind, you never want to ask questions that are easily answered on the company's website, or is general public knowledge.

4. Do not avoid eye contact throughout the interview.

Consider your meeting with the hiring manager to be a performance. The truth of the matter is you are attempting to out-perform other applicants and prospective hires for the same position. If you put yourself in the shoes of the employer, you quickly realize how important behavior and body language is to the interview outcome. By maintaining eye contact with the people you are speaking with, you show that you are confident, and capable of performing the job in which they are hiring for.

5. NEVER discuss money or benefits during your meeting.

If you want to ensure you do not get an opportunity with the company you are applying with, try to bring up compensation. The hiring manager is meeting with you to determine whether or not you are a good fit for the position, and their organization. To discuss money shows your ignorance of the hiring process, and shows a lack of professionalism. The purpose of the interview is for you to articulate to the company what you can do for them. Compensation should not ever enter the conversation until an offer has been made. This is where the salary negotiation process begins.

It is critical to know what not to say during a job interview. While preparation is always key to a good interview, each candidate should realize that they are competing for the same position against formidable opponents. To ensure your best performance during the interview, be sure to think about what the employer is actually looking for, and show them how you can best fit that requirement.


Christina Archer is the Director of Recruiting with AgentHR, in the Columbus, Ohio office. Christina specializes in the contract, temp to hire, and direct hire of healthcare professionals at hospitals and medical facilities across the United States. Christina is the group manager of "The R.N. Network" on LinkedIn, and offers job seekers unique tools, articles, and resources on her blog. (I-Careersearch.com) Whether you are a hiring manager looking for a long-term recruiting strategy that will save you time and money, or a job candidate who is looking for the professional representation necessary to remain competitive in today's employment market, visit Christina's website for more information, at http://www.agenthr.com/carcher

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 seeking entry-level jobs and other career opportunities, and posted on MN Headhunter.


Many a times when there is an issue with an employee, people blame it on the employee and do not realize that their hiring process could be the root cause.

It has been demonstrated by research, that even the best interview techniques; only provide a 50-60% (or lower) chance of hiring the right person for the job, or a person who will perform all required tasks according to the standards required.

Not hiring the right/best person can have a number of drawbacks, such as:

  • Poor employee performance
  • A disgruntled employee
  • Unsettling influence on other staff
  • Higher turnover
  • Wasteful expenditure (e.g. training an employee who will leave soon)
  • And finally, lower performance and profit for the organization.

The importance for companies to hire the right people for the right jobs and then retain them cannot be overstressed. This leads to happier and more productive employees and a high performance organization. In current times, it is even more important to have a proper process in place, to make sure you are hiring people who are right for job and your company.

Companies can enhance their recruitment by incorporating additional elements, such as structured and behavior based interviews, proper job and culture profiling, psychometrics, assessments centers and work sample exercises. The additional cost of implementing some of these methods will typically be small compared to the benefits from making better hiring decisions and having a company filled with the type of people you want.

Guest post from Amit Puri, Managing Consultant at SandboxAdvisors.com. He has over 10 years of business, career services and HR related experience, with companies such as Bain & Co, Morgan Stanley and Citigroup. Sandbox Advisors is based in Singapore and provides career management and HR consulting services in Asia.

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 seeking entry-level jobs and other career opportunities, and posted on HRM Business Practices and Notes.


Choosing a career is one of the most important things that you can do. You are going to spend a large portion of your waking hours engaged in the pursuit of an income, so you may as well choose a career that you love.

I learned a lot about life and work from my father, from whom I inherited my work-a-holic tendencies. He was a great man who was devoted to his work and to his family, and had very solid beliefs about the role that career plays in life.

Among the many wise bits of advice he gave me in during his life is the following: "there is nothing worse than being in a job that you hate or being married to someone you can't stand". He managed to avoid both, and so far so have I.


While I have had jobs that I couldn't stand, his words gave me the strength to walk away from them when the time was right. I've been lucky in the spouse category, though. Haven't had to change my mind about that one.

Too many people stay in jobs that are wrong for them instead of choosing careers that will become a natural part of their lives. Don't take the first job that comes along and then try to make it into something other than what it is. If you end up in a job or a career that isn't right for you, just keep looking until you find one that is.

Remember that choosing a career isn't a life sentence. If you aren't happy where you land in the beginning, you can always start over if you change your mind!

Mary G. White, M.A., SPHR is the Training Coordinator for Mobile Technical Institute & MTI Business Solutions (http://www.mobiletechwebsite.com), where she specializes in human resources, management, and marketing training. She teaches open enrollment classes for MTI, provides on-site corporate training, and frequently speaks at conferences and association meetings. She is also the author of 101 Successful PR Campaign Tips in the LifeTips book series. MTI provides a variety of consulting services, including IT Training, certification testing, resume writing, HR & PR consulting, custom database development and website solutions. For free career and business development tips, see http://www.DailyCareerConnection.com and http://www.DailyBizSolutions.com.

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 seeking entry-level jobs and other career opportunities, and posted on The Daily Recruiter.


How do hospital recruiters know when it's time to seek additional physicians?

In the past, many health care facilities gauged their physician recruiting needs by intuition. Administrators and recruiters "sensed" that access to physicians in their areas was becoming problematic. Today, by contrast, many hospitals complete formal medical staff plans. These are data driven analyses that look at patient demographics, patient acuity, physician practice patterns and other information in order to form objective projections of how many physicians are needed to provide access to care in a given community.

Is there such a thing as a medical staff plan for the entire country? The answer is yes. Policy makers and academics use various statistical models to project physician need on a national basis. Based on these models, most experts over the last 30 years projected that the United States was headed for a surplus of physicians. It is only in the last several years that this widely held assumption has been challenged. New models, which more accurately reflect population growth, population aging, and changes in physician practice styles, now indicate the U.S. is facing a serious and growing doctor shortage.

Of course, there is a more direct way to determine physician availability if you don't have the time or expertise to engage in abstract data modeling. Simply go to a phone book and start calling doctors' offices to see how soon you can schedule an appointment.

Appointment wait -times survey

Merritt Hawkins & Associates recently conducted this simple experiment, and the result was our 2009 Survey of Physician Appointment Wait Times. To complete the survey, our researchers spoke to 1,162 physician offices in 15 top cities nationwide. They asked for a new patient appointment for a non-emergent condition, such as a heart check-up or a routine exam. They also asked if the physician accepts Medicaid as a form of payment. The survey examines five medical specialties: cardiology, dermatology, orthopedic surgery, obstetrics/gynecology and family medicine. The 15 cities include Atlanta, Boston, Dallas, Denver, Detroit, Houston, Los Angeles, Miami, Minneapolis, New York, Philadelphia, Portland, San Diego, Seattle, and Washington, D.C. For complete survey results see www.merritthawkins.com.

One key finding of the survey is that Boston has the longest average doctor appointment wait times by far of the 15 cities.

These results are significant because in 2006, Boston's home state of Massachusetts implemented a healthcare reform plan mandating health insurance for all. Hundreds of thousands of previously uninsured patients have obtained coverage through this plan.

As a consequence, demand for medical services has increased, and it has been widely reported that many patients in Massachusetts are having difficulty accessing a doctor. The long appointment wait times for Boston patients shown in the survey confirms these reports. Moreover, the survey indicates that only 55% of physicians are accepting Medicaid patients. In some cities that number is below 40%. Many physicians are closing their practices to these patients because Medicaid pays them less than their cost of providing care.

The moral of the story is that merely having health insurance does not ensure access to care. There is a "people part" to the equation. There must be a sufficient number of doctors and other health professionals in place who are willing or able to see all those who seek care. If access to health insurance is expanded nationally, as it has been in Massachusetts, patients could find it even more difficult to see a physician or other health professional than they do today. Indeed, without an adequate workforce, universal health care is simply an empty promise. Hopefully, the President and policy makers will consider this fact in the coming months as they craft health care reform legislation.

For health care recruiters, health reform provides a reason for optimism. If access to health care is expanded in the near future, demand for health care professionals will increase, and so will demand for health care recruiters.

It is difficult to predict what will happen, but one point is indisputable. It's going to be interesting.


Article by, Kurt Mosley and courtesy of Kenndy Information Recruiting Trends providing leading edge insights and strategies for the recruiting professional


Emails...we got lots of them. Our readers ask us about the 'ingredients' for a successful job search...to look at their resumes...and to make suggestions on how changing their resume might change the outcome of submitting them for jobs.

Reviewing and tweaking a resume is always a good idea, and we are certainly willing to lend a hand and review a resume. When we reply, one of the first questions we ask is: other than re-writing your resume, what other changes are you making in your job search? To which companies are you applying? We normally do not receive an answer to these questions, and this could be for a few reasons:

1. You are applying to multiple jobs each day and "hoping" for a good outcome. It's obvious what the result has been, but the only thing changing is your level of frustration. You may or may not be keeping a record of the jobs you've been applying for, when you applied, or the version of the resume you submitted. Without this key information, it would be nearly impossible for us to analyze why your job search isn't working.

As it says in the book, "Hope is Not a Strategy", "Overoptimism has overcome critical thinking." It also says "it's time to move your strategies to the next level."

2. You are applying to jobs without understanding the company, its history, or vision. Without knowing this, you would not know how you would fit in the organization OR how your skills and knowledge will help a company solve the immediate problem (which is why they're looking to hire someone!). Knowing how you can assist a company meet its goals and selling yourself in direct relation to those goals is critical to crafting an effective cover letter and tweaking your resume.

3. You are applying for jobs through the job boards and company career sites.

You might as well be sending you resume into space in a time capsule that says 'open in 100 years." You HAVE read about The Resume Black Hole, right?

4. You are not following up on your resume submittals.

5. You are spending most of your time on Facebook, Twitter, or the like, "hoping" to connect with a hiring manager or recruiter. Or, are you tweeting or writing on someone's wall about what you had for lunch or how you feel about the beautiful sunrise?

I'm sure there are more reasons, but I think you get the point.

This damn recession has changed everything: job availability, where to find them, and how to get the attention of hiring managers. Companies are cutting costs left and right, and those cuts are not only affecting the number of hires, it has had a dramatic impact on where-or if-companies advertise for those openings.

So, given this, it is up to you to change your approach and AGGRESSIVELY pursue opportunities, whether ot not they are advertised. A great starting point can be the job boards, but use them sparingly and only as an indicator of the companies that are hiring. From there, put on your detective hat and doggedly find out everything you can about that company.

Many of us may have smirked at companies' "Mission-Vision-Values" statements, but hidden inside those missives is a backward and forward look at where they were at a given time and where they want to be. This is the gem that you can use to determine how you will approach a company.

For example, let's look at the Mission Statement from Starbucks:

"Starbucks is committed to a role of environmental leadership in all facets of our business. We fulfill this mission by a commitment to:

Understanding of environmental issues and sharing information with our partners.

Developing innovative and flexible solutions to bring about change.

Striving to buy, sell and use environmentally friendly products. (Procurement?)

Recognizing that fiscal responsibility is essential to our environmental future.

Instilling environmental responsibility as a corporate value.

Measuring and monitoring our progress for each project.

Encouraging all partners to share in our mission."

I've bolded some of the key words that, in some cases, probably appear in a lot of folks' resumes. Take a look at your own. If you read our previous post, Tapping Into The Hidden Job Market, you will see a direct correlation between what emerged from your self-assessment and the type of skills and knowledge Starbucks will require in order to meet their stated goals.

Look again at the above mission statement...do you see the same employment opportunities as I do? Here's what I'm seeing:

Developing innovative and flexible solutions to bring about change.

  • JOBS: Engineering, Business Analysis, Process Management.

Striving to buy, sell and use environmentally friendly products.

  • JOBS: Procurement, Sales

Recognizing that fiscal responsibility is essential to our environmental future.

  • JOBS: Accounting, Financial Analysis, Green Jobs.

Does anyone see other opportunities in the Starbucks Mission Statement?

Article by Lorraine Russo

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 seeking entry-level jobs and other career opportunities.

Originally posted on The Lakeshore Blog


Yesterday, we reported here that some law firms are paying new attorneys up to $80,000 to go away for a year. Another law firm is in the news for its approach to layoffs.

As reported here, Freshfields Bruckhaus Deringer -- the world's fourth largest law firm -- decided to lay off 14 employees. Rather than deliver the messages themselves, the partners of the firm reportedly delegated the dirty work to HR.

The HR folks apparently weren't too keen on delivering the message either. Rather than inform affected employees in person, they decided to give the news by phone. When employees didn't answer, some were left voicemails telling them they had been sacked.

A spokesperson for the firm said, "It was not ideal from our perspective but we were trying to get the information out as soon as possible." He added that the employees each received a severance payment. The amount? Approximately one-sixteenth of annual pay, according to sources.

As one employee of the firm said: "This obviously made people feel incredibly undervalued for their two years of hard work for a bunch of partners who were too gutless to deliver the news themselves."

Yikes.


Mark TothArticle by Mark Toth, Chief Legal Officer of Manpower's North American operations, and courtesy of Manpower Employment Blawg. Mark also serve as Chief Compliance Officer and Vice President of Franchise Relations and serve on our Global Leadership Team, North American Lead Team, Executive Diversity Steering Committee and Sarbanes-Oxley Steering Committee.


One of the most important aspects of getting clients to hire your candidate is interview prep. Once you've found the right person, it's important you train them, prep them, and counsel them to avoid offer-killing mistakes. My biggest one is a simple question.

What is the job as the recruiter has explained it to you. Here are some Answers.

1) Well, from what little I know about it... FAIL
2) It's um, well, it's a a (job title), doing (job title as a verb). FAIL
3) He's explained it well. This is a short, concise description of the position). Is that correct? WINNER!

Why is this important? If the candidate doesn't know the job, how can they possibly interview for it? if the know the position, but can't explain it easily, then they aren't taking the interview seriously, and they probably are as sloppy when they are doing the job. If they say, "from what little I know about it," they're making the recruiter look unprofessional, which if you're a candidate presented by a recruiter, do you really want to make the recruiter out as some idiot who doesn't even tell you much about the job?

A second common mistake is talking about where the recruiter found you.

1) I put my name up on Monster, and got a bunch of calls. FAIL
2) I called her because I was just laid off, and she had something she said would fit. FAIL
3) You know, she never really told me? She called me and quizzed me, then had me come in and we talked through the position. WINNER!

Every client who uses a recruiter wants to know they're special. Talking about how they found you is a huge mistake, because 1) you don't actually know what the recruiter went through to find you or how they checked up on you, and 2) Why would you devalue your candidacy by making the recruiter out to be a job board jockey or someone who "lucked" into a placement?

Now certainly there is some self-serving advice in there. As a recruiter, I want you saying nice things about me. But as in all advice, the intent is the same - to get you the job. It's all about you. I'm perfectly willing to throw myself under the bus during the negotiation stage or if you make an error in the interview. That only works if you have already reinforced that the recruiter you're working with is the world's best. So take your time and actually listen when your recruiter gives you advice. We're experts - not at your job, but at interviewing.


Jim Durbin.jpgArticle by Jim Durbin and courtesy of StlRecruiting.com


As discussed in Part I of this green jobs series, "a green job is a position that stimulates the economy, makes a positive social impact, and is good for the environment." In Part II, I explore several green job fields and some specific opportunities within each.

Careers in Renewable Energy

For purposes of this article, I'm referring to energy sources that do not rely on fossil fuel and nuclear energy, and as a consequence, reduce pollution and America's reliance on other nations.

Geothermal, solar, wind, hydroelectric, and biomass/biofuel have all been touted as viable alternative energy sources for the 21st century.

While solar and wind have thus far garnered the most government, business, and private support, the jury is still out on which source(s) will move from being available mainly to the elite to being viable alternatives for the mainstream.

Green job opportunities in renewable energy are vast and varied, including such diverse roles as research, manufacturing of materials and equipment, marketing, PR, sales, distribution, installation, and repair.


Alexia Vernon is a leadership and career speaker, certified coach, trainer, and writer with an expertise in millennials and social enterprise. As the owner of Catalyst for Action, Alexia empowers values-driven leaders to harness their values, strengths, enthusiasms, and resources to build careers and companies that achieve the 3 S's: success, sustainability, and a positive social impact.

george lenard.png Article courtesy of George Lenard, the originator of George's Employment Blawg, has over twenty years of experience in all aspects of labor and employment law, including preventive law as well as litigation. His special interests include employment discrimination, sexual harassment, and noncompetition agreements. He is currently a managing partner with Harris, Dowell, Fisher & Harris, L.C., in St. Louis, Missouri, and lives in the suburb of University City with his wife and family.


Up until recently it was nigh on impossible to do searches on the general public without finding a private detective and spending a fortune. Now that we have huge computer databases, this is now a whole lot simpler.

It's now possible, if you use the best websites, to run a number of serperate searches on no fee government websites to find criminal records stored against US passport holders. The problem with this way of working is that you are forced to kick of searches on a multitude of separate web urls and online databases to recover the data records that you are trying to obtain. The records is very often saved differently for each state making data retrieval a laborious process. I'm pleased to tell you that there is now a better solution at a lower cost. A number of large central databases have been set-up by US private businesses that will let you search though all US criminal records on a single website. This results in it being much simpler and much quicker to retrieve the data files that you are trying to find. For a low yearly cost of $40 you can have access to criminal records for all states in the US. All the records are retrieval using a single website which makes the task very easy.

The good news doesn't end here. This same low fee also lets you have access to loads of different types of record that are held on the numerous US government databases. These include: criminal records, court data and proceedings, birth / death lists, marriage and divorce files, sex offenders records, inmate searches, parole searches, personal bankruptcy details, most wanted criminal files, jail details, missing persons records, DWI records, assault details, arrest searches and much more

It's worth noting that someone does not have to have been imprisoned to have recoverable criminal records held against his name.

Quite simply the best websites we have found is http://gov-criminal-records.com. This web page provides a extremely fast search facility and the ability to search through millions of US Government fiels all in one web site.

So what could we use this information for and can it be useful for yourself? There are many reasons why a small annual charge for this information is a must have. If you employ someone to help in your house, walk your dog, or help take care of your little ones, you will be able to fire off a quick search on the person's name and discover if they have a shady background. You could be an employer and might need to fire off background checks on potential future employees. Again a simple search will provide all the information you are looking for to make sure you only employ the appropriate candidate. If somebody is over the age of 18 and is involved in criminal acts, they will have public records held against them that it will now be able to search for and save.

Another practical use for this data is if you went on a date and want to check up on the man you have met. It's far better to find out now than a few years down the road when it's all too late. Best of luck!


Thumbnail image for Carl Chapman.jpg Article courtesy of Carl Chapman, Founder, CEC Search, LLC and Confessions of an Executive Restaurant Recruiter


If you think that it feels like there are an endless number of job search boards, you are not alone. While they are not endless, there are way too many. Of course, not every job board is for everyone (and not every job board is worth the time). That being said, job boards should be a regular part of your job search for several reasons. The obvious one is job search, the less obvious is that that job boards are where both employers and recruiters look for candidates.

Onlyconstructionjobs.com - Okay, you've probably guess the focus of this job board, but it is probably a little broader than you would think. The main page is split between job seekers (left hand side) and employers (right hand side). The far right hand side of the page has featured jobs. The site has free registration, click on post your resume to join or search jobs. There are over 1,000 employers registered on the site and, according to the site, more than 57,000 jobs. You must register to search, but it is free.
Freecareersearch.com - Free career search (most of them are) and featured articles and jobs. The site lists the top ten "in-demand" jobs for 2009 on the right hand side. It's hard to tell if this is a scam site or not. You must fill in basic information (including an email address) and you are then emailed information for your search (I did not try this).

Jobdig.com - "Because everyone should dig their job" is the tag line on this site (how about "because everyone should be able to get a job"). The main page shows a map of the US where you can click to get a quick search of jobs in that state which can further be refined by keyword. Below the map is a "browse by job type" listing. To the right of the map are links for job seeking advise and career advice while to the far right is a listing of top jobs. The far left has links for Jobseekers (search jobs, resume builder, etc.) followed by career advice and online tools. The Event Calendar is a very good source for career fairs. There are also assessment tests, videos, articles and advise.
Topechelonnetwork.com - To Echelon Network is a different type of resource, it is a network of recruiters. From the main page, you can add your resume, find a recruiter, search for jobs and read related articles. Clicking on job search returns a listing of all jobs with a detailed description of each job. From this page you can submit your resume, apply for jobs, create job alerts and look at featured jobs.
Financialjobnetwork.com - The Financial Job Network is a global search site which is focused on (obviously) the financial services industry. As with most job search boards, you can register and submit your resume. The main page has tabs at the top to register, search jobs, review you resumes and more. The middle of the page lists financial job functions for targeted search followed by the same links as the tabs at top. Clicking on directories links to a page where you can also review events. Click on jobs to search job opportunities (click search from this page to view a traditional search screen).

Good luck in your search.

Article by, Career Alley

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 seeking entry-level jobs and other career opportunities.

Originally posted on MN Headhunter


Have you sent dozens of resumes without a callback?How about 100 or 200 resumes?Have you applied to dozens of jobs without getting an interview or even a callback? Don't worry, you're not alone.A lot of job submissions, a lot of resumes all with no jobs and not even interviews or phone calls. Let's learn how to use a little self promotion to get your next job.

Sometimes you apply to that perfect job. A job that you saw online or on the newspaper and seems perfect for you and you perfect for it. You have the desire, the expertise and the experience.You are really prepared. You tailor your resume for each job position and you change your letter of introduction to match the job opening.You send your resume applying to a great job and you are one hundred percent sure you will get the job.You now expect a call back and you never get it. Nothing! No calls, no emails, just nothing.

What is wrong?Have you ever asked yourself why don't people call you back? Is it you or is it them?It is not you.When I was hiring for several positions I remember getting not just 10 or 20 resumes but 100 or more of them.You need a lot of time just to read all resumes.Hiring managers get hundreds of resumes and they don't have the time to call back or contact every single person.

How do hiring managers go through resumes? Most likely they make 3 piles. In one pile you will have the trash resumes, in the other one you will see the plan B resumes and in the third pile you have the resumes of people who will get a phone interview.Why is this so significant to you? It is because human resource departments can take a few seconds to decide if you make the cut.Human Resource departments might take 5 to 10 seconds to look at your resume and determine if you go to the A, B, or C pile of resumes.

You have to write your resume thinking that your first sale is to make it to the "Call back" pile, not to actually get the job. After you make it to the "Call back" pile you have to sell an interview.It is when you interview where you are at the final stages of self promotion and you try to get the job. This is how you will start your self promotion strategy!

You also have to play the numbers game.Don't even imagine that by sending one resume you'll get one call back with a great job opportunity.Or to send ten resumes and get all calls back.The steps are easy, first your apply for a job and send your resume, after this you have to call in and check on your resume and try to get a face to face with the decision maker.

What are the steps to a good job hire?

-Call job placement agencies in your city

-Search the newspaper in your city

-Go to LinkedIn.com and get a free membership

Jorge Olson is the author of "The Unselfish Guide to Self Promotion" a new book that will teach you self promotion to get your dream job, a promotion and a raise.


Thumbnail image for Carl Chapman.jpg Article courtesy of Carl Chapman, Founder, CEC Search, LLC and Confessions of an Executive Restaurant Recruiter


As we've mentioned here before, about 80% of jobs are never advertised, so consider adding another useful tool to your job search toolbox: Trade Shows and Industry Association gatherings.

One of the best activities for locating unadvertised or hidden jobs is attending industry- or product-related trade shows. Because only 20% or so of jobs appear on the boards or a company web site, get a leg up on your competition and go after the 80% of jobs that few others are looking for.

Also, the Conference Board reports that "in April, there were 2.4 advertised vacancies posted online for every 100 persons in the labor force, down from a high of 2.9 in April 2007."

In fact, CareerXroads recently conducted a study that concluded "12.3 percent of external hires come through job boards." Take a look at the following "Sources of Hire" breakdown that came out of that study.

Some of their key findings include:

[Companies'] desire to reduce hires (and associated costs) attributed to third-party recruiters, newspapers and job boards, while increasing tactics connected to social networks and search engine marketing to how important referrals are to recruiting."

Yahoo! has an impressive list of conventions and trade shows here. By drilling down in each category, you can locate the events of interest to you and make plans to mingle with your peers. This will help you accomplish a number of things:

  • The first is obvious: networking. (or, as we called it in the old days, "bump & howdy").
  • Ensure that you are keeping up with changes and trends in your respective industry or niche. In many cases, general admission is free or fairly inexpensive. Be sure to check on the admission policy beforehand. Fees may also be tax deductible, so be sure to see if they qualify.
  • Attending these shows will give you a good idea of the companies that may be hiring. If a company is in a position to rent booth space at these shows (which is not inexpensive), chances are good that you may be able to uncover a goldmine of hidden opportunities.
  • See if you can correlate the attendee roster (these are usually online) to a company's new or expanded marketing efforts. This, too, may indicate that a company has the budget to hire for certain market segments.

Research, research, research! Once you have a handle on the companies you plan to visit, store some fast facts and figures in your head so that when you meet with the reps at the show, you can show some credible knowledge and make the logical connection between your skillset and their needs. This will help you prepare your Elevator Pitch (see below). -

Check LinkedIn or other networking sites to see if you know or can be linked to employees of the companies attending the shows.

Plan to spend a full day at each show, and bring plenty of business cards. Make sure your biz cards reflect your LinkedIn or Facebook IDs along with a professional-sounding email address (rather than something like bigbubba@bubba.com).

Most importantly, be prepared to recite your 30-second elevator pitch. While you won't be asking outright about job opportunities, you will be telling your industry peers (and potential future co-workers) who you are and what you do...in 30 seconds or less. Don't have a stopwatch? Light a match. If your fingers start to burn before you're done, you've gone over 30 seconds.

So, make plans to get out of the house and move away from your PC! While "social networking" is indeed beneficial, nothing beats the old-fashioned bump 'n howdy.

Article by, Lorraine Russo

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 seeking entry-level jobs and other career opportunities.

Originally posted on MN Headhunter


Things really are crazy out there . . .

The New York Times reports that some law firms are paying new lawyers as much as $80,000 to stay away for a year.

New York-based Cravath, Swaine & Moore is offering new attorneys $80,000 to delay their start dates for one year. Cravath isn't alone -- other firms have taken similar steps, including offering current lawyers a year off to work in a public-interest job in exchange for a salary cut.

Law firms continue to lose revenue, due to drastically reduced merger and acquisition activity -- down 55% so far this year compared to 2008.

Mark TothArticle by Mark Toth, Chief Legal Officer of Manpower's North American operations, and courtesy of Manpower Employment Blawg. Mark also serve as Chief Compliance Officer and Vice President of Franchise Relations and serve on our Global Leadership Team, North American Lead Team, Executive Diversity Steering Committee and Sarbanes-Oxley Steering Committee.


"Calling all problem-solvers, critical thinkers and entrepreneurs: America needs you." This is the call from President Obama, and is overwhelmingly supported by the results of a recent Gallup poll. The Gallup poll of 1,100 employers and employees shows that virtually all of those surveyed believe that the American workforce needs to become more entrepreneurial if America is to remain competitive. Entrepreneurship was defined as "taking the initiative and assuming risk to create value for the company or business, either as an owner of your own business or in your place of work."

The new report from the Junior Achievement Innovation Initiative (JAII) and Gallup also shows that K-12 classrooms are the place to start teaching entrepreneurship. Nearly half of employees and employers felt the best time to learn entrepreneurship is in the K-12 grades, surpassing college and "on the job." Only one in 10 felt entrepreneurship is an innate skill that comes naturally.

"We began this process nearly a year ago and are frankly surprised that the employers and employees are in agreement on the value of the country having a more 'entrepreneurial workforce,'" says Jack Kosakowski, president of Junior Achievement USA. "We also could not anticipate that the new Administration would be making entrepreneurship a priority as part of its agenda for education, which we believe opens the door for a new way of thinking about workforce development in this country."

During his March 10th speech on education to the Hispanic Chamber of Commerce in Washington, DC, President Barack Obama called on the nation's governors and state education chiefs to "develop standards and assessments that don't simply measure whether students can fill in a bubble on a test, but whether they possess 21st century skills like problem-solving and critical thinking and entrepreneurship and creativity."

For full report visit http://www.ja.org/files/The_Entrepreneurial_Workforce_full-11.pdf.


Article courtesy of Kennedy Information Recruiting Trends providing leading edge insights and strategies for the recruiting professional


Because you will have only about fifteen minutes to sell your yourself to an interviewer (statistically, this is the total amount of real "talk-time" you have in an interview), you must be prepared for the "tough" interview questions and be prepared to answer them succinctly and effortlessly. Through your role-playing exercises, you will have prepared solid and candid answers to questions, which will vastly improve your success in every interview.

Once I learned how to answer the questions that follow AND the manner in which they should be answered, I received job offers after every interview I went on!

As well, you will be able to provide your answers in a comfortable, natural, and relaxed manner. This is because:

  • You have been role-playing until you've reached a firm comfort level.
  • You know the questions.
  • You have the answers.

So let's review the questions and answers. Note that the answers provided here are intended only as a guide, so you need to work on customizing your own answers to these questions.

QUESTION 1: Tell me about yourself.

This is a confusing question for many people. Some have asked themselves, "Why is she asking me this question? It's all in my resume, isn't it?" Actually, it's not all in your resume--it's in you, and the interviewer wants to hear it directly from you. Your response should be a four or five sentence statement that summarizes your professional and/or educational background. Some people have never been able to decide if an interviewer wants to hear about their personal or professional side, so let's solve this mystery right now: This is a skills and abilities question; no more, no less.

Bottom line: the interviewer wants to know what value you will bring to the company. Remember, the purpose of an interview is to determine what you can do for the company, NOT what the company can do for you!

To answer this question, you must know your skills and abilities inside and out. Tell the interviewer what you do best. Think about the skills or abilities the company is looking for and connect those to your own. You'll know what the company is looking for based on the research you conducted beforehand and what you may have been able to glean from the job description. Of course, you will have an answer ready as a result of your interview preparation techniques. Say what you have to say. Do not ramble! Once you've given your answer:

  1. Stop talking
  2. Smile
  3. Keep your hands in your lap
  4. Look to the interviewer for the next question.

The way to answer this question is to tell the interviewer about your professional abilities in a summarized format. For example, you might say:

"I am an accountant with over ten years experience. I graduated from ABC College with a degree in Accounting in 1978. Since then, I have held four jobs, each with increasing levels of responsibility. I have also worked in both manufacturing and service organizations, thus rounding out my experience as an accountant."

Another example of a way to answer this question:

"I am an administrative assistant with seven years of experience in small- to mid-sized firms. I have reported to various levels within these organizations, ranging from the executive vice-president to manager level. My skills include the ability to work with all levels of people in the organization, as well as using personal computers for word processing, spreadsheets, and presentation materials. I also enjoy learning new software packages. I feel one of my strong points is the ability to handle multiple priorities in a fast-paced environment."

A recent college graduate might respond this way:

"I recently graduated from ABC College with a degree in Business Administration and a 3.5 grade average. My goal is to obtain a position that will allow me to develop and refine skills that I learned both in college and my various part-time jobs. I've worked in retail and in office settings, and am now ready to begin a full-time career with a company like XXX Company."

Once you've developed a response, be prepared to give examples that support your opening statement.

QUESTION 2: What were your responsibilities?

When answering this question, try to present yourself in a broad, general way. During your interview preparation, you should have identified about six responsibilities from your current or former position, which you should then summarize during the interview. Do not give in to the temptation to go into great detail about what you did. Talk about what you were responsible for.

You might want to begin your answer by saying:

"I was/am responsible for the management of the accounting department at ABC Company, supervising personnel and processes in order to accomplish corporate objectives, etc."

Keep your answer at a high level--no details are needed at this point. Another way to answer this question:

"I was responsible for providing administrative support to ensure the smooth and efficient operation of the sales department. I ensured the timely preparation of presentation materials, proposals, and all related documents. I was also responsible for maintaining travel schedules for the sales and marketing personnel in the department."

A recent college graduate might answer this question in the following manner:

"I held various jobs during my four years of college. While working at ABC Company as a summer intern, I worked in the marketing department helping the director create new marketing materials for the sales department. This included coordinating the work of the copy writers and the artists to ensure that the marketing materials were done on time."

QUESTION 3: What are you looking for?

This question should receive a fairly general answer. Try to limit your answer to one (but no more than two) sentences. Use a summary of the attributes you identified during your preparation sessions. Be prepared to discuss your short-term (1-3 years) and long-term (3-5 years) goals. You may want to say something that is vague yet satisfying to the interviewer, such as:

"I am looking for a position that will allow me to use my experience in the ______ field, including xxx and xxx. I am also ready to take on increased responsibilities in a management capacity when the opportunity arises. I am eager to work in a company that can provide the opportunity for professional growth."

>> NOTE: Think about what you mean when you say 'professional growth'; a good interviewer will ask what you believe is the next logical level for you to move to. And please, don't say "a management position" unless you can provide specifics...we've asked candidates in the past what they wanted to manage, and they were truly stumped. If you've taken management classes in school, that's great, but do not expect to be hired out of the gate as a manager! OR
"I am looking for the opportunity to take on new and challenging assignments that offer the potential for growth within an organization such as yours. I had been an administrative assistant for seven years and am ready to move to the next level."

>> NOTE: What is 'the next level' for you? Be prepared to articulate this. OR
"I'm looking for a company that will look at my studies and part-time work as the basis for hiring me as an entry-level employee. I'm hoping to further develop my skills in the marketing field with the hopes of moving through the ranks of the organization."

>>A good interviewer will ask follow-up questions. Regardless of your answer, be prepared to state what you're looking for. If you say you're ready to move on to the next level, be prepared to describe that next level.

QUESTION 4: What don't you do very well?

This is a question that makes most people go weak in the knees during an interview. Interviewers commonly employ this question for a number of reasons:

  • To see how well you think on your feet
  • To detect any negativism about yourself or former employers.

This is also a way for the interviewer to obtain your honest appraisal of your abilities. There is a very simple and easy way to handle this question: candidly and honestly. While you should not throw caution to the wind when you give your answer, your interview preparation session will have given you ample opportunity to develop a terrific response. No one is perfect; we all have strengths and weaknesses.

If the interviewer were to ask about your strengths, you wouldn't hesitate to answer, right? On the other hand, if you were asked a question that, on the surface, asks that you "incriminate" yourself, you would hesitate to answer it, and your hesitation will probably be evident during the interview. The trick here is to turn a negative into a positive. Here's how: Let's say you truly despise repetitive and boring work. Obviously, you can't say this during an interview, but you can be honest when you say:

"If I had to do the same or routine thing all day it would be difficult."

Another answer to this question might be:

"I am a people person. I like to work with people. If I couldn't, it would be difficult."

On the surface, these sound negative, but you have turned them into a positive. It is imperative that you develop an honest answer to this question before the interview, as it will come up in one form or another. Do not be tempted to tell the interviewer that there is nothing you do not do well, because no such person exists!

QUESTION 5: What are your accomplishments?

Now is the time for you to brag a little! Tell the interviewer about situations in which you did well and events that relate to the position for which you are applying. In order to brag effectively, do the following during the interview: 1. State the problem 2. Explain how you handled it 3. Describe the results (i.e., cost savings, automation, increased sales, etc.)

We will cover behavioral interviewing in a future article, but the advice here follows the S.A.R. guideline that is taught to hiring managers and other interviewers so that they can understand how you behaved in certain situations.

Some believe that past behavior is predictive of future behavior, so many interviewers will try to extract behavioral examples from you that ask you to describe specific: - Situation(s) - Action(s) - Result(s) You should have at least six examples ready. Use these to back up your skills and abilities statements. Be sure you have sufficiently rehearsed these six examples during your role-playing sessions, as they will come in handy during the interview. Here are some sample responses to this question:

"Our accounting system was antiquated and required updating to reflect new business and customer needs. I researched this problem and recommended the implementation of an enhanced, fully automated accounting system. The result of this was a savings of $250,000 per year, more timely and accurate management reporting, and a reduction in our accounting staff."

"When I accepted the position at ABC Company, there was no centralized filing system. Trying to find important documents was nearly impossible. I identified the problems with the current filing system, and put in place a new, more efficient system so that document retrieval became faster and easier."

"Even though I only worked part time at the video store, I recognized that some videos were being released to customers without their names and telephone numbers being logged. I suggested a change in the rental procedure that was adopted by the store owner. Now, all video rentals are properly logged in and out."

Always bring a bragging folder with you (I've always called mine the "I Am Great" folder!). For example, if you wrote the best-ever press release, bring a copy with you so that you can say, "for example, I wrote THIS press release [as you pass it to the interviewer] in order to handle the crisis with the media....". ALWAYS try to respond to a skills- or abilities-based question with both verbal and hard-copy samples, which can be anything: correspondence, spreadsheets...whatever. You need to prove that you are capable of the work you say you did!!

Be sure to redact any confidential or proprietary information from any company document you submit.

QUESTION 6: What are your salary requirements?

Answering the salary question at this stage of the interviewing process can be dangerous; however, you must answer if asked, and your answer must be an honest one. Most advice you hear or read will tell you to avoid answering this question whenever possible. But, by avoiding it, you may cause your interviewer to think that you are hiding something or not being honest about your earnings. Our suggestion is to answer in one of the following ways:

"I'd like a salary that reflects the responsibilities of the position. My current salary range is low- to mid- $30's."

"At this point, salary is not an issue for me. I'm more concerned with the position and the opportunity to learn".

You may then feel free to inquire if your salary requirements are within the company's range. Do not feel obligated to justify or apologize for your current salary! Do not offer to take a cut in pay unless asked, and only you truly mean it. This could be appropriate if you are changing careers or looking for less responsibility. If you want an increase in pay, simply tell the interviewer and be prepared to explain why you think you deserve it. If you find that your and the company's numbers are far apart, offer to wait on a six month review, or something close to that. Do not let money become an issue on the first interview, because you may not get a second one!

QUESTION 7: What is your reason for leaving your current/former employer?

Be as honest as you can here. If your company has relocated, say so. If you were downsized, right-sized, or outsourced, just say so. But say so in a positive light. Remember, NEVER, EVER say anything negative about your former employer or former co-workers!! If you were terminated, practice your response carefully. You might respond in the following manner:

"Things at ABC Company did not work out well for me. It was not a good match, and I decided to move on/switch gears/etc.".

"ABC Company was experiencing financial difficulties and, as a result, laid off 20% of its workforce. My position was eliminated."

"ABC is a small company with limited opportunities for advancement. While I have thoroughly enjoyed my work there, I decided it was time to move on in order to advance."

Summary You should write down and continue to edit and refine your answers to these questions. As you continue to interview, you will learn what works and what doesn't. As you role play, you may find that that an answer has opened up a series of additional, unexpected questions.

A good role-playing buddy will ask you follow-up questions, such as - What do you mean by that? Why was your last employer not a good match? - How do you define career growth? Would you be happy with a lateral move? - Do you think our company can give you what you're looking for? Why? - Can you give me an example of how you handled that?

In all cases, you may need to either revise your original responses or develop answers to the follow-up questions. Continue to review your answers after each role playing session. And when you find yourself waiting in your car because you've arrived early for your interview, re-read them-and keep smiling!


Article by Lorraine Russo

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 seeking entry-level jobs and other career opportunities.

Originally posted on MN Headhunter


I got an email last week from Jim S. in New York. His job-search question may not apply exactly to you, but the mind-set I suggest to solve it should.

So, if you give me two minutes here, I'll show you two ways to get hired faster, by playing to your strengths, and offering employers the equivalent of "found" money.

Ready?

Jim writes: "I have been a self-employed residential general contractor with some commercial supervision experience for 35 years. Last fall I had heart surgery and as a consequence, I am no longer able to meet the physical demands of the job. How do I best convey this situation to a potential employer and still get in the door?"

When Jim asks, "How do I best convey this [health] situation to a potential employer and still get in the door?" what he's really asking is: "How can I bring up my health problems and still get an interview?"

This is common, backwards thinking.

Instead, of worrying about how to confess a negative, Jim should build a case for his strengths until they overcome any resistance in the minds of employers.

Here's the question that Jim (and you) should ask instead: "How can I appeal so strongly to an employer's self interest that any issues about my physical condition won't matter -- they'll want to hire me for my brains and not my body?"

Put another way, there must be some management function Jim can perform in construction that can leverage his 35 years of industry experience and knowledge, without requiring hard physical labor. He should examine his work history until he can picture a suitable job.

Better yet, he should call past supervisors, vendors, and clients, remind them of the good things he did for them, then ask: "Given my knowledge and experience, what leadership role do you see me playing for an employer?"

This is one way to overcome obstacles of physical condition, age, etc.

Now, here's a second way to get more job interviews ...

Let's say you find a wallet full of money and credit cards. On the driver's license, it reads: "Warren Buffett, Omaha, Nebraska."

Now. Do you think you might be able to meet the CEO of Berkshire Hathaway?

All you'd have to do is call Mr. Buffett and say, "I found your wallet. Can I deliver it in person?" You would enjoy making that call, having that conversation, and meeting Mr. Buffett.

Well, you can do the same thing with employers -- get to meet them by offering to return their "lost" money.

How?

Research employers until you can call a hiring manager and say something like this: "Mr. Smith, I found some lost money that belongs to you. You see, I called your office twice posing as a potential client, and your staff didn't ask me a simple question that my last employer used to increase revenues 35%. Can I meet you for 15 minutes this week and give you that information?"

You would enjoy making that call, having that conversation, and meeting Mr. Smith.

And if you brought your resume and more tips to help him in his business, a job interview would be the likely result.

Or, you can mail a letter describing your "found money" information, say you'll call to discuss, and then call at the appointed time.

If you really want to stand out, fold up your letter and mail it inside a wallet to an employer. (Buy wallets cheap at any flea market or dollar store). The headline of your letter can read, "Is this money yours?" No resume needed.

The point is this: When you call to ask someone if they're hiring, they'll refer you to HR. When you call to return their "lost" money, they'll hang on your every word.

All you have to do is research an employer's business, industry, clients, and competitors, until you find one idea that can make or save them a sizeable amount of money.

Best part: You don't need to create the money-making/saving ideas, just as you don't need to create gold nuggets -- you need only dig them up. Nobody cares where you found the gold (except for the I.R.S.).

If you can't do this -- if you can't think of ways for someone in your field of work to make or save money -- it means you have no idea why an employer should put you on the payroll. Instead of thinking of ways to earn a job, you are waiting for someone to give you one. And you are in for a long wait.

Kevin Donlin is co-author of Guerrilla Resumes. Since 1996, he has provided job-search help to more than 20,000 people. Author of 3 books, Kevin has been interviewed by The New York Times, USA Today, Fox News, CBS Radio and others.

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 seeking entry-level jobs and other career opportunities.

Originally posted on GadBall Blog


Hiring top performers from a competing organization derails when the new hire comes on board only to realize that he or she has no past in the eyes of the corporation.

Corporations have long sought out highly skilled, or "rock star" talent to join their ranks. By snagging top performers from a high profile competitor, management often satisfies its need to raid the troops from the current "gotta-have-it brand" within their industry sector.

During the course of my retainer with one of the largest franchise organizations in the world, I had the opportunity to see just what happens when brand name talent joins an organization that has not established a protocol for tapping in to the knowledge that such "rock star" employees bring to the table. At a meeting I facilitated with newly hired business consultants, the air was electric with ideas for improving individual productivity and unit performance. Suggestions were flying faster than they could be posted on flip charts. Training came alive that day, because it was based on shared knowledge and enthusiasm for new ways of achieving goals in the business.

The next time I met with the very same group of business consultants was 90 days later. The lack of energy in the room was palpable. Participation was at a minimum. Heads were down, and disillusionment was up. What happened to these formerly enthusiastic fresh faces? Reality.

Pressing further, I heard examples from some of the brave souls in the room. When presenting solutions to management on how to deal with the very issues they were hired to correct, management dismissed their recommendations with a simple, "That's not the way we do it here." End of story. Was there any wonder that these former rock stars were now lower than the proverbial "snakes in the grass?" They had heard that in effect, they had no past, and were now caught up in the dysfunctional culture that they were hired to help overcome.

This abysmal experience happens over and over in corporations across America. What is the result? Reduced morale, reduced productivity, increased turnover, and increased recruiting costs are but a few that come to mind. Given the pervasive nature of this type of hiring scenario, what can recruiters do to minimize the negative impact of new hire disillusionment in their companies?

Recognize that brand name hires cannot cover faulty infrastructure. Until management rescinds its provincial stance on taking advice from others who come from outside the business, rock star hiring is bound to fail. Working with senior management on an assimilation plan that takes advantage of outside knowledge and takes a look at the resultant fresh ideas such knowledge brings is critical.

Understand that organizational readiness cannot be created in a classroom. Training sessions, no matter how effective the instructional design, will not overcome resistance by management to accepting new ideas. This is a case of recruitment, training and senior management working together to build a culture that welcomes, rather than shuns new ideas.

Be prepared for pushback on the part of existing staff, who may feel devalued by the "face value" of rock star new hires. Given the number of RIF's, existing staff may view new hires as a threat to their own positions. Maybe? Absolutely. Budgets are slashed thin, and top performers claim the prize of continued employment. New hires from downsized organizations, rock star or otherwise, should be seen as people to grow and learn along with, as opposed to prey to be reckoned with.

Review past exit interviews in search of this pattern with other rock stars that left the company, often demoralized and alone. If the research centers the trouble with one manager, or a specific group within your organization, it is imperative to bring the issue up with senior management and the individual(s) involved.

We are in a job market where highly skilled workers are prized, and necessary to accomplish the rebuilding of the economy. Our role as recruiters is to hold management accountable for the care, feeding, and retention of employees (rock stars and otherwise) that will get the business where it needs to be. Although it may be risky to call out destructive attitudes on the part of management, anything less is doing a disservice to the company.


Article by, Barbara Poole and courtesy of Kenndy Information Recruiting Trends providing leading edge insights and strategies for the recruiting professional


Survey Reveals Employees' Most Prized Summer Benefits

All work and no play makes for a dull summer, a new survey suggests. Flexible schedules (38 percent) and leaving work early on Fridays

(32 percent) are the most coveted summer benefits, according to workers polled.

The survey was developed by OfficeTeam, a leading staffing service specializing in the placement of highly skilled administrative professionals. It was conducted by an independent research firm and is based on telephone interviews with 457 workers 18 years of age or older and employed in an office environment.

Workers were asked, "Which of the following summer benefits would you most like to have?" Their responses:

  • Flexible schedules = 38%
  • Leave early on Fridays = 32%
  • Activities (e.g., company picnic, potluck) = 6%
  • More relaxed dress code = 5%
  • Other = 4%
  • Don't know/no answer = 15%
TOTAL = 100%

"Employees appreciate flexibility in their jobs because it gives them greater control and enables them to handle other commitments without sacrificing their work performance," said Robert Hosking, executive director of OfficeTeam.

Flexible scheduling is an inexpensive way to keep employees motivated. To ensure customer service doesn't suffer, Hosking suggested that businesses stagger workers' schedules to maximize the total number of hours employees are available to assist customers. "Companies should pilot flexible schedule programs before rolling them out permanently," Hosking recommended. "This gives businesses time to evaluate the impact on workflow and productivity."

Even if companies aren't able to implement flexible schedules, allowing employees to occasionally leave early on Fridays can have a positive effect on morale, Hosking noted. "Many workers schedule weekend trips during the summer and appreciate a head start on their travels," he said.

Survey Methodology

The national survey was developed by OfficeTeam. It was conducted by an independent research firm and is based on telephone interviews with 457 full- or part-time office workers from a starting sample of 2,000 adults aged 18 or older. The results were then weighted to provide nationally representative and projectable estimates of the adult population 18 years of age and older. The sample is post-stratified and balanced by key demographics such as age, sex, race, region and education.


OfficeTeam provides businesses with the highly skilled administrative professionals they need to maximize productivity, achieve cost efficiency and support existing staff. The staffing firm has more than 325 locations worldwide and offers online job search services at www.officeteam.com.


Easy Rewards to Retain Employees

Using visa gift cards, is an easy and affordable way to retain valued employees. It does not have to be an expensive card. It is the symbolism that is important. The recognition is the important thing. The gift card is just the method of recognition.

Why Use Gift Cards?

The card links the company to rewarding performance. That recognition will improve retention. Again the point is not to be giving money or equivalence. The point is to recognize valued contribution. Using a gift card is simple, useful and easy to obtain. The person who is recognized can keep it and use it for anything they want to reward themselves. This becomes a secondary benefit to you.


When the person who earns the gift card is first recognized for whatever their contribution, it reflects well on your company. When they use the card, they will be reminded again that the reward is attached to the company and the good behavior. Subliminally, this personal reward is tied back to the company. In other words, the company gets credit twice for a single recognition.

How Much?

How much you chose to give is up to you. A small companies may have an employee of the month program. If you give out 12 cards with $25 that is $300, a small amount for the retention benefits you will receive in return.

It also depends on what you are trying to accomplish. If you are using it as a top reward for excellent performance where someone has brought in millions of dollars in sales over the course of a year, a $25 reward is probably not significant.

How to Promote the Reward

The key here is to find a way to make the reward more important to the amount or value. For example, one company I know, had a candy dish that was moved from desk to desk depending on who was the employee of the month. They were given free refills once a week. That was not the point. It was a decorative dish that no sane person would chose. It stood out like a sore thumb. It was the symbolism of having it that was important.

Your job is to find a way to make the reward more important than the visa gift card itself. Make it fun and competitive.

Other Options?

I suppose at American Express they probably don't give away Visa gift cards but it would be kind of weird to give away American Express Cards at American Express. Almost every big box store has some sort of card program. The Lowe's and Target's of the world all have them. I-tunes is a great option but the problem with some of these options is the flexibility. The beauty of Visa gift cards is you can use them anywhere for what you want. If the recipient wants to treat their family to ice cream or wants to buy a new item of clothing, it is no problem. Remember you want that employee to experience the secondary reward. That is why a card like the visa card works best.


Tom Tassinari.jpgAfter 20+ years as an engineer in the R&D world, Tom Tassinari found himself in the recruiting world. By adapting the problem solving and process discipline skills of engineering to the recruiting world, he now works with companies on locating and hiring top talent...with his own techie twist.


Two trends have changed the world of work in many ways. The first is the shift towards a knowledge based economy that many countries are seeing and the second is global connectivity, interdependence and integration. The new career context that is emerging as a result of these trends has given rise to the terms - Protean and Boundaryless careers.

Protean careers

Companies are operating in a more complex (knowledge-based/global) environment, which is constantly changing. They need to be flexible and nimble in order to stay in business and hence many companies have given-up the idea of keeping employees for a lifetime. By doing, so they have transferred the responsibility and risk of managing careers to the individual. So in order to survive this change, individuals need to become more self-reliant in managing their careers. This means knowing what they want from their careers, developing the skills/knowledge/network that is necessary to achieve their goals and being able to 'change with change'.

Hence the term Protean career, the origin of of which comes from Proteus, a Greek sea-god who could change in form as the situation demanded. A more formal definition is provided below:

"The protean career is driven by the person, not the organization, based on individually defined goals, encompassing the whole life space, and being driven by psychological success (rather than) objective measures of success such as pay, rank or power. It is a career in which the person is (1) values driven in the sense that the individual's personal values provide the guidance and measure of success for the individual's career, and (2) self-directed in personal career management--having the ability to be adaptive in performance and learning demands."

Boundaryless careers

Another result of these changes is the move towards more 'boundaryless' careers, which involve a sequence of job opportunities that go beyond single employment settings. It involves the breaking down of traditional boundaries (for example job boundaries of specialist functions and skills), organisational careers which progress independently of well trodden career paths and the social boundaries separating work and family roles.

The concepts of protean and boundaryless careers are still developing and there are many factors such (for example social/cultural beliefs and economic status) which impact their adoptability/implementation. Nevertheless, they are important concepts/developments and have implications that should be considered.

Implications for organisations: If you want to retain the best people make sure you provide them with the resources/opportunities necessary for managing their career, either within or outside your firm. Why outside your firm? Because they will not stick on, if you are not providing them with development opportunities that enhance their marketability.

Implications for individuals: While the current recession will be a dampener for a bit, never has there been a time when you could pursue what you really want, to such an extent. Take advantage of this and in case you are not doing so already, start taking charge of your own career.


From: Amit Puri is the Managing Consultant at Sandbox Advisors. He has over 10 years of business and HR related experience, with companies such as Bain & Co, Morgan Stanley and Citigroup. Sandbox Advisors is based in Singapore and provides career management and HR consulting services in Asia.

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 seeking entry-level jobs and other career opportunities.

Originally posted on MN Headhunter


During a recent coaching workshop, one audience member asked: How does a person make themselves known to recruiters? (This questioner worked as in-house counsel so did not get the same attention from recruiters as her attorney colleagues in law firms.)

Refer. Build long-term relationships with recruiters by being helpful. Take recruiter calls, even when you're not actively looking, and help them find people by referring quality leads. Remember that your referrals are a reflection on you, so only refer people who fit what they are working on and who will represent you well.

Get referred. Recruiters like to find you. They don't typically see unsolicited candidates. So maintain a robust network, find out from your colleagues who the good recruiters are for your sector, and have your colleagues introduce you.

Be prominent. Again, recruiters like to find you, so appear in the places they will look. Be active in your professional association, speak at conferences, publish white papers, and update your LinkedIn profile. Speaking and publishing are great ways to establish your expertise, and recruiters like people at the top of their game. This is also a great way for someone with a less traditional background (e.g., in-house counsel) to get known amongst the more traditional colleagues (e.g., at the brand name law firms).

Manage your own career. Recruiters are great for getting a sense of the market, including compensation, demand for your skills, and hiring trends. Recruiters do have access to plum positions, especially the big retained firms and especially for C-suite spots. However, you should already be networking with people in a position to hire you and refer you. In this way, you are the best person to position yourself and keep yourself in front of mind of the right people.

You are the best manager of your career. This should include recruiter relationships, but not exclusively so. Recruiter relationships are helpful but not necessary.


Caroline Ceniza-Levine is co-founder of SixFigureStart (a career coaching firm that specializes in working with Gen Y young professionals. Formerly in corporate HR and retained search, Caroline most recently headed campus recruiting for Time Inc and has also recruited for Accenture, Citibank, Disney ABC, and others.

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 seeking entry-level jobs and other career opportunities.

Originally posted on The Lakeshore Blog


Every so often, we at employeescreenIQ like to have a little bit of fun with the question "What would a background check on (insert name) look like?" We've tackled O.J. Simpson (no pun intended), the fictional character of 24's Jack Bauer and even our own Jason Morris (but keep in mind he wrote that one himself so I'd triple check those facts!). Occasionally, however, members of the news media do the work for us. Accordingly, we have the case(s) of Adam "Pacman" Jones, former defensive player for the Tenessee Titans and Dallas Cowboys.

Mr. Jones has made some poor choices in his personal life that have had a significant adverse effect on his professional career. The whole reason for this timeline of events is that the Cowboys are looking to give him yet another chance at redemption. If your employee had the same history, would you do the same?

Pacman Jones Arrest Record: His Greatest Hits

By Mike McD, Bleacher Report - June 8, 2009

Reports are coming in that the Dallas Cowboys are thinking of bringing Adam "Pacman" Jones back to the team.

On paper, that may not be a terrible idea. Jones has shown that he can be a solid defender and a dangerous punt returner. Off the field, however, Pacman has not exactly proven himself to be a good, upstanding citizen.

He has more arrests than he does career interceptions. That's really all you need to say.

Let's take a look at the kind of trouble Jones has gotten into.

July 13, 2005

He was arrested and charged with felony vandalism after an altercation at a nightclub. Pacman doesn't waste any time making himself familiar with the nightclub scene.

I also love how press releases always say nightclub, but we all know it was a strip club. How tame was it that all he got busted for was vandalism? Grade: C-

October 2005

Jones fails to check in with his probation officer and has his sentence extended for an extra 90 days.

Jones claimed that he couldn't get reception, that it always went to voicemail every time he called, that his probation officer was screening his calls, and that he totally lost his phone and actually just found it. He was ignored. Grade: D+

More


Article by, Natalie Beck and courtesy of EmployeescreenIQ


Network, Network, Network - the most important three words in job search. I don't really know the real statistics on the percentage of jobs filled through networking. And, although you will see various percentages published all over the Internet, I'm not sure that anyone really knows the percentage of jobs filled through contacts versus any other source. Is Networking the most important source? Probably.

Today I will list a few links from my network and provide additional comments links to remind you what you should be doing with your network. Thanks to a reader for providing the following two links:

Verizon - We all know this company, and their career site leads with a basic search box. They have tabs at the top for Careers, Search Jobs, Resume Account, Events, College and more. The Events link provides a list of recruiting events in your area while the College link provides information on internships and Development programs. You can create an account and load your resume. The Search Jobs link is a basic search where you can search by location and Job Title. There were 198 job opportunities when I checked the site.

Which Internet resources REALLY are helpful? - This link leads to Montclair State University's Center for Career Services. It does not matter whether or not you are (or have) attended Montclair State, you can still review their career site. This particular link provides a list of Internet resources for your jobs search. Many of these have been listed here, but many have not. Definitely worth a look.

Unemployed? Your New Job: Find a Job! - This post, from Secrets of the Job Hunt and written by Darlene McDaniel is a great article and is worth a read. The third point (network, network, network) seems to be a fairly widely used phrase (must be some truth to it).

Networking & Support Groups - I've mentioned several times in many posts what a great resource The Riley Guide is and this link regarding Networking is a great example. The article provides a vast number of networking groups, many of which should help in your pursuit of a job.

Networking - Make Business Contacts - This list, provided by the Washington Post, provides a list of Networking groups. There is also a link to the left-hand side of the page which lists top jobs posted on the Washington Post's website. There were 34 top job opportunities listed when I checked the site.

Good luck in your search.


Article by, Career Alley

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 seeking entry-level jobs and other career opportunities.

Originally posted on MN Headhunter


For most HR professionals, the Applicant Tracking System (ATS) is a necessary part of the recruiting process. There are currently well over 80 ATS's on the market today, each offering a variety of both general and niche services. With all of the diverse applications and trends, it may be difficult to stay current on new innovations within the industry, such as the adoption of Open Source software models. ATS companies have begun to offer free, customizable solutions to recruiters and hiring managers, making it one of the most attractive solutions for businesses.

The pricing models behind your traditional ATS can range from one-time license fees to software-as-a-service (SaaS), and most recently, free. Many users have grown weary about what free actually means, and have become savvy consumers of anything that presents itself as a "no-cost" solution. While a lot of SaaS model ATS's have many services that are free to use, to access all the functionality, you typically must pay for premium services.

Open source as a business model

Open source tools may be the closest reality to "free" services since, in order to use an Open GL license, the source code must be made available, at no cost, to the general public. That basically means that anyone can download the code and implement the solution without being charged. It also means that users can customize the application to meet their needs without the help of the original providers and developers of the software.

It may seem counter-intuitive for businesses or individuals to publish their work without any of the protections granted by a traditional copyright or patent, but the idea is simple: allow the public to drive innovation, adopt the standard, and grow the utility of the product. However, even though the source code is published, and the product is free to use with no limitations on feature-sets, it may not be in your interest to implement or customize the product yourself, depending on your resources. If this is case, many Open Source software publishers offer professional services, support, and hosting services.

Not your parents' ATS

Most likely, as a user, tester, or researcher of various ATS services, you have often wished for a specific functionality, integration, or module that could help you perform your job better and more efficiently. The real benefit of using an Open Source ATS versus a SaaS or licensed ATS is that your software is constantly evolving with consumer demand. Of course traditional ATS's spend a lot of time improving their products and working with user groups, but Open Source ATS's are not limited by what one particular company can implement, and instead are constantly worked on and improved through a vast, world-wide community of developers and professionals.

The benefit is that you can have access to modules, features, and services that are specific to your needs versus having to buy or license a homogenous service that is trying to be everything to everyone.


Article by, Dayna Racow and courtesy of Kenndy Information Recruiting Trends providing leading edge insights and strategies for the recruiting professional


Regardless of the type of industry for which you are seeking to find employment in you cannot succeed without first having the right attributes and then having the proper means to showcase your talents and achievements. Unfortunately, there is no perfect formula with which you can land your dream job though by following a few job hunting tips you will be taking an important step in the right direction and so can enhance your prospects of succeeding.

Be Aware of Your Own Talents

This is the first thing you need. You should be self-aware. You should know what your plusses and minuses are. You could do this very well if you delved into your past experience and assessed what you enjoyed doing and what you didn't. This could tell you where your special fortes lie and what you can do to succeed another important job hunting tip.

With this awareness set in your mind, you are ready to begin looking for gainful employmen! t. So where do you look? Look in the job classifieds in the newspapers first. Skip all the jobs that ask for educational qualifications you don't have. Here's a tip - if you see that a lot of jobs that interest you are speaking of a particular educational qualifications, get yourself that educational qualification. You may have to spend a year learning, but the benefits are that you will now have the confidence to approach the jobs that you like.

If you are meeting with failure in your job hunt repeatedly, a good thing that you can do is to enlist some professional help. Get in touch with a job recruitment agency. They will look through your experience and will look for a job for you that fits not just your qualifications but also your! talent and past experience. Also, they will help you to say the right things so that you practically have a guarantee that you get the job.

Experience always counts when you are looking for a job. Hence, highlight all the experience you have. A good idea would be to apply only for jobs where you have some experience. That can help you get more lucrative prospects.

Among other important job hunting tips, don't forget to understand the importance of creating a unique CV for the job that you are applying for. Sending generic resumes is not a good idea as it shows lack of thought and application on your part. You need to create your CV in a way that it focuses on your skills (especially, those that are relevant to the job) and which also emphasizes your work experience.

You will also need to follow some tips for job hunting in today's market because with the present downturn in the economy finding a good job has become a difficult task that can only be solved by doing things the right way.

Other important job hunting tips include adding a personal touch to your application, and being well prepared to get through the interview stage.


Thumbnail image for Carl Chapman.jpg Article courtesy of Carl Chapman, Founder, CEC Search, LLC and Confessions of an Executive Restaurant Recruiter


No matter where you are in your career, from entry-level to the top rung of the ladder, one skill that is absolutely necessary to catapult you from one level to the next throughout your professional life is the ability to interview well. What exactly is the purpose of an interview? What are the goals of both parties involved in the interview, and how does this tie in to receiving a job offer? What is the best way to prepare for an interview, to avoid being nervous, anxious, and blowing the entire appointment?

According to a general dictionary, an interview is defined as a formal meeting, especially one arranged for the assessment of the qualifications of an applicant. Seems simple enough, right? As a job seeker, it's necessary to change the way that you view an interview. Let's take our thinking from a passive appointment in which an employer gets to know a prospective employee, to a dynamic process in which a prospective employee has the opportunity to sell his or her skills. You see, many applicants have the misunderstanding that they will participate in an interview, for the purpose of determining whether or not they want to work for an employer, at the wages and salary the said employer is willing to pay. Think about this for just a second. Many applicants walk in to an interview with limited information about the company they have applied to, and believe the answer as to whether or not they work for this company comes down to the money.

In today's competitive job market, it's necessary that every applicant realize there are plenty of applicants for most jobs. Unemployment is at an all time high. When you get that call to interview with a company, it's not time to asses and be assessed - it's time for you to audition for the role of your life!

The goals for the hiring manager during your interview is to get to know you, uncover any hidden information not provided on your resume or application, and determine whether or not this person is a good fit for the position. As the applicant for the job, your goals should always be as follows:

* to display a professional and personable attitude
* to openly discuss and show the hiring manager how your past experience can connect to their current needs
* to ask thoughtful questions of the interviewer that provide additional information about the position, and the type of individual that will best perform the position

Obviously, the hiring manager performing the interview hopes to fill this job with the "right candidate." Conversely, the applicant's goal should be provide such a stellar performance, the employer will have no doubt their company cannot continue to operate without you as a part of their team.

The best way to prepare for an interview is with the help of your career agent or the recruiter who is representing you. In the event you pursuing your search alone, here are some helpful tips to ensure you are ready for the big interview:

1. Do a thorough research of the company's website.
2. View all news articles and press releases for the company for the last year.
3. Find out the name of the person you will be interviewing with, and search for information about them on LinkedIn, Google, MySpace, Facebook, or any other social networking websites.
4. Contact the company's human resources department, and request a detailed job description be emailed or faxed to you.
5. Go through the job description, line to line, and write down all of the skills and experience you have that relate directly the position. Be prepared to discuss each of these with the interviewer.
6. Write down a minimum of five good questions you wish to ask the interviewer during the appointment. Make sure your questions are not answered by the company website, and further show your interest in the position on a long-term basis.
7. Make sure you have directions to your interview, and allow yourself plenty of time to arrive early.
8. Dress for success - it's always better to be ultra-professional than to be under-dressed for the meeting.
9. Bring three clean copies of your resume to the interview, with cover letter and references.
10. Write a thoughtful thank you letter to each person you spoke with during the interview, and email them as soon as you return to your home or office.

When you attempt to handle a job search on your own, it can be a cumbersome and time consuming process, that results in fewer interviews and employment offers than expected. Oftentimes, the decision to work through a career agent or professional recruiter can be the difference between obtaining your target position and remaining in your current situation. Changing your perspective on how to interview, and the goals of each party involved in the activity can ultimately provide you with the success in obtaining your next career move, with proven results.

Christina Archer is the Director of Recruiting with AgentHR, in the Columbus, Ohio office. Christina specializes in the contract, temp to hire, and direct hire of healthcare professionals at hospitals and healthcare facilities across the United States. Christina is the group manager of "The R.N. Network" on LinkedIn, and offers job seekers unique tools, articles, and resources on her blog. (I-Careersearch.com) Whether you are a hiring manager looking for a long-term recruiting strategy that will save you time and money, or a job candidate who is looking for the professional representation necessary to remain competitive in today's employment market, visit Christina's website for more information, at http://www.agenthr.com/carcher

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 seeking entry-level jobs and other career opportunities.

Originally posted on Confessions of an Executive Restaurant Recruiter


A Must-Have in the Electronic Age

An applicant tracking system (ATS) in the electronic age is a must have. With resumes coming in via mail, email, fax, carrier pigeon, (long story) you need a good resume management system to keep track without creating unmanageable stacks of paper.
A good system should accept the various forms of resumes and job inquiries. It should also allow for the capture of contact info along with notes on phone or email interactions. A top end system would also include specific job tracking and a direct web portal where job seekers can apply directly through your company web site.

Why Keep Resumes?

There are 3 very good reasons.

1. The first reason is to save you money. If you search for positions and find a number of candidates but only have 1 position to fill, it would be wise to keep the contact info and resumes of these candidates close by and easily searchable.

2. For candidates that submit to you via electronic means, it is much better to collect them electronically than to gather them, print them out and file them away.

3. The last reason is the Equal Employment Opportunity Commission . There are legal definitions of an applicant and requirements for many businesses to track these job seekers.

What is the Best Way to Track It?

There are a number of solutions, some more complicated and more involved than others. Anything from a good old fashion file cabinet filled with paper, to a simple resume database , to a full service ATS solution.

The best solution for you depends on your budget, risk tolerance, and aversion to paper. Either way for historical and legal reasons, it is important to track who has applied and interviews at your company.


Tom Tassinari.jpgAfter 20+ years as an engineer in the R&D world, Tom Tassinari found himself in the recruiting world. By adapting the problem solving and process discipline skills of engineering to the recruiting world, he now works with companies on locating and hiring top talent...with his own techie twist.


I have seen a lot of bad ideas in my life; New Coke, Windows ME, The Ab Roller and Sleeping Pills for Kids! While I am confident that legislatures thought this was a good idea the impact is far reaching. Sealing criminal records, especially those of convicted felons could very well top the list of worst ideas ever! Not allowing an organization to conduct thorough background checks puts people at risk, period. Well congratulations State Senator Eric Schneiderman, D-Manhattan/Bronx, you get the newly created employeescreenIQ "New Coke" Award!

New Law Will Allow Courts to Seal Criminal Records for Drug Offenders

Starting Monday, a convicted felon could be hired to teach your child in school or care for your ailing grandmother in a nursing home, and neither you, nor the employer, would have a way of knowing about the person's criminal past.

New legislation, enacted as part of Rockefeller drug reforms included in this year's state budget, allows courts to seal the criminal records of non-violent felony drug offenders if they complete drug court and rehabilitation programs. Convictions for one felony and up to three misdemeanors could be sealed.

That means that most employers would never know if a person was previously convicted of manufacturing meth, selling marijuana or using a child to commit a controlled substance offense -- even if the employer runs a background check. The same would be true for several burglary and criminal mischief charges.

Those criminal convictions would pop up only if a person applies to become a police officer or requests a gun permit. Background checks for doctors, day-care workers and bank tellers would reveal nothing.

"It's insane to not protect the vulnerable over people who have had four shots," said Sen. John DeFrancisco.

James Freedland, spokesman for Sen. Eric Schneiderman, D-Manhattan/Bronx, who sponsored the bill, said the senator proposed the changes to give non-violent offenders a second chance and get them back into the workforce.

More


Article by, Jason Morris and courtesy of EmployeescreenIQ


One of my favorite weekly pieces in The Wall Street Journal is the "Cranky Consumer" feature. It's mystery shop kind of article; picking a product or service, 4 or 5 competitors, and evaluating each on the basis of quality, service and price. Recently, they hit close to home.

Investigating Online Private Eyes

CRANKY CONSUMER MAY 21, 2009

A Google search takes you only so far. If you really want the dirt on potential suitors, business partners and tenants, you have to dig deeper. Services that conduct background checks say they can find everything from a subject's prior addresses to credit-card use and even criminal records.

We tested four Web-based background-check services, Intelius, InfoRegistry, US Search, and NetDetective, to see what they could tell us about our chosen subject, a 50-year-old medical technician in Washington state who agreed to review results with us. Some facets of her life we thought would be easy to research, like the fact that she has lived at the same address for more than two decades. More complicated, a woman in our subject's hometown shares the same name -- it's a pretty common one -- albeit with a modified middle-name spelling.

http://online.wsj.com/article/SB124286773775841705.html

To a qualified employment screening company, there's actually nothing complicated about that. It's a very good piece though. Look at the variances in the type and quality of information provided by these databases. We know where much of this information comes from so the lack of quality wasn't a shock. But I have to be honest. employeescreenIQ sells these services for far less money that these four companies charged!

It was also interesting to see some of these firms charge a flat fee for unlimited usage for a set period of time. And maybe it's a good deal if you're using it 100 times, but it's a bad one if you're only using it a few. And more so, it is surprising to see fees range from $30 to $50 without a promise that information requested will actually be provided. You're basically paying for the attempt, not success, of the effort.

But surprising and interesting becoming worrisome at the user's intent.

Looking to find someone you've lost touch with? Perhaps. Using this to hire your next latex salesman? Bad, bad, bad idea. The article includes several examples of false positives, which are positively common for companies that do not use a reputable employment screening company. Ironic when no info is better than wrong info!


Article by, Kevin Bachman and courtesy of EmployeescreenIQ


It's been said that the best new ideas are the best old ideas.

Put another way, there's no need to reinvent the wheel in your job search if others before you have found ways to succeed.

What if I told you there was a success "system," invented by Benjamin Franklin in the 1730s, that helped create millionaires in the 1930s, when unemployment stood at 25%?

Do you think it might help you find a job faster today, with unemployment at less than 9%?

If you're interested, I'll describe this system, which can make sure you stay on track and do more of the right things each day, getting you hired faster for the job you want.

You'll need two items: a small notebook and a pencil. An Excel spreadsheet is a very helpful third component, but don't let the lack of one stop you from getting started.

What are you going to do?

Track, analyze, and improve how you spend your time every working day.

Because your time is your life. Do the right things with your time, and you'll get the right results in your life. In your case, the result you seek is a new job.

Here are the 5 simple steps to this ingenious system ...

1) Carry a small pocket notebook around from the time you wake up until you stop your job-search efforts in the evening.

2) Record how you spend your time in increments of 5 minutes.

Examples:

6:00-6:25 Wake, exercise
6:25-6:45 Breakfast
6:45-7:00 Shower
7:00-7:30 Watch TV news
7:30-8:10 Answer emails
8:10-9:30 Search online for job listings
3) Each evening, add up the minutes you spent on each activity and organize them into three categories: Productive, Personal, and Wasted. Productive time is anything that produces job leads.

Examples: calling friends to network, meeting other job seekers to help each other, interviewing employees of your target employer to learn about the corporate culture, etc.

Personal time is anything spent on yourself and not your job search.

Examples: eating, running errands, exercise breaks, etc.

Wasted time is anything that served no useful purpose.

Examples: checking sports scores, idle chatter, checking email every 15 minutes, etc.

Add up your time in these three areas on a sheet of paper or use an Excel spreadsheet.

4) At the end of the week, analyze your efforts. Here's where you'll get insights that can change your life.

Example: When I first tracked my time, I found I had spent 360 minutes in one week reading and answering email. That works out to 24 hours -- one full day of life -- every month pecking away at email. Unacceptable.

So I resolved to check email only twice a day. And I easily cut that time down to 240 minutes, saving two hours a week and 8 hours per month. Better.

But I never would have known where I was wasting time had I not tracked each day in detail.

Tip: After speaking to thousands of job seekers over the years, here's where you're probably wasting time each day:

  • Checking email several times an hour. Twice a day is enough -- morning and late afternoon. Anyone who really wants to reach you will call.
  • Doing personal errands or chores. Running to the store for milk or mowing the lawn won't get you hired. Only meeting with hiring authorities will get you hired.
  • Failure to network. Networking is like exercise: You have to do it every day to produce results. Block off at least two hours a day for calling people and being useful to them while reminding them of your job search.
5) Finally, commit to taking more productive actions each day, fewer personal ones, and none at all that are wasteful. Will you succeed perfectly? No. Will you improve simply by observing your efforts? Yes.

This system has its roots in "The Autobiography of Benjamin Franklin," in which Franklin described tracking his time daily in a notebook, with the goal of adopting 13 virtues as new habits.

You'll also find a variant of it in chapters 3 and 19 of "The Success System That Never Fails," by W. Clement Stone, who started amassing a fortune selling life insurance during the Great Depression.

Now. If scribbling in a notebook every few minutes and reviewing your day every evening seems onerous, don't worry. It gets easier as you go, thanks to this fact of physics: It takes more energy to overcome inertia and get moving from a standstill (your old habits) than to maintain that movement (your new habit of tracking time).

Try this system for 21 days. You will be pleasantly shocked at how much more efficient you become in all that you do, starting with your job search.

Kevin Donlin is co-author of Guerrilla Resumes. Since 1996, he has provided job-search help to more than 20,000 people. Author of 3 books, Kevin has been interviewed by The New York Times, USA Today, Fox News, CBS Radio and others.

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 seeking entry-level jobs and other career opportunities.

Originally posted on MN Headhunter


If you are thinking of starting your own business and want to get funding from venture capitalists or angel investors, there are some important things to think about, to increase your chances of success.

Venture capitalists engage in pattern recognition. They listen to many business plans and pitches and see many successes and failures. Over time they develop an ability to recognise patterns that occur in successful ventures. What you need to do, is understand what patterns they typically look for and develop/position your business idea as a new instance of such patterns. Here is what you need to keep in mind and think about:

Quality of management: The management team is important because investors want to be assured that when things go wrong, the company will be able to cope properly. They will look for signs of integrity, adaptive capacity, passion/motivation, number/depth of contacts and relevant experience

Value proposition: Is your solution/service/product a vitamin or a pain pill i.e. is it a nice-to-have or does it solve a pressing need for your target customers? Look not only at the product offering but also at the buying experience and the usage life cycle. How can you add benefits and/or eliminate costly benefits with little value?

Target market attractiveness: The market segment that you are targetting should provide a large enough customer base and attractive margins

Opportunities for growth: Is there enough opportunity to reap the benefits of economies of scale and scope. In the end you need to provide a return of 3-4 times the investors initial outlay

Competitive advantage and barriers to entry: How long can you hold off competition and is there anything about your business that they will not be able to replicate

These are some of the key issues to consider when starting a new venture and seeking funding. Each of the points covered has many aspects that need to be dealt with and there is too much to cover through articles. However, I hope this provides you with some good food for thought and sets you off in the right direction.

Article by Amit Puri. He is the Managing Consultant at Sandbox Advisors. He has over 10 years of business and HR related experience, with companies such as Bain & Co, Morgan Stanley and Citigroup. Sandbox Advisors is based in Singapore and provides career management and HR consulting services in Asia.

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 seeking entry-level jobs and other career opportunities.

Originally posted on HRM Business Practices and Notes


Your recruitment strategy is the most important step in a company's quest to find top talent. Attracting top talent is how a company succeeds, in good times or bad...especially the bad times. So why do so many companies skip this critical step?

Typical Recruitment Strategy - The Perfect Bad Example

If your company is anything like the ones I have worked with in the past your strategy is something like the following;

The Job Description - Once an order to fill a position is authorized, the hiring manager is asked to write a job description. That hiring manager then appoints someone in the department to write the job description. Usually someone just pulls the last one written for the position and changes around a few words. It is often just a list of what qualifications and experience someone thinks needs to be included on a resume. Everyone is happy it is done and gives their blessing.

Gathering Candidates - The next step is to gather candidates, this is done either with a 3rd party vendor, a job board or by placing ads in newspapers and online. In good times you get a few, often bad, resumes. In bad times you get tons of resumes, good and bad.

Resume Screening Process - Here's the really fun part. This is tedious work and often nobody is trained to do it properly. What ends up happening is the low man on the totem pole gets to sort through the pile of resumes looking for a couple that have the right keywords. No analysis of career path. No examination of skill sets. It is just matching keywords, job titles and years experience. Once four to six reasonable ones are found, the job is considered done.

Phone Screens - Now it's time to call the candidates and see if they are as good as they seem on paper. Usually a short conversation by an internal recruiter or someone from HR. The questions verify are geared to verify information on the resume and more than likely just to feel out the candidate and their personality for fit within the company. If there are at least three candidates left after this the mission is still on track.

Interviews - Finally it is time to interview. The candidates come in and meet with a hiring manager, supervisor and/or peers. None of these people has ever been trained to interview. Each has their own agenda and maybe a set of questions regarding experience and qualifications.

Selection - At this point each interviewer essentially votes on their preference and if there is no clear favorite, the hiring manager breaks the tie. Everyone is just glad the process is over so they can go back to work!

What's Wrong With This Picture?

Most of the problems here are related to going through a mechanical process rather than implementing a well thought out recruitment strategy. It is an exercise in filling a position rather than a thoughtful strategic plan on how to improve the company. Important but mundane tasks like screening resumes and writing job descriptions are delegated to junior people without the insight or experience to discern important criteria needed for the position. The achievement is not to better the business but to fill the seat.

Creating an Effective Recruitment Strategy

A successful hire is the result of a carefully thought out strategy. This means before the process is even started, someone, probably the hiring manager needs to answer some of the 'big' questions about the position. The big questions are about how this candidate needs to contribute to the company and how it will be measured. There needs to be a Why and How included in the What at the start of the process.

For example, there are 3 reasons why a company hires an employee; to make money, save money or implement/improve a process. So how is this employee going to impact one or two of these areas? Why is it this position that will perform these functions? Why is the person in this position critical to the mission of the project or company? How is this person expected to be measured? You can see the pattern here.

Integrating the How and Why into the Process

Once these questions are answered, they need to be included in the ads placed online and in news papers. This will do two things for your company. It will differentiate you from the numerous other companies trying to hire the same to person. Also, if you can relay the importance of the position to a candidate, you clearly understand why it is important to the company. I'll also bet you get a better quality of resumes. Good candidates don't run from a challenge, bad ones do.

Once you are in the screening process and interview process, ask the how and why questions to the candidate, either directly in the interview or indirectly in examining the resume. Look at the progression of responsibility. Look for someone who has worked in the right kind of environment. Ask questions and challenge the candidate in an interview to explain how they would react to being asked to perform with the Why's and How's of the opportunity.

End Result

When you have fully integrated the whys and hows into your recruitment strategy, you will see a few things start to happen.

  • Improved understanding of the importance of any position and be able to explain the importance to a candidate.
  • Attract a higher caliber of candidates with your advertisements
  • Screening and interview process and skills will be clarified and it will improve the likelihood of a good decisions
  • Clear recognition of which candidate best answers the what, why and how for the job, resulting in better hires for the company.

Then and only the will you have an effective recruitment strategy that will deliver you top candidates and make your company a success.


Tom Tassinari.jpgAfter 20+ years as an engineer in the R&D world, Tom Tassinari found himself in the recruiting world. By adapting the problem solving and process discipline skills of engineering to the recruiting world, he now works with companies on locating and hiring top talent...with his own techie twist.


There are a great number of resources for interview techniques designed for candidates but who teaches the interviewer how to conduct an interview? This is an overlooked aspect of the interview process. Think about it for a moment, how many times by poor interview technique fail to properly gauge the skills of candidates? Worse yet, if the interview is conducted poorly by the interviewer, top candidates will have second thoughts about joining your organization.

Learn here some pointers about the different types of interviews and some suggestions on how to make your interviews more meaningful.

Typical Company... AKA What Not To Do

Here's an example of a typical interview scenario at many companies. There are 3 candidates coming in to interview. The day of the interview, the resumes are sent to 2-3 people who are assigned to interview the candidates. When the candidates get there, the interviewer scans the resume and asks a couple of questions about the different jobs they have had and then asks the candidate if they have any questions for them. The end and the candidate moves on to the next interview where the exact same process is repeated.

At the end of the interviews, the team gets together and gives their opinion on who is the better candidate. Then the person who is the hiring authority makes a decision on who to hire...based on a 'gut' instinct.

If this is your process, please do two things, look at your hire rate of 'A/B+' candidates and the 'B-/C' candidates. If you are not 90+% you may want to reconsider your process.

The Preparation

The first bit of information every interviewer needs is training on how to prepare for an interview. The company should have a hiring strategy that lays out what type of interview technique, what format, and what types of questions that should and should not be asked .

Each position that is open should have a complete job description with success criteria. The people who are selected to conduct the interviews should be intimately familiar with the success criteria and trained in how to conduct an interview . Beyond that they should understand not only what questions to ask but how to ask questions in an interview setting. Poor questioning and follow up may leave a bad impression on that future employee.

Next, depending on the type of interview, whether it is a behavioral interview or a panel interview or another type of interview, each person needs to be briefed on their expected contribution.

The Interview

Once the interview team is assembled, it is incumbent on the lead person to insure each person has had some form of interview technique training. This could be as simple as doing mock interviews and explaining the difference between a good answer and a bad answer.

During the interview, there should be a focus on getting results and being expedient. A first round interview should not last longer that 45 minutes to an hour.

My preferred method is to look at the last 5-7 years of job history and work backward chronologically. As focused and targeted open ended questions that allow for the candidate to answer without a Y/N response.

It is also your job as the interviewer to put the candidate at ease and get them into the flow of the interview. Without getting too personal, ask them about themselves and let them talk. Most people can talk about themselves much easier than any other subject in the world. It is an ice breaker and should get the ball rolling. For more on this and other interview techniques, learn about the screening process and how to get into the flow of an interview.

Documentation/Follow Up

It is imperative that you as in interviewer take notes. Be sure to let the candidate know that the notes are to refresh you about the nature of the interview to give them the best chance to have an accurate portrayal of their skills knowledge and experience.

It is also important part of the selection process and critical to be as accurate as possible.

The Wrap Up

Your last question in an interview is most likely asking the candidate if they have any questions for you. Answer these questions as honestly and succinctly as possible. Write down the questions the candidate asks. The thoughtfulness tells a lot about the preparation of the candidate as well as their understanding of the position.

Finally some candidates will ask for a business card. It is up to you as to whether you want to give them one. The risk is the occasional stalker candidate but most want just to send along a thank you note. If you don't want to give out your card, don't bring one to the interview...but I will tell you that you may be looking at your next colleague or your future boss so it may be a good idea to get off on the right foot!


Tom Tassinari.jpgAfter 20+ years as an engineer in the R&D world, Tom Tassinari found himself in the recruiting world. By adapting the problem solving and process discipline skills of engineering to the recruiting world, he now works with companies on locating and hiring top talent...with his own techie twist.


Stereotyped Statements As Discrimination Evidence.

Employment decisions based on stereotyping can be illegal.For example, comments suggesting that "women should be home with children instead of working", or that "Hispanics are lazy", or that "older workers can't adapt to change" -- can be used as proof in discrimination lawsuits and sometimes are.

I wrote recently about the case of Chadwick v. Wellpoint. In that case Laurie Chadwick, the mother of four -including a set of triplets -- was denied a promotion because she had "too much on her plate." It's an example of a fairly typical case in which we see gender stereotyping at play.

There was no evidence that Ms. Chadwick's family obligations were actually interfering with her work. Rather, her superiors simply assumed this would occur. The court in Chadwick v. Wellpoint stated: "the assumption that a woman will perform her job less well due to her presumed family obligations is a form of sex-stereotyping and ... adverse job actions on that basis constitute sex discrimination."

What we haven't seen much of -- in fact, haven't seen any of -- are cases in which evidence of gender stereotyping has been used to prove discrimination against a man - certainly not a man who has been accused of sexual harassment.

That's why the new case of Sassaman v. Gamache from the Second Circuit Court of Appeals is so interesting and important. Continue reading ...


Guest post by attorney Ellen Simon, who has been listed as one of The Best Lawyers in America for her landmark work representing individuals in precedent-setting cases. Ellen blogs at the Employee Rights Post.


george lenard.png Article courtesy of George Lenard, the originator of George's Employment Blawg, has over twenty years of experience in all aspects of labor and employment law, including preventive law as well as litigation. His special interests include employment discrimination, sexual harassment, and noncompetition agreements. He is currently a managing partner with Harris, Dowell, Fisher & Harris, L.C., in St. Louis, Missouri, and lives in the suburb of University City with his wife and family.


In your quest for a new job, you really do need to manage your time and ensure you use several methods of search. Everyone has their own view as to what works best but using only one or two avenues of search is not the best use of your time. You need to have a mix of job search boards, company career sites, recruiters and, of course, networking (including social networks like LinkedIn).

Datafrenzy.com - "Search, Apply, and Get the Job" is this search site's tag line (it should be so easy). The candidate page is very clean, with featured companies listed down the left hand side of the page and tabs at the top. The tabs cover Search Jobs, Company Search, Login and sign up. When I checked the site had over 200,000 jobs listed. The main page also had the job search engine which is somewhat limited in the filter fields but certainly has all of the major filters. Search by Company has a very comprehensive list, with an alphabet selection field at the top and companies listed on the main page in alphabetical order.
Brokerhunter.com - This job search board specializes in financial services. The main page has a map of the US to search by location. There are tabs below the map to search by position as well. You can register on the site as well. Below the map there are tabs for Featured Jobs and Featured Companies. You can use the About Firms link to find out more about specific firms and you can search firms by location. Overall, the site is well put together with a broad range of options for search and filtering.

Bankjobs.com - As the name implies, this job search board focuses on the banking industry and yes, there are jobs out there. The main page has a tab for Job Seekers and Featured Jobs. You can register and post your resume, view job seeker links and review the job seeker guide. The Search Jobs link under the Job Seeker tab links to the main search page with a typical search engine. When I checked there were in excess of 300 jobs.
Getthejob.com - This site is a mix of a job search board and a social network for job seekers. The main page has quite a few tabs at the top: Browse Locations, Companies, Categories, People, Education and Job search. Below the tabs is a list of cities (for city search) and below that is a simple search box with two filters (location and jobs description). Browsing categories follow directly below and to the right of this are top rated jobs and connect with new members. You can also learn about employers. Doing a simple search on NY returned over 36,000 opportunities, 1,400 companies and 8,600 members.
BankJobbing.com - Okay, not a search board. This site is "the network for all bank employees and is "the first social network for bankers". The main page includes blog posts that are topical around job search. You can register and create your own page, see videos, join the forum, join groups and see all of the blogs. Certainly allows you to expand your networking while focusing on your industry.

Good luck in your job search.

Article by, Career Alley

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 seeking entry-level jobs and other career opportunities.

Originally posted on MN Headhunter


Recently I invited Jonathan Herrick the VP of Sales from Sendouts in St. Louis, to deliver a program to my Clients. I've always admired the company culture of Sendouts and it's no coincidence that their sales have increased by 50% during the last two years. It's no coincidence that Southwest Airlines and Zappos are also flourishing. The success of all three organizations is rooted in their company culture.

How would you define your company culture? What are your core values? What does your company truly represent? Your Company Culture is your company's "way of life." Is it your DNA, it's what makes you unique? The companies I mention above have no problem attracting talent. They have all become a magnet for Top Talent because of their culture. When an employee goes to work for Zappos they are trained on the company culture and core values for five weeks! It's no surprise they are one of Fortune's Top 100 companies to work for and have a 99% retention rate! Who does that?

It was revealed in an AMA study that 70% of change initiatives fail because your culture rejects them. That one statistic is enough for anyone to realize the importance of this topic.

Jonathan shared five steps to building a dynamic culture:

  1. Know your culture
  2. Hire tough - Manage easy
  3. Communicate
  4. Rethink outside the box
  5. Four-Wheel Alignment

If you want to gauge the culture of your organization and your effectiveness as a leader, you should read Break all the Rules by Marcus Buckingham. And, you should survey your employees:

  1. Do I know what is expected of me at work?

  2. Do I have the materials and equipment I need to do my work right?

  3. At work, do I have the opportunity to do what I do best everyday?

  4. In the last seven days, have I received recognition or praise for doing good work?

  5. Does my supervisor or someone at work seem to care about me as a person?

  6. Is there someone at work who encourages my development?

  7. At work, do my opinions seem to count?

  8. Does the mission/purpose of my company make me feel my job is important?

  9. Are my co-workers committed to doing quality work?

  10. Do I have a best friend at work?

  11. In the last six months, has someone at work talked to me about my progress?

  12. This last year, have I had the opportunity at work to learn and grow?

Follow the Three C's of Hiring: Character - Compatibility - Competence

You need to hire individuals who will align with your culture and core values as a company. When you build a dynamic team, top talent is drawn in by your team members, referral dramatically increase and you become a preferred employer. Positive word-of-mouth advertising in the job market is priceless.

Finding the Loop

Imagine what you could do with the survey results to improve employee morale and retention? Most employees complain that are not in the loop. In fact, most of them don't even know how to find the loop! Right now when things at sea are turbulent, your employees don't want you fixing the motor, they want you steering the ship and they want to know where the ship is headed, and they want their role defined!

If you want to attract top talent, discard your policies and procedures and replace them with expectations. Let your employees know what they can expect from you and be clear about what you expect from them. Give them the ability to make a difference and feel that they play an important role in your organization.

Another incredible book to read is The Five Love Languages by Dr. Gary Chapman. I was speaking at a conference in Florida when one of the attendees, Greg, suggested I read this book. He then actually sent me a copy, so of course I read it. Knowing how to build relationships is critical in all industries, in all companies, and in life. I must admit the reaction from my employees was confusion when I gave them the book to read, but soon we all realized the benefits of understanding how each of us communicates. This book will help you in your personal as well as business relationships.

If you follow some of the suggestions in this program you will retain your superstars, attract top talent to your organization, communicate more effectively and improve company morale and of course improve retention.

Article by, Barbara Bruno and courtesy of Kenndy Information Recruiting Trends providing leading edge insights and strategies for the recruiting professional


Consistent with LinkUp state by state job listing report for May released yesterday, the job search engine's report of new and total job listings by industry for May provides further proof that the job market is showing signs of life. While new job listings on LinkUp fell 8% to 425,783, the decline was a massive improvement from the 23% drop in April. Total job listings by industry fell 4% in May to 726,173. This, too, was an improvement from the 7% decline in April.

LinkUp, one of the leading job search engines in the country, indexes job listings found on only on company web sites (18,356 company sites in May). Unlike other job search engines such as Indeed or Simplyhired, LinkUp does not aggregate jobs from other job boards but rather aggregates and publishes only jobs pulled directly from company web sites themselves. As a result, job listings found on LinkUp are always current, often unadvertised, and never fake.

Just as encouragning as the slowing rate of decline is the fact that 14 industries showed either an increase or no decline in the number of new or total job listings. In April, not a single industry showed an increase in new job listings, and only 5 had an increase in the total number of listings. In terms of the best and worst industries, Healthcare and Hospitality experienced the largest increases, while Restaurant & Food Service, Technology, and Engineering & Architecture showed the largest declines.


Article by, Toby Dayton and courtesy of Diggings, a blog about recruitment advertising, media, publishing, HR, work, & technology, among other things.


We asked a few recruiters what they like and what their pet peeves are, when it comes to resumes. Here's what they had to say.

What they look for in a resume:

  • "It has to do with whether the person has progressive career development along the way. Is there career growth, what type of projects and assignments did they handle. Will they fit the job they are applying for"
  • "Appearance - should be sharp, readable, easy to skim, clean and no gaps"
  • "If the content tells me quickly - "What makes this person stand out"
  • "Does the candidate match the title, functional area and industry for the job in questions. It might be directly or peripherally, i.e. a related industry or function but should not be too far off. Then I will look for some sort of continuity in the resume"
  • "What I look for is a summary of qualifications or key skills. I then look to see if there has been a progression in terms of taking on responsibility. I also like to see resumes that are customised to the job - what results and responsibilities do they have which are relevant for the job."
  • "I like to see a chronological resume. It just follows progression better and is easier to use"
  • "Is there a basic match between the candidate and the job specification. The candidate doesn't have to meet all criteria exactly but some basic things like language requirement must be met. People often ignore even such a basic requirement and apply anyway"

What their pet peeves are:

  • "The functional resume. From a recruiters perspective we are typically trained to throw out the functional resume. Its just more work because we then need to look for an explain the gaps. If you're using functional its needs to be presented very well"
  • "The functional resume is fine but I like the chronological resume. It clearly shows me dates, data/facts, numbers, progression and results in proper order"
  • "Spelling mistakes and other grammatical errors"
  • "Too much information, provided in paragraph format which I can't decipher. I just won't waste my time with it"
  • "Not enough white space on the resume"
  • "Listing too many hobbies. Bragging too much, mentioning salary expectations, too much or too little information"
  • "Not telling me anything about the company the worked for. I don't know what ABC company on their resume does"
  • "Just listing a bunch of accomplishments without any results or context." For example - "Implemented an ERP system"
  • "Attaching a cover letter without showing any knowledge of the company they are applying to and why they are a good fit for the job"
  • "I want a cover letter. No cover letter -> no interview"
  • "Not providing a link between what you state in your cover letter & what is included in your resume"
  • "I like to see resumes customised to the company/job"
  • "Generic resumes are of little value, as compared to a resumes which provide information targeted to the job"


Amit Puri is the Managing Consultant at Sandbox Advisors. He has over 10 years of business and HR related experience, with companies such as Bain & Co, Morgan Stanley and Citigroup. Sandbox Advisors is based in Singapore and provides career management and HR consulting services in Asia.

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 seeking entry-level jobs and other career opportunities.

Originally posted on MN Headhunter


Here are 10 of my best tips to help you have a great interview and get the job you want in medical sales, laboratory sales, clinical diagnostics sales, research laboratory sales, hospital equipment sales, imaging sales, medical device sales, pathology sales, pharmaceutical sales, DNA products sales, and biotechnology sales:

10. Dress appropriately and watch your language.

9. Do your homework on the company and what they are looking for before you get there.

8. Have questions of your own to ask.

7. Know how to close the interview and ask for the job.

6. Remember that it's a conversation.

5. Know what to say if it turns out to be a behavioral interview.

4. Know what to do when the money question comes up.

3. Bring your brag book.

2. Bring your 30-60-90-day sales plan. It's a sure-fire way to impress hiring managers.

1. Before you go, visit with your medical sales recruiter for custom consulting and individual advice.


Article by Peggy McKee, Medical Sales Recruiter

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 seeking entry-level jobs and other career opportunities.

Originally posted on MN Headhunter


Risk Management has always been an interesting field, but recent events in Financial Services has increased the need for experienced Risk Management professionals (and this trend is likely to continue in the near term). Today's post will cover job opportunities in Risk Management in the continuing targeted search series "Who's Hiring"

Global Risk Jobs - "The Marketplace for Financial Risk and Regulatory/Compliance Jobs" is the tag line for www.globalriskjobs.com which is a targeted (niche) global Job Search Board. Their main page shows featured employers on the right-hand side of the page with featured jobs on the left-hand side. You can register on the site and post your resume, save searches and create job search agents. A basic search function is available near the top of the page with popular searches at the bottom of the page. A quick generic global search returned 50 pages (with 10 jobs per page).

Risk Talent - This firm is a global Risk Management Executive Search firm. Their industry focus is fairly broad, covering Capital Markets, Asset Management, Risk Consulting and much more. From their main page you can download their brochure, review salary surveys and review prior Risk Management placements. There does not appear to be a registration or resume submission link, but their "Contact Us" link names, telephone number and email addresses of their recruiters.
RiskManagementWeb.com - Another targeted Job Search Board, RiskManagementWeb.com's main page is somewhat similar in structure to globalriskjobs.com. The left-hand side of the page lists Risk Management jobs while the right-hand side of the page lists featured companies. The center of the page has links for Job Seeker tools (post resumes, job search alerts, etc.) with similar tabs at the top of the page. There were 64 job opportunities listed when I did a quick generic search.
The Regent Group - The Regent Group is an executive search firm specializing in Insurance and Risk Management. From their main page you can review the firm's profile, look at current opportunities and review professional resources. There is no registration page, but you can submit your resume via email from the "Become a Candidate" link on the main page.

Good luck in your search.


Article by, Career Alley

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 seeking entry-level jobs and other career opportunities.

Originally posted on Boston Technical Recruiter


In a study conducted by the Institute for Corporate Productivity (i4cp), six-of-ten respondents acknowledge that managers in their organizations have "tough but fulfilling" jobs. However, the majority of respondents lack confidence in management's effectiveness with 53% reporting that they rate overall management in their companies as "so-so" or worse. Interestingly, some respondents are even more critical with 15% believing their managers are either "barely deserving the name 'management'" or just plain "hopeless."

So, why become a manager? The top-rated answer among current managers is that they want to "make more of a difference in my organization." Two-thirds of managers gave that answer, a figure that rises to 70% in large companies. "That answer might seem a bit self-serving," says Mark Vickers, VP of research at i4cp. "But that was far and away the top response, and it helps give lie to the stereotype that managers are status hounds.

The truth is, being a manager is a tough job but one that often provides real opportunities to help companies." There are plenty of people, however, who would prefer to not take on the role of boss. In fact, when non-managers were asked if they wanted to become a manager, fully two-fifths say they do not. The top reasons include not only did they believe there is no work/life balance, but that there is just "too much stress." When asked which kind of managers people prefer, of the survey respondents, 34% opt for "easy-going" over "tough" (9%), but the majority didn't like either of those two options. In fact, nearly 57% chose "other" and proceeded to put in their own idea of a preferred manager. It seems people want a mix of managerial qualities, with fairness, consistency, balance and flexibility being among the most widely cited characteristics. So what qualities are associated with managers?

When asked to provide one "positive" word to describe managers, 11% of survey respondents cite "leadership," followed by "supporting" at 5.2%, and "mentor" at 5%. On the "negative" side, 10% of respondents claim "micro-manage," followed by "controlling" at 5.4% and "selfish" at 3.2%. "It gives you an idea of the yin and yang of leadership," says Vickers. "People want leaders who will support and empower them, and they hate bosses who try to control every little thing or who appear selfish. Most don't want someone who is just easy-going. They want someone who is responsible. To put it in leadership lingo, I'd say a lot of this is a vote for what they call 'servant leadership,' where managers provide the people they manage with the help they need to be successful."


Article courtesy of Kennedy Information Recruiting Trends providing leading edge insights and strategies for the recruiting professional


Engagement Still Holds Steady; Declines in Favorable Scores on Other Indicators

As the global recession wears on, employees are feeling increasing stress in the workplace that, if left unchecked, could impact business performance, according to Towers Perrin's Workplace Watch, a newly launched quarterly look at employee opinions across a set of large global organizations. Based on opinions of more than 650,000 employees, Towers Perrin found that only 55% of workers agree they can balance work and personal responsibilities, down from 62% just one quarter earlier. On the other hand, employee engagement -- a key indicator of organization performance -- has held steady through the first quarter of this year.

While the global engagement gap that Towers Perrin has measured and tracked for more than a decade remains, the current crisis has not, surprisingly, widened that gap. Contributing to this outcome is the fact that employees are actually clearer about their job responsibilities and have more confidence in their long-term career opportunities now than a year ago.


But the data also confirm a drop in employees' understanding of their company's goals and long-term direction, as well as in their positive perceptions of leadership's overall effectiveness -- both of which could signal the beginning of a downturn in engagement levels as this year progresses.

The inaugural Workplace Watch compares updated data for the first quarter of 2009 with the five preceding quarters to evaluate how the economic downturn is affecting employees' attitudes about work and levels of engagement. The first quarter 2009 data cover more than 650,000 employees working in a variety of organizations worldwide.

During the first quarter of 2009, favorable scores rose slightly on a range of items relating to organizational efficiency, communication, company reputation and frontline supervisors, all of which contribute to positive engagement. Almost three-quarters (74%) of employees agree their company's structure facilitates efficient operations, up from 66% in the last quarter of 2008 and 58% in the first quarter of 2008, suggesting the latest rounds of restructuring have been done thoughtfully and in a manner that doesn't automatically demand doing more with less. At the same time, 91% understand how their work helps the company achieve its immediate objectives, a view that has held fairly steady over the six quarters studied. Over two-thirds (68%) feel their company offers long-term career opportunities for them, up from 60% at the beginning of 2008. And 77% agree their company is highly regarded by customers, up from 73% the prior year as well, suggesting employees recognize the efforts their companies are making to connect with the marketplace in this tough economy.

"These results show that many employees 'get it' in terms of what the company has to do in the short term to weather the economic downturn," said Julie Gebauer, Managing Director. "They understand that the recession has required sacrifices, and they're willing to do what's needed to help their employer succeed -- in part because they want to ensure their own continued employment. The fact that companies don't yet face a growing gap in engagement is welcome news, particularly given the strong relationship between high engagement and high performance.

"That said, even the existing gap remains troubling since an 'all hands on deck' mindset is essential right now," Gebauer continued. "Complacency about current engagement levels opens a company to significant risk that it will fall behind competitors, both in performance and talent retention, as the economy starts to rebound and it shifts to more of a growth mode."

Not surprisingly, the data also confirm that fewer people are looking to change jobs right now. Seventy-one percent agree they're not seriously considering leaving their current job, up from 64% in the last quarter of 2007.

"While our data confirm people are less inclined to switch jobs right now, it's important to turn those statistics around and remember that 29% of employees are still open to moving elsewhere," Gebauer noted. "If engagement doesn't improve before the upturn begins and the job market opens up again, these individuals could be the first ones out the door. With almost one in three people contributing to 'latent turnover,' this is another serious risk to rapid financial recovery and growth -- especially if future attrition includes 'A' players and people in critical strategic roles. Smart employers will want to get ahead of the upswing in the employment trend, so when it comes back fully, they're not watching a revolving door of talent."

Engagement Warning Signs

In other critical areas linked to engagement and performance, a less positive picture also sounds some warning bells. Favorable views about leadership -- the top driver of employee engagement -- are down in some key areas. Most notably, the percentage of employees agreeing top management provides a clear sense of direction dropped significantly, to 63% from 71% in the fourth quarter of 2008. The percentage of employees agreeing that top management provides effective leadership also declined this quarter -- to 50% from 56% at the end of 2008. In addition, only 69% of employees agree that they clearly understand their company's broad goals, down a striking 10 percentage points from 79% in the fourth quarter of 2008.

"These trends are disconcerting and represent a wake-up call for leaders," said Max Caldwell, Managing Principal, "especially since we didn't start out with stellar marks on leadership in the first place. Positive perceptions of overall leadership effectiveness -- a critical driver of engagement -- are down. People need more from their senior leaders in terms of painting a clear picture of where the company is going and where they need to put their focus. While the results of our analysis indicate that leaders have stepped up to the challenge of communicating more and being more visible during this period of crisis, our findings also suggest leaders could be losing sight of the long-term vision and purpose that remains essential in encouraging and energizing the workforce."

A Prescription for Sustaining Engagement

Insights from Workplace Watch data point to actions companies can take to ensure employees stay engaged and connected, particularly in the current environment. Caldwell summed it up: "Companies need to focus on five things. One, getting leaders out front to talk with employees about the business environment and how the organization is responding as well as the long-term vision and what the organization stands for. Two, involving employees in efforts to manage costs to help them feel like active contributors. Three, communicating consistently and candidly about both short- and long-term objectives. Four, listening and gathering input from employees. And finally, promoting development opportunities so people can see a future for themselves worth working toward."

Article courtesy of Kennedy Information Recruiting Trends providing leading edge insights and strategies for the recruiting professional


Hi All!

There is a terrific new online service that matches Gen Y college grads with employment opportunities. This new service, ComeRecommended.com, was developed and founded by go-getter Millennial, Heather R. Huhman. And not only is this talented, savvy young woman the founder, but she also writes a popular column for entry-level job seekers on Examiner.com.

I believe in what she's doing with this new service so much that I'm supporting her efforts by being a business sponsor. And, no, I don't get any money for doing this, so before you believe I have ulterior motives for promoting ComeRecommended, I don't.

Anyway, if you are a recent college grad looking for a job, or an employer seeking entry-level employees, I suggest you check out the website.

And here's more info about all of this from a recent Q & A session with Heather:

Q: What is Come Recommended?

A: Come Recommended is an exclusive online community connecting the best internship and entry-level job candidates with the best employers. Unlike other exclusive recruiting networks, Come Recommended requires both candidates and employers to provide at least three recommendations to gain access to the community.

Q: Who can join Come Recommended?

A: There are two user categories--candidates and employers. Candidates must be over 18-years-old and can include current high school or college students or individuals who graduated from college up to one year before the current year. For example, right now, young professionals who graduated in 2008 will be accepted into the system. Come January 1, 2010, those who graduated in 2008 will no longer have access.

On the employer side, Come Recommended welcomes human resources professionals, staffing firms, recruiters, headhunters and anyone else charged with hiring interns and entry-level professionals.

Q: Who will benefit most from the site?

A: Both individuals seeking and those needing to fill internships and entry-level jobs will benefit extensively from using Come Recommended.

Q: Does it cost anything?

A: All of Come Recommended's "core" features--those included in the original launch--are free to candidates and employers. Students and recent college graduates don't have a lot of disposable income. And, with the current economic climate, organizations are changing their hiring strategies to be more streamlined and cost-effective. Come Recommended helps them achieve these new goals. Even when the economy bounces back - and it will, with time - Come Recommended's "core" features will remain completely free. However, to help us keep our features free or low-cost, we encourage users to purchase services and products from the candidate and employer Resource Centers and click on the site's banner ads.

Q: How does Come Recommended work?

A: First, candidates and employers register and build detailed profiles. Before being accepted into the community, all users must first be recommended by at least three individuals. For candidates, this can include current or previous employers, industry professionals, professors/teachers and other non-family members. For employers, this can include current or previous interns or entry-level professionals. References need not be registered users of Come Recommended.

After building a profile, users are able to send recommendation requests via e-mail using the site's technology. The e-mail received by their references includes a link to a simple online form. For candidates, this form includes the most typical questions hiring managers ask during the reference check process. For employers, the form asks questions a candidate might ask a current intern or entry-level employee about the organization. All answers are automatically transmitted back to the requesting user's profile.

Once a user has three recommendations, and these recommendations have been confirmed to follow the rules I just outlined, they are accepted into the community and can access Come Recommended's numerous features.

Q: How do you verify that the recommendations on your site come from legitimate sources?

A: We will do this in several ways. First, recommendation requests can only be sent to "paid" e-mail domains--not free accounts such as Gmail or Hotmail. Second, because references must provide their phone numbers, Come Recommended staff will perform random checks to assure accuracy. Finally, if a user suspects a reference might not be legitimate, he or she is encouraged to contact us immediately, and we will follow-up. If, indeed, the recommendation has been falsified, the user will be permanently banned from Come Recommended.

Q: Are the forums moderated?

A: No, they are not. However, candidates and employers are encouraged to report abusive behavior by sending an e-mail to reports@comerecommended.com.

Q: Are there other Web sites like Come Recommended?

A: While there are many sites with a similar goal, Come Recommended distinguishes itself mainly through its exclusive nature. The recommendation process serves as a way for employers and candidates to gain immediate, objective feedback on each other. Most other Web sites lack any type of screening process for their users. This is very problematic for career-based sites because they become cluttered with false or misleading job ads and the résumés of unqualified candidates.

Q: With what other organizations do you have relationships? How do those relationships benefit Come Recommended users?

A: A full list of the organizations with which we have a relationship can be found on the Current Sponsors page. Prior to launching Come Recommended, we formed relationships with organizations we know provide valuable services, products and advice for our users. These organizations include:

  • Campus Calm, which empowers students and recent graduates around the world to breathe, become stress-resistant and create their own paths to purpose, prosperity and happiness.
  • CAREEREALISM.com, a leading career news and perspective site for young professionals ages 18 to 40 that was named a 'must-read' by Careerbuilder.com and BusinessWeek.com.
  • Glassdoor.com, a career and workplace community where anyone can find and anonymously share real-time company reviews and ratings, salary details and interview reviews and questions regarding specific jobs for specific employers -- for free.
  • Intern Bridge, the nation's largest college recruiting research firm responsible for discovering best practices by surveying over 50,000 students annually, and providing information through workshops, seminars and a series of publications.
  • InternshipRatings.com, a resource for students to rate, research and compare internships in various industries across the United States.
  • Keppie Careers, which encourages, enlightens and empowers job seekers for success.
  • The Orrell Group, lead by popular speaker, author and consultant Lisa Orrell, which improves generational dynamics and team building in the workforce and coaches Gen Y employees entering leadership roles at work.

Q: How does Come Recommended make money? Do you plan to seek investors or raise capital from advertising and other fees in the future?

A: Initially, Come Recommended will be solely supported by advertising, sponsorships, paid seminars/courses, career coaching services, cover letter and résumé review services, paid speaking engagements and other strategic business relationships.

Additionally, users will be actively polled during the first six months regarding future feature requests. After that time, they will still have the ability to submit requests and ideas via a dedicated e-mail address. Come Recommended will consider every request and plans to begin implementing new features starting May 2010, or sooner if possible. Additionally, Come Recommended will evaluate new features on a case-by-case basis to determine whether and how much to charge users for each.

As far as seeking investors in the future, we have not ruled out that possibility.

Q: Who can advertise on Come Recommended? Can employers advertise jobs?

A: There are several different types of advertising, as outlined on the Advertising & Sponsorship Packages page. Come Recommended reserves the right to reject any advertising that we determine, in our sole judgment, is not in keeping with our mission. For example, Come Recommended will not accept advertising for the sale or provision of goods or services relating to tobacco, alcohol, illicit drugs, pornography or other such matters that would, in our opinion, be inappropriate for our users, some of whom may be under the age of eighteen.

And yes, employers may advertise jobs through either targeted e-mails to candidates or banner/square advertisements on the site itself.

Q: Do you plan to extend this service beyond intern and entry-level jobs in the future?

A: Perhaps, but only time will tell. I've always felt those just launching their careers have a tougher time finding and landing jobs because these skills are among the few things not taught in school. While this may sound like Come Recommended is very one-sided in favor of candidates, employers actually have just as much to gain from candidates educated about what it takes to qualify and apply for their open positions.

So, there's all the scoop! One more way you can possibly find a job or find a great candidate!

Bye for now.


Lisa Orell.jpgArticle by Lisa Orrell, Millennial & Generation Relations Expert and courtesy of Lisa's Generation Relations Blog


Writing an Appropriate "Dear John" Letter to an Unsuccessful Applicant

Back in 2006, we covered the topic of applicant rejection letters in a post linking to an article in Assessment Council News (Considerations in Rejecting Applicants, on p.4).

Since today's economy is resulting in more applications -- and thus more rejected job applicants -- we decided to give the topic another look.

With today's recession also bringing more employment lawsuits, your company's applicant rejection letters could be very costly if written in a way that could spark legal action. According to Business Management News' article Rejection letters under scrutiny:

Employee lawsuits typically spike during recessions, and this one seems to be no exception. A new government report says job discrimination claims filed with the EEOC climbed 26% in the past two years.

So let's look at a few tips for writing job applicant rejection letters that satisfy important business interests while keeping the company out of hot water.

Applicant Rejection Letters 101: An Opportunity to Build Goodwill

The first good advice about letters to rejected applicants is that you should always send them.

This might seem like common sense, but many businesses try to save money by cutting out this step -- and with the tons of resumes being received during the current recession, who could blame them?

However, businesses need the good will of every customer they can get -- and if you don't send a rejection letter to applicants, you may well alienate them and their families, discouraging them from doing business with you or from applying for another position to which they may be better suited.

Imagine people switching to your competitors or disparaging your company for every rejection letter you don't send and multiply that by the number of resumes you're receiving in response to each of your job postings, and you can begin to see the possible negative ripple effect that could occur.

Can your business afford to save postage at the expense of so many potential lost sales? Continue reading ...


george lenard.png Article by, Dawn Wolfe and courtesy of George Lenard, the originator of George's Employment Blawg, has over twenty years of experience in all aspects of labor and employment law, including preventive law as well as litigation. His special interests include employment discrimination, sexual harassment, and noncompetition agreements. He is currently a managing partner with Harris, Dowell, Fisher & Harris, L.C., in St. Louis, Missouri, and lives in the suburb of University City with his wife and family.


An interesting twist on the social networking argument. We have written and spoken extensively about the pitfalls of using social networking sites for background checks. Well, this is how it is now affecting the legal world. According to LegalBlogWatch, a Judge in a civil case accepted a "friend" request from one of the lawyers in the case. This begs a lot of legal questions!

Facebook Friend Earns Judge a Reprimand

Opposing counsel are sitting with the judge in his chambers during a child-custody trial when the lawyer for the husband brings up Facebook. The other lawyer says she is a non-user, but the judge quickly agrees to "friend" the lawyer who is on Facebook. As the trial proceeds, the judge and the lawyer comment about it to each other through their Facebook pages, with the lawyer writing in one post, "I have a wise Judge."

Hmmm. Wise in the ways of social networking, perhaps, but lacking something in the judicial-ethics department. When the hearing ended and the judge entered his order, the wife's lawyer found out about their "friendship" and quickly moved for a new trial and for the judge's disqualification. The judge promptly removed himself from the case and the wife got a new trial.

The socially networked North Carolina judge, B. Carlton Terry Jr., also earned himself a public reprimand from the state's Judicial Standards Commission. The judge now agrees "that he will not repeat such conduct in the future" and "will promptly read and familiarize himself with the Code of Judicial Conduct."

Part of the Facebook exchange between the judge and the lawyer involved the weight to be given testimony that one spouse had been unfaithful. During a meeting in chambers the day after Judge Terry had friended lawyer Charles A. Schieck, Terry told the lawyers he believed the testimony but did not see that it made any difference in deciding custody. Schieck responded, "I will have to see if I can prove a negative."

That evening, Schieck posted on his Facebook account, "How do I prove a negative?" Judge Terry saw it and responded that he had "two good parents to choose from," to which Schieck posted his "wise judge" remark. The next day, the two shared additional messages on Facebook. In one, Schieck wrote, "I hope I'm in my last day of trial." Judge Terry responded, "You are in your last day of trial."
More


Article by, Jason Morris and courtesy of EmployeescreenIQ


One of the best and fastest ways to find the best man for the job is to avail of the services of an executive recruiter. They have the best complete and updated databases of every job hunter in the country who's looking for a place to work but how do they get these people's data or information? Firstly, most job hunters today will find it not easy to go from one employer to another in search of that "manna from heaven", to have a good job. That's when they turn to executive recruiters, leave their credentials there and hope someone like you will go to executive recruiters and hopefully, you will be interested in calling him for an interview or an exam. That means, it's not only employers who are seeking and availing of the services of an executive recruiter but the job seekers as well and what are the advantages that you, as an employer, can get if you ask for help from an executive recruiter directory?

For a job seeker, they can save more time and money in looking for jobs. For a company, they will also save time and money in looking for the best man to do the job. They just need to go online, find a directory of executive recruiters and from there, they will be supplied with all the best applicants who's credentials and educational background and work experience are in line with the nature of their business.

You are probably right in thinking that who would need to go through an executive recruiters directory when as a matter of fact, a lot of companies today are throwing out their employees because of financial problems. But don't forget that there are other companies who needs more employees than ever before in spite of the recession. For some companies, a great number of employees who can work as a team for a common goal can accomplish good customer satisfaction therefore resulting in even bigger and better revenues.


Thumbnail image for Carl Chapman.jpg Article courtesy of Carl Chapman, Founder, CEC Search, LLC and Confessions of an Executive Restaurant Recruiter


Another Fortune list, which means more resources for your job search, this list "The World's Most Admired Companies" is a global list, some of which are also included on the other Fortune lists. I'll review 5 per post until we run out. The full list can be found here =====>> Most Admired.

Apple - Apple seems to be showing up everywhere lately, and for good reason. Ranked number 1 (up from 2 last year), Apple rated 1 in 3 of the nine key attributes. Their career page has two paths, Apple Pro and Apple Store. A fairly simple page, which has How to Apply and Search Jobs at the top right hand side. You can select your country on the right hand side of the page. Clicking Search Jobs links to a job search engine. You can register for the site or just search. A generic search returned 651 job opportunities in the US when I checked.

Toyota - Skipping # 2 ranked Berkshire Hathaway (they are a conglomerate and you would need to check each company that is part of it), Toyota is ranked # 3. Their career site is fairly simple with a search engine filling the bulk of the page, you can click on search jobs or search jobs complex (more advanced search engine). Clicking on search jobs for the US yielded 12 jobs when I checked.

Google - Number 4 on the list is another company that everyone has heard of. Their career site is, of course, very Google like. The left hand side of the page lists life at Google, student jobs and Joining Google. The center of the page lists locations, US first followed by International. At the far right are jobs listed by function. You can either click your location or job function to see available jobs.

Johnson & Johnson - J&J is number 5 on the list this year. Their main career site has a number of links, including a quickconnect option (top right hand side of the page) where you can look for jobs with specific qualifications. Of course there is plenty of information on the company all through the career page. Under Career Opportunities there are two choices, Professionals or Students. Click on Professionals where you will see a drop down box, click on Search all Opportunities where you will find a job search menu. You can register at the site and post your resume. There were 361 jobs when I checked the site.

Procter & Gamble - Another home products company, P&G was ranked 6 this year.Their career site leads with a job search engine. You can login or register on the site. There are career resources as well which are worth looking at. A generic search yielded 863 job opportunities.

Good luck in your search.

Article by, Career Alley

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 seeking entry-level jobs and other career opportunities.

Originally posted on Confessions of an Executive Restaurant Recruiter


As a business owner, one of the most important things you can do to boost your business and improve your professional skills and knowledge is to take the time to keep up with the latest business literature.

As an entrepreneur, it's easy to feel like the challenges you face every day are unique to your situation. However, it is very likely that other professionals have faced, and overcome, many of the same challenges. There are so many great publications geared toward helping entrepreneurs just like you learn to deal with the day-to-day personal and professional challenges they face. Time you spend keeping yourself current with business literature is definitely time well spent. It is an investment in your business and in yourself.

Whatever your challenges are, you are likely to find great business publications, authored by successful professionals and consultants, that can provide valuable insight into dealing with whatever business challenges you are facing at any given time.

Suggested Topics:

The following list represents just a few of the many types of business literature that can help you hone your professional skills.

Business Networking: Books such as Million Dollar Networking and Nonstop Networking by Andrea Nierenberg provide great ideas for improving your business by learning to expand your network of business contacts.

Conflict Management: When you own or manage a business, dealing with conflict is an inevitable part of your job. Books such as the national bestseller Crucial Confrontations, written by Kerry Patterson, Joseph Grenny, Ron McMillan, and Al Switzler, provide sound guidance for learning how to deal effectively with conflict.

Entrepreneurship: Dive Right In, the Sharks Won't Bite by Jane Wesman is a great resource for those who are in the process of starting a new business, as well as for those who want to continue to improve their existing businesses.

Hiring Employees: Every time business owners are faced with adding a new employee, they wish they knew more about how to make the best choices from among the pool of applicants. Hire With Your Head by Lou Adler provides invaluable information about how to build great teams by using performance based hiring strategies.

Public Speaking: Does the thought of speaking in front of a group of people make you nervous or even terrify you? As a business owner, cultivating powerful presentation skills can be an excellent way to promote your business in your community and via the media. Publications like The Confident Speaker by Harrison Monarth and Larina Kase can help you learn how to overcome your public speaking fears.

Tip for Fitting Business Reading Into Your Busy Schedule

Entrepreneurs are notorious for taking care of everything and everyone except themselves. Most entrepreneurs will benefit greatly from making the time to focus on their own physical and mental well being, and most are also adept at multi-tasking. Since you're probably already very good at juggling multiple tasks, why not put some of that ability to work for yourself? It's fairly simple to combine the exercise your body needs with acquiring knowledge that can help you lead your business in an even more successful direction.

Get a treadmill or elliptical trainer, and set aside thirty minutes each day for yourself. While you are exercising, listen to the latest business books on your MP3 player, or read if you are coordinated enough to handle a book and the exercise equipment at the same time. Your health and your stress levels are likely to improve dramatically, and you will be maximizing the use of your time!


Article by, Mary Gormandy White, M.A., SPHR

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 seeking entry-level jobs and other career opportunities.

Originally posted on MN Headhunter


Pinpointing the match takes the right kind of personality assessment

We've written previously about how personality testing provides valuable insights into some of the most important tasks for human resource management and evaluation: identifying new leaders, finding better ways to use the skills of the oldest and youngest generations of employees, and retaining the best existing talent. Yet not all personality testing is the same. Plainly speaking, the more an assessment measures, the more useful it is to predict workplace behavior and the greater the level of understanding it provides on how best to leverage the capabilities of each person.

Crucial factors

Extensive analysis of workplace situations strongly demonstrates that three distinct factors account for much of the variance in both job performance and job satisfaction:

  • Characteristics of the individual,
  • Characteristics of the situation, and
  • Interaction of the individual and the situation.

Assessments that account for all three factors in detail maximize the potential for predicting and understanding job performance and satisfaction - getting the right person in the right place. That means determining whether a given person's personality traits mesh with the requirements of the job that person has or might have. Job requirements go beyond hard skills and experience to include the ability to work with others or lead others productively and effectively, to exhibit and use certain behaviors, and more.

If a personality assessment only measures and reports on personal characteristics and omits all of the situational factors for the jobs those individuals hold, the result is an incomplete picture. Similarly, assessments that do not account for the intensity of each personality trait measured, or how different situations that arise on the job raise or lower intensity level, will throw no light on how a person reacts to stressful rather than normal job situations.

Better perspective

In addition to this interactive dimension, the best personality testing should stress objectivity. All of us in the workplace observe human behavior and attempt to interpret what we've seen. We ask ourselves why people act a certain way and then try to predict future actions. Our assessments are based on the intuitive perceptions that we've developed about others, and sometimes even ourselves. These intuitive skills are inevitably inadequate, because they are subjective and unique to our own experience. Objective personality testing, backed by strong psychometric, empirical and statistical validation, offers a far better perspective on insights into individual motivations, styles and needs.

The definition of an individual's underlying needs and motivations provides powerful insight to what drives that person's behavior. Understanding these needs and motivations allows each person to assume a much higher level of personal responsibility for job conduct. Without this information, people tend to rely on their perceptual filters and few people are able to figure out how to get their needs met or satisfied.

Reports and feedback based on a personality assessment give individuals a perfect frame of reference to look at their interests, their real career needs, their work styles and their definitions of a satisfying career. Personality testing lets employees zero in on the career that fits them, and helps them figure out in which environments they will have a greater likelihood of success. The best tests measure social behaviors, underlying expectations of interpersonal and task actions, potential stress reactions to unmet expectations, occupational preferences and organizational strengths. They express these measurements in an easily understood format, typically a sliding scale showing employees the extent to which particular traits are dominant in their workplace profile.

Objective insights

Some personality assessments identify whether people work better alone or on a team, whether they prefer a structured or flexible work environment, whether they take initiative or need guidance, or whether they think in terms of details or the big picture. Each person will have his or her own strengths, weaknesses, productive behaviors and stress behaviors that may be similar to or differ from his or her peers. Personality testing identifies and brings those characteristics into focus, helping employees understand how to pursue career paths that better fit their core capabilities.

These traits should be described in objective, non-judgmental language, to help employees advance to the next opportunity. The reports derived from the objective measurements should describe desires, strengths, motivational needs and stress reactions for the individual and provide basic recommendations for developing skills when faced with varying environments and people. Based on this information individuals can manage life and work situations in ways that fulfill their motivational needs, and reduce stress that can cause reactions that so often damage relationships and occupational effectiveness. Personality assessment testing is an effective tool to guide self analysis, especially in the hands of a skilled career counselor or coach. Guided by the insights from personality testing, employees can perform to their true potential in careers and positions that are aligned with their interests and work styles.

Despite all the benefits that personality testing offers, there will be those who fear that their test results will be used against them. It's essential to emphasize that testing can make anyone's job more enjoyable. Managers who use testing to understand what drives the people they supervise can be more effective at helping employees to change behaviors that create stress for themselves and others. Personality data, provided in a non-judgmental way, provides employees and supervisors with a common language to neutralize assumptions that people often make about each other, creating a foundation for trust and collaboration. This information can help the companies fit employees where they will be most comfortable and most likely to succeed. That helps the employee and the employer.


Article by, Sharon Birkman Fink and courtesy of Kenndy Information Recruiting Trends providing leading edge insights and strategies for the recruiting professional


Despite recent news surrounding the H1N1 (Swine Flu) influenza virus, most workers in the U.S. are going to work sick. Seventy-one percent of U.S. workers admit they do show up at work when they are ill, according to a nationwide poll conducted by Monster.com. "Interestingly, despite news surrounding the recent H1N1 (Swine Flu) influenza virus, and advice from the Centers for Disease Control and Prevention (CDC) to avoid the workplace if workers are sick, 71% of Monster Meter respondents admit they do go into work when sick," says Norma Gaffin, director of career content, Monster.com. "Of those who go to work sick, 33% fear losing their job if they take a sick day, while 38% admit their workload is too busy to take a day off from work even when they are ill." Only 19% of Monster Meter U.S. respondents admit they stay home from work when sick in order to rest up and get well. The remaining 10% who avoid the workplace when sick, actually work from home, even though they're ill.

"Whether it's the sniffles or H1N1 Swine Flu influenza, a recent Associated Press report addressed the fact that sick or not, many workers cannot afford to stay home when ill because an estimated 57 million working Americans do not have paid sick days," Gaffin adds.


Article courtesy of Kennedy Information Recruiting Trends providing leading edge insights and strategies for the recruiting professional