Category: "Recruiting & HR Tips and Practices"
Use of Exit Interviews Grows, Gets More Sophisticated
December 14th, 2006Companies are using exit interviews to decrease turnover, often by comparing their results to engagement surveys. They're also finding exit interviews useful in luring ex-employees back.
By Eilene Zimmerman
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he HR metric of the moment may be employee engagement, but many companies have also placed a new emphasis on employee disengagement by reinventing the exit interview and acknowledging there¡¯s much to be learned from a departing employee. The development and implementation of these surveys is increasingly being outsourced, and the data compared with other workforce surveys.
Vendors that provide these services say demand is rising because outsourced exit interviews are often more comprehensive and strategic than internally devised surveys, which can be incomplete or haphazard. Beth Carvin is CEO of Nobscot, a Web-based software provider whose products include WebExit, which was introduced in 2001. She has seen growth in both the number of her business's clients as well as her revenue of between 20 to 50 percent a year since then. "Exit interviews are the one process that companies haven¡¯t really figured out how to do well," says Carvin.
Like Carvin, Diane Irvin has seen demand for her firm¡¯s exit interview services grow rapidly in the last few years. Irvin, senior vice president for the HR research and consulting firm Strategic Programs, says the Denver-based company has been growing more than 70 percent a year for the past three years, largely due to its exit interview work. "Right now it¡¯s trendy to do employee engagement surveys, but to engage employees you have to understand them. Comparing your exit data to your engagement data helps you do that." Irvin and others in the exit interview business find employees are both more likely to participate and to be more honest when someone unconnected to their employer asks the questions.
Nobscot, Strategic Programs and most other vendors provide clients with detailed reports that correlate responses from departing employees and analyze data, breaking it down by age, seniority, gender and other demographics. The number of questions ranges from about 35 to 70. For larger organizations, the questions are generally quantitative rather than qualitative, although most surveys contain a section for open-ended comment.
Since January, Black & Veatch has been comparing data from its newly designed exit interviews with its workforce engagement surveys in order to accurately gauge how employees feel about their jobs. The engineering consulting firm hopes the information gleaned from its surveys will help senior management find ways to increase employee productivity and, ultimately, profits. The company may discover, for example, that supervisors need a specific kind of training or development to better manage their teams.
Michael Harris, a professor of human resources at the University of Missouri-St. Louis¡¯ College of Business, says that¡¯s a smart move. "Think of your employee as your customer," he says. "Most companies want to measure customer satisfaction, but it¡¯s important to also find out why your customers are leaving."
Black & Veatch changed its old set of exit interview questions--which B.J. Holdnak, vice president of organization effectiveness describes as "kind of hit or miss"--to a standardized survey that identifies high performers and categorizes the reasons they leave. Black & Veatch¡¯s exit survey also tracks demographics. "Are younger people leaving us more often than those with a longer tenure? If so, why? Is it compensation? Their team? The environment? The culture? We are looking for patterns," says Holdnak.
Some of the same questions asked in Black & Veatch¡¯s exit interviews are also asked in their engagement survey, so that the responses of those currently in the workforce can be compared to those who are leaving.
Richard Wellins, a senior vice president at human resources consulting firm DDI, says asking exit interview questions before people actually exit--in engagement surveys--can help a company prevent people from leaving. "The idea is that the questions you ask for a current employee are very similar to what you ask a person who is leaving. For example, on an engagement survey you might ask, ¡®Do you feel you have opportunities to expand your knowledge and learning? Are we meeting your needs for learning and growth?¡¯ and on the exit survey it¡¯s the same questions, only past tense," says Wellins.
Richard Harding, director of research at Kenexa, says this kind of comparison across surveys is relatively new for businesses. "You¡¯re looking not just at why people are leaving, but why they are staying," says Harding. "Then you give your managers actions they can take to keep their people. Just doing exit interviews after someone leaves is like shutting the door after the horse has left the barn."
Expansion plans
Black & Veatch has an aggressive expansion plan in place, a response to dramatic growth in worldwide energy and water markets that began about three years ago. Its work is concentrated in those industries, says Holdnak, and the firm wants to capitalize on the opportunity for growth by hiring people that are a good fit and will stay put.
"We are going to have to increase the number of people we hire and retention is also going to be an issue. If [energy and water] markets are better, people are more likely to jump ship," says Holdnak.
Black & Veatch hasn¡¯t been collecting data long enough to know how it will use the information to make changes, but as the firm grows, a big concern is fostering a globally inclusive corporate culture.
Between 30 and 35 percent of Black & Veatch¡¯s 7,000 employees work outside of the U.S. "Having policies and processes that resonate with employees in different countries across a variety of cultures is a challenge for us and we¡¯re hoping the data we get from these surveys will help us achieve that," says Holdnak.
Increasing participation
Sutter Health, a healthcare network based in Sacramento that serves northern California and Hawaii, overhauled its exit interview process when it developed a nursing retention and recruitment plan four years ago. The data is being used to help stem the turnover of newly hired nurses, which is very high compared to Sutter¡¯s general nursing population, says Diane Lahola, director of workforce planning and retention at the company. Turnover of new nursing school graduates is high throughout the healthcare industry, says Lahola, and Sutter wants to find out "what it will take to create a more satisfactory work environment for nurses, because the cost of turnover is very high and they are difficult to recruit."
Sutter¡¯s affiliates--the members of its network--have been allowed to either internally redesign their exit interviews or contract with third-party vendor Strategic Programs. "It made sense to use a third party because you tend to get better participation rates and more [candid] data," says Lahola. The first year, between 40 and 50 percent of affiliates outsourced exit interviews; this past year 75 percent did. Lahola says for affiliates who conduct the interviews themselves, participation among departing employees is between 0 and 12 percent. With a third party, average participation is about 70 percent.
The new exit surveys give Lahola more accurate information than she had previously. "A lot of times someone will say they are leaving because they are getting more money across town, when the real reason is that you can¡¯t pay them enough to work for their manager," says Lahola.
In an effort to get at the true reasons employees leave, Lahola compares exit data to the data she gets on annual employee opinion surveys. She was surprised to learn this fall, after the most recent opinion survey, that the orientation and assimilation period was a sore spot for new nurses. It wasn't the structure of the orientation program itself. It was other things, such as current employees not being prepared for a new employee¡¯s first day on the job. "Although it wasn¡¯t happening at all our affiliates, I didn¡¯t realize the degree to which this was a problem," says Lahola. "New nurses and other employees would show up for their first day and staff may not have been prepared to orient and assimilate them."
Also surprising was the issue of competitive pay. Employees currently with the organization are actually less satisfied with their pay than those who leave. "That tells me people aren¡¯t leaving because of money," she says. "And I can drill down by affiliates to see where the problem is most acute."
Sutter Health¡¯s affiliates are just starting to make changes based on the exit data. New nurses are now surveyed about their work experience at the 30, 60 and 90-day mark and several affiliates have begun mentor or buddy programs. Another reason nurses were leaving, says Lahola, was a perceived lack of career opportunities, despite the fact that Sutter offers a variety of programs that allow employees to move from one affiliate to another or attend management and leadership programs. "We need to connect the dots better to show employees these opportunities exist," says Lahola. "Now we focus on that in all of our communications."
Sutter does hear from employees in other ways. Hundreds of its employees are currently on strike over a number of issues; the Service Employees International Union has said employees want "a voice in staffing decisions, a training fund and protections for speaking out for patients."
Hiring alumnae
Jeppesen, an Englewood, Colorado company that provides aviation data such as maps and flight plans, redesigned its exit interviews in 2000 with the help of an outside vendor. Information from the exit surveys spurred the company to offer more training for managers and change the way management jobs are posted. "There was a perception here that people got jobs through who they knew rather than what they knew," says Alice DiFraia, the company¡¯s director of human resources and organizational development.
The changes had a profound effect: by 2003, turnover was down to six percent, which was DiFraia¡¯s goal, and the company stopped performing exit interviews. This year, however, turnover began rising again--it¡¯s 12 percent now--and the company has reinstituted the interviews.
Data from exit interviews is also used in less obvious ways. United Risk Partners, for example, a firm that does background checks, is finding that about 40 percent of companies also use it to conduct exit interviews. Craig Lawrence and Marco Confuorto, partners in the suburban Chicago firm, are both trained investigators and use the interviews to gain information about a company that management can¡¯t find on its own. "From a risk management standpoint, you can find out things about sexual harassment, drug and alcohol abuse, intimate relationships and criminal activity," says Lawrence. "To investigate a criminal allegation you would have to hire an investigator to go under cover for a 90- or 120-day investigation. Exit interviews are a way to obtain inside intelligence about operations without having to make those significant investments."
Boomeranging--getting highly valued employees who leave voluntarily to return--can also be facilitated via exit interviews. Exit questions for those employees focus on what it would take to get them to stay. Beth Carvin of Nobscot recalls an insurance company client that was able to do just that. "They called an employee who had left to say, ¡®All the great things you liked about working here are still here, and the things you didn¡¯t like? They are gone.¡¯ They hired this guy back within two weeks," she says.
Richard Harding of Kenexa says because employees sometimes find the grass isn¡¯t necessarily greener at another company, doing exit interviews a few weeks or even months after valued employees leave can help a company find out what it will take to bring them back. Harding says Kenexa asks departing employees if they'd consider returning to the company, and under what conditions. About two-thirds say they would consider returning if the circumstances changed. Often, employees don't say they want more money--they just don't want to work for the same manger.
5 Great Tips For Conducting The Best Job Search Ever!
December 14th, 2006Finding a new job can be a daunting task. You need to make sure your job search involves positions you're qualified for, but you also want to land a position that pays well and comes with some benefits. And, since it wouldn't hurt to do a job search for companies that treat their employees right, the stakes can be pretty high.
A good job search starts with you. You'll need to do some things in advance before you head out the door to apply or interview. First off you'll want to get your resume in order. Make sure it's accurate and offers a fair representation of your past experiences and qualifications. Keep it as short as possible while not skipping over major details. Next, you'll want to make sure you have your references in order before you conduct a job search. Employers like to hear as well as see that potential hires can do the job.
With your paperwork straight, you can now begin a more thorough job search. Here are five tips to help make that job search go more smoothly:
Evaluate your skills, strengths and weaknesses. Try to match up what you can do and what you're trained to do with ideal positions. Going after the wrong kinds of jobs for your skill set can be an exercise in futility.
Evaluate your desires. If you have a 10-year background in management, you might not want to settle for an entry-level position. Make sure you know what you want and try to find jobs to match not only your qualifications, but also your actual worth. Sometimes this might not be possible, but shoot as close to the mark as you possibly can in your job search.
Narrow searches by location, type of job and pay. You don't want to waste your time going after minimum pay jobs if you're over qualified and vice versa. The more you focus your job search, the less time you'll waste on positions that don't fit the bill. But, do be honest with yourself. If you're only qualified for an entry level, go after one with the notion of building on it for a better career.
Consider skill enhancements. If you're a computer programmer, but you haven't taken a new course in five years, you might want to add a certification or two to your resume before you start your job search. Or, at the very least, have some retraining or advanced training in the works when you start applying.
Use the tools at your fingertips. A good job search covers all the bases. This means those on the hunt look online, in papers, and even in trade magazines to find ideal positions. The more you spread out your search, the better.
There's no magic way to land a position and ensure a job search will be ideal, but the more realistic you are about yourself and you are to yourself during a search, the more likely you are to land the right job. Take time to evaluate where you are in your career and your background and be certain to have all paperwork in order before you begin your job search. With some time and patience and a bit of confidence thrown in, you'll likely have a successful job search.
What employers want (and you need to have)
December 14th, 2006Each year the survey is conducted, employers name the skills and qualities in the "ideal candidate." They also compare their desires to the skills and qualities the current crop of graduates actually possess.
Employers rate the importance of specific qualities/skills Qualities Rating
Communication Skills 4.7
Honesty/integrity 4.7
Interpersonal skills (relates well to others) 4.5
Motivation/initiative 4.5
Strong work ethic 4.5
Teamwork skills (works well with others) 4.5
Computer skills 4.4
Analytical skills 4.3
Flexibility/adaptability 4.3
Detail-oriented 4.2
Organizational skills 4.0
Leadership skills 4.0
Self-confidence 4.0
Friendly/outgoing personality 3.9
Tactfulness 3.9
Well-mannered/polite 3.8
Creativity 3.7
GPA (3.0 or better) 3.6
Entrepreneurial skills/risk-taker 3.3
Sense of humor 3.2
Bilingual skills 2.3
(5-point scale, where 1=not important, 2=not very important; 3=somewhat important; 4=very important, and 5=extremely important)
A good GPA is, of course, important.
Employers look at other attributes, too. In fact, year after year, the number one skill employers say they want to see in job candidates is good communication skills: the ability to write and speak clearly. Unfortunately¡ªin spite of requesting this skill year after year¡ªmany employers also report that college graduates lack good grammar and writing skills.
Employers also want new hires who are honest, have teamwork skills, and have a strong work ethic.
What college candidates lack
Ironically, communication skills not only top employers' list of most-desired skills, but also their list of the skills most lacking in new college graduates.
Many employers reported that students have trouble with grammar, can't write, and lack presentation skills. Poor communication skills are often evident in the interview, where students are unable to articulate, as one employer said, "how what they have done relates to/contributes to the position" they are seeking.
In addition, employers pointed to other skills and attributes that had made their "wish list," and cited those qualities and abilities as lacking in many new college graduates, e.g., relevant work experience, strong work ethic, team work skills, and the like. They also faulted new college graduates for not conducting themselves in a professional manner.
Get experience¡ªand learn how to highlight it on your resume and at your interview
What this means is, you need some real-world experience before graduation. Although you won't learn everything about the workplace with an internship or co-op assignment, you can build many of the skills employers find lacking. An internship, for example, is not just an opportunity to gain experience, but it's also a setting for you to learn professional behavior, learn what it means to work in a team, and practice interpersonal communication. An internship or co-op position helps you see the professional skills employers seek in action¡ªand helps you learn how to fit into the world of work.
Where employers are looking for new graduates
On-campus interviews
Employer's internship program
Employee referrals
Employer's co-op program
Career/job fairs
Job postings on the college web site
Faculty contacts
Job postings on the company web site
Student organizations/clubs
Commercial job boards
Internet resume data bases
Job postings to career offices (printed)
Request resumes from career offices
Recruitment advertising (print)
Newspaper advertising (campus and/or local newspapers)
Career/job fairs(virtual)
Internet banners
Video interviewing
Plus, hands-on experience may lead to a full-time job offer. Employers say they look within their own student programs to recruit new graduates. In addition, many employers said they offer higher salaries to new graduates who have any co-op or internship experience than they do to those who do not have that experience.
Further, practical experience is an element that employers will look for on your resume¡ªwhether it is with their organization or another. While employers prefer "relevant" work experience, having any work experience is better than no work experience. If you get this valuable experience before graduation, you'll have a distinct advantage over job candidates who lack the experience.
The Corporate Recruiter Obstacle Course: Hiring Managers
December 13th, 2006Last week we introduced what we like to call the job search obstacle course. We¡¯re determined to break down the obstacles that are standing in the way of job candidates, recruiters of all kinds, and hiring managers of every ilk.
We all know that matching the right candidate to the right job involves a lot of jumping through hoops, swinging over moats, and countless other travails for all parties involved. Today, though, we want to focus on one of the major obstacles corporate recruiters have to deal with on a regular basis: hiring managers.
In a perfect world, these two forces would work together for the greater good. Unfortunately it doesn¡¯t always work out that way, and corporate recruiters continue to express their frustration with the folks they¡¯re trying to help. The recent results from a recruiter survey don¡¯t bode too well for anybody:
¡°A total of 80% noted struggles with hiring managers. Fifty percent of the survey respondents indicated that dealing with hiring managers was the biggest problem they faced, while another 30% indicated it was the second- or third-biggest problem they faced. Collectively, these problems had to do with their belief that managers are not strong at assessing competency or recruiting, and that many overvalued skills and experience when determining which candidates to interview.¡± (From Adler Concepts)
While opinions about what is important in a candidate can cause problems, they are problems that seem to relate back to a lack of communication, an issue we continue to see in all aspects of the job search. Sitting Xlegged highlighted this all too common occurrence in their recent list of challenges and frustrations corporate recruiters are forced to face:
¡°I¡¯m in a desperate need to fill my position. When will you send me some candidates? I¡¯m dying here.
¡°Don¡¯t you just love getting calls like this from hiring managers who spent a month creating their requisition and the day it opens they expect results from you? Three words: communication, partnership, and service.¡±
Some of the obstacles standing between corporate recruiters and hiring managers may never quite disappear. But if we can create a space for these two groups to communicate effectively with each other and with job candidates they might remember that ultimately they want the same thing: to effectively match the right person to the right job.
Hiring Top Sales Performers
December 13th, 2006 The assumption that "sales is sales" and that previous experience, a clean r¨¦sum¨¦ and a great appearance are the primary predictors of success often leads to recruiting mistakes that can cause high turnover and ineffective sales teams.
"What we know is that the traditional process results in failure three out of four times, and nobody likes it," says Alan Fendrich, president of Advanced Hiring Systems, a sales selection consulting firm based in Norfolk, Virginia. "There are lots of people who look and act like salespeople, but they don¡¯t sell because money doesn¡¯t motivate them."
Herb Greenberg, president and CEO of Caliper, a human capital consulting firm based in Princeton, New Jersey, says that interviewing alone will not expose experienced candidates who continue to be ill-suited for jobs in sales. Nor will it uncover the prospective rising star who has no previous experience.
"You can¡¯t assess sales people by asking questions during an interview that produce socially acceptable answers and then figure out what this crazy, neurotic human being is all about," Greenberg says.
Fendrich says that the key to success starts not with a review of experience, but with a look at the motivation and the psychological makeup of the candidate.
Hire for Behaviors
There are numerous providers of behavioral profiles that measure traits such as ego drive, empathy, confidence, sociability, helpfulness, thoroughness and problem solving, all of which are personality traits that are required in varying degrees based upon the sales position and the company.
Greenberg, a former psychology professor, says that several methodologies are used to develop a behavioral profile customized for each company and position. The assessment is administered to sales staff who are exceeding, meeting or performing below expectations. The scores produce the necessary data to build a behavioral-traits profile that correlates to performance.
Once the traits of the top performers are gathered, Greenberg suggests job shadowing sales reps as well as interviewing sales managers and human resources staff to build consensus as to the actual job description, the performance requirements and the best personality match for the position. This step provides additional validation as to the traits and behaviors that are required to complete the job duties successfully.
"Oftentimes we interview three different people in the same organization and get three different descriptions of the job and the responsibilities. Some of the people doing the interviewing don¡¯t know the difference between a ¡®hunter¡¯ and a ¡®farmer,¡¯ " Greenberg says.
He adds that a job requiring more new-business development, or "hunting," will generally require a candidate with less patience and higher scores in the areas that measure confidence, ego strength and ego drive. A "farmer" is usually a representative that maintains customer relationships and increases the sales volume of each customer rather than opening new doors. "Farmers" will be less aggressive, according to Greenberg, but will score higher in empathy and have a greater desire to please as well as a strong service motivation.
Learning Through Experience
Early in his HR career, John Beattie accepted an assignment requiring him to hire more than 250 office equipment sales representatives for an emerging national firm. He thought that he had "struck gold" when he received a large influx of applicants from a major international competitor. The company compensated on straight commission, and most of the sales reps he hired from the competition didn¡¯t work out.
In retrospect, he realized that the competition¡¯s reps did not have the same job responsibilities, such as opening new accounts in cold territories, and so they possessed a different set of personality traits.
"They were merely order takers," Beattie says.
That experience has proved to be invaluable in his current role as chief HR officer for the personal-lines insurance division of GMAC based in Winston-Salem, North Carolina. He supports two different sales groups. One is decentralized, independent and out on the road in a very competitive environment. The other group works in a highly structured inbound call center, where the goal is to convert prospects who are responding to direct-mail solicitations into policyholders.
Beattie says he uses the behavioral assessment in his initial candidate selection and then adapts his interviewing process for the different work environments. He measures the success of his program by both a reduction in turnover and an increase in the new customer conversion rates in the call center.
Build a Pipeline
Alan Fendrich advises clients to use the assessments before they proceed with any interviews. That process reduces the number of qualified candidates by as much as 85 percent. He then suggests conducting three or four interviews, with each meeting having a unique purpose, structure and a script to uncover new information about the candidate.
"The first interview is a throwaway. You are seeing a highly prepared and coached candidate who only provides anecdotal evidence of their behavior. By the third interview, you are getting high-quality information about the candidate. Having a defined hiring process also positions the company as a high-quality employer," Fendrich says.
Judy Reich, vice president of sales for Renda Broadcasting in Pittsburgh, is responsible for the hiring and performance of more than 200 advertising sales representatives who work in the firm¡¯s 25 radio stations. In addition to a three- or four-stage scripted interviewing process, she requires candidates to make a final presentation to the sales manager and general manager of the station in order to assess their communication skills before extending an offer and then conducting background checks and drug screens.
"In order to be successful with this process we have to recruit every day, not just when we have a vacancy," Reich says. "If we find a great candidate we will proactively hire them because other factors influence turnover, which is just a natural part of sales," she says.
She requires her managers to submit a weekly report showing the number of candidates that have taken the assessments in order to assure that the pipeline remains full.
While no hiring process eliminates turnover, Alan Fendrich says that the real goal is to improve sales productivity.
"There are people out there with sales experience that should never have gotten into sales in the first place," Fendrich says.
Hiring strictly from experience can filter that type of candidate into a process; hiring for the right psychological match opens the doors to a greater number of candidates and, potentially, brand-new top performers.
How to write a masterpiece of a resume
December 12th, 2006Write a resume that generates results.
This award-winning guide to resume writing will teach you to write a resume equal to one done by a top-notch professional writer. It offers examples, format choices, help writing the objective, the summary and other sections, as well as samples of excellent resume writing.
Writing a great resume does not necessarily mean you should follow the rules you hear through the grapevine. It does not have to be one page or follow a specific resume format. Every resume is a one-of-a-kind marketing communication. It should be appropriate to your situation and do exactly what you want it to do. Instead of a bunch of rules and tips, we are going to cut to the chase in this brief guide and offer you the most basic principles of writing a highly effective resume.
Who are we to be telling you how to write your resume? As part of our career consulting practice, we wrote and produced resumes for several Fortune 500 C.E.O.s, senior members of the last few presidential administrations, and thousands of professionals in nearly every field of endeavor. We also wrote resumes for young people just starting out.
We concentrate on helping people choose and change to careers that fit them perfectly. We have not employed resume writers for several years. If you are trying to decide what to do with your life, we can help you. That is our one and only specialty. Please don't ask us to write your resume. We offer this resume writing guide to you because most of the resume books out there are so primitive.
This guide is especially for people looking for a job in the United States. In the U.S., the rules of job hunting are much more relaxed than they are in Europe and Asia. You can do a lot more active personal marketing here. You may have to tone down our advice a few notches and follow the traditional, conservative format accepted in your field if you live elsewhere or are in law, academia or a technical engineering, computer or scientific field. But even when your presentation must fit a narrow set of rules, you can still use the principles we will present to make your presentation more effective than your competition's.
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THE GOOD NEWS AND THE BAD
The good news is that, with a little extra effort, you can create a resume that makes you really stand out as a superior candidate for a job you are seeking. Not one resume in a hundred follows the principles that stir the interest of prospective employers. So, even if you face fierce competition, with a well written resume you should be invited to interview more often than many people more qualified than you.
The bad news is that your present resume is probably much more inadequate than you now realize. You will have to learn how to think and write in a style that will be completely new to you.
To understand what I mean, let's take a look at the purpose of your resume. Why do you have a resume in the first place? What is it supposed to do for you?
Here's an imaginary scenario. You apply for a job that seems absolutely perfect for you. You send your resume with a cover letter to the prospective employer. Plenty of other people think the job sounds great too and apply for the job. A few days later, the employer is staring at a pile of several hundred resumes. Several hundred? you ask. Isn't that an inflated number? Not really. A job offer often attracts between 100 and 1000 resumes these days, so you are facing a great deal of competition.
Back to the fantasy and the prospective employer staring at the huge stack of resumes: This person isn't any more excited about going through this pile of dry, boring documents than you would be. But they have to do it, so they dig in. After a few minutes, they are getting sleepy. They are not really focusing any more. Then, they run across your resume. As soon as they start reading it, they perk up. The more they read, the more interested, awake and turned on they become.
Most resumes in the pile have only gotten a quick glance. But yours gets read, from beginning to end. Then, it gets put on top of the tiny pile of resumes that make the first cut. These are the people who will be asked in to interview. In this mini resume writing guide, what we hope to do is to give you the basic tools to take this out of the realm of fantasy and into your everyday life.
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THE NUMBER ONE PURPOSE OF A RESUME
The resume is a tool with one specific purpose: to win an interview. If it does what the fantasy resume did, it works. If it doesn't, it isn't an effective resume. A resume is an advertisement, nothing more, nothing less.
A great resume doesn't just tell them what you have done but makes the same assertion that all good ads do: If you buy this product, you will get these specific, direct benefits. It presents you in the best light. It convinces the employer that you have what it takes to be successful in this new position or career.
It is so pleasing to the eye that the reader is enticed to pick it up and read it. It "whets the appetite," stimulates interest in meeting you and learning more about you. It inspires the prospective employer to pick up the phone and ask you to come in for an interview.
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OTHER POSSIBLE REASONS TO HAVE A RESUME
To pass the employer's screening process (requisite educational level, number years' experience, etc.), to give basic facts which might favorably influence the employer (companies worked for, political affiliations, racial minority, etc.). To provide contact information: an up-to-date address and a telephone number (a telephone number which will always be answered during business hours).
To establish you as a professional person with high standards and excellent writing skills, based on the fact that the resume is so well done (clear, well-organized, well-written, well-designed, of the highest professional grades of printing and paper). For persons in the art, advertising, marketing, or writing professions, the resume can serve as a sample of their skills.
To have something to give to potential employers, your job-hunting contacts and professional references, to provide background information, to give out in "informational interviews" with the request for a critique (a concrete creative way to cultivate the support of this new person), to send a contact as an excuse for follow-up contact, and to keep in your briefcase to give to people you meet casually - as another form of "business card."
To use as a covering piece or addendum to another form of job application, as part of a grant or contract proposal, as an accompaniment to graduate school or other application.
To put in an employer's personnel files.
To help you clarify your direction, qualifications, and strengths, boost your confidence, or to start the process of commiting to a job or career change.
How Do Executives Find Jobs
December 12th, 2006You make six figures, you have the office in the corner, and you¡¯re used to calling the shots. You¡¯re a high-level exec, and you have been for a while. You¡¯ve got a great understanding of your industry and business as a whole, and you do a fine job of motivating those you work with. You¡¯re education is enviable and so is your experience. So why are you totally confused when it comes to the job search?
Of all of the groups of employees out there, many believe that executives are the most misguided when it comes to conducting an effective job search:
¡°It¡¯s surprising how many executives I work with think all they have to do is float their resume to a couple of headhunters, then wait for interviews and offers to flood in.
After all, they have a great track record¡ industry expertise¡ name-brand employment¡ stair-step career progression¡ maybe an Ivy League education. What more could any recruiter (or employer) want?¡± (From Executive Career Management)
The author goes on to highlight all of the different steps executives need to take to get hired including networking, targeted searches, quiet search strategies, and more. They¡¯re all important, and they ensure that executives won¡¯t have their resumes fall into the abyss as so many resumes do.
Now, recent studies have shown that executives, like many others, would prefer to and expect to use an online job board to find their next job:
¡°They recently asked the visitors to the WEDDLE¡¯s Web site to tell where they expect to find their next job. A total of 1,270 people participated in the survey. Here¡¯s how they think they¡¯ll be successful in future job search campaigns:
57.6% Responding to an ad posted on an Internet job board
16.8% Networking at business and social events¡
Since it is accepted wisdom that most executive level jobs are found via some form of networking, this points to a major disconnect in the minds of employment seekers and the real world.¡± (From Executive Resumes)
So, executives expect to find their jobs online, but right now that¡¯s not the best way to go for them. Well, we say let¡¯s make it the best way to go. Networking will always play a large role in the job search, but if executives can¡¯t find what they¡¯re looking for online, maybe it¡¯s the searches and not the executives that are expereincing the disconnect. The fact that you¡¯re looking for a higher salary than many others or that you¡¯re in search of a top-level position shouldn¡¯t keep you from finding the right job match online.
An online search that facilitates communication and information exchange; one that allows executives to do more than just ¡°float their resume to a couple of headhunters,¡± and one that attracts top companies and top talent will allow executives to use the online job search as a primary tool in finding their next position.
Comments
What Not to Wear to an Interview
December 12th, 2006What is the worst outfit ever worn to a job interview? For a career services director at the University of Chicago, it was the applicant who sported a Madras tie as a belt and a patterned cotton hat. Other contenders, according to a CareerBuilder.com survey of hiring managers, include candidates with dirty fingernails, micro-miniskirts, t-shirts with offensive slogans and even bare feet!
No one needs 'Queer Eye's' Carson Kressley to tell them that wearing shoes to an interview is a good idea, but could you be guilty of one of these top 20 fashion faux pas?
1. Carrying a backpack or fannypack instead of a briefcase or portfolio: Some image consultants suggest women ditch their purse, too!
2. Sunglasses on top of your head or headphones around your neck: Be sure to remove all your "transit gear" and tuck it in your briefcase before entering the lobby.
3. Too-short skirts: Forget what some of those gals on 'The Apprentice' are wearing. Your skirt should cover your thighs when you are seated.
4. The wrong tie: Ties should be made of silk, no less than three and a quarter inches wide with a conservative pattern. Image consultants say the best colors are red or burgundy.
5. Overly bright or large-patterned clothing: With the possible exception of creative fields like advertising or computer programming, it's best to stick with navy, black or gray.
6. Heavy makeup on women (or any makeup on a man)
7. Earrings on men: In fact, men should avoid wearing any jewelry unless it is a wedding ring, class ring or metal watch.
8. More than one set of earrings on women
9. Facial piercings, tongue jewelry or visible tattoos
10. Ill-fitting clothes. Few people can wear things straight off the rack. Spending a little extra to have your garments tailored is a worthwhile investment.
11. Long fingernails, especially with bright or specialty polishes. Nails should look clean and be trimmed to a length that doesn't leave an observer wondering how you keep from stabbing yourself.
12. Unnatural hair colors or styles. Remember, Donald Trump was a billionaire well before he began wearing a comb-over. If you're balding, try a close-cropped cut like Bruce Willis or Matt Lauer.
13. Short-sleeved shirts, even worse when worn with a tie
14. Fishnets, patterned hosiery or bare legs (no matter how tan you are). Women should stick with neutral color hosiery that complements their suit.
15. Men whose socks don't match their shoes, or whose socks are too short and leave a gap of flesh when they are seated
16. Rumpled or stained clothing: If interviewing late in the day, try to change to a fresh suit beforehand.
17. Scuffed or inappropriate footwear, including sneakers, stilettos, open-toed shoes and sandals
18. Strong aftershaves, perfumes or colognes: Many people are allergic to certain scents. For a subtle fragrance, use a good quality bath soap.
19. Belts and shoes that don't match: Shoes and belts should be made of leather or leather-like materials and the best colors for men are black or cordovan.
20. Telltale signs that your wearing a new suit. Remove all tags and extra buttons -- and remember to cut off the zigzag thread that keeps pockets and slits closed!
Don't be a wardrobe malfunction waiting to happen. Plan and lay out what you're going to wear several days before the interview, so you'll have time to shop or get garments pressed and cleaned.
Save "innovative" or revealing garb for the club (or your couch) and strive for crisp, clean and professional. Remember, you want the interviewer to be listening to what you're saying, not critiquing what you're wearing.
Daily economic round-up
December 12th, 2006The strength in the pipeline of the economy and the growing lack of skills required by employers is seen in the starting salaries for new graduates which are now said to be their best since the tech-boom period that ended in about 2000. The Australian Graduate Employers¡¯ 2007 survey reveals that vacancies have risen nearly 14 per cent compared to last year with median salaries climbing from $43,000 to $45,700 for 2007.
The Graduates Careers Australia research shows that just over 40 per cent of employers wanted to hire more graduates if they were available and just over half of those surveyed reported trouble recruiting in particular fields. About 23 per cent of companies had problems recruiting in the IT sector and about 19 per cent had problems finding graduates in mathematics, statistics and science.
Today Australia will continue talks with China on removing foreign equity restrictions on the legal, banking, insurance and education professions as part of ongoing free-trade talks. While Australia is attempting to protect the clothing, footwear and textiles industries and to improve the situation for the agricultural and services industries, China has called these industries sensitive.
Peter Bell
Pre-Employment Background Checks
December 8th, 2006Executing pre-employment background checks can save your company time, money and its reputation.
It is a company¡¯s worst nightmare. A star employee gets caught funneling money from the company coffers. This was not the first business she¡¯d robbed. In another instance, a security guard unjustly detains a customer whom he suspects of shoplifting. The customer was injured during the restraining and sues the company for negligent hiring / training of the guard, and excessive use of force. The court case reveals that the guard has a history of domestic violence and alcohol abuse, and rules in favor of the plaintiff: $100,000 in damages payable by the guard¡¯s employer.
Each of these incidents could have been avoided if the employer had performed a simple background check before making an official offer to the employees. With negligent hiring lawsuits on the rise, companies must take every precaution in looking into an applicant¡¯s background. One bad decision can wreak havoc on a company's budget and reputation; and ruin the career of the hiring executive.
What type of information is included in a pre-employment background check?
Employment background checks can vary depending on the nature of the position for which the company is hiring. Here is some of the information that might appear in a background check:
* Driving records
* Vehicle registration
* Credit records
* Criminal records
* Social Security no.
* Education records
* Court records
* Workers' compensation
* Bankruptcy
* Character references
* Neighbor interviews
* Medical records
* Property ownership
* Military records
* State licensing records
* Drug test records
* Past employers
* Personal references
* Incarceration records
* Sex offender lists
Employers who are actively recruiting may be able to find some of these documents on their own via the Internet, however this task could be quite time-consuming, and has the potential to uncover second-hand information. Legal experts agree: the most accurate, efficient option is to hire a company that specializes in employment screening.
What to look for in an employment background check firm?
There are thousands of background check companies ranging from private investigators, to firms that do nothing but employment screening, to online data brokers. A corporation with many employees may use a third-party background checking company on a retainer basis, or may even use an affiliated company for employment screening. Other background checking firms work on a less formal basis with their clients.
In choosing an employment screening firm, look for a professional partner as opposed to just an information vendor selling data at the lowest price. Use the same criteria that you would use in selecting any other provider of critical professional services. For example, if your company needed a business development consultant, you would not make your selection based on the lowest price, but would instead choose a firm that was experienced, reputable and fairly priced.
An employment background check firm should have an understanding of the legal implications of background checks, particularly the federal Fair Credit Reporting Act. Avoid companies that claim to be able to uncover everything about everyone. Such companies run the risk of breaking federal and state laws, particularly provisions that require accuracy of employment background check reports.
Doing this type of ¡°due diligence¡± will confirm your decision to hire the best candidate for the job, and potentially save your company millions of dollars in damages in a negligent hiring or retention lawsuit.
Vote for this story on recruiting.com
Growing Into Applicant Tracking Systems
December 8th, 2006An applicant tracking system only works when all parties¡ªapplicants, hiring managers, recruiters and executives¡ªuse the system. Ease of use remains an issue for smaller firms while midsize companies are adding functions to existing systems, and large companies are moving toward full integration of applicant tracking and talent management systems.
By Fay Hansen --------------------------------------------------------------------------------
asty turnover rates, high recruiting volume, deep cyclical volatility, a difficult mix of low-end and high-end positions, and a heavy emphasis on customer service have always marked the hospitality industry. It's not a pretty place for recruiters or applicants.
"The problem today is to fill open positions with speed because of the impact on customer service at each property," says Jonathan Kubo, director of recruiting and relocation for Interstate Hotels & Resorts, a hotel management company with more than 280 properties and 26,000 employees. "Open positions, or positions filled with less than optimal candidates, can have a negative effect."
With most companies in the industry hiring on an ongoing basis, inefficiencies in the recruiting process generate additional problems.
"For both hourly and nonhourly employees, any delay in hiring caused by an untimely process or compliance issues means that you lose candidates to your competitors," Kubo says. Constant hiring can burden staff and pump up costs.
Jeff Wade, vice president of human resources at Hersha Hospitality Management in Philadelphia, feels the same pain.
"Recruiting in the hospitality industry is always a challenge because many of the positions are lower-wage jobs, and front-office positions are often filled by college students who want to move on with their careers," Wade says. "We can find bodies, but it's difficult to find people with the right attitude toward guests, and it's hard to train people to be hospitable and guest-focused."
Kubo reduced the hiring workload at Interstate by installing a customized applicant tracking system that allows direct comparisons of candidates and fully automates compliance monitoring. In an average 30-day period, 3,400 applications come in through Interstate's ATS and the company closes out 400 positions.
Wade followed the same path at Hersha to meet the company's growth surge as it expanded from 15 hotels to 54, with a dramatic surge in hiring. Hersha's new ATS launched on September 1.
But applicant tracking systems only work when all parties¡ªapplicants, hiring managers, recruiters and executives¡ªuse the system. Ease of use remains an issue at smaller firms, which are still in the early phase of ATS adoption. Midsize companies are adding functions to existing systems, while large companies are moving toward the full integration of ATS and broader talent management systems.
ATS initiation
Rapid growth and high turnover in the hospitality industry provide a fertile field for testing quick and effective automation.
Hersha personifies the smaller-company trend toward ATS adoption, while Interstate is following the ATS developmental pattern for midsize firms that are now adding functionalities.
When Wade joined Hersha in April 2006, there was no HR function or recruiting infrastructure. A general manager handled hiring for all hourly positions; a half-dozen outside recruiting agencies filled management positions.
The company signed on 1,000 employees in 2005 with no uniform process for applicant tracking and no systematic practice for interviewing. With 1,000 additional new employees needed for 2006, Wade had to install an HR function, build a recruiting process and hire more than a hundred new employees a month.
Although Wade faced urgent hiring needs, he rejected the idea of outsourcing.
"We have a unique founder-led culture, built on a foundation of taking care of our associates who, in turn, take care of our guests," he explains. "My fear was that outsourcing providers might look for candidates and pass them on to us too quickly, and not take the time to tell our story effectively. Outsourcing recruiting would be like outsourcing sales."
Instead, Wade hired HR and recruiting personnel and installed an ATS system, all within a matter of months. He now works with a staff of seven, including a director of talent acquisition.
"The recruiting process is no different from any sales position," he says. "When I looked for a director of talent management, I did not look for someone with a HR background. I hired a director of sales from a hotel."
Wade also structured the director's compensation so that 30 percent of it is contingent on meeting recruiting goals and preset metrics.
"Part of her performance will be measured from the feedback we get from both successful and unsuccessful candidates through our ATS," he notes.
Hersha surveyed its 3,000 employees, who reported that they searched and applied for employment online, confirming Wade's sense that the company could automate recruiting for all positions, from hourly associates in hotels to senior leaders at corporate headquarters.
"All candidates want to be able to go online and to be kept in the loop," he notes. "Automating the system allows recruiters to focus on speaking with the candidates."
Wade tapped ERC Dataplus Inc. to provide an ATS.
"We began the process in April 2006, signed an agreement in June and had a complete customized system in place by September 1, which is really fast," Wade notes.
The customized system takes employees all the way from prehire to three-month and six-month reviews to exit interviews and everything in between.
New hires go through an initial hour-long orientation online from anywhere they chose, which speeds up onboarding and gives them a better sense of the company.
"No one, from senior vice presidents to hourly workers, can go on payroll without being in the system," Wade says. "It's our first step in moving to a paperless HR function."
Evolutionary process
Interstate implemented its current ATS in September 2005.
"I like our system because we have the option to post positions on job boards and community organization sites though a one-step process for posting on multiple sites, but then all applications are brought in to a single point," Kubo reports. "We can track the status of the application and manage online all the data related to selection and interviewing."
With ATS up and running, Kubo is now considering adding a prehire assessment function that can sort applicants by their probability of success on the job. The function uses prescreening questions for basic information and specific questions designed for each position, and then remove applicants that don't meet minimal requirements.
Kubo is now meeting with ERC, Interstate's ATS provider, to determine which assessment tools are most appropriate.
"We want tools that are customized for the industry and the company," Kubo says. "One of the big advantages is that all the tools will all be incorporated into the system. My role is to evaluate if the assessment tools make sense."
"Now, we are seeing modifications of the technology at the larger companies, including a significant increase in using validated assessments to get better hires and reduce time and costs," says Paul L. Rathblott, president and CEO of ERC.
He also reports significant improvement in the integration of other add-on components.
"At one end of the spectrum, you have PeopleSoft HRIS systems, which store a lot data but do not have extensive capabilities or functionalities," Rathblott notes. "At the other end, you have systems that have a lot of functionalities such as performance assessments."
The goal is to integrate data storage and functionalities and fold all the components into one process that links all information for new hires and existing employees.
Intuitive systems
"Recruiting technology must be redesigned so that it is as intuitive as Travelocity or Orbitz, which we use as a model for truly intuitive systems," Rathblott notes. "The point is to have a system that someone can use even if they've never used it before."
Employers commonly underestimate the extent to which applicants are able and willing to use a fully automated system, but ERC and other ATS providers report that the flow of applicants actually increases when companies move to an Internet-only application process.
"The higher flow occurs because candidates are attracted by the flexibility of the Internet," Rathblott explains. "It allows them to learn more about the company and the job and provides them with a quicker response."
Access to the ATS is critical for hiring managers, but the system may go unused if it is not intuitive.
"For example, hiring managers cannot use the requisition system in PeopleSoft," Rathblott says. "They end up filling out a requisition form and faxing it to HR."
"With the exception of very heavy employee-based industries such as call centers, the typical span of control for a manager is eight to 10 employees, which means that even with very high turnover, the manager will interface with the recruiting technology no more than eight times a year," Rathblott notes.
An ATS must be designed to accommodate this very infrequent user. The ERC system is supported by a wizard process like Orbitz uses, with a step-by-step process for requisitions and audio support.
"Recruiters may be interfacing with the system on a daily basis, so it must be not only user-friendly but also user-pleasing¡ªpleasant to work on," Rathblott says. He believes that resistance to ATS adoption in small and midsize companies will disappear as cost and ease of use improve.
At Hersha, Wade is already approaching his goal to cut by half the fees that the company hands over to outside recruiting firms. Time-to-hire for hourly associate positions is now down to five days.
"Salaried positions take 30 days, but we will cut that in half," Wade says. "You have to get recruiting right."
--------------------------------------------------------------------------------
Fay Hansen is a Workforce Management contributing editor based in Cresskill, New Jersey. To comment, e-mail editors@workforce.com.
Employers Using Facebook for Background Checking, Part I
December 7th, 2006Is it legal?
In preparing to post a Part III on this subject, I decided to revise and re-release this post, which originally appeared at collegerecruiter.com
There has recently been considerable attention in the media to instances of employers rejecting candidates or firing employees based on information obtained from social networking sites such as MySpace and Facebook.
For example, see New York Times: ¡°For Some, Online Persona Undermines a R¨¦sum¨¦,¡± telling this story:
When a small consulting company in Chicago was looking to hire a summer intern this month, the company¡¯s president went online to check on a promising candidate who had just graduated from the University of Illinois.
At Facebook, a popular social networking site, the executive found the candidate¡¯s Web page with this description of his interests: ¡°smokin¡¯ blunts¡± (cigars hollowed out and stuffed with marijuana), shooting people and obsessive sex, all described in vivid slang.
It did not matter that the student was clearly posturing. He was done.
¡°A lot of it makes me think, what kind of judgment does this person have?¡± said the company¡¯s president, Brad Karsh. . .
Today I¡¯ll discuss a question posed by Steven Rothberg of collegerecruiter.com ¡ª prefacing my remarks with a lawyerly disclaimer that I am not providing legal advice and have not thoroughly researched these issues, but am merely making some general comments.
Steven asked that I comment on the lawfulness of making adverse employment decisions on this basis. He raised several concerns: that with Facebook, students often have an incorrect understanding that only other students can access their profiles; that there may be false information on those sites, perhaps not even posted by the individuals themselves; and that Facebook¡¯s terms of service explicitly prohibit users from using Facebook for commercial purposes.
General rule (employment at will)
Let¡¯s start with the proposition that, like it or not, generally employers are free to make unfair, stupid, arbitrary, and wrongheaded hiring and termination decisions, even based on false information, as long as in doing so they do not violate some specific law.
Discrimination Law
One category of specific laws that could be violated by an adverse employment decision based on information on a social networking site is federal and state discrimination law.
It could be evidence of unlawful discrimination if an employer checks for such Internet information on only certain types of applicants or employees, for example, African-Americans and Hispanics.
It may also be evidence of unlawful discrimination if although the employer searches for such information on all applicants or employees, discriminatory bias affects the employer¡¯s evaluation of the information obtained.
For example, an employer may view more negatively photos of an African American male, beer in hand, hanging out at a bar with a hip-hop DJ than photos of a white boy, also with beer in hand, hanging out at a rock ¡®n roll bar with a bunch of other white boys wearing frat T-shirts.
Tell me, was it really the public evidence of drinking that disqualified the individual? How many current employees would be disqualified from employment if never getting publicly intoxicated ¡ª or even drinking in public ¡ª was a job requirement? These are the kinds of questions the EEOC would ask if discrimination was raised.
Sexual orientation might be another touchy area. These days, it may be frankly disclosed on social networking sites without much thought. Yet, sexual-orientation bias remains and might cause some employers to make adverse decisions. In many states and municipalities, sexual orientation discrimination is unlawful, so such decisions will be prohibited.
Invasion of Privacy
Invasion of privacy is a claim that I doubt would fly. It requires a ¡°reasonable expectation of privacy.¡± A student may believe that access to their Facebook profile is limited to a few thousand of their schoolmates and their closest friends. The Facebook FAQs clearly support such a belief in limited access, stating:
Can I see the profiles of people on other networks?
Facebook was intentionally designed to limit the availability of your profile to only your friends and other people on your networks. This simple but important security measure promotes local networking and makes sure that your information is seen by people you want to share it with, and not by people you don¡¯t.
Nonetheless, it would be tough to claim that this expectation of limited access, even if reasonable, is an expectation of ¡°privacy.¡±
On the other hand, if you are using privacy features that you believe allow you to limit access to only invited individuals, as opposed to all others on your network, and an employer somehow hacks past such a privacy barrier, you may have a strong privacy claim.
Terms of Service Violation
Now, onward to the terms of service issue raised by Steve. For sake of brevity, I will only address Facebook. MySpace may present somewhat different issues. The Facebook terms include the following:
You understand that the Service and the Web site are available for your personal, non-commercial use only. You represent, warrant and agree that no materials of any kind submitted through your account will violate or infringe upon the rights of any third party, including copyright, trademark, privacy, publicity or other personal or proprietary rights; or contain libelous, defamatory or otherwise unlawful material.
You further agree not to harvest or collect email addresses or other contact information of Members from the Service or the Web site by electronic or other means for the purposes of sending unsolicited emails or other unsolicited communications. Additionally, you agree not to use automated scripts to collect information from the Service or the Web site or for any other purpose.
You further agree that you may not use the Service or the Web site in any unlawful manner or in any other manner that could damage, disable, overburden or impair Web site. In addition, you agree not to use the Service or the Web site to:
impersonate any person or entity, or falsely state or otherwise misrepresent yourself or your affiliation with any person or entity; . . .
intimidate or harass another;
use or attempt to use another¡¯s account, service or system without authorization from the Company, or create a false identity on the Service or the Web site.
Steven thinks it¡¯s a no-brainer that checking individuals out on Facebook for purposes of employment decisions is a commercial use. This certainly is a possible interpretation, but I believe not the only one.
The next sentence focuses on materials submitted through your account, not what you do with information you learn about others. Therefore, ¡°non-commercial use only¡± could be interpreted as prohibiting only posting information for commercial gain, such as advertisements, not surfing the site for information in support of a business purpose.
The paragraph goes on to specifically prohibit certain methods of obtaining and using information about others. Though it prohibits automated scraping and spamming, it does not address the issue of searching for specific individuals and using the information to make employment decisions.
It seems a stretch to say an employer is ¡°intimidating or harassing¡± the user of Facebook by using Facebook information to make an adverse employment decision, but this certainly could be argued.
A more serious issue would arise if the employer misrepresented their affiliation with a college in order to create an account allowing them to look up certain individuals, or used another¡¯s account to do so. This would appear to be a plain violation of the terms of service.
Consequences of Violation of Terms of Service
Now, let¡¯s assume the employer violated the terms of service. So what? My answer is that this fact may support a tortious interference with business expectancy claim, but probably only if it was a third-party recruiter or investigator who committed a violation. This is because interference by a third party is required. Perhaps such a claim against the individual who obtained the information improperly, not the company, would satisfy this requirement, but that is still somewhat iffy.
Other elements of this type of claim might also be difficult to prove, such as whether the candidate has a reasonable expectancy of employment.
There might also be a federal cause of action under the Federal Computer Fraud And Abuse Act to the extent the recruiter/employer exceeds authorized access (as authorized in the terms of service) in obtaining data from a computer system (the Facebook server).
Other Laws
Another law that could come into play is the Fair Credit Reporting Act. Despite its name, this law has broader application than credit inquiries. It might apply if the Facebook information was obtained by a third party investigator such as a recruiter or background-checking service. It would not prohibit use of the information, but would require disclosure of the fact that such information was the basis for the decision.
Thinking Practically
Those are a few of my well-educated, but still speculative, legal thoughts. Long ago, one of my mentors taught me to always ask not only what the law requires my client to do, but also what the client should do, taking into account extra-legal factors such as business realities, employee morale, employee and public perceptions, etc. Here, in the face of some murky and emerging law, I have some thoughts on what both employers and applicants/employees should do, given this growing trend of employers checking social networking sites.
I would advise applicants/employees to assume that future employers will read everything you post. So when you put something about yourself out there, you can be yourself, but avoid obvious negatives like saying you hate to work or posting sleazy or drunken photos. It may help to ask yourself whether you would want your mother to see your site. Sorry to say, but you may not even want to admit homosexuality or extreme political or religious views.
On a positive note, use your Internet postings, including blogs as well as social networking sites, affirmatively. They can help you build visibility and credibility as an expert in your field (or hobby). Join more ¡°serious¡± networking sites like LinkedIn even if you are still a student ¡ª and work at building a network there that can help you in future job searches.
I would advise employers to cut applicants and employees some slack. You were once young too and maybe did similar things ¡ª if not publicly on the Internet. Ask yourself how relevant the information creating the negative impression is to job performance.
If you are going to do Internet searches and use them as a basis for employment decisions, you better do so consistently, without regard to any legally protected classifications, e.g. race, sex, age. You should document them.
I also agree 100% with Steven¡¯s suggestion to use social networking sites and blogs in a positive fashion in your search to find good candidates. Consider the whole person, of whom the Internet persona is not always a fully accurate reflection.
15 Tips for Writing Winning Resumes
December 7th, 2006The thought of writing a resume intimidates almost anyone. It's difficult to know where to start or what to include. It can seem like an insurmountable task. Here are 15 tips to help you not only tackle the task, but also write a winning resume.
Determine your job search objective prior to writing the resume. Once you have determined your objective, you can structure the content of your resume around that objective. Think of your objective as the bull's-eye to focus your resume on hitting. If you write your resume without having a clear objective in mind, it will likely come across as unfocused to those that read it. Take the time before you start your resume to form a clear objective.
Think of your resume as a marketing tool. Think of yourself as a product, potential employers as your customers, and your resume as a brochure about you. Market yourself through your resume. What are your features and benefits? What makes you unique? Make sure to convey this information in your resume.
Use your resume to obtain an interview, not a job. You don't need to go into detail about every accomplishment. Strive to be clear and concise. The purpose of your resume is to generate enough interest in you to have an employer contact you for an interview. Use the interview to provide a more detailed explanation of your accomplishments and to land a job offer.
Use bulleted sentences. In the body of your resume, use bullets with short sentences rather than lengthy paragraphs. Resumes are read quickly. This bulleted sentence format makes it easier for someone to quickly scan your resume and still absorb it.
Use action words. Action words cause your resume to pop. To add life to your resume, use bulleted sentences that begin with action words like prepared, developed, monitored, and presented.
Lead with your strengths. Since resumes are typically reviewed in 30 seconds, take the time to determine which bullets most strongly support your job search objective. Put those strong points first where they are more apt to be read.
Play Match Game. Review want ads for positions that interest you. Use the keywords listed in these ads to match them to bullets in your resume. If you have missed any key words, add them to your resume.
Use buzzwords. If there are terms that show your competence in a particular field, use them in your resume. For marketing people, use "competitive analysis." For accounting types, use "reconciled accounts."
Accent the positive. Leave off negatives and irrelevant points. If you feel your date of graduation will subject you to age discrimination, leave the date off your resume. If you do some duties in your current job that don't support your job search objective, leave them off your resume. Focus on the duties that do support your objective. Leave off irrelevant personal information like your height and weight.
Show what you know. Rather than going into depth in one area, use your resume to highlight your breadth of knowledge. Use an interview to provide more detail.
Show who you know. If you have reported to someone important such as a vice president or department manager, say so in your resume. Having reported to someone important causes the reader to infer that you are important.
Construct your resume to read easily. Leave white space. Use a font size no smaller than 10 point. Limit the length of your resume to 1-2 pages. Remember, resumes are reviewed quickly. Help the reader to scan your resume efficiently and effectively.
Have someone else review your resume. Since you are so close to your situation, it can be difficult for you to hit all your high points and clearly convey all your accomplishments. Have someone review your job search objective, your resume, and listings of positions that interest you. Encourage them to ask questions. Their questions can help you to discover items you inadvertently left off your resume. Revise your resume to include these items. Their questions can also point to items on your resume that are confusing to the reader. Clarify your resume based on this input.
Submit your resume to potential employers. Have the courage to submit your resume. Think of it as a game where your odds of winning increase with every resume you submit. You really do increase your odds with every resume you submit. Use a three-tiered approach. Apply for some jobs that appear to be beneath you. Perhaps they will turn out to be more than they appeared to be once you interview for them. Or perhaps once you have your foot in the door you can learn of other opportunities. Apply for jobs that seem to be just at your level. You will get interviews for some of those jobs. See how each job stacks up. Try for some jobs that seem like a stretch. That's how you grow... by taking risks. Don't rule yourself out. Trust the process. Good luck in your job search!
What Employers Really Want...
December 7th, 2006If you're a job search candidate looking to bestow gifts upon the recruiters of the world, here are seven packages they would love to unwrap this holiday season...
1. Resumes that really fit
If your resume isn't a fit for the job, don't send or submit it blindly! Recruiters are rewarded for fit so if your an unclear or unlikely fit, you better have an internal ally who can lobby for you.
2. Candidates that aren't stalkers
Recruiters don't mind a call every once in awhile for you to check in on your status or see if they are interested. But when you start to call multiple times a week (or even a day) you'll get a shoulder colder than Minneapolis this time of year.
3. Perfect grammar and spelling
This time of year everyone in the office is looking for a laugh. So if your cover letter proclaims that "your the won for the job," don't be surprised if you never hear from us.
4. Commitment
Slowdowns at the office and sheer boredom may mean you start to send out resumes willy nilly. Please don't. If you're not serious about moving on, please don't waste my time or yours!
5. No more vanity
As the job market starts to get stronger, candidates start to get more cocky. Please don't focus on what's in it for you. Instead, focus on telling me what you can do for my company.
6. Make our lives easier
Really understand what we are looking for. If you help us understand why you are the perfect candidate for the job, we can better convince other internal employees of the same thing. Make it easy for us to make your case!
7. Don't be an online embarrassment
We're starting to Google you and look at your MySpace and Facebook accounts. Don't get us all excited that you're a great candidate for us only to find out your MySpace page is full of activities that would make an employer blush!
And please, no more fruit baskets. We like coffee and chocolate.
Job Description
December 6th, 2006Effectively developed, job descriptions are communication tools that are significant in your organization's success. Poorly written job descriptions, on the other hand, add to workplace confusion, hurt communication, and make people feel as if they don't know what is expected from them.
Job descriptions are written statements that describe the duties, responsibilities, required qualifications, and reporting relationships of a particular job. Job descriptions are based on objective information obtained through job analysis, an understanding of the competencies and skills required to accomplish needed tasks, and the needs of the organization to produce work. Job descriptions clearly identify and spell out the responsibilities of a specific job. Job descriptions also include information about working conditions, tools, equipment used, knowledge and skills needed, and relationships with other positions. Still uncertain about the value of job descriptions? Consider these tips about employee job descriptions.
Job descriptions provide an opportunity to clearly communicate your company direction and where the employee fits inside of the big picture.
Whether you're a small business or a large, multi-site organization, well-written job descriptions will help you align employee direction. Alignment of the people you employ with your goals, vision, and mission spells success for your organization. As a leader, you assure the interfunctioning of all the different positions and roles needed to get the job done for the customer.
Job descriptions set clear expectations for what you expect from people. According to Ferdinand Fournies in Why Don't Employees Do What They're Supposed to Do and What To Do About It," (see sidebar) this is the first place to look if people aren't doing what you want them to do. He says you need to make certain that they clearly understand your expectations. This understanding starts with the job description.
Job descriptions help you cover all your legal bases. As an example, for compliance with the Americans With Disabilities Act (ADA), you'll want to make certain the description of the physical requirements of the job is accurate. Whether you're recruiting new employees or posting jobs for internal applicants, job descriptions tell the candidate exactly what you want in your selected person.
Clear job descriptions can help you select your preferred candidates and address the issues and questions of those people who were not selected.
Well-written job descriptions help organization employees, who must work with the person hired, understand the boundaries of the person's responsibilities.
People who have been involved in the hiring process are more likely to support the success of the new employee or promoted co-worker. Developing job descriptions is an easy way to involve people in your organization's success.
How Do We Get Smarter About Our Recruiting Habits?
December 6th, 2006How do we get smarter about our recruiting? Our telecommunications company is going through an extended growth spurt. I¡¯d like to challenge management¡¯s thinking regarding whether certain jobs are necessary or merely "nice to have." Our human resources systems and processes are very limited, we lack formal systems for job evaluation, and we have no job grading or a structured recruiting model. I¡¯m of the belief that a good route to pursue would be to start with verifiable data.
Starting with verifiable data is a great way to get smarter about recruiting, and with your organization¡¯s extended growth spurt, the timing could not be better.
When demand is on the rise, the traditional approach to recruiting is to react with fervor: filling vacancies as quickly as possible at the lowest cost, no questions asked. Companies barely take the time to develop recruiting strategies and plans, let alone try to create an overall plan for the workforce. When it gets busy, they don¡¯t have time for planning, and when it¡¯s not busy they don¡¯t see the need for it. Even when organizations figure out how to make the time, many just don¡¯t do a good job of workforce planning.
With limited HR systems and processes, it may be more challenging to pull together the data, but here is an approach you can take.
First, start with the headcount of your current workforce. You will want as much data as possible on this so you can analyze by different variables such as department, job classification, exempt vs. nonexempt employees or geographical locations. Then, take a toll of your active requisitions and map them to these variables. If you have informal systems or processes and your requisitions arrive on the back of a napkin, instead of through an applicant tracking system, you may need to estimate. The last pieces of data you will need are your historical attrition rates, sorted by the same variables, as well as your average time to fill (again, you may need to estimate).
Based on your average time to fill and your attrition rates, you can now produce a forecast of what the workforce will look like three months to six months out. You can show projected net gains or losses from a departmental view, job classification, geography or any view that is important to the organization. To take this a step further, you could convert any net gains into estimated cost increases and compare this to existing budgets, or analyze any projected losses to determine the impact on operations.
In human resources we have been longing to prove ourselves as business partners. If you arm yourself with this type of data, not only will you be able to challenge management¡¯s thinking on the growth of the workforce, but they will probably also listen to you.
SOURCE: Ed Newman, the Newman Group, Phoenixville, Pennsylvania, December 23, 2005.
How Do We Quantify the Impact of Faulty Hiring?
December 5th, 2006We¡¯re trying to polish our recruiting efforts after some bad hires. How can we measure the impact, both in dollars and other costs, of poor hiring decisions?
¡ªPenny-pinching Recruiter, government, Dee Why, New South Wales, Australia
Dear Penny-pinching:
Employee turnover is an important tool to use in measuring a company¡¯s success. But let¡¯s be honest: There are different costs associated with "good turnover," in which underachievers are separated, and "bad turnover," in which quality performers leave for other opportunities. Therefore the data alone does not tell a whole story. Radical as it may seem, some turnover can be good--even desirable, in some instances.
But let¡¯s start with the basics. There are certain quantifiable costs involved in filling a vacancy, whether it¡¯s caused by good or bad turnover. These costs are composed of employment advertising fees (print or online), recruiter fees (contingency or executive search,) assessment tools and background checks, travel and relocation costs, HR staff time, and new employee orientation and training. Additionally, turnover will have a qualitative impact on productivity, with work being reassigned and new hires needing time to learn their new jobs.
Now let¡¯s take the analysis one step further and distinguish the differences between good and bad turnover. When a valued employee leaves, not only do you incur obvious costs, but the company also loses that employee¡¯s internal corporate knowledge and experience, external client contacts and sources¨Cand it faces the possibility that the employee will use his or her skills to work for a competitor. Alternatively, when a marginal employee leaves, a company has the opportunity either to incur a savings by not filling the job or to recruit an employee that adds more value than the one who has left.
The obvious question from human resources¡¯ perspective is how to avoid bad turnover, rather than how to avoid turnover in general. In order to fight bad turnover, every manager in your company should be trained in employee relations, conflict resolution and the implementation of equitable corporate policies and procedures. An employee-retention program that is geared toward maintaining a positive corporate culture and employee well-being always attracts job applicants. However, discouraging bad turnover requires properly trained managers working with human resource strategists to recognize telltale signs of frustration among employees, especially in areas within their direct control. In the end, it is frontline supervisors who are accountable for employee satisfaction within individual departments. Success means giving those managers the proper tools.
Company Profile: Recruiters Get LinkedIn in Search of Job Candidates
December 5th, 2006Electronic recruiting leader LinkedIn is actively courting the headhunting set with new services. But new potential competitors are emerging and it remains to be seen whether business-focused networking sites will become central to most recruiters.
By Ed Frauenheim
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Recruiter Tim Farrelly starts his day at his computer getting linked in.
That is, his Internet home page is the business networking site LinkedIn, where Farrelly, a San Francisco-based executive recruiter, does such things as seek out and contact job candidates. About 15 times a month, he uses the site¡¯s new "InMail" feature that lets him send a message directly to one of LinkedIn¡¯s more than 7 million members. And 90 percent of the time, he gets a response.
There¡¯s "probably no better place out there to find a passive candidate," Farrelly says, referring to the job candidates not actively seeking new employment. "It¡¯s really effective."
Among social and business networking sites, LinkedIn is standing out these days as a tool for recruiters. According to Palo Alto, California-based LinkedIn, the number of recruiters who are registered users of the site has more than doubled in the past year, to more than 100,000. And LinkedIn is actively courting the headhunting set with new services, including the InMail product and job ads targeted to specific types of professionals. Meanwhile, other business networking sites such as ZeroDegrees and Spoke Software have faded or changed course.
Konstantin Guericke, a LinkedIn co-founder and the company¡¯s vice president of marketing, says LinkedIn is leading the way when it comes to a critical part of recruiters¡¯ work.
"I think we are becoming the main site where people are looking for passive candidates," he says.
But LinkedIn¡¯s quest to be a hub for recruiters may still prove difficult. New potential competitors in the social networking arena are emerging. And it remains to be seen whether LinkedIn or other business-focused networking sites will become central to most recruiters.
Kevin Wheeler, a recruiting industry analyst and president of consulting firm Global Learning Resources, says LinkedIn has managed to attract a significant share of recruiters to its site, and he believes that social networking will become ever-more important to recruiters over time. But, he says, that doesn¡¯t mean LinkedIn is going to command recruiters¡¯ attention--or their dollars.
"We¡¯re all signed up" to the site, he says. "But the real question is not how many recruiters have signed up, but what percentage of recruiters is actually using it for recruiting?"
Recruiting recruiters
Statistics from LinkedIn suggest that a fair amount of recruiting is going on at the site. A LinkedIn survey of its users found that a third had been contacted at some point regarding a job opportunity. And most of the "power users" paying LinkedIn $200 a month for premium services such as InMails are recruiters, Guericke says.
At this point, most recruiters on LinkedIn are using the site for free, Guericke says. He expects that about 10 percent of those recruiters will upgrade to a paid account or post a job on LinkedIn during the next 12 months.
As Guericke sees it, many of the recruiters new to the site are likely to snap up its hiring-related services. As opposed to "networking people" who love the socializing dimension of recruiting, many of the newer members have come to LinkedIn for utilitarian reasons. These business-oriented people appreciate the value of LinkedIn as a database with detailed information and the high response rate the site offers, Guericke says.
"They weren¡¯t the early adopters," he says.
It¡¯s hard to gauge exactly what percentage of recruiters have profiles on LinkedIn, given imprecise numbers for the profession. A few years ago, industry publication Recruiter Magazine Online estimated there were 200,000 internal, contract and human resources recruiting professionals working full time for corporations throughout North America, as well as more than 100,000 retained and contingency-based recruiters working at some 25,000 firms.
LinkedIn¡¯s attractiveness to this population has a lot to do with not touting its recruiting role to most users. Guericke and four colleagues started LinkedIn three years ago with a vision of making money from professionals such as recruiters, attorneys and management consultants, who could benefit from a network of high-powered people by pitching their services or snaring job candidates.
The average LinkedIn member, however, would come to the site and use it for free to keep track of colleagues, arrange deals and otherwise make business connections. So far, the plan seems to be working.
LinkedIn¡¯s membership doubled in the past year, and revenue at the site is growing at twice the rate of membership growth, Guericke says. The privately held company, which employs about 70 people, became profitable earlier this year.
In the past year or so, LinkedIn has made several improvements designed to help recruiters land passive candidates. Passive candidates typically are preferred over active job seekers, in part for their lower likelihood of job hopping. LinkedIn¡¯s InMail service is designed to speed up recruiters¡¯ pursuit of passive job seekers. After searching the LinkedIn network for people with particular job titles or experience, recruiters used to have to wait for various intermediaries to approve the forwarding of a message about a job opportunity.
Although contacting someone directly amounts to a kind of cold-call, Guericke says recruiters using InMails tend to have a much higher response rate than the 2 percent to 5 percent typical in the sales world.
"Over 60 percent of people you contact respond to you," he says.
LinkedIn¡¯s 7.5 million members have the ability to block InMails or other sorts of contacts. But just a small fraction of members wall themselves off, Guericke says.
LinkedIn also has a job-posting service that will provide the person posting the ad with a list of 10 people in the network who closely match the ad. In addition, LinkedIn members¡¯ homepages now display job ads designed to fit their skills and experience.
LinkedIn has various levels of premium accounts allowing for InMails and additional introduction requests. The highest level, a "pro" account, costs $200 per month and lets individuals send 50 InMails a month.
Guericke and crew would like nothing better than for more recruiters to follow in Tim Farrelly¡¯s footsteps. Farrelly, president of Coit Staffing, requires all 12 recruiters in his company to use the site. He estimates he spends $7,200 a year on LinkedIn services. But the payback from LinkedIn has been far greater.
"We¡¯ve probably made at least $100,000 because of it," says Farrelly, who offers both contingency and retained search services and focuses on industries including technology, biotechnology and health care.
Guericke is confident the recruiting business at LinkedIn will expand, though not as fast as revenue overall. He expects LinkedIn¡¯s total revenue to triple or quadruple next year, while revenue from recruiters should about double. Although the recruiting business is important to LinkedIn, recruiters buying premium services account for less than 50 percent of LinkedIn¡¯s overall revenue.
Competitive environment
To a large degree, LinkedIn has outlasted its rivals.
Business networking site ZeroDegrees shut down its service September 30. At one point, the site had more than 1 million members, says Jas Dhillon, who founded the company and sold it to media company IAC/InterActiveCorp in late 2003. Dhillon left IAC/InterActiveCorp about a year ago and has taken a position at Microsoft. LinkedIn has done well, Dhillon says.
"I think they¡¯re in a pretty solid position now," he says.
IAC/InterActiveCorp, which owns prominent online businesses including Match.com and Evite, did not respond to requests for comment.
Other sites, including Ryze, have lost momentum, says John Zappe, a recruiting analyst with consulting firm Classified Intelligence.
"They¡¯re still around, but they¡¯re a shadow of their former self," he says.
That¡¯s not to say LinkedIn is a shoe-in for lots of recruiters¡¯ dollars.
Serious questions about the wisdom of spending on business networks were raised in a survey of about 350 recruiters this year by Classified Intelligence and ERE Media, which maintains an online portal devoted to recruiting. The study found that 40 percent of respondents rated business networks as "ineffective" or "very ineffective" in producing hires. Just 24 percent rated them "effective" or "very effective." National/general job boards and niche professional sites scored higher in terms of their effectiveness than networking/referral sites, according to the survey, which went out to recruiters within organizations as opposed to third-party recruiters.
Networking/referral sites did score higher in effectiveness than executive job boards, diversity sites and regional/general job boards.
The survey made a distinction between business networking sites like LinkedIn and predominantly social networking sites, such as MySpace.com and Facebook. And it found room for growth in that latter category. Nearly 60 percent of respondents had yet to try using social networks, the study concluded.
The report also found that a large majority of respondents spent less than $25,000 last year on social networking sites. But 44 percent of respondents expected to spend more on social network sites this year, while just 6 percent expected to spend less.
Conceivably, some of that new spending could bleed into business networking sites such as LinkedIn. But it¡¯s not clear that employers will invest heavily in LinkedIn or another business-focused networking site, Zappe argues. That has something to do with the fact that compared with traditional recruiting tactics such as print ads, career fairs and even general Internet job boards, business networking sites are new.
"People are somewhat reluctant to say, ¡®Hey, they¡¯re great¡¯ or ¡®They¡¯re awful,¡¯ " he says.
Consultant Wheeler is convinced networking tools in some form will grow increasingly important, replacing newspaper ads, cold-calling and job boards. "More and more, it¡¯s going to be who you know that gets you the job," he says.
In any event, LinkedIn faces new or revamped competitors.
Spoke Software, for example, has shifted its business model from social networking alone to a combination of social networking and data about people and companies. That information comes from sources including Web research and the signatures from e-mails sent to Spoke members who in effect "validate" data about people¡¯s job titles and companies, Spoke CEO Frank Vaculin says. Spoke now says it has data on 32 million people, which should aid recruiters seeking passive candidates.
"These are people below C-level," Vaculin says. "These are the kinds of people you can¡¯t get off the Web."
Vaculin, who took the reins of the company a year and a half ago, says Spoke¡¯s e-mail validation system offers recruiters more current data on people than LinkedIn does, and he argues that LinkedIn members aren¡¯t exactly passive.
"People publish information about themselves, and in fact become an active candidate," he says.
As a gauge of LinkedIn members¡¯ "passivity," Guericke says less than 10 percent visit the site¡¯s job listings. He also says LinkedIn members have uploaded more than 300 million contacts. But he says that because of privacy concerns, LinkedIn doesn¡¯t make that data visible until the contacts themselves have opted in to LinkedIn and created a profile.
It¡¯s also possible social networking players could elbow into the business networking scene. The wildly popular MySpace site says that one of its target audiences is "Business people and co-workers interested in networking." The U.S. Marines Corps has a MySpace site, with a prominent "Contact a Recruiter" button.
Facebook, the social networking site that until recently was largely geared to college students, also allows people to connect to company networks. Launched in early 2004, Facebook currently has more than 10 million registered users.
Guericke, though, doubts the latest social networking sites will move in on his turf. A key, he says, is the low-key, formal nature of LinkedIn versus the fun-first feel of Facebook and MySpace. Guericke says LinkedIn has consciously avoided photos on the site in part to prevent attractive members from receiving inquiries that have less to do with business than hoped-for pleasure.
"When you mix personal and business networking, business goes right down the tubes," he says.
Then there¡¯s online recruiting service Jobster. The site, which combines elements of social networking with job posting capability, said in July that it snagged another $18 million in funding from investors. That brings the company¡¯s total capital raised to $48 million since 2004. Jobster said its second-quarter sales doubled from the first quarter, and that it now counts 15 of the Fortune 100 companies as customers.
Dave Lefkow, Jobster¡¯s vice president of professional services, says Jobster helps companies tap into networks of talent through a mix of social networking, permission marketing and customer relationship management tools. Among the products Jobster offers, he says, is software that makes it easy for a firm to ask its employees for the names of the top colleagues they¡¯ve worked with in the past, as well as technology for asking those referrals if they¡¯d like to learn more about the company. Jobster software also is designed to help companies distribute job ads via e-mail--messages that can be forwarded easily to others and tracked by the employer in what Jobster refers to as a "targeted job announcement."
Lefkow says Jobster and LinkedIn don¡¯t compete directly. But a new focus on consumer use of the Jobster Web site could amount to a challenge to LinkedIn. So far, Jobster hasn¡¯t invested heavily to lure job seekers to its site, Lefkow says. But the firm is on the verge of going after consumers more aggressively. It hopes to persuade more people to create profiles on Jobster.com in part by offering new tools such as "superstar tags" designed to capture a person¡¯s unique qualities better than a r¨¦sum¨¦ can.
"This is going to be a big push for us in the next few quarters," Lefkow says.
Wheeler portrays Jobster as a major threat to LinkedIn¡¯s recruiting business. Recruiters can use Jobster¡¯s site to post jobs to major job boards, see if candidates have applied to open jobs and conduct searches.
"They want to become the portal for recruiters," Wheeler says.
Jobster has a better shot of succeeding than LinkedIn does, in part because the site and its services can help employers go after a wider range of employees than the white-collar professionals typically found on LinkedIn. Jobster is "much more versatile," Wheeler says.
Guericke responds that LinkedIn isn¡¯t concerned with Jobster as a competitor. Its push with job seekers still misses the Holy Grail for recruiters, he says.
"You¡¯re not really attracting the passive candidates, which is what recruiters want, " Guericke says.
Maybe not. But it could be that neither LinkedIn nor Jobster, nor any other networking site, will emerge as the dominant place for recruiters. As Wheeler sees it, recruiters aren¡¯t likely to put all their eggs in one networking basket. Smart recruiters will use a combination of tools and tactics, such as niche job boards, their own career site, Jobster and LinkedIn.
"All of these networks will have a minor role in the sourcing process," he says. "There¡¯s no magic bullet."
Workforce Management Online, November 2006 -- Register Now!
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Ed Frauenheim is a Workforce Management staff writer based in San Francisco. E-mail editors@workforce.com to comment.
Differentiating between HR management and industrial relations
December 5th, 2006DIFFERENTIATING BETWEEN HR MANAGEMENT AND INDUSTRIAL RELATIONS
Human Resource Management:
¡¤There are only two important parties namely employee and employer.
¡¤Formulation of objectives, policies, procedure and programs of human resources and implement them.
¡¤Individual employee contacts with the immediate superior.
Grievance and disciplinary procedures are resorted to, to solve the employee-employer conflicts.
¡¤Reformulates the objectives, policies etc ,based on industrial conflicts which are the outcome of unsound industrial relations.
Human Resource Management (HRM) is the overall management of all resources including workers, staff, executives, Top management and even suppliers and customers.
Industrial Relations:
Industrial Relations (IR) in practice are the relations between actual work force and management of the organization.
Given below are some of the salient features of IR:
¡¤The implementation of HRM policies results in IR.
¡¤There are four important parties namely employees, employer, trade unions and government
¡¤The sound IR contributes to the organizational goals. The unsound IR result in industrial conflicts demanding for change and reformulation of HRM objectives and goals
¡¤Employees contact even the top management as a group.
¡¤Collective bargaining and forms of industrial conflicts are resorted to solve the problems
¡¤Industrial relations are governed by the system of rules and regulations concerning work, workplace and working community.
¡¤The main purpose is to maintain harmonious relations between employees and employer by solving their problems through grievance procedure and collective bargaining.
¡¤Trade Unions is another important institution in the Industrial relations. Trade unions influence and shape the industrial relations through collective bargaining.
¡¤Industrial relations are the relations mainly between employees and employers.
¡¤These relations emphasis on accommodating other parties interest, values and needs. Parties develop skills of adjusting to and cooperating with each other.
TYPES OF INTERVIEW
December 5th, 2006The types of interviews are:
1.Informal Interview.
2.Formal Interview.
3.Planned Interview.
4.Patterned Interview.
5.Non-directive Interview.
6.Depth Interview.
7.Stress Interview
The Twelve Steps of Direct Sourcing
December 4th, 2006Edge believes it is time to confess to your sins and embrace these Twelve Steps that will lead you to the land of milk, honey, and better candidates...
We admitted we were powerless over our fear of the phone - that newspaper ads, job boards and Internet sourcing had become limited.
Came to believe that Ma Bell - a power greater than ourselves - could provide a steady stream of potential candidates that will invigorate our careers.
Made a decision to turn our will and our lives over to the use of the telephone as we embrace the telephone as a friend.
Made a searching and fearless metric-based inventory of sourcing channels and found these to be full of hot airs.
[You have been weighed, you have been measured, and you have been found wanting. In what world could you possibly beat me? ~Chaucer]
Admitted to ourselves, to our bosses and to each other the exact nature of why we couldn't get past the use of newspaper ads, job boards, Internet sourcing¡and Gatekeepers.
We humbly ask to have our fear of the phone eviscerated.
Humbly asked our bosses to pay someone to come in and help us learn the one true path to candidate sourcing.
[She can be reached at 513 899 9628. ASK for Maureen]
Made a list of all the jobs we short-shifted and resolved to use the names we found calling directly into companies to make amends to our past hiring managers or customers.
Made direct amends to hiring managers wherever possible, except when to do so would cause them to berate us for not telephone sourcing in the first place.
Continued to take a career inventory, becoming aware when our past sourcing habits tempted to lead us astray and back into the vaporous confines of newspaper ads, job boards and Internet sourcing - and guarding vigilantly against those temptations.
Sought through telephone and some internet research and reading Sourcers Unleashed (and ASK Maureen on ERE and the Edge) daily, to improve our physical contact with potential candidates and our spiritual contact with telephone sourcing Gurus, invoking our powers to continuously improve and continuing to seek out knowledge on the subject.
Having had this career-changing awakening as the result of all these steps, we try to carry this message to other print and web-bound sourcers who only use newspaper ads, job boards and Internet sourcing, and to practice these principles in all our recruiting decisions.
Will Recruiters Become Extinct?
December 4th, 20061. job postings should be free. the value is not and never will be in the posting. the value is in connecting with the right person to hire.
Don¡¯t agree.
a) Advertising costs. Should a TV commercial be free? Last time I checked, Super Bowl ads cost well over $1MM per minute, and they don¡¯t guarantee results either. Job boards are advertising with the added benefit of being direct response.
b) Connecting with the right person to hire can happen in many ways - direct application, research, sourcing, third party recruiters, referrals, etc. In today¡¯s competitive world, companies must use many sources to find great candidates.
2. employers are struggling with the quality vs. quantity gap in online recruiting. job boards provide quantity while hiring managers desire quality.
Depends on what online tools they are using and how they use them. People are still getting quality resumes and applicants from the big job boards, if they focus their efforts on quality. There are also many other online resources which can augment candidate flow with quality prospects.
3. the value of job boards (as we know them today) is beginning to erode for employers with well known brands as most active jobseekers are more than able to go directly to the career websites at companies like starbucks, microsoft, google, etc.
Don¡¯t really agree. The value of large job boards (for employers) comes from large candidate pools. The value of large job boards (for candidates) comes from the ability to find multiple jobs in their field from many employers. Something they can¡¯t do by visiting Microsoft¡¯s career center. This is what is driving the vertical job boards. Employers will always go where the candidates are and candidates will go where the jobs are. My personal feeling is that niche job boards are where the future lies. IT boards for IT companies and professionals, HealthCare boards for Healthcare companies and professionals, and yes, even Restaurant Job boards for restaurant professionals.
4. referrals have been and always will be a great source of quality hires. not the only source, but an important source.
Totally agree. I think this is why almost every big company has some sort of incentive program to reward employees for bringing in referrals who are hired and stay for a specified period of time. Companies (and employees) that use inventive ways of leveraging networking technologies will see increased effectiveness in referral hiring.
5. as has occurred in other markets like travel, and as is increasingly transpiring in real estate, over time we will see new marketplaces evolve which eliminate the need for the specialist (recruiter) and enable the purchaser (hiring manager) to transact efficiently with the seller (candidate).
Totally disagree. In order for Jason¡¯s prediciton to come true, one would have to assume that the only value of a recruiter in recruiting candidates would be the initial introductions or that all the other value propositions offered by recruiting specialists could be replaced through online technologies. I don¡¯t know if Jason has ever actually done any recruiting, but to assume that the value proposition of recruiters can be replaced by Jobster or some other Internet thingamajig is naive. There are still plenty of Realtors, and there are still plenty of travel agents. The industries may have been shaken up by how people use the internet, but they are still thriving industries¡ as is recruiting 10 years after Monster.com and as recruiting will continue to be far into the future. Just as there are some percentage of home sales that are done in the FSBO style there is still great value in specialization and many customers who are willing to pay for specialized help so the largest percentage of sales in the housing market are done by professional realtors.
In conclusion, let me just say that my prediction is that recruiters won¡¯t become extinct and neither will Internet based job boards. Now, I may be a little biased because I am after all a recruiter and have a very small job board myself - it¡¯s just that I don¡¯t plan on being extinct any time soon.
Recruiting Older Workers for Competitive Advantage
December 1st, 2006Report outlines how tapping the older worker talent pool can fill skills gap
LONDON ¨C November 30th, 2006 ¨C Taleo, the leading provider of on demand talent management solutions and The Age and Employment Network (TAEN) are calling on companies to change their approach to recruitment to capitalise on the ageing workforce in the UK. ¡°Tapping into the older worker talent pool¡± is a joint white paper that highlights the opportunity for companies to address the looming skills crisis by recruiting older workers, and provides step by step advice on how companies can execute this strategy.
¡°Tapping into the older worker talent pool¡± explains the demographic trends in the UK with an ageing workforce that is causing a general shortage of skills. Despite these trends and the recent UK Age Regulations, many organisations retain significant biases and misconceptions about recruiting older workers. Practical recruitment strategies that take advantage of the growing talent pool of older workers will therefore be increasingly critical in creating a competitive workforce in the UK. Central to these strategies are the philosophy of skills based recruiting and the use of e-recruitment technology to promote wide access to job roles, and implement a compliant, skills based recruiting process.
Specific advice from TAEN and Taleo Research includes:
¡¤ Consider where you are advertising your job opportunities
¡¤ Word your job opportunities carefully
¡¤ Capture candidate data on compliant, electronic application forms
¡¤ Drive the selection process based on skills
¡¤ Consider re-skilling or up-skilling new or existing employees
According to Taleo Research Vice President, Alice Snell, ¡°The message is loud and clear for organisations that are looking ahead and developing their recruitment strategies. Retaining the traditional preference for recruiting only from younger age groups will lead to a weaker workforce than competitors who tap into the older worker talent pool. Organisations can gain a significant advantage from adopting a skills-based approach to recruiting that creates a level playing field for older workers. E-Recruitment technology is a powerful tool in implementing this approach because solutions such as Taleo¡¯s have compliant skills-based matching of candidates to roles as a fundamental design principle. ¡±
Patrick Grattan, chief executive of TAEN adds ¡°The recruitment profession has the opportunity to play a crucial role in response to an ageing work force. At present too much of the focus is on age. It should be on skills and experience regardless of age. Internet-based recruitment can spotlight competencies required for the job, whereas a classic CV, with its chronological recital of past job history, encourages assumptions about age and working life. ¡®Tapping into the older worker talent pool' is a valuable guide for businesses looking to change their recruitment practices to welcome older workers. ¡±
Dressing for Success Really Matters
December 1st, 2006Carolyn, an HR professional with a Honda subsidiary in Marysville, OH shared with me that she once had
a job candidate show up dressed very casually and wearing a baseball cap. When the interview started, the candidate leaned back in the chair and put his feet up on her desk!
All I can say to this is, ¡°Boy, were you born in the wild and raised by a pack of wolves?¡± I¡¯m pretty sure you weren¡¯t or we would have heard about you on the evening news. What were you thinking?
When you¡¯re lucky enough to be called for an interview, it means something made a good impression¡ªeither your application or your r¨¦sum¨¦, depending on the job. Here¡¯s a gentle reminder: being called for an interview is not the same as being guaranteed the job. In the first interview (and possibly the second, third and even fourth), you¡¯re still selling yourself to the hiring company. So, how should you dress?
The best advice is to always dress professionally. However, not only is professional dress subjective, in some cases it¡¯s also more than you need. To help you determine what you should wear to your interview(s), read on.
• If you¡¯re a guy, you probably have your own House of Fashion brewing just under the surface of your life. Do you have a wife, girlfriend, sister, mother or female friend? Among all of these, you¡¯ll find at least one (probably more) person who can offer sound, reasonable advice on appropriate dressing for various occasions. I would recommend checking with your wife, girlfriend or mother (in that order) before moving to the other options.
• If you¡¯re a woman, you have the same options. You also have multiple reality shows and magazines that obsess over these various subjects. Get together with a group of your friends, a bottle (or two) of wine and a stack of magazines and team up to define your look. Take bits and pieces from each magazine and then have a ¡°What Not to Wear¡± shopping and modeling weekend. If you walk away with a couple of professional outfits, you¡¯re further ahead.
• Check with your local department store. Oftentimes they retain one or two associates dedicated to personal shopping and styling. If you¡¯re in central Ohio, both Macys and Nordstrom offer this service. Nordstrom has two personal shoppers on staff¡ªone male and one female. Some personal shoppers allow you to bring in wardrobe pieces you already own (and adore) and help you build from there.
• Call the hiring manager at the company where you¡¯re getting ready to interview. HR professionals will gladly help you decipher the dressing dilemma. After all, they have a little bit invested in you at this point (they selected your resume for review by others, thereby putting their initial stamp of approval on you (at least on the paper representation of you).
• Drive by the company (OK, stalk it a little) and observe how the employees are dressed and then plan on dressing one step better (unless you¡¯re going for a management position, then wear a suit).
All of this to say that no matter how much we¡¯ve become business casual in the workplace, the interview is not the time to embrace the concept. First impressions still matter and still weigh heavily in the start of any relationship.
Recruitment Strategies
November 30th, 2006The values, or even purpose, of developing recruitment strategies generally are misunderstood within companies. It is important to build a recruiting strategy with the following questions in mind:
1) What kind(s) of candidate skills do we need?
2) When do we need them?
3) What is our corporate culture?
4) What are our recruitment processes? (employee requisition approval, marketing, sourcing, selection, reference, sales/offer, new employee orientation).
5) When did we last examine our recruitment strategies? As time passes, recruitment needs change and the methods of recruitment change (most recent major impact - the Internet). Can we do better than we have up until now?
6) What is preventing our success at attracting the top 10% of candidates?
7) Can we achieve our goals utilizing corporate staff? Or do we need outside temporary professional recruitment assistance? If we need outside help, what kind is most beneficial to this situation?
8) What is our budget for recruitment?
We address these questions in this area. Remember, recruitment is not magic. The top recruiting staffs do the fundamentals well. A strong, yet flexible recruitment strategy is the basis of the fundamentals of recruiting and delivering the best candidates.
As a contract recruitment firm, The Humbert Group assesses your current recruitment strategy and assesses your staff. We will be happy to either tweak your current recruitment strategy or help your company develop a new one. Additionally, we consult with you on the best way to upgrade your staff.
Other Probing Questions -- often for high-level assignments
November 30th, 20061. Could you please describe the management team to me?
2. Does the company have a Net-use policy?
3. Will I receive my assignments from IT or from the business
unit?
4. Do developers have little contact with the business unit or
significant contact?
5. Can you show or sketch me an organizational chart?
6. If for any reason you were unable to function as CEO, how
would you like to see the company managed?
7. To whom does the chief information or technology officer
report?
8. How would you describe the degree to which you want your
heirs to have strategic or operational influence in the company until
one of them is ready to assume the role of COO or CEO?
9. What are you hoping to accomplish, and what will be my role
in those plans?
10. May I see a job description? What are the most important
responsibilities of the job?
11. How much time should be devoted to each area of
responsibility?
12. What is my spending/budget authority?
13. What initial projects would I be tackling?
14. What are the biggest technical challenges ahead for this
department/ company?
15. Presuming that I'm successful on this assignment, where else
might I be of service to the company?
16. Traditionally, companies have used IT to reduce bottom-line
costs. But I am excited about the use of IT to advance top-line
opportunities such as creating new products and identifying new
markets. Can you talk about how IT is used in this company to create
top-line value?
17. What structured strategies for software testing have you
found effective here?
18. Does the company use an IT steering committee?
19. If you put all the salespeople in a line from your best to
the merely acceptable performer, what are the earnings of the 50th
percentile? The 25th? The 75th?
20. Can you describe the performance of the sales team?
21. What is the commission structure, and what is my earning
potential in 1,3,5, or 10 years?
22. What percentage of salespeople attain objectives?
23. What percentage of the current people are above and below
their set goals?
Questions That Are Defensive -- designed to protect the employee
1. I understand the company has experienced layoffs within the
last two years. Can you review the reasons why they were necessary?
2. How were the layoffs handled in terms of notification,
severance, outplacement services, etc.?
3. What rewards have you found effective in recognizing and
rewarding exceptional work?
4. Are there formal metrics in place for measuring and rewarding
performance over time?
5. How effectively has the company communicated its top three
business goals?
6. I am a hard worker, and like to be around hard-working
people. Am I going to be comfortable with the level of effort I find
here?
7. Is the company's training strategy linked to the company's
core business objectives?
8. How does your firm handle recognition for a job well done?
9. When was the last time you rewarded a subordinate for his or
her efforts? What token of appreciation did you offer?
10. How does the firm recognize and learn from a brave attempt
that didn't turn out quite as expected?
11. If I were a spectacular success in this position after six
months, what would I have accomplished?
12. How much freedom would I have in determining my objectives
and deadlines?
13. How long has this position existed in the organization? Has
its scope changed recently?
14. Do you foresee this job involving significant amounts of
overtime or work on weekends?
15. What are the greatest challenges I will face in this position
in furthering the agenda of the organization?
16. Are my tasks limited to my job description, or will I be
performing duties outside the described job scope?
Questions Designed to Get Feedback
1. How do you like me so far?
2. Do you have any concerns about my ability to do the job and
fit in?
3. Is there anything standing in the way of us coming to an
agreement?
4. Do you have any concerns about my experience, education,
skills?
5. How do I compare with the other candidates you have
interviewed?
6. Describe your ideal candidate. What do my qualifications lack
compared to those of the theoretical ideal candidate?
7. I'm ready to make a decision based on the information I have.
Is there anything else I can elaborate on so that you would have a
better understanding of my qualifications and suitability for this
position?
8. Are there any areas in which you feel I fall short of your
requirements?
9. Can you give me any feedback that would make me more
attractive to the company in the future or that I could benefit from
next time?
10. Is there anything else you need from me to have a complete
picture of my qualifications?
Why IT Recruiting as a profession?
November 29th, 2006Sometimes people in our industry can get a bad repetition or make someone mad. But, is that because what the industry is or what they did?
Remember the movie, Dave. It¡¯s about an average Joe that poses as president. At one point, he¡¯s talking to the real president¡¯s wife and she asks him what he does in real life. He answers he runs a very small staffing company. She answers ¡°Oh, you find people jobs¡±, and is very impressed. That¡¯s it in a nutshell. Over a lifetime career in this business, think about how many, houses, cars and college educations you have contributed to the economy by doing your job well?
You are a:
- Talent Agent ¨C No agent in sports or the entertainment industry has anything over you.
- Psychologist ¨C You have to get into the head of the candidate and figure what makes them tick and what their ¡°real¡± job interests are.
- Computer Scientist ¨C Few IT recruiters have a technical degree but we¡¯re expected to be able to wade through thousands of acronyms, know what they do and be able to screen candidates.
- Career Coach ¨C Be able to convince the candidate it¡¯s not in their best interest to wear that 2 pound nose ring to the interview.
- Travel Agent ¨C Figure out how to get that candidate in Fairbanks to Miami by 2 pm tomorrow to meet the CIO.
- Marriage Counselor ¨C Remember, it¡¯s the whole family that is affected by a job change.
- Friend - **the most important** No explanation other then ¡°treat others and you want to be treated¡±.
How To Reach Your Goal When Your Job Is To Find A Job
November 29th, 2006If you've been laid off or have somehow lost your job, you might find your self in the uncomfortable position of having your job be to find yourself another job. Unless you have gobs of money saved up, you'll have to hit the streets looking for a replacement that'll give you the weekly paycheck.
Many people are unprepared for looking for a full-time job under this type of pressure. Here's some tips that help you land a better job in no time.
Pen A Perfect Resume
Your resume is the first impression that prospective employers will have of you. Therefore, you want to really stand out from the crowd. The best way to do this, is to cater your resume to the job you are applying for. You want to highlight the skill you have that match the skills they need and remember to always be truthful.
Keep your resume short, with bullet items that highlight the important parts. You don't need to elaborate with a huge novel about what you've accomplished - that's what the interview is for, however, you do need to pique their interest enough for them to call you in for an interview.
Always include a cover letter with a short paragraph on why you are interested in their particular company or industry and how you think your skills will fit the job.
Submit Your Resume
Now that you have your resume written, you need to find places to submit it to. You could always go through a recruiter who has a list of jobs in your field open and can match you to them. You could also try using contacts you have in the business - call all your old friends and coworkers to try to ferret out any openings and companies who might be interested in working for. Finally you can check the papers and online job search websites.
Impress Them In The Interview
When you do get an Interview, you want to be sure to impress them with your skills and knowledge of the job. Don't go overboard and be both full, and always be truthful. do some research on the companyy so that you can ask pertinent questions. If there Is some skills they you might be rusty and that the job calls for, do some homework so that you can talk about them intelligently.
Always show up for interviews on time, take traffic into consideration and make sure you get there to check in about five minutes ahead of time. Don't forget to dress appropriately, while this may seem silly it actually does go a long way to making a big impression. Don't be nervous! This is your chance to shine, remember that a lot of times the interviewer can be just as nervous or even more as an interviewee. Many people who are interviewing are just simply workers who lack interviewing skills, you can go a long way towards gaining their trust by being confident and easy to interview.
Follow Up
After the interview, don't forget to follow up with a brief thank you letter. in a letter thank them for their time and also state how your skills are a perfect match for the job and in your particular interests in that area. People want to hire someone who is a good match for the job and will stay and enjoy it, and not just someone who needs a paycheck.
Sending a thank you letter may seem a bit old-fashioned, but this will help to get your name in front of the hiring managers again. You wouldn't believe how many people don't do this and it really makes an impression when someone does.
Stick To A Schedule
Obviously, the more places you interview the better your chances of landing a job. You can't just interview one place and then sit back for two weeks waiting to hear from them. Therefore, you need to set up some sort of schedule or goal for yourself. Perhaps you want to make sure you get In five interviews a week, then set this goal and make sure you work towards it.
While finding a new job can be a bit scary and often tedious you need to treat it as if it is your job and work at it full-time. If you make a great effort to find another job you'll be back in the workforce in no time.
Questions for Hiring Managers
November 29th, 20061. Could you explain the company's organizational structure?
2. What is the organization's plan for the next five years,
and how does this department or division fit in?
3. What specific skills from the person you hire would make
your life easier?
4. Will we be expanding or bringing on new products or new
services that I should be aware of?
5. What are some of the problems that keep you up at night?
6. What are some of the skills and abilities you see as
necessary for someone to succeed in this job?
7. What would be a surprising but positive thing the new person
could do in first 90 days?
8. What challenges might I encounter if I take on this position?
9. How does upper management perceive this part of the
organization?
10. What are your major concerns that need to be immediately
addressed in this job?
11. What do you see as the most important opportunities for
improvement in the area I hope to join?
12. What are the attributes of the job that you'd like to see
improved?
13. What are the organization's three most important goals?
14. What is your company's policy on attending seminars,
workshops, and other training opportunities?
15. How do you see this position impacting the achievement of
those goals?
16. What is the budget this department operates with?
17. What attracted you to working for this organization?
18. What committees and task forces will I be expected to
participate in?
19. What have you liked most about working here?
20. How will my leadership responsibilities and performance be
measured? By whom?
21. What are the day-to-day responsibilities I'll be assigned?
22. Are there any weaknesses in the department that you are
particularly looking to improve?
23. What are the department's goals, and how do they align with
the company's mission?
24. What are the company's strengths and weaknesses compared with
the competition? (name one or two companies)
25. How does the reporting structure work here? What are the
preferred means of communication?
26. What goals or objectives need to be achieved in the next six
months?
27. Can you give me an ideal of the typical day and workload and
the special demands the job has?
28. This a new position. What are the forces that suggested the
need for this position?
29. What areas of the job would you like to see improvement in
with regard to the person who was most recently performing these
duties?
30. From all I can see, I'd really like to work here, and I
believe I can add considerable value to the company. What's the next
step in the selection process?
31. How does this position contribute to the company's goals,
productivity, or profits?
32. What is currently the most pressing business issue or problem
for the company or department?
33. Would you describe for me the actions of a person who
previously achieved success in this position?
34. Would you describe for me the action of a person who
previously performed poorly in this position?
35. How would you describe your own management style?
36. What are the most important traits you look for in a
subordinate?
37. How do you like your subordinates to communicate with you?
38. What personal qualities or characteristics do you most value?
39. Could you describe to me your typical management style and
the type of employee who works well with you?
40. Corporate culture is very important, but it's usually hard to
define until one violates it. What is one thing an employee might do
here that would be perceived as a violation of the company's culture?
41. How would you characterize the organization? What are its
principal values? What are its greatest challenges?
42. How would you describe the experience of working here?
43. If I were to be employed here, what one piece of wisdom would
you want me to incorporate into my work life?
44. What are a couple of misconceptions people have about the
company?
45. Work-life balance is an issue of retention as well as
productivity. Can you talk about your own view of how to navigate the
tensions between getting work done and encouraging healthy lives
outside the office?
46. How does the company support and promote personal and
professional growth?
47. What types of people seem to excel here?
48. Every company contends with office politics. It's a fact of
life because politics is about people working together. Can you give
me some exams of how politics plays out in this company?
49. What have I yet to learn about this company and opportunity
that I still need to know?
50. I'm delighted to know that teamwork is highly regarded. But
evaluating performance of teams can be difficult. How does the
company evaluate team performance? For example, does it employ 360-
degree feedback programs?
51. What are the organization's primary financial objectives and
performance measures?
52. What operating guidelines or metrics are used to monitor the
planning process and the results?
53. To what extent are those objectives uniform across all
product lines?
54. How does the company balance short-term performance versus
long-term success?
55. What kinds of formal strategic planning systems, if any, are
in place?
56. Can you describe the nature of the planning process and how
decisions concerning the budgeting process are made?
57. Can you identify the key corporate participants in the
planning process?
58. How often and in what form does the company report its
results internally to its employees?
59. In the recent past, how has the company acknowledged and
rewarded outstanding performance?
60. What are the repercussions of having a significant variance
to the operating plan?
61. Are budgeting decisions typically made at corporate
headquarters, or are the decisions made in a more decentralized
fashion?
62. I'm glad to hear that I will be part of a team. Let me ask
about reward structures for teams. Does the company have a formal
team-based compensation process?
63. Is the company more of an early adapter of technology, a
first mover, or is it content to first let other companies work the
bugs out and then implement a more mature version of the technology?
64. How does the company contribute to thought leadership in its
market?
65. How advanced is the company's commitment to knowledge
management?
66. I was pleased to hear you describe the company's branding
strategy. How does branding fit into the overall marketing mix?
67. How does this position contribute to the company's goals,
productivity, or profits?
68. According to (name source), your principal competitor, Brand
X, is the best-selling product in the space. What does Brand X do
better than your product?
69. Business Week magazine ranks the company second (or whatever)
in its industry. Does this position represent a change from where it
was a few years ago?
70. How accessible is the CEO (name him or her) to people at my
level of the organization?
71. Does the CEO (name him or her) publish his or her email
address?
72. I understand that the CEO is really approachable. Are there
ground rules for approaching him or her?
73. Staff development is mentioned in your annual report as a
measure on which executives are evaluated. What kinds of training
experiences might I expect?
74. Is the department a profit center?
75. Can you please tell me about the people who will look to me
for supervision?
76. Would I encounter any coworker or staff person who's proved
to be a problem in the past?
77. What happened to the person who previously held this job?
78. The incumbent was dismissed? How could the problems have been
avoided?
79. The incumbent was promoted? I'm delighted to hear it. Would
it be possible for me to talk to him or her?
80. What is the company customer-service philosophy?
81. Could you tell me about a time when the team/company went out
of its way to provide knock-your-socks-off service?
82. The best companies rely on rich customer data to fuel
personalized content and services. How is the company doing in
personalizing its offerings?
83. Customers are expecting companies to protect their data. Does
the company have a privacy policy for its Web initiatives, and how
does the company balance the momentum for ever-increasing
personalization with rising concerns for privacy?
84. How empowered are employees? How much of the company's money
can your people (including the ones with single-digit pay grades)
spend on their own recognizance to satisfy a customer or address a
work-process issue?
85. How often would I come into direct contact with real, living,
breathing, paying customers?
86. What are the success factors that will tell you if the
decision to bring me on board was the right one?
87. To make our working relationship successful -- something we
both want -- we'll need to be sure we have good chemistry together.
How might we determine this, and then what action would you see us
engage in to build that relationship?
88. If you and I were developing some sort of philosophical
difference, how would you want to go about resolving it?
Salary Negotiation
November 28th, 2006Prepare for the Negotiations
It is foolhardy to negotiate on assumptions, so make sure you have some specific facts in hand. Some of these information can only be learnt during the interview process; elicit them from the interviewer when an offer is made, before starting the negotiation.
What is your worth in the market? Changes in the job market is constant due to a globally competitive economy. So the first thing you should find out is the current salary trend for your job profile.
There are many free and fee based online resources on salary surveys like payscale.com, jobstar.org and salary.com that can give you a ballpark range.
Research salaries at similar firms in the same job function and the same industry. Call similar companies directly and ask their salary ranges for the type of job you seek.
Ask recruiters, employment agents, other professionals and your own network of friends and associates.
Other places to research are professional trade journals and business magazines and newspaper and online job listings.
Remember to consider factors like location and experience that play a huge role too.
What is the offer package? In case an offer has been made to you, get specific details on the following facets of the offer -
Job Responsibilities: The specific job responsibilities and the first assignment you'll be working on is one of the most important aspects of the offer. If the assignment is to your liking, you might be more willing to be flexible.
The Signing Bonus: Some companies also offer an initial one-time bonus for start-up expenses like a new wardrobe or as an incentive to accept an offer over another. But keep in mind that since future raises are computed as a percentage of your base, it can be to the employer¡¯s advantage to entice you with a signing bonus rather than a higher base salary.
Base Salary: It is best to present a neutral appearance and not tip your hand by any involuntary response like "Wow!". Some firms offer a higher signing bonus if you accept the offer immediately. Unless you've made up your mind, it is always better to ask for a reasonable amount of time to consider their offer.
Relocation Package: If you are offered a relocation allowance, make sure you understand what is included - moving household goods, house hunting trips, and brokers' fees are examples.
Benefits Package: These are generally non-negotiable and are often standard for all employees. But they vary from company to company and so can be used to compare various offers before reaching a final decision.
Promotional Opportunities: Find out the promotional opportunities of this position, and the kind of salary progression to be expected in the first three to five years?
Tuition reimbursement: Organizations that want to encourage their employees to gain further education and training offer some form of partial or complete tuition reimbursement.
Future raises: Find out the methodology of the reviews and how future raises are computed and awarded. Are there performance-based raises and bonuses?
Profit sharing: If you are working for a growing and profitable organization, profit-sharing programs can offer you great year-end bonuses based on the success of the organization or your division.
Starting date: Some companies might want you to start immediately, and some might be more flexible.
Deadline: When an offer is made, the company also provides a time frame to respond. This is often negotiable; don't hesitate to ask for more time if you need it.
What does the interviewer earn? This information can give you an extra edge if the interviewer is also the one under whom you'll be working. After all, you wouldn't like your subordinates to make more money than you, right? So keep that sensitive issue in mind when you start negotiating. Generally ten percent less than what he/she earns may be an appropriate figure to negotiate on, but proceed carefully to make sure that the interviewer doesn't feel personally threatened by your salary request. (If you can't find the exact figure, even an estimate can help - use step 1 to figure it out.)
Who's the boss? As early as possible, find out who the final decision maker is with regard to hiring, determining your job title, and authorizing your compensation agreement.
Who's the competition? If possible, determine how desperate is the employer to fill in the position, how many other candidates are being considered and how you measure up to them.
Be Realistic, This is How the Market Works
According to Jeanne Sahadi, CNNMoney.com senior writer, employers seem to have the better hand in pay negotiations. Some insights from her:
Your pay doesn't necessarily reflect performance and seniority. Demand and supply in action - Managers will pay what the market demands to get the right candidate. So in a tight job market the starting salary of a new hire at your level may come close to or even match yours, despite your seniority and experience. And companies generally won't correct this discrepancy unless you raise the issue.
Keep abreast of the going rate for people with your experience and education, especially if you were hired in a down market.
Campaign for pay raises months before the review. Smart companies "always have a little something in their back pocket ... to use when they need it - say to keep an employee they can't afford to lose," said Dallas-based compensation consultant Rebecca Elkins. Say you fit that category, and you request an 8 percent raise when the company typically has offered you 4.5 percent. Smart managers would ask themselves, "Am I willing to lose this person for $500 a month?"
The day of your review is not the time to negotiate a higher raise since your manager has already gotten approval for the increase he's budgeted. Your campaigning should start months before.
When you're told they can't pay you more now, budget may not be the issue. If you ask for more money and your boss says the budget is too tight now, it might mean - your boss doesn't think you're that much, he doesn't have the authority to make that decision, he doesn't want you competing with him or that you are already paid at the top of the company's scale for your position.
Ask around what it will take for you to reach your desired pay level or consider whether you want to continue working in that position at that company
Bosses pay more if they like you. Bosses do have favorites. So it's easy to assume your manager sweetens the pot for his faves. But more realistically, chances are the employees he likes the most are also the ones who make his job easy and who make him look good to his managers.
Yes, there is a blacklist. Some companies push select employees out of their jobs or layoff an entire department just to get rid of one or two people without incurring liability. One easy way to get on a blacklist is to insult the boss or be overly negative about the company on email, in a meeting, or at the water cooler. Then there are some employees who can do no wrong, or if they do, they're far more likely to be given some slack. They're the employees who are perceived as trustworthy, even if they're not the top performers.
Negotiating Tips
While every interview will be different here are some common pitfalls you should avoid while negotiating your salary package:
Initiating Negotiations Too Soon
Timing is very important. The best and appropriate time to negotiate is when a formal offer has been made.
Only Negotiating Salary
While the base salary or the money is the most negotiated piece of the salary package, don't ignore the other parts. These include signing bonuses, unpaid leave, relocation expenses, flextime, severance and predetermined timeframes for salary reviews. Be flexible.
Mistrusting the System
Many job seekers operate under the assumption that employers will, without exception, try to lowball and take advantage of them, no matter how well-qualified they are for a position. While some employers might pay employees below industry standard, you should never enter a negotiation with a them-versus-me mentality. Many companies have a predetermined budget for every position and an offer may boil down to a take-it-or-leave-it proposition, only because that's all the budget allows for the position, not because the employer is trying to take advantage of you.
Assuming Your Degree Entitles You to a Higher Starting Salary
Having an advanced education is nothing more than a threshold requirement that enables prospective employers to narrow down the pool of applicants to a manageable size. If you have relatively little real-world work experience, your degree may keep you in the running, but it won't entitle you to a higher salary.
Believing Every Negotiation Should End in Your Favor
It's naive to assume you'll always get what you want. Negotiating isn't a win-lose proposition; it's a compromise, and you should be prepared for that. That doesn't mean you should settle for any offer that comes your way, but sometimes an agreeable settlement just might not be possible.
Questions Job Candidates May Ask Your Company--part 1
November 28th, 2006Here are some questions that applicants may ask recruiters, managers,
HR pros, and others. Some of them you may start hearing more often as
the balance of power continues to tilt toward employees.
Do you know the answers to these questions? Some of them you may
start hearing more often as the balance of power continues to tilt
toward employees. Others, you'll never hear from a candidate's mouth.
Still, asking yourself these questions -- and finding out or
exploring the answers -- can give you a deeper understanding of your
company.
? Questions for Headhunters and Recruiters
? Questions for HR
? Questions for Hiring Managers
? High-level Probing Questions
? Questions That Are Defensive
? Questions Designed to Get Feedback
? Questions Designed to Close the Deal
? Questions Stars May Ask
Questions for Headhunters and Recruiters
1. How did you find me?
2. Is this a retainer or contingency assignment?
3. Are you dealing with the client's HR people, or do you
have direct contact with the hiring manager?
4. How long has the client been with you?
5. How many candidates have you placed with this client?
6. When will I find out the name of the principal or client
company?
7. May I have a written job description?
8. Where is the position located?
9. Where is the company headquartered?
10. To whom does the position report?
11. Can you tell me about this executive's management style?
12. Why is the position open?
13. What happened to the person who previously held this position?
14. Is this a new position?
15. How long has the position been open?
16. How long have you been working on the assignment?
17. What does the position pay?
18. Are here any pay or compensation constraints that I
should take into consideration?
19. What can you tell me about the person who will
be interviewing me?
20. What is his or her position, title, management style?
21. Who will make the final hiring decision?
22. After you present my resume, when can I expect to hear
from you regarding the status of this position?
23. Can you describe, specifically, how the
company navigates/balances work? and personal-life issues?
24. What might I do that would violate the culture of the
company during my interview?
Are You the Best One for the Job?
November 28th, 2006Welcome back. We hope everyone had a wonderful holiday.
We know it can be a struggle to get back into the swing of things after the long weekend, piles of turkey, and various slices of pie, but there¡¯s a topic we think is worth talking about today that doesn¡¯t have anything to do with food or football: Candidate Comparison.
Now, most think of candidate comparison as a problem for hiring managers or recruiters. It¡¯s something that those groups have to go through in order to find the right person for a job. That¡¯s true. But we¡¯re talking about candidate comparison from the candidate point of view. We¡¯re taking the old ¡°what does that person have that I don¡¯t have?¡± approach to things today. This question shouldn¡¯t be one that¡¯s asked simply out of frustration. It should be asked to help you improve your chances of getting the next job you apply for.
After all, knowing what you¡¯re up against can give you an edge:
¡°Who¡¯s the competition? If possible, determine how desperate is the employer to fill in the position, how many other candidates are being considered and how you measure up to them.¡±
OK. So how do you get to know the competition? Well, some suggest that in this ¡°candidate friendly¡± job market, you can simply ask the interviewer:
¡°Here are some questions that applicants may ask recruiters, managers,
HR pros, and others. Some of them you may start hearing more often as
the balance of power continues to tilt toward employees¡
¡°How do I compare with the other candidates you have
interviewed?¡±
Some would suggest that bringing up other candidates in an interview isn¡¯t a good idea, as it takes the focus off of you. Others would suggest that even if you do ask the question you¡¯re not going to get a thorough response.
No, there has to be a better way; one that allows you to see how you stack up against other folks out there. You should also be able to see a breakdown of what a company is looking for, and how you compare in each category. Even a simple breakdown would let you say ¡°hey, I¡¯m lacking in experience, but my skill set ranks at the top.¡± Of course, a system that allowed you to perform in depth comparisons would give you a better idea of what you can do to increase your chances of getting your dream job or to up your market value.
¡°Candidate Comparison¡± for the benefit of the candidate is crucial, and we¡¯ll make sure candidates can take advantage of it soon.
International Recruitment Poses Significant Challenges for HR Professionals
November 27th, 2006Attracting staff from overseas remains a challenge for HR (Human Resource) professionals due to a low rate of labour market mobility. That¡¯s according to a new report compiled by the Intelligence Group, in association with StepStone, which reveals that willingness to travel abroad for work varies widely across Europe. While eight out of 10 employees in the UK are willing to work overseas, the Dutch (49%) and Danes (46%) are least likely to consider a job in another nation.
Of over 2,000 companies surveyed, 42% are currently recruiting internationally, primarily to address specific skills deficits. Shortages are worse in the engineering, IT and telecommunications sectors. But despite the opportunities which exist, the annual mobility of nationals in the European Union (EU) is less than 0.4%.
For those willing to work overseas, the primary motivation is to broaden experience (64%), followed by career development (50%) and the opportunity to obtain a more lucrative salary/benefits package (47%). The research revealed that workers are least likely to move abroad to follow a partner or for employer brand reasons alone.
When the decision to work in another country has been taken, a majority of job hunters (66%) start their search by visiting online job boards, whereas less than a quarter (23%) contact recruitment agencies. Only one-fifth of job seekers consult international newspapers.
Deciding how best to publicise a vacancy is just one element of how to devise a successful international recruitment strategy according to Matthew Parker, Group Managing Director of StepStone¡¯s Solutions business.
"It is important to remember that most workers don¡¯t automatically think about looking for a job abroad. It is only when they see an enticing vacancy that they might seriously consider relocating," Parker says.
"It is therefore vital to not just post a job somewhere and wait until candidates reply, but rather to tailor each vacancy according to the factors that motivate the potential applicants that you are targeting. This research reveals that those motivations vary from country to country so any international recruitment strategy must be informed by these cultural differences," he says.
Specialising in monitoring labour market trends, Geert-Jan Waasdorp, Director of Intelligence Group, believes that more companies than ever before will have to develop international recruitment campaigns to ensure competitiveness.
"The transition to a knowledge-driven economy in Europe has increased the demand for highly skilled workers. To remain competitive, recruiting and retaining the right staff is crucial. Companies must be prepared to wage a war for talent on a global battleground," Waasdorp says.
One organisation that has already developed an international recruitment strategy is Marriott International.
¡°We have a wide variety of roles to fill each year, and without an all-encompassing international recruitment strategy, we would not be able to fill all our positions with the mix of skills we require,¡± Chris Dunn, Regional Director of Talent Management at Marriott International, says.
¡°Our international recruitment strategy is underpinned by e-recruitment software and services, which we find invaluable, both for publicising positions and for processing the thousands of applications that we receive on a monthly basis from all over the world. Use of these services and software has also ensured that our recruitment campaigns can be far ranging in terms of geographic scope but yet remain cost-effective," Dunn says.
Other findings from the report include:
¡¤ Cultural and language differences are the biggest barriers for international recruitment strategies (43%), followed by legislative problems (31%) and the difficulty in checking candidate qualifications and references (26%).
¡¤ Companies in mainland Europe prefer to recruit from neighbouring countries, whereas firms in the UK have no particular preference regarding the country of origin of their foreign employees.
¡¤ Almost 40% of Britons would be amenable to working in another country for more than five years. However those from Nordic countries (Norway, Sweden and Denmark) prefer to return home within two years.
This 100-page report, which is entitled ¡®The International Recruitment Manual¡¯ was compiled by the Intelligence Group and features the results of surveys of 2,171 European companies and over 20,900 workers In addition, it provides HR professionals with practical advice on how to recruit staff from overseas.
what is Outsourcing?
November 27th, 2006Introduction to Outsourcing
In today¡¯s modern business environment the term Outsourcing is now common place. In fact perhaps without realising it, outsourcing is already a part of your organisation.
What is Outsourcing?
Outsourcing is the process of contracting out a company¡¯s non-core, non revenue producing internal functions to a specialist (Service Provider). Commonly within the Recruitment Industry this includes payroll, credit control, management accounts and other HR functions.
Advantages of Outsourcing
1. Outsourcing provides a service which might otherwise be performed by in house employees. In doing so it allows the redistribution of a company¡¯s key resources (it¡¯s employees) so that they can focus on other business issues.
2. Service providers will tend to have the latest technology to hand, technology which usually involves high costs to purchase and is simply not feasible for smaller companies to buy. By outsourcing you can indirectly have access to this technology.
3. Service providers will be specialists in their field and will closely monitor any changes in legislation or any new developments.
4. Improved financial monitoring - through the process of outsourcing a company will usually be subject to a fixed monthly cost. Due to this fixed charge, the cost of performing a task is now quantifiable.
5. Overall outsourcing can reduce costs and improve efficiencies.
Disadvantages of Outsourcing
1. You may become dependent upon the outsource provider
2. Sensitive information is more vulnerable
3. Can eliminate direct communication between a company and its clients. This may prevent a business from building a solid relationship with their customers, and often leads to dissatisfaction on one or both sides.
4. If outsourcing to another country, language, cultural and time zone differences may cause a problem.
Something to think about
If you¡¯re thinking of outsourcing there are four steps which we think you should consider.
1. How will outsourcing develop your business?
2. Which activities do you want to outsource, where do you want to outsource and which service provider will you use?
3. What contractual issues are there? How much will the service cost? What are your expectations of the service?
4. When will the change over take place?
How to Avoid Blunders During Job Interviews
November 24th, 2006What are the most common mistakes job candidates make during interviews? Talking too much and revealing that you didn't do your homework about the company or position lead the pack, according to a global recruiter survey of consultants at Korn/Ferry International, a global executive-search firm.
WHAT TO DO: Read about recruiter code words identifying typical blunders made by job candidates. Remember that screening begins the minute a candidate enters the door. Use this prep tool with sample questions that you might be asked during an interview. If you've been asked to interview by phone, review these tips first. Note that behavioral-based assessments are becoming more common, as are personality tests and role-playing exercises; find out how to prepare for them. Consider that you may be asked to discuss personal topics or your weaknesses. Find out how to project self-confidence, not arrogance during interviews, and follow this advice on how to sharpen your mental game.
Fumbling the Interview
Common mistakes job candidates make during interviews, based on a recent global recruiter survey.
Talking too much
Lack of knowledge about company or position
Over-inflated ego
Appearing overly confident
Inquiring about compensation too early in the process
Unkempt appearance
In Search of the Perfect Boss: Workers Weigh in on the Best and Worst of Their Managers
November 24th, 2006In a response to the negative public opinion about the boss, DDI unveils an interactive Web program to give global workers a chance to build their own boss.
Is there a perfect boss? Maybe, but ask anyone what it is, and you¡¯ll get a different answer every time.
In a recent survey conducted by Development Dimensions International (DDI), a global human resource consulting firm, and Badbossology, a bad-boss protection resource site, workers offered insights on what makes a good leader and where their current boss falls short.
So what topped the list? Of 21 potential ¡®leadership¡¯ sins, respondents selected ¡®being everyone¡¯s friend¡¯ as their number one choice with ¡®micromanagement¡¯ right behind it.
Male bosses rated high on ¡®arrogance¡¯ and female bosses were criticized for not delegating. And reinforcing the stereotype of men as thrill-seekers, male workers also found their bosses to be four times more risk averse than female workers.
What didn¡¯t make the list? ¡®Brown-noser,¡¯ ¡®defensive¡¯ and ¡®volatile¡¯ were at the bottom of the list of sins for all respondents.
This Boss¡¯s Day (Oct. 16th), DDI is giving workers around the world a chance to create a boss from scratch ¡ª with only the characteristics they want ¡ª and audition what they think could be the perfect boss. Build-A-Boss (www.ddiworld.com/buildaboss) is an interactive Web program that allows users to select four characteristics from a list of 25 positive and negative traits to build their current or ideal manager.
¡°People complain about their bosses endlessly and we¡¯re challenging them to see if they can do better,¡± Rich Wellins Senior Vice President, DDI said. ¡°We see the Build-A-Boss as an engaging way for employees to really get a handle on those traits they want in their ideal boss ¡ª or to use it to profile the strengths and weaknesses of their current boss.¡±
Build-A-Boss will let you try out a new boss by picking your favorite characteristics, honor your boss with a portrait of all their best traits or give your boss feedback on their management style in a less threatening forum. And the research showed that workers really had a lot of opinions on their boss¡¯s performance.
Significant observations from the survey of more than 900 in the workplace include:
Trust is at the top of their wish list. If workers could give their boss a gift of a character trait this Boss¡¯s Day, they would wrap up ¡®trust in employees¡¯ and ¡®honesty and integrity¡¯ and ¡®team building skills¡¯ as the three top choices. ¡°Everyone wants to feel that they are trusted and valued in their jobs ¡ª these selections relate to these very fundamental human needs and how they transfer to the workplace,¡± Wellins said.
The stereotype of the male boss prevails for some. More than three-quarters of males would prefer to work for a male boss, while female workers are split down the middle in their preference. The majority of respondents (70 percent) between the ages of 34 and 45 said their ideal boss is male, showing that the more traditional view of ¡®boss¡¯ continues with this specific generation. ¡°This helps to address why women are still having trouble breaking into the leadership ranks,¡± Wellins said. ¡°This perception needs to change because women are equally competent in leadership roles.¡±
Older workers want to work for their peers. Workers 45 and up would prefer to work for a boss their own age, instead of an older or younger manager. However, nearly half of respondents in this group actually work for bosses younger than them. ¡°With the expected mass retirement of the baby boomers, those older workers who want to hang around need to get used to younger bosses,¡± Wellins said.
Smarts matter for the boss. One in seven workers says their boss is just not smart, when asked if their boss had book smarts or street smarts. But not everyone saw their boss in a dunce cap ¡ª nearly half of respondents respect their boss¡¯s intellect and think their boss has both book and street smarts.
Career development slows for older generations. While 35 percent of respondents gave a resounding ¡®yes¡¯ when asked about the boss advocating for career development and advancement, responses progressively decrease as employees get older and more advanced in their careers. ¡°As workers get older and become more self-sufficient, it gives the impression that they needs less development, and managers focus more on 20-something workers,¡± Wellins said. ¡°Some of this disparate focus makes sense, but at the same time, with a continued war for talent, we need to find ways to motivate our aging workforce.¡±
Leadership skills were the most serious deficit. Almost one third of bosses were considered bad because of ¡®lack of leadership skills¡¯, and more male bosses were criticized for their poor leadership skills. Females, on the other hand, were considered bad bosses because of their lack of ¡®sound business judgment/acumen¡¯ with 14 percent of the votes (male bosses had 9.6 percent).
About Badbossology.com: Difficult bosses are a costly problem, and surveys indicate that approximately 40% of employees have had to deal with a bad boss. Badbossology.com is a free resource site that provides news and resources on bad boss protection strategies to help both individuals and their companies. It takes a responsible balanced approach and references material from sources such as The Chicago Tribune, CNNMoney.com, Fast Company, The Harvard Business School, and US and international government sites. Visitors can raise questions, participate in discussion forums, and save key resources along with personal notes for fast future reference using the site¡¯s secure repository. For further information, visit www.badbossology.com
Top Ten Guidelines For Working With Executive Recruiters
November 24th, 20061. Select the right type of recruitment partner
Determine whether you would be best served by a retained, contingency, contract or research based partner at a global, national or local level.
2. Interview recruiters to find the appropriate fit
Effective partnerships are built on mutual interests, opportunities, values and performance.
3. Treat an interview with a recruiter with the same care and professionalism as a job interview
You never get a second chance to make a first impression.
4. Develop an exclusive relationship with your recruiter
More is not better. Being presented for an opportunity by more then one firm can get you knocked out of consideration.
5. Have well developed job search criteria
Know what you want in a new position and be able to clearly articulate your interests and needs.
6. Understand who the real client is
You?re the ?solution? not the client. The real client is the company that has engaged the recruiter.
7. Do not pay for services
The employer has the responsibility for paying the recruiter?s fee, not you. Do not agree to payment for services.
8. Establish strong communication
Open, honest communication and feedback is key. Look for compatibility in work-style, personality and values.
9. Be your professional best
A recruiter may help you get in the door, but only you can win the job.
10. Actively pursue all other methods of job search while working with a recruiter.
Take a pro-active approach to your career transition with on-going use of networking activities, referrals, job postings, research and interviews throughout the duration of your search.
Jeannette Kraar, president of Performance Management International is the Breakthrough Career Coach and a highly-acclaimed trainer, speaker and consultant. Hundreds of PMI clients have succeeded even in the most turbulent times. Jeannette is the author of BREAKTHROUGH, The Hate My Job, Need A Life, Can?t Get No Satisfaction SOLUTION.
Tax Tips for Job Hunters:When Deductions Are OK
November 23rd, 2006The tax man is on your side when you're job hunting. Search expenses are deductible as long as you are looking for a new position in your current field -- even if you're still working.
Job hunters may be eligible for can take the following deductions, says Jackie Perlman, a senior tax-research analyst at H&R Block, in Kansas City, Mo.:
travel expenses
employment-agency fees
resume-preparation fees
career-counseling expenses
the cost of advertising your services
newspapers and other periodicals purchased for their help-wanted ads and
legal fees paid to an attorney to review an employment contract.
To take advantage of these deductions, you need to itemize, rather than take the standard deduction. Job-hunting expenses are reported as miscellaneous itemized deductions on line 20 of Schedule A. And you can only take them if the total of your miscellaneous deductions exceed 2% of your adjusted gross income. In other words, taxpayers with adjusted gross incomes of $50,000 can deduct miscellaneous expenses exceeding $1,000 (2% of $50,000). This applies whether you file as a single or file jointly with your spouse. If such a taxpayer spent $1,500 to land a job last year, he or she could deduct $500.
It's important to keep good records. For instance, by scrupulous tracking the time you spend online to job hunt, you can deduct that percentage of your online hook-up and Internet access fees. Ditto for your home phone or cellular phone. Whatever percentage you use for job hunting can be deducted from your monthly bills.
Travel Expenses
Unreimbursed travel costs to meet with employers are among the most costly job-search expenses. In many cases, these are deductible, but "travel is the thorniest point of contention" with the Internal Revenue Service (IRS), says Ms. Perlman. That's because the IRS allows taxpayers to deduct the cost to travel to interviews only if the main purpose of the trip is to meet with an employer and secure a job.
In other words, if you fly to Boston to interview with one or two companies, stay overnight in a hotel, have breakfast with a recruiter in the morning and then fly home, all the costs associated with your trip are deductible. That includes airfare, the hotel bill and 50% of the cost of your meals.
However, if you visit Hawaii on vacation, decide you want to live in Honolulu and arrange a job interview while there, you can't deduct those expenses because the main purpose of the trip is vacationing. It's possible you could deduct the cost of using a rental car to travel to the actual interview if the rental was strictly for the purpose of getting to the interview, but you can't write off the flight or your meals, according to Ms. Perlman.
What Else Doesn't Qualify?
New clothes to wear to interviews aren't deductible. Nor are your dry-cleaning bills between interviews. The IRS allows taxpayers to deduct only the cost of work uniforms that aren't suitable for any other purpose. Other items that have to be worn as a condition of employment also are legitimate expenses.
If you've had a substantial break between your last job and your current job search, job-hunting expenses cannot be deducted. This is because the I.R.S. considers them as a business expense, and if you've been out of work for a long time, you're technically not in business at the moment, says Martin Nissenbaum, national director of income tax planning at Ernst & Young in New York. Alas, the Internal Revenue Service doesn't provide clear guidance on the length of time that you'd have to be unemployed before you aren't allowed to take these deductions, he says.
About to graduate? Most first-time job-hunting expenses aren't deductible. However, if you secured an internship and then sought a full-time position in the same field, expenses related to your search are deductible, says Mr. Nissenbaum. Again, you would have to itemize expenses on your tax returns and only those job-search costs exceeding 2% of your adjusted gross income would qualify.
Moving Expenses
Job hunters who move because of a new job can deduct moving expenses that they pay out of their pockets. To qualify for this deduction, your new job must be at least 50 miles farther from your home than your old job was. If your old job was three miles from your home, your new job must be at least 53 miles from your home. You also must work at the new location for at least 39 weeks during the 12 months after you move to get the deduction.
The good news is that there's no cap on moving deductions. Moving expenses are reported on line 29 of Form 1040.
Trips back and forth to scout out a new area cannot be itemized, however, Ms. Perlman says. So any trips to a new location to look for a home or open a bank account aren't deductible. Review IRS Publication 521 -- Moving Expenses -- for more detail.
Corrections & Amplifications:
Moving costs can be taken as tax deductions whether or not a job seeker itemizes; they are reported on line 29 of Form 1040. In an earlier version of this story, moving costs had been listed among job-hunting expenses that could be deducted only if a filer itemized.
-- Ms. Byrnes is a free-lance writer in Wayne, N.J.
Interviews to pick future teachers
November 23rd, 2006East China Normal University will begin recruiting education majors next year based on personal interviews instead of scores on the national college entrance exam in order to train students who really want to become teachers, school officials said yesterday.
The university will recruit 200 students next year using the pilot admission plan, making it the third university in the city to accept students without looking at exam scores, following Fudan and Jiao Tong.
High school graduates who are interested in teaching jobs are eligible to apply for the teacher training courses.
Applicants will be selected on the basis of interviews to see if they have the communication skills and other abilities to become a good teacher.
"Our point is to make sure that we put the most elite and suitable professionals into elementary education positions," ECNU President Yu Lizhong said at the Second International Forum on Teacher Education yesterday.
The country's existing teacher enrollment relies solely on national college entrance exam scores. That system encourages many students who did well on the exam but aren't interested in becoming teachers to enroll in education programs, said Wang Jianpan, an ECNU professor.
The school said a large number of education students apply to change their major at the end of the first year, and many graduates end up taking office jobs instead of teaching positions.
"The loss of trained education majors is a punch to the country's teacher quality," Yu said.
One Thing Wrong With Recruiting Today
November 23rd, 2006Hiring Manager: And that sums up what you're looking for.
Staffing Account Manager: I think we can find what you're looking for. Let me ask you, what salary range are you looking at and do you already have an approved budget for this position?
HM: We're looking for someone in the $60-70,000 range, preferrably the 60 - that's what we start people out at in this department, and they'll need about five years of experience.
SAM: $60,000-$70,000 is a bit low for this position - especially if it's as important as you say. Do you have any flexibility?
HM: My best developer is making $70,000 right now and he has 12 years of experience. If I bring someone else in higher, my whole team will be at my door hollering for a raise.
SAM: What about someone with good potential but maybe not the degree of experience you just detailed. Entry level programmers are making $50,000, and that's just with an IS Degree.
HM: I don't need entry level - I have to have someone with real experience who is going to stick around and finish this project. Send me what you have.
**Back at the Staffing Office an hour later**
Staffing Account Manager: And that's what we need - in the $60-70,000 range.
Recruiter: Does this one have to walk on water or would the trick with the fishes and loaves do it?
SAM: Let's just send him what we have.
That little scenario is fictitious, but it plays out at staffing firms across the country every day. Salaries and job skill lists are written for positions and sent out to third party firms with the hope that a firm will turn up the diamond in the rough who has perfect skills and doesn't know their own worth. Recruiters out of desperation send what they have, and hiring managers, desperate themselves, often hire whatever they can get.
It's a bit like a woman asking you if she looks fat in her pants. If you're a contingency recruiter (dating), you'll be booted out the door. If you're in house (married), you can't be honest without taking the blame for the nice dinners and never going with her to the gym.
Honesty. Is that what we really want in business and life, or do we just want everything to magically work out?
Facebook Preview for Recruiters, Go Pouch..I Mean Poke.
November 23rd, 2006So I created a Facebook account soon after they opened membership to select companies.I was hoping to offer some insight here on how the social network site might be applicable to recruiters. So far my experience has been interesting.
To poke or not to poke.
Soon after setting up an account, I logged in to find out that Mike Deluca, VP of Sales at Yahoo! HotJobs, once referred to as, ¡®the largest source of fear in my universe,¡¯ had, ¡®poked¡¯ me.
Facebook defines a, ¡®Poke¡¯ as¡
"We have about as much of an idea as you do. We thought it would be fun to make a feature that had no real purpose and to see what happens from there. So mess around with it, because you're not getting an explanation from us."
The uncomfortable moment passed and I responded by poking Mike DeLuca¡again and again and again and again. After a while I quit poking Mike Deluca. Regret set in. I began to think of career path and how with each passing poke that path may have become more and more limited. Then ADD set in. I quit concerning myself and got back on track to do some research.
I ran searches on company names.
Yahoo returned over 500 results
Google returned 498
Monster.com, 152
Jobster, 44
The site is clean and easy to use. If you are looking to source names from distinct companies or colleges then it might be worth checking out.
Back to career path¡
You think I can get myself out of this poking mess by posting a highlight clip of Mike D¡¯s son in action at his football game?
Hiring Marketing Executives With Substance
November 22nd, 2006If you're a senior executive looking to add a key member to your marketing staff, but you've never hired marketing people before: buyer beware! Why do I say this? While there are a lot of talented marketing executives out there with an excellent repertoire of skills and experience, there also are marketing people who lack the substance, the training, the skill sets, and the understanding of marketing dynamics in order to really have a positive impact on your business.
What is the profile of an empty marketing suit? Well, typically it's somebody who dresses well, is very polished, speaks nicely, and uses all the latest fancy buzzwords, but who has little/no track record of actual execution or success. This person is great at "wowing" a CEO through the interviewing process, but that's about all they're good at.
What you should be looking for is a marketing executive who's got true substance and capabilities.
What I want to outline here are some of the key hiring criteria when you're looking for a good marketing executive:
• They should have outstanding quantitative training with a strong background in mathematics, which translates into being able to do budgeting, forecasting and tracking.
• They should have proven analytical skills that are used to survey and analyze complex sets of data, do market segmentations, sizing, competitive analysis, etc.
• They should have strong strategic thinking skills and a strong grasp of marketing strategy, as evidenced by previous challenges they have faced and dealt with in their career.
• They should have formal training in strategic marketing planning, product planning, new product development, etc.
• They should understand the modern methods for marketing communications for both awareness building as well as lead generation. In particular, a marketing executive of today needs to have a very strong grasp of Internet marketing since that¡¯s how so much of today¡¯s successful marketing gets done.
• A marketing executive needs to be able to lead. That means they have to have very strong collaborative and influencing skills, that can be brought to bear on setting a direction for an executive team. They also need to know how to instill good marketing discipline.
Today's "best in class" companies are both market and customer driven. The marketing leader needs to be the voice of the customer and the marketplace as it relates to setting strategy on target markets, new product development, gross margins, sales channels, messaging, etc. ¨C the list goes on. Given this level of complexity in skills and experience, making a good hire can be a real challenge for the untrained eye. This is why bringing in a recruiter or executive search firm which specializes in marketing is so important for many firms who lack this expertise in-house.
If you are in the process of looking for a member of your marketing team, make sure that you follow a rigorous process to clearly understand what's under the hood with the people who you are interviewing. If you don't, and you end up with an empty marketing suit, it'll cost you tremendous amounts of money, lost market share, and lost opportunity.
Six Steps for First-Time Job Hunters
November 22nd, 2006Congratulations, you've done it! You made it through college, have your degree in hand and are finally ready to make your mark. You are now in the real world and it's time to get your professional life started. If you are in the middle of this crossroad, it can be scary, exciting, confusing, overwhelming or all of the above. Following are some steps to make a successful college-to-real world transition.
Step 1: Pinpoint Your Direction.
After four (or five, or six) years of college, you are completely certain about what you want to do, right? If not, now is the time to determine what your strengths are and identify what kind of careers suit you. Are you someone who loves to be around people? Or are you happier crunching numbers or creating computer programs? Consider all of your strengths, weaknesses, likes, dislikes and interests when thinking about your career plan. Read about fields that interest you and talk to others who are doing jobs that you find interesting. Focus your direction on positions and fields that match your interests and talents.
Step 2: Do Your Research.
It is vital to learn as much as you can about the companies that interest you and to consider all of your options, says Pam Webster, a recruiting manager for Enterprise Rent-A-Car. She should know: Enterprise is the nation's largest recruiter of college graduates. "You should be open-minded about opportunities in companies and industries you might not have thought of before," she says. Once you have identified companies that you want to target, Webster suggests looking at their Web sites, reading news articles and talking to current employees to learn as much as you can. "You also need to look at a company's stability," she says. "Is the company going to be there for the long term?"
Step 3: Assemble Your Toolkit.
It is important to have the right tools for any task. The tools needed for a job search are a r¨¦sum¨¦, cover letter and a portfolio of your work. Take the time to develop a r¨¦sum¨¦ and cover letter that clearly convey your strengths and experience. Here are a few tips to remember:
Think about the type of r¨¦sum¨¦ you need. A functional r¨¦sum¨¦, which highlights your abilities rather than your work history, is a good choice for first-time job seekers.
Focus on accomplishments and results you have achieved, rather than simple descriptions of experiences.
Use action words in your r¨¦sum¨¦ and cover letter to describe your experiences, such as "initiated," "produced" and "managed."
If you are low on practical work experience, look to your part-time work, school activities or volunteer positions. "Evaluate all of your experience and translate how it applies to any job you might apply to," Webster says.
Step 4: Network.
One of the most important tasks in any job search is networking. Take advantage of any resources you have, including your school's career placement office, friends who graduated before you and are already working, friends of your parents, former professors, and neighbors. Send e-mails to ask if your contacts know someone who can help you. Pass your r¨¦sum¨¦ around and ask others to do the same. Call your contacts to see if they know someone who works for a firm you are interested in joining.
Step 5: Play the Part.
If you want to join the professional world, you need to act -- and look -- the part. Buy a business suit and wear it to all of your interviews. "Make sure your e-mail address and voice mail greeting are appropriate," Webster says. That means if your e-mail user name is "crazygirl2005," you might want to get a new account. Webster says you should also remember to be professional at home. "Be prepared for a phone call or a phone interview at any time," she says. The more you play the part of a well-trained professional, the more people will see you as a professional.
Step 6: Don't Give Up.
The real world can be a real challenge. Set realistic expectations and recognize that you will probably have to start at the bottom and work your way up. You will likely face rejection as you start looking for your first full-time job, but everyone goes through it. Just remember to be proactive, be persistent and remain confident that there is a great job out there for you!
A reader's toolbox:
642-642 as well as 70-294 are the courses professional usually go for after doing their PMI-001 and 642-453. Few try their hands at 642-444 as well as 70-620. Rarely they make it to mcdst as well.
Recruiting Top Sales & Marketing Talent: It's All About Momentum
November 22nd, 2006We're working with a client right now on a sales search, and unfortunately she has dragged out the recruiting process to the point where we are considering whether or not we can complete this assignment. In particular, I'm concerned that this client is about to lose a candidate that we've worked very hard to put in front of them, who is ideally suited, and who is very interested in taking the job.
Every once in a while we run into clients that lack a sense of urgency when it comes to completing a recruiting project.
This troubles me because when we work with these kinds of clients, we can see that they become their own worst enemy. Sometimes, clients go very slowly and methodically because they've been burned in the past and they want to avoid a miss-hire. Other times, the person who's responsible for making the decision has too many things on his/her plate, and is not able to continue forward at an acceptable pace.
Whatever the case may be, top sales and marketing candidates have a short "shelf life" for a specific position, and that shelf life can expire if the recruiting process is not proceeded through with haste. (When I talk about the word haste, I don't advocate making a hasty decision. A good recruiting process, particularly in sales and marketing, always requires a very deep level of diligence and a very rigorous process as I've advocated throughout this blog and in other materials in our website). Having said that, proceeding with a lack of purpose and a lack of momentum tends to send a message to top candidates that you're really not that interested in bringing them aboard.
The best sales and marketing candidates enter and exit the job market quickly, so you need to be willing to move quickly to recruit them onto your team.
The recruiting process needs to be looked at as something that has a start and an end. The end is either a yes/no decision and an offer letter, and in the middle, there's a series of steps that you pass through or phases of the process that you have to go through in order to get to that conclusion. My advice to companies that are trying to hire the best, is to make sure that you proceed purposefully and swiftly through each phase without skipping any steps and always move towards finalizing the process as quickly and as efficiently as possible. If you do this you'll have the best chance of capturing the kind of talent that you are looking for to drive the growth of your business. If you don't you'll end up losing the best candidates and have to settle for B or C players in order to staff your sales team.
The Resume-Interview Connection
November 21st, 2006Back in the 1950's, a Time magazine reporter interviewed a world-famous pianist about his work. The reporter asked: "What's most challenging about playing the piano?" The pianist thought for a moment and replied: "I do OK with the notes, but the spaces between the notes give me lots of trouble."
What he meant, of course, was that he was very competent at the mechanics of playing the piano, but found the subtlety and nuance of making music, getting the "spaces between the notes" right, a continual life-long challenge.
Job seekers are getting great advice today from a variety of sources about pursuing career opportunities. The total job search process is well-documented in terms of how to perform discrete steps such as drafting a resume, preparing and using cover letters, using job boards on the internet, etc.. While mastering each of the steps is important, it doesn't necessarily enable a job seeker to address the "spaces between the notes" of the Job Search process. Good mechanics may not be enough to get to the job offer.
Here's a summary of some key issues to address to be effective in working on those "spaces between the notes."
Understanding the first steps taken by the employer is vital for the job seeker, so let's begin there.
Job Specifications: what the company wants
When a position becomes available in a company, the HR function and hiring manager review and reach agreement upon the criteria for selecting the right person. Job specifications define requirements such as education, work experiences, industry background, skill sets and technical proficiencies, which may result in eight to ten criteria for the hiring decision. The specifications, in turn, drive all phases of the selection process, such as resume screenings, evaluation of job fair candidates, interview assessments, etc., through to hiring of the final candidate.
The job specifications are readily available to job seekers in ads, postings on company web sites and other sources. The order of presentation of the specifications also demonstrates what is most to least important and may suggest possible tradeoffs and areas of flexibility as well.
The challenge of the job seeker is to get at the "spaces between the notes" by effectively addressing the job specifications at every stage of the selection process: the resume design, the phone screening interview and the job interview. Consider the following:
Resume Design: send a clear message
A resume screener searches for candidates who match the specifications. A strong, focused resume that captures three or four core competencies plus related accomplishments allows the screener to make multiple connections with the job specifications. The resume screener doesn't need to know all that the job seeker has ever done; instead, he/she is looking for the match between the specs and the background outlined in the resume.
Some key points:
Core competencies are the key skills of the job seeker, those skills that are performed well, with subject matter expertise, supported by solid accomplishments.
Core competencies should be evident throughout the two-page resume.
Every job seeker has one set of core competencies, so one resume should be used, mixing and matching the presentation of the core competencies to improve the correlation with job specs as needed.
If the core competencies match up well with the specs, then the process moves forward.
Phone Screening Interview: get "on message"
Recruiters contact those prospects that appear to match up well with the specs to determine if they are viable candidates. Like resume preparation, there are abundant resources available for how to handle this step as well, but some key points to improve performance are:
Recruiters ask questions because they don't know what the answers are. Respond to the questions asked, avoid using questions to segue into other areas.
Comments about career, job roles and responsibilities are most effective if the job specs are used to drive the details.
Core competencies should be presented using the priorities of the job specifications as script direction. Any shortcomings versus the specs should be addressed by citing other, comparable achievements.
Finally, close the call with a summary of core competencies and state a strong interest in a meeting to discuss the opportunity.
All other considerations being equal, the job seeker who stays "on message" by presenting his/her core competencies in terms of the job specifications will get the opportunity to interview for the position.
Interview: talk about the specifications
Interviewing job seekers enables a company to evaluate the candidates, test their own expectations and find the "best fit" to effectively meet their hiring goals. Consider some key points about job interviewing:
The job specs provide a "road map" for content. Use the specs to share details about career, job roles and responsibilities that connect to the specs.
Listen to the Interviewer and answer the questions asked.
Be prepared to ask a few solid questions that demonstrate knowledge and comfort level with the job specifications, which will illustrate that you "walk the talk" when it comes to the company requirements.
A final point: ask for the job!
Summary
Today's job seeker is on a steep learning curve to successfully launch and sustain a career search process. But focusing upon one's career, skills, abilities and goals is not enough. The key issue to address is the company goals and job specs. At each step of the resume/phone screen/interview process, the job seeker is challenged to integrate the job specifications with his/her core competencies, fully demonstrating the connectivity between their skills and company needs. Doing so effectively enables the job seeker to get the "spaces between the notes" right and greatly increase the potential for success in the interview/selection process.
Holidays shouldn't freeze your job search
November 21st, 2006Thanksgiving is next week. Thursday, so
It's time for my annual warning to job seekers: Don't halt your job search during the holidays. You might miss out on something good.
This advice is especially important for those who are unemployed. If your job search efforts stall, you could miss out on a job lead or a job offer. In addition, your lack of progress could lead to feeling upset and maybe even depressed as the old year ends and the new year approaches.
Contrary to a common assumption, December is often an active hiring month. Many companies conduct job interviews during November and December. They keep the hiring process going during the holidays for several reasons:
• December is the end of the fiscal year for many companies. A manager might speed up the hiring process to use funds from the current year.
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• Some managers will have received a budget allocation for a new position for 2007. If the position is important, they want to interview now so the new employee can start as early as possible in January.
• Many managers want to tie up loose ends before the end of the year. If an unfilled position has been ignored for several months, they'll give it full attention now to avoid getting off to a poor start in the new year.
• In some industries the workload declines during the holidays. Managers use the slack time to interview candidates. They make job offers in December that take effect in January.
Thomas J. Wacker, vice president of Challenger, Gray & Christmas, urges job seekers to keep working at it.
"It's important to keep momentum into the holidays," he observes. "Taking a vacation from the job search between Thanksgiving and New Year's Day means missing opportunities. Some jobs are filled during that period, and the hiring process for others is too far along by the time January arrives."
Wacker adds, "Smart job seekers realize that many of their competitors take the holidays off. They take advantage of that to compete for jobs against a smaller pool of candidates."
Of course, some companies in certain industries might not do any hiring during the holidays. If you're getting few responses to your inquiries, use the holiday period for further research on the companies that interest you.
Also keep in contact with the people in your network. Don't assume they're too busy. Some might be involved with end-of-the year deadlines, but others might have more time to talk or meet with you because many of their co-workers are gone and they have fewer meetings, client transactions or other demands on their time. Offer to take them to breakfast or lunch.
Accept as many invitations to holiday events as you can. They provide opportunities to continue networking in social settings. Be prepared to interact with people you already know and with people to whom you are introduced.
Wacker advises, "Act like a politician. Meet lots of people. Create a good impression."
Before you meet with others socially, be sure your "elevator speech" easily falls off your tongue. Be prepared to describe your career and your job-search goals as succinctly as possible, conveying this information in only as much time as you would have to speak to someone on an elevator. Social events are not an appropriate time to conduct lengthy discussions about your job search.
If you are employed and looking for another job, you might not have as much time as usual for job-search activities because of holiday events and other holiday responsibilities. If you need to limit your job-search time, set priorities.
You might need to set temporary limits on making new contacts, but don't ignore those you have already met. Keep in touch with them. Follow up on the leads you have collected. Write thank-you notes.
No matter how busy you are, or think others are, when you have an interview scheduled make it a priority to call the people in your network to learn about the company and its culture in preparation for the interview process.
If you are unemployed, you could be looking forward to a break from job-search tasks during the holidays. It's fine to give yourself a break, but don't totally neglect your search. A few hours here and there can keep your search moving. It will be easier to pick up the pace in January if there haven't been large gaps in the process. And you're more apt to avoid the post-holiday blahs.
Employed or unemployed, if you are going to be out of town during the holidays, be sure to give your schedule and contact information to prospective employers. You don't want to miss out on a good job because you can't be contacted.
Eat Turkey, Find Job
November 21st, 2006With the recent unpleasantness on the job boards (examples: rate hikes, NASDAQ reporting issues and the Monster Job Board scam) you may not think it¡¯s a good time to take action in your job search. You may be wrong¡
Even before Halloween started, stockings and Santa hats could be found at local retailers. Now, with Thanksgiving just days away, the holiday spirit is taking over and people are envisioning feasts of turkey, Dallas Cowboys football, long lines at movie theaters, and perhaps even midday naps. It¡¯s safe to say that as the holidays approach, thoughts of the job search can subside. Many people are simply under the impression that companies stop looking for new employees during the holidays. This isn¡¯t the case:
¡°Contrary to a common assumption, December is often an active hiring month. Many companies conduct job interviews during November and December. They keep the hiring process going during the holidays for several reasons:
*December is the end of the fiscal year for many companies. A manager might speed up will have received a budget allocation for a new position for 2007. If the position is important, they want to interview now so the new employee can start as early as possible in January.
*Some managers will have received a budget allocation for a new position for 2007. If the position is important, they want to interview now so the new employee can start as early as possible in January.
*Many managers want to tie up loose ends before the end of the year. If an unfilled position has been ignored for several months, they¡¯ll give it full attention now to avoid getting off to a poor start in the new year.¡± (From JS Online)
Many suggest that the holidays serve as a key search time for unemployed candidates. While this is true, the holidays can also provide quiet candidates with the chance to see what the market has to offer for the upcoming year. It¡¯s also a time when that dream job might not have been picked clean by hundreds of other candidates:
¡°A job search at this time of year might be a bit different, but you can use holiday parties and other potential candidates¡¯ belief that it¡¯s not a good time to hunt for a job in your favor. Add in that the unemployment rate is the lowest since 2001, and it¡¯s a good time to look around.¡± (From the Chicago Tribune)
Hey, we want everybody to eat well, enjoy time with their families, and go back for thirds on pie. But we know that quiet and active candidates never know when the job they need or want is going to surface, so we say welcome the holidays and keep the search going. The two things don¡¯t have to be mutually exclusive.
Is a Job Move Worth It? How to Weigh Your Options
November 20th, 2006Two years ago, then 28-year-old Valerie French experienced a culture clash when she moved from southern California to Washington, D.C., to work at a major art museum. "I loved my job, but I just hated living there," she says. She found the nation's capital too conservative, "the kind of place where if you wear Banana Republic you're cutting edge."
So, after just a year, Ms. French started looking for a new job that would have her move again. "Your environment is so important," she says from New York, where she is now happily settled.
Moving for a job, especially when you're just starting out, can be the springboard that launches your career. But weigh your options carefully. Where you move is just as important for your happiness as the job you move for, many career managers and recruitment professionals say.
Occupational Horizons
Moving to a new locale is risky because there are so many unknowns. Add in a new job and you set yourself up for a pretty stressful time. So make sure that the job on the other end is worth it.
Think about what your career prospects will be five years from now if you take (or don't take) the position. A new job, especially if it requires relocation, "should mean greater opportunity coming in the door and greater opportunity looking at that five-year horizon," says Brian Sullivan, head of Christian & Timbers, an executive search firm based in New York.
Obviously, the last thing you want is to move and then be let go. Ask what happened to the person who formerly filled the slot. High turnover may be a red flag. Is your position new or part of a new program? If so, you may want to think extra hard, because the company could change course and eliminate the post, says Cathy Goodwin, a career consultant in Seattle.
Figuring Your Finances
"It's not all about salary," says Anne Moore, a career specialist at Johns Hopkins University in Baltimore. Consider the cost of living in a different locale as well.
Say you live in New York and make $40,000 a year. If you move to Atlanta, which has a 44.8% lower cost of living, according to Salary.com, you could earn just $22,090 a year and still maintain your current standard of living. Match your current pay in Atlanta, and you'd feel like you have lots more money to save or spend.
To check out different cities at Salary.com, scroll down to "Salary Data" and click on "Cost-of-Living Wizard."
The financial equation is far more complicated if you are moving with a spouse or other partner who has to leave a current job and take a chance on finding a new position in your destination city.
Also weigh the costs of making the move and ask how much of that your new employer will pay. More than 90% of U.S. companies will cover some if not all of a person's relocation expenses, which may include house-hunting trips, temporary housing and closing costs on a new home, according to Worldwide ERC, a professional relocation association. Unreimbursed moving expenses may be tax-deductible. Check out www.irs.gov/taxtopics/tc455.html online.
Location, Location...
Saying yes to a job in a small town when you live in a big city -- or vice versa -- involves big changes and may require sacrifices. Weigh factors such as cultural offerings, sports and recreation opportunities, traffic and the pace of life. Even "the weather can really influence people's happiness," says Ms. Moore of Johns Hopkins. The question: Can you live with the differences?
Ms. Goodwin recommends making two trips to get a feel for a new place. Pay attention to local customs and "try to connect with real people" while visiting, she says.
"It is very easy to get seduced by the idea of something new," notes Mr. Sullivan. But particularly if you are moving away from your home city, consider how you'll fare away from family, friends and the social supports that you've relied upon in the past.
Top 10 Tips for Salary Negotiations
November 20th, 2006Negotiating a better salary package has put more than a few stomachs in knots over the years. Remember, we all go through it sooner or later. Try to keep these 10 basic tips in mind when it¡¯s your turn to ask for a sweeter deal.
1. Be Persuasive
It¡¯s hard to force your boss to increase your compensation, and trying to do so can potentially damage your working relationship. Think about the process as trying to convince him that it might benefit the organization to pay you more.
2. Aim High and Be Realistic
Many researchers have found a strong correlation between people¡¯s aspirations and the results they achieve in negotiation. At the same time, you want to suggest ideas to which your boss can realistically say yes.
3. Start Off with the Right Tone
You want to let your boss know you will listen and try to understand his views. At the same time, you expect your boss to do the same for you so you can work together to address this issue. Avoid ultimatums, threats and other coercive behavior.
4. Clarify Your Interests
Your compensation should satisfy a range of needs, not just salary. Make sure you have thought about other points of value to you as well ¡ª like profit sharing, stock options that vest immediately, a bonus, greater work responsibilities, a quicker promotion schedule, increased vacation or flexible hours.
5. Anticipate Your Boss¡¯s Interests
Just like you, your boss has needs and concerns. To persuade him to say yes, your ideas will have to address those things that are important to him.
6. Create Several Options
Joint brainstorming is the most effective way to find ideas that satisfy everyone¡¯s interests. It works best when you separate it from commitment ¡ª first create possible solutions, and then decide among them.
7. Focus on Objective Criteria
It is far easier to persuade someone to agree with your proposal if he sees how that proposal is firmly grounded on objective criteria, such as what similar firms pay people of like experience or what others in the company make.
8. Think Through Your Alternatives
In case you cannot persuade your boss to say yes, you need to have a backup plan. Part of preparation is creating a specific action plan so you know what you¡¯ll do if you have to walk away from the table.
9. Prepare Thoughtfully to Achieve Your Goals
This is the only aspect of your negotiations you can completely control. To take advantage of all of the above advice, you have to invest a significant amount of your time and energy.
10. Review to Learn
The only way you can really improve your ability to negotiate is to explicitly learn from your experiences. After you finish negotiations, reflect on what you did that worked well and what you might want to do differently.
Hiring Manager Secrets: The 5 Smartest Interview Moves
November 20th, 2006Ever wonder why you don't get called back after that first interview? What's holding you back from that great job while others are getting hired after shorter job searches?
It could be something you DIDN'T do.
Careerbuilder.com recently asked hiring managers what the smartest things a candidate can do in an interview. What are the traits of a good candidate? How can you make a good impression? Here are the top five ways to win over your interviewer and get a leg up on the competition.
1. Demonstrate or communicate your experience and skills.
The number one thing a candidate can do in an interview is intelligently and clearly articulate professional experience, capabilities or knowledge. Hiring managers are most impressed when a candidate is able to "think on their feet" during the interview - this demonstrates competency. They're also impressed when a candidate takes an active role in helping a customer or rectifying a situation right on the spot, whether posed by the interviewer or introduced by the candidate.
2. Act professionally.
A candidate who is professional during the selection process will stand out among fellow job seekers. When a candidate communicates intelligently, uses proper grammar, makes eye contact, listens and asks intelligent and relevant questions. This demonstrates how that person will act within the parameters of the position with coworkers and clients. A hiring manager will want to choose a candidate who will represent the company well.
3. Prepare.
Skimming the company's website five minutes before you leave won't help you at all. Simple steps to prepare for the interview include researching the company, market and opportunity, arriving on time and dressing appropriately. Bring extra copies of your resume and work samples, as well as your portfolio. And, don't forget names of references and letters of recommendation. Thorough preparation for an interview can make or break your chances of landing the job. As someone once said - Proper planning prevents piss poor performance.
4. Exhibit enthusiasm.
Go ahead, be an eager beaver. Hiring managers are impressed when a candidate shows enthusiasm for the job and want to hire someone who is gung ho. The candidate who is ready and willing will likely carry those traits into the position. Plus, it demonstrates an eagerness to learn. This doesn't mean you need an overly peppy personality with perma-grin, but zeal for the position, the company and profession will show you'll go the distance.
5. Be honest.
The candidate was honest and showed integrity. A candidate's honesty was important to hiring managers by being sincere and truthful about the past. Be candid and open about past jobs. This doesn't mean you have to churn out all the dirty details of previous employers or supervisors. If you are coming from a bad experience, think of ways to put a positive spin on your previous situation. For example, if you were let go from your last job, be truthful without being negative and highlight your strengths or how you learned from that situation.
Seven Things to Tell an Interviewer
November 17th, 2006Many years ago when I hated what I was doing for a living, I was encouraged by my career coach to write down several short stories about times and events in my life where I influenced the outcome. I was stumped at first, but after a few days, I came up with more than 15 pages of stories of times in my life where I influenced the outcome and either grew myself and/or bettered the existence of either myself or others around me.
So what does this have to do with a job interview?
If you read other books on job interviews, you'll notice they feed you lists of interview questions and answers to memorize. An interview is not an interrogation, however it's a conversation. To make it that way you need to come armed with a multitude of small stories about both your business and personal lives.
When you go into an interview, you need to leave your nerves at the door. The best way to prepare is to be yourself. The best way to be yourself is to tell your own story (or stories).
This is especially great for the competency-based interview being used more today. In a traditional interview, the interviewer will ask you questions focused on whether you have the skills and knowledge needed to do the job. A competency-based interview goes further by asking you additional questions about your character and personal attributes that can better determine whether you fit their corporate culture. These are called "behavioral competencies."
A competency-based interviewer will spend about half the interview on your job skills, and about half on your behavioral competencies. He or she will be looking for evidence of how you have acted in real situations in the past.
An employer wants to find out:
Are you an asset or liability? In other words, will you make money or save money for the company?
Are you a team player? Will you fit into the corporate hierarchy or be like sand in the gears? Can you take and give (if appropriate) orders?
Will you fit into the company culture? They don't want prima donnas.
The best way to show these traits is to take the initiative and have several personal stories that you can tell, taking maybe 30 to 90 seconds each.
You may want to start by developing your stories around these seven areas:
1. Times where you either made money or saved money for your current or previous company.
2. A crisis in your life or job and how you responded or recovered from it.
3. A time where you functioned as part of a team and what your contribution was.
4. A time in your career or job where you had to overcome stress.
5. A time in your job where you provided successful leadership or a sense of direction.
6. A failure that occurred in your job and how you overcame it.
7. Any seminal events that happened during your career to cause you to change direction and how that worked out for you.
I want to emphasize that an interview should not be an interrogation. It should be a conversation between two equals. When you accomplish this you come away a step closer to your goal of landing the job you really want, because...
It's the conversation that wins an interview, and it's the conversation that wins the job
To have a conversation, have your stories ready.
Professionalism in Consulting
November 17th, 2006Like many profound ideas, ¡°professionalism¡± is an ambiguous concept used to refer to a wide range of attitudes, skills, values and behaviors. For example, if one asks people what is meant by referring to a consultant as ¡°really professional,¡± one hears a variety of replies. A really professional consultant, I am told,
Gets involved and doesn¡¯t just stick to their assigned role
Reaches out for responsibility
Does whatever it takes to get the job done
Is a team player
Is observant
Is honest
Is loyal
Really listens to the clients¡¯s needs
Takes pride in their work, and shows a commitment to quality
Shows initiative
This list indicates some of the differences between a ¡°really professional¡± consultant and an ordinary consultant. It reveals that a high level of professionalism doesn¡¯t stop with a foundation of technical qualifications and analytical skills. In addition to these basic attributes, the right attitudes and behavior must also be in place, and these become the distinguishing factor for achieving real professionalism. My former business manager, Julie MacDonald O¡¯Leary, said it best: ¡°Professional is not a title you claim for yourself, it¡¯s an adjective you hope other people will apply to you. You have to earn it.¡± (David H. Maister, True Professionalism, Free Press, 1997)
¡°You have to earn it¡± may not be a bad way to summarize what professionalism is really all about. It means deserving the rewards you wish to gain from others by being dedicated to serving their interests as part of an implied bargain. Professionalism implies that you do not focus only on the immediate transaction, but care about your relationship with the person with whom you are working. It means you can be trusted to put your clients¡¯ interests first, can be depended upon to do what you say you will do and will not consistently act for short-term personal gain. Professionals make decisions using principles of appropriate behavior, not just short-term expediency.
Significant efforts have been made, and continue to be made, to ¡°professionalize¡± consulting by promoting the use of the CMC¨CCertified Management Consultant¨Cqualification. However, professionalism is not about qualifications and certification. Having an MBA from a name school or official recognition from a trade association or certifying body might say something about your knowledge, but these pieces of paper are unlikely to be predictive of your attitudes and behaviors, and maybe not even your skills. No formal qualification will ever provide complete assurance to the buyer that the provider will act appropriately, even if equipped with the required skills.
Ten Ways to Tell if Someone is Lying to You
November 17th, 2006(Is it the word "Liar" or a man's face?)
Important interview scheduled? Usually, the recruiter is sitting across from the candidate trying to determine whether or not the truth is being told.
Turn the tables.
If a Recruiter is credible (and smart), then you'll hear nothing but the truth, the whole truth, so help me God.
But I would guess that there's a few folks out there who aren't convinced.
If that's the case, here's 10 ways to tell if someone is lying to you (courtesy of Elisabeth Eaves, Fortune.com):
Watch Body Language (sweating? fidgety?)
Seek Detail (liars' stories often lack detail)
Beware Unpleasantness (liars are less cooperative than truth-tellers)
Observe Eye Contact (failure to do so is often a sign of deceit)
Signs of Stress (Dilated pupils / rise in vocal pitch)
Listen for the Pause (most people will take a second or two to collect their thoughts)
Ask Again (Interrogators often ask suspects to repeat their stories)
Beware Those Who Protest Too Much ("....to be honest....")
Know Thyself (Liars succeed because listeners don't really want to know the truth)
Work on Your Intuition (Good human lie detectors are likely to be good intuitive psychologists)
Finding Smaller Companies on the Job Boards
November 17th, 2006There are a few companies out there that draw the attention of both active and quiet candidates. Whether it¡¯s the success of these companies, the chance of success they offer to employees, or just the buzz they get, they attract top talent and newcomers alike.
It¡¯s no surprise that candidates seek out these companies, and many of the job boards seem to focus solely on these types of companies. However, we all know that candidates need an opportunity to look beyond the giants and the ¡°popular kids¡± in order to find the right match:
¡°Take this thought and apply it to your own job search. Are you truly passionate about the company you are applying to or are you using it as a ¡®resume booster¡¯? Are there other companies out there that would be a better match for your skills and interests even if they are smaller? Microsoft, Google, Yahoo! ¨C these may all be ¡®hot¡¯ commodities, but they may not necessarily be the right environment for you or provide you with the experience you need.¡± (Jobsyntax)
There was a hope that the niche boards would fill the void when it came to smaller companies and unique opportunities:
¡°Companies that post and hire through these job boards are typically small startups, however the booming nature of the boards has attracted large firms such as the New York Times and NBC Universal. They are generally looking for that awesome, super do-it-all person and are hoping to hire ASAP. It¡¯s not uncommon to see job listings entitled ¡®Superstar Sys Admin¡¯ or ¡®Ninja C/C++ Programmer¡¯ on these small, high-traffic job boards.¡± (From The Job Boards Boom)
Now, we¡¯ve discussed our issues with the niche boards before. While many are doing a fantastic job of bringing smaller companies to the table, most still lack the tools to help quiet candidates find their dream job at those smaller companies. While it¡¯s a step in the right direction to go beyond the Googles and Yahoos!, more steps have to be taken. It¡¯s not enough to post unique jobs, we have to effectively match candidates to companies.
Recruitment process outsourcing (RPO) shores up staffing needs
November 16th, 2006It is estimated that 85 percent of all U.S. companies outsource some of their human resources functions, most notably those dealing with employee recruitment, called recruitment process outsourcing (RPO).
Can human resources outsourcing (HRO) and its more specialized technique of recruitment process outsourcing (RPO) be of use here in Gwinnett? Absolutely. Experts say it's the way of the future, and if you're not on board with it now, you should be.
HR outsourcing allows companies to focus on their particular areas of expertise and their bottom line while relying on HRO specialists to take care of some or all of the functions of the company's HR needs, without the necessity of having an on-site HR staff within the company.
Employee benefits, hiring, training, administration, payroll and even total on-boarding of new hires can be monitored by HROs. Business owners need no longer worry about open enrollment periods or benefits paperwork when they have off-site specialists to do this job for them. Employees need only call an 800 number or visit the appropriate HRO Web site to answer questions they may have. While this may be tough to get used to at first, most employees grow to love the service.
One of the fastest-growing sectors of HRO is recruitment process outsourcing (RPO), where specifically only the hiring and other recruitment processes for a company are outsourced to an RPO specialist. What makes RPO different from an executive recruitment firm? A few key functions:
First, typically (but not always) RPO recruiting is for a temporary (long or short-term) job situation. Basically, it's a "pay as you go" service, thereby allowing for cost benefits to the employer. In a seasonal business, for example, RPO can obtain the qualified talent you need for the time you need it.
Next, RPO is a measurable, or scalable, process. An updated version of employee leasing, an RPO specialist acts as a partner in the growth of a company's bottom line. All recruiting, training and paperwork for the company's RPO hires are handled off-site by the RPO provider. The RPO model is methodologically modeled to be scalable. In the event of a sudden need for talent, say a company is launching a new product, or a company is opening a new division, or the company performs seasonally, the formula for talent created by the RPO specialist is scalable to all potential hires of the client's company. Fifty qualified people can be hired as easily as five, all in a remarkably quick time table. RPO providers have talent from which they can draw in a short amount of time. Speed is of the essence.
Naturally, RPO rules out C-level or Board-level hires, and even most executive hires as well. Again, the HR function of recruiting, or an RPO solution, is an extension of the company for which it is being utilized, handling administrative tasks and on-boarding. As you can see, this is not the same as an executive recruitment agency, although some recruiters are currently implementing RPO models themselves.
Bear in mind, RPO is not for broken companies. It cannot act in the manner of glue or tape to mend a cracked system. Since the hires are technically under the employ of the HR outsourcer, their loyalty lies with the person who signs their paycheck and this is not you. Sometimes it may be best to call in a business consultant or even an executive recruiter and see whether a new permanent position needs to be created within your company. Generally, however, with the economy running hot, businesses are staffing up. RPO may be your answer if your employee needs are of an urgent, perhaps temporary or seasonal, mid-level nature.
Ten Job Hunting Myths
November 16th, 2006The job market is improving. A recent study from the National Association of Colleges and Employers found that employers plan to hire 13% more new college grads this year than last year ¡ª with business, engineering and computer fields taking top priority.
That¡¯s good news if you or someone you know is preparing to make the move from library stacks to a corporate cubicle. But it doesn¡¯t mean the perfect job will just fall in your lap. And misconceptions about job hunting, the working world and the entry-level employee¡¯s role can easily bog down a young professional¡¯s progress.
Improve your chances of finding your dream job. Don¡¯t get sucked into these ten common job-hunting myths:
1 | Finding a job after college will be quick and easy
Although the job market for this year¡¯s college grads looks rosier than last year, don¡¯t expect the job offers to come rolling in. Finding work may be a cinch for a select few, but for the vast majority, it will still take serious effort.
The length of your hunt will depend on a variety of factors, including:
* The job market
* Your location
* Your qualifications
* The amount of time you dedicate to your search
* Your interviewing skills
* The types of resources you use to find job openings
If it takes a while, don¡¯t get discouraged. The average job search lasts four months, according to outplacement firm Challenger, Gray and Christmas. To make ends meet in the meantime, you may have to take a less glamorous (and lower-paying) gig. A few of my friends have worked in call centers, flipped burgers or cleaned toilets for a couple months after graduation ¡ª just until they landed a job where they could use their degree.
2 | The Internet is the best place to look for a job
¡°One of the most prevalent misconceptions in job hunting is that job hunting on the Web is some magic elixir that will result in employers lining up to interview you,¡± says Randall Hansen, associate professor of marketing at Stetson University and publisher of Quintessential Careers.
While the Internet should probably make up one component of your search, says Hansen, it shouldn¡¯t be your only strategy. Only about 15% to 20% of all job openings are ever publicly advertised in any medium, and only about 5% of job seekers end up getting jobs through ads, Hansen says.
How does everyone else do it? Word of mouth.
¡°Networking is by far the most effective job-search tool you can use,¡± Hansen says. When you¡¯re first starting out, you probably don¡¯t know many people in your field that can help in your job hunt, so this can present a challenge. But there are plenty of ways beginners can plug into the grapevine:
* Check out the resources offered by your college alumni association.
* Join a professional organization or club.
* Subscribe to a trade magazine.
* Consider getting an internship.
* Find online discussion groups for your industry though groups.google.com.
* Set up informational interviews with experts in your field
* Keep in touch with college acquaintances in your major, especially those who may have graduated before you.
The Internet may not be a total bust ¡ª I found my first job out of college through an online journalism job board. But taking the time to weave a web of professional contacts could create more opportunities for you now and enhance your career options down the road.
Learn how to use the Web productively in your job hunt.
3 | I¡¯ll make at least $40,000 at my first job out of college
WHAT¡¯S YOUR DEGREE WORTH?
Chemical engineering: $53,659
Computer engineering: $51,523
Electrical engineering: $51,113
Computer science: $51,042
Mechanical engineering: $50,806
Information science: $43,741
Civil engineering: $43,159
Accounting: $43,050
Economics/finance: $40,719
Nursing: $38,788
Business administration: $38,357
Marketing: $37,519
Political science: $32,296*
English: $31,113*
Elementary education: $30,364
History: $30,344*
Biology/life sciences: $29,629*
Liberal arts (as a group): $29,060
Psychology: $28,230*
Source: National Association of Colleges and Employers, Winter 2005 Salary Survey
* NACE Fall 2004 Salary Survey (2005 numbers unavailable)
As graduation nears, you¡¯re probably fantasizing about the wads of money you¡¯ll make as a member of the working world ¡ª and how you¡¯ll spend your new-found cash. As such, you¡¯ll be happy to hear that according to the NACE, 2004/05 grads can expect higher starting salaries than last year¡¯s. There¡¯s nothing wrong with a little planning, but make sure your expectations are in line with reality.
Starting salaries for several fields featured in the NACE study averaged less than $40,000 (see box to the right). The most lucrative majors were in engineering and computer fields, running in the neighborhood of $50,000. But popular degrees such as business administration, English and marketing fell solidly below $40,000. Psychology, liberal arts and biology grads averaged less than $30,000 to start.
Although your degree and skills impact your salary, your location matters too. For example, an entry-level public relations specialist in Dallas typically makes about $40,000. But in Los Angeles, the median salary runs $4,000 higher, according to Salary.com, which surveys employers about the wages they actually pay their workers. Check out our salary calculator to learn what your job¡¯s going rate is in your neighborhood. You can select ¡°Entry Level¡± as the job category, or choose among 67 other fields to compare beginners¡¯ salaries in your field with positions you might qualify for in the future. You may have to start lower on the salary scale than you planned, and work your way up as you gain more experience.
And remember, just because you earn a certain amount doesn¡¯t mean that¡¯s what you¡¯ll take home. For example, a $40,000 annual salary is reduced to about $30,800 after federal, social security and medicare taxes are taken out. That¡¯s not counting state taxes and any money you might have withheld from your paycheck for benefits. Use the paycheck calculator from PaycheckCity.com to estimate your future take-home pay.
4 | There¡¯s no room for negotiation with an entry-level salary
With some jobs, this may very well be true. But most employers leave some wiggle room in their offers to new employees, even those that are fresh out of school. The bottom line: You won¡¯t know unless you ask.
Bargaining over a job offer shows your potential employer that you are discriminating about where you work. But that doesn¡¯t mean the sky is the limit. Let¡¯s face it, you have minimal ¡ª if any ¡ª real-world experience. And a prestigious alma mater doesn¡¯t entitle you to more pay. Employers care more about what you can do for them. Use our salary calculator to find out what your job is worth, and then negotiate around that figure, highlighting your unique skills and talents that you¡¯ll bring to the position. And don¡¯t say that your salary requirements are a deal breaker unless you mean it.
But even if there isn¡¯t any room for an increase in salary, consider negotiating your benefits such as vacation time, work hours, signing bonuses, starting date, relocation benefits, etc. Many college grads get so excited just to receive an offer that they accept the terms outright. But you don¡¯t want to find yourself a week later wondering if you could have gotten a better deal.
5 | The person who gets hired is the one who can do the job best
If you¡¯ve got the skills, you¡¯re a shoo-in. Right?
Not so, says Hansen. More often than not, it comes down to interviewing skills and your rapport with your interviewers. Your qualifications, education and experience will usually get you an interview, but then ¡°you need to prove why you are the best person to fill the job.¡±
Make a good first impression by showing up on time and looking clean and professional. Act confident but not cocky. Use concrete examples to illustrate your qualifications. Maintain eye contact and relax. For more pointers on how to master your presentation, check out the job interviewing resource center from Quintessential Careers. You¡¯ll find databases of interview questions, including one tailored specifically for recent college grads.
Before leaving the interview, make sure you find out how to follow up, says Carole Martin, interview coach and author of Boost Your Interview IQ. For example, she suggests asking your interviewer: ¡°I¡¯d like to stay in touch and follow up with you in a week or two to see how the process is going and where I stand. How do you prefer that I communicate with you ¡ª e-mail or phone?¡± You¡¯ll want to show your continuing interest in the job without becoming a pest.
6 | A well-designed r¨¦sum¨¦ will boost my chances of getting noticed
A snazzy resume may actually be a hindrance. Most employers accept resumes via email, but many won¡¯t open resume attachments either out of laziness or fear of contracting a computer virus. Your chance of getting noticed: zilch.
The solution: Create two copies of your r¨¦sum¨¦. The first one should be a simple version you can paste into the body of an e-mail ¡ª sans formatting. That means no fancy fonts, bolds, italics, underlines or special characters. Keep each line under 65 characters and replace bullets with plain old asterisks, says Kim Isaacs, director of ResumePower.com. (See a sample.) The second resume should be nicely formatted for you to carry in-hand to your interview. For more tips on how to get your r¨¦sum¨¦ noticed, see Polish Your R¨¦sum¨¦.
7 | What I think of an employer doesn¡¯t matter as much as what s/he thinks of me
Of course you¡¯re eager to impress. But in your zeal to get hired, don¡¯t forget that the employer must pass your screening too. Many first-time job hunters overlook this key point until it¡¯s too late. Think about this: There are 168 hours in a week. If you spend 40 of those at work, that means you¡¯ll pass one-quarter of your week there. You better make sure you like the place.
Find out about boss¡¯s management style, the company¡¯s stability and any company problems. Ask about the challenges specific to your position, what a typical day will be like and opportunities for growth and advancement in the company.
Some employers may introduce you to your potential co-workers either on the initial or secondary interview. Chat with them about the work environment, and what they like and don¡¯t like about their jobs. If you haven¡¯t had that opportunity before the company makes you an offer for hire, ask for the contact info of a couple of people you would be working with and give them a call or send them an e-mail before accepting the job. It is important to impress the employer, but it¡¯s equally important that you¡¯re impressed with the job.
8 | If I plaster the Web with my r¨¦sum¨¦, I¡¯ll receive more interviews
Let¡¯s face it ¡ª the sheer volume of r¨¦sum¨¦s on the massive job boards like Monster.com, HotJobs.com and CareerBuilder.com make it virtually impossible to get an employer¡¯s attention. In fact, job hunters such as yourself post thousands of new r¨¦sum¨¦s each day.
And sending out your r¨¦sum¨¦ en masse to every employer you can think of isn¡¯t a much better approach. On average, a company interviews only one person per 245 r¨¦sum¨¦s it receives. You need to be more proactive in your job search and tighten your focus if you expect to get results.
Tailor your r¨¦sum¨¦ and cover letter to target each job you apply for and follow-up your r¨¦sum¨¦ with personal contact.
And you can still use the Internet in other ways to hone in on more promising prospects:
* Check out job boards that cater to your specific field. You can find a list of industry-specific job sites at Quintessential Careers or the Riley Guide sites. Or check out local job boards on Craigslist.org.
* Research a prospective employer. Before applying for (and especially before going to an interview), you should spend some time on the employer¡¯s Web site. Make sure you understand the company and see if you can envision yourself working there. At WetFeet.com, you can also get company profiles for thousands of firms.
* Network. One of the best ways to jump-start your career is to talk with people in your field to get career advice and find job openings by word-of-mouth. Search for an online discussion group through Google or Yahoo!.
9 | If a company isn¡¯t currently hiring, I can¡¯t get an interview
One of the most powerful job-hunting tools is an informational interview. You can arrange an informal interview with people working in your field to learn more about working in the industry, get expert career advice and, most importantly, build a network of contacts in your field.
A friend of mine in college was interested in working in the insurance industry, and he¡¯d heard good things about an employer in the area. It wasn¡¯t hiring at the moment, but he set up an interview with one of its executives to talk generally about a career in the industry. He took a copy of his resume with him, and the exec offered to keep it on file should an opening arise. Two weeks later, he was called in for an interview for an opening that the firm hadn¡¯t even advertised yet. And he got the job.
Not all informational interviews will result in a job offer, but they¡¯re time well spent. It may not pay off immediately, but later in your career, you may reap the benefits of the contacts you made and advice you received.
10 | If I don¡¯t know what I want to do after graduation, I should go to graduate school
An advanced degree could be the ticket to a new career or a stepping stone to faster advancement in your current job. But if you¡¯re using it just to buy time because you can¡¯t make a decision, it could be a complete waste of time, energy and money. Grad school should be used as a means to a well-researched end.
Peter Vogt, president of Career Planning Resources suggests asking yourself the question: ¡°Are you going to graduate school for a purposeful reason or are you falling into grad school to get away from other things?¡± It¡¯s an awfully big investment, so you better make sure it¡¯s what you really want for yourself.
If you¡¯re finding yourself tempted the wrong reasons, get a job instead. Breaking out of the routine of school for a while could help you gain greater perspective about your skills, interests and career goals. Besides, you can always go back to school later. For more information on whether grad school is for you, see The Back to School Decision.
10 Reasons Why You're Not Getting Interviews
November 16th, 2006Robert Half International
No matter how strong your skills or experience are, you won't land a new job without first securing an interview with a prospective employer. Job seekers often consider this step of the hiring process the most difficult -- and perplexing. After all, how many times have you considered your qualifications ideal for an open position only to never hear from the hiring manager about the r¨¦sum¨¦ and cover letter you submitted?
If you're looking for an edge, make sure you're not falling into these common traps:
1. You only focus on the Googles of the world.
Companies that continually grab headlines and are highly recognizable can be exciting places to work. But so are many companies you've never heard of. Keep in mind that organizations that are household names often receive thousands of r¨¦sum¨¦s for each opening. Consider exploring opportunities with small and midsize companies. They make up the vast majority of businesses in the United States and sometimes have trouble locating qualified candidates. If Google is your dream employer, don't give up the good fight, but also keep your eyes and ears open to other opportunities.
2. You don't follow directions.
Each company has a different procedure it asks applicants to follow for submitting employment applications. Some ask that you use a form on their Web sites while others prefer traditional phone calls or faxes. Make sure you understand what the prospective employer seeks by carefully reading the job listing. Then, follow the directions to the letter. If you don't, your application may never reach the hiring manager.
3. You need to revamp your r¨¦sum¨¦.
Sending out the same cover letter and r¨¦sum¨¦ to all companies isn't likely to capture the attention of prospective employers. Hiring managers want to know why you're a good match for their specific business needs. So take the time to research employers and customize your job search materials by explaining why you're interested in a particular position and how you could make a contribution to the company.
4. Your cover letter isn't enticing.
Think of your cover letter as an appetizer that convinces the hiring manager your r¨¦sum¨¦, the main course, is worth sampling. The best cover letters take select details from the r¨¦sum¨¦ and expand upon them, explaining in depth how your talents and experience can benefit the prospective employer.
5. You don't reference keywords.
Companies that receive a high volume of r¨¦sum¨¦s often use scanning software that looks for certain keywords to determine which candidates to call for interviews. More often than not, keywords come directly from the job description. Terms such as "Microsoft Office," "accounts payable and receivable" and "Cisco Certified Network Administrator" are examples. As much as possible, ensure your r¨¦sum¨¦ and cover letter contain keywords.
6. Your application materials aren't perfect.
Submitting an application that contains typos and grammatical goofs is perhaps the quickest way to foil your chances of securing an interview. In fact, 84 percent of executives polled in a recent survey by our company said it takes just one or two errors to remove a candidate from consideration. The reason: These types of mistakes show a lack of professionalism and attention to detail. Make sure to carefully proofread your r¨¦sum¨¦ prior to submitting it and ask a friend or family member to do the same.
7. You don't know who to send your r¨¦sum¨¦ to.
Though it's fine to start your cover letter with the generic salutation "To Whom It May Concern," hiring managers pay special attention to applications that are addressed directly to them. If the job advertisement doesn't include the hiring manager's name, call the company and speak to the receptionist or a member of the person's department. More often than not, you can obtain the information fairly easily if you're candid about your reason for wanting it.
8. You don't have an 'in' with the company.
Using the name of a common contact to make the connection between you and the hiring manager is by far the best way to ensure your cover letter and r¨¦sum¨¦ get optimal attention. So, keep in touch with members of your professional network; you never know who has a contact at the company you hope to work for.
9. You don't follow up.
One way to improve the odds a hiring manager gives consideration to your r¨¦sum¨¦ is to follow up with him or her. According to a survey by our company, 86 percent of executives said job seekers should contact a hiring manager within two weeks of sending a r¨¦sum¨¦ and cover letter. Often a brief phone call or e-mail reasserting your interest in the position and strong qualifications is enough.
10. You're not as qualified as you think.
The bottom line may be that you're simply not as perfect for the job as you think. Before submitting your r¨¦sum¨¦, take a close look at the job description and compare your skills and experience with those required for the position. If a job calls for five years of retail management experience, and you have only two, you might not be as qualified as other applicants. While sometimes it's possible to make up for skills gaps if you excel in other areas, hiring managers frequently have specific criteria in mind, and they use it to determine whom they call for interviews.
By avoiding common pitfalls, you can improve your chances of landing a job interview. Often something small -- fixing a typo, for example -- makes all the difference.
Recruiting Value
November 15th, 2006Contributed by Mohammed Senin of Clownfish Marketing
According to the latest research from the Carbon Trust, consumers are more likely to buy products and services from a business they think is tackling climate change¡ Euan Murray, strategy manager at the Carbon Trust, said: "There has been a definite shift in behaviour. Fifty-three per cent of people felt that in the last year, climate change had become more of an issue for them¡Consumers want to use their purchasing power to reduce their carbon footprint and that of the UK as a whole¡±.
This is further confirmation of what many other articles and reports have already claimed. And in order for consumers to make easy and quick purchasing decisions, they need brands. Brands help to ¡°edit¡± choices on their behalf, saving them the need for exhaustive research and allowing them to behave in the way they want.
I don¡¯t disagree with that but I would like to put a slightly different concept out there¡
Sustainability initiatives are often driven from the most senior levels of organisations. It has become the vogue for large companies to boast positions such as ¡®Chief Ethics Officer¡¯ or ¡®Director in Charge of the Environment¡¯ to bolster their claims to good governance. This is nothing more than window dressing unless the ethics and values of sustainability and social responsibility are embedded throughout the organisation and the brand that it brings to market.
For example, the performance and remuneration of individual staff is often assessed against ¡°key performance indicators¡± that have little to do with values or sustainability. Few are the companies that reward their staff for reducing their carbon footprint or developing socially beneficial products.
The human resources industry has a lot to contribute here, since HR directors are closely involved in the development of job descriptions, performance criteria, and remuneration structures. If HR is equipped with the knowledge and support to do so, it can start introducing ethical, environmental, social and values-based criteria into this process. This is one of the most effective ways to infuse such values into the lifeblood of the corporate machine.
WWF¡¯s recent report, ¡®Let Them Eat Cake¡± (downloadable from http://www.clownfishmarketing.co.uk/clients_wwf.html) found that the majority of employees consider themselves to care more about sustainability than their employers do. Furthermore, very few companies reward employees for environmental and social performance. Only 6% were rewarded for carrying out environmental and social screening of suppliers and associates; a meagre 11% were encouraged to consider the environmental and social impacts of what they were marketing; and only 6% were encouraged by their employers to support environmental causes.
This trend must be reversed. Brands of the future will be rewarded for their commitment to sustainable development and social practices, and as such, they must behave as good corporate citizens in everything that they do. CSR values must be incorporated into recruitment and reward systems, because there¡¯s nothing like the prospect of a bonus to change employees¡¯ behaviour.
Recruitment has a critical impact on the performance and future success of any organisation. With increasingly fierce competition for the best candidates, and the proliferation of (sometimes dubious) qualifications amongst candidates, values and sustainability can help to attract and retain the very best.
A successful recruitment and selection strategy must consider CSR values in order to remain one step ahead of the game. Successful brands, therefore, not only need to be successful in the commercial market, but also in the recruitment process.
Candidate Bill of Rights
November 15th, 2006how to treat candidates and working professionals. We call it respect or graciousness. Accolo gets right to the heart of the matter by providing a Candidate Bill of Rights at their website. This is a good thing.
Confidentiality
Individuals are entitled to the security and confidentiality of their personal and professional background and data. Any decision to make that data available to others must be at the specific request of the individual.
Credibility
All advertised positions must be verifiably open and available to job-seekers, with the intent of the hiring organization to make any and all efforts to fill the open position.
Accuracy
The description of an open position should accurately and specifically identify the unique attributes of that position as they relate to the Hiring Manager, organization, geography, work group, work to be completed, and performance measurement criteria.
Consideration
All interested candidates, from all available sources, should be considered for an open position based upon their ability and aptitude, and that consideration should be free from racism, sexism, and other forms of prejudice and intolerance.
Consistency
Hiring decisions will be made based upon on a set of specific and defined criteria that is relevant to the position, consistent across all candidates and applied objectively.
Follow Up
All applicants are entitled to consistent communications regarding the status of their candidacy, regardless of the outcome of their application.
Preparation
Each individual should expect that they will be provided with all relevant information about the organization and hiring manager in order to best prepare them for success during the interview process.
Respect
Scheduling of interviews will occur in a manner that connotes respect for the candidate, their time and their efforts.
Communication
Every inquiry regarding the status of candidacy or application is worthy of a response.
Information
All applicants will be provided with the necessary information about the company, hiring manager, compensation, performance expectations, etc. in order to make an informed career decision.
Exploring the Job Candidate Bill of Rights
November 15th, 2006What a long, strange trip it¡¯s been. OK, maybe not that strange, but over the last several weeks we have broken down the Job Candidate Bill of Rights created by Accolo¡¯s John Younger. We¡¯ve covered everything from confidentiality to communication, and now we have arrived at the end. Number 10 on John¡¯s list is ¡°information,¡± something that candidates feel they¡¯re just not getting enough of:
Information
All applicants will be provided with the necessary information about the company, hiring manager, compensation, performance expectations, etc. in order to make an informed career decision.
Information, or the lack thereof, is such an important topic to job candidates that The Wall Street Journal actually included it twice in their bill of rights:
¡°5. I want to know the details. Companies that provide details about their benefit plans get my attention. They can easily explain the basics on their website with a PDF, instead of a brief, meaningless overview that does me no good.
¡°6. I want to learn about you. ¡°Day in the life¡± profiles help me see myself in an organization.¡±
For some job boards, a lack of information isn¡¯t the real problem. Instead, it¡¯s the lack of usable information. These boards are filled with countless details, but none of them really give the candidate a better understanding of the job, the company, the work environment, or anything else:
¡°For the job seeker, the problem is the same: when they look on giant job boards they see a bunch of undifferentiated jobs, often posted by clueless headhunters that provide all kinds of information you don¡¯t need (¡±A leading provider of whatever¡±) and none of the information you do need (what¡¯s the name of the company? Do they make nuclear bombs? Will they give me a private office and a big monitor? Free M&Ms? Are they sloppy hacks or quality hackers? Can I use Ruby on Rails?)¡± (From Joel on Software)
The last ten weeks have given us the chance to see what¡¯s on the minds of most of the job candidates out there. As we see it, there just isn¡¯t a source right now for candidates, recruiters, and hiring managers to effectively connect and communicate. As we¡¯ve said before, change is coming, but it won¡¯t just be for candidates. After all, there are things that recruiters and hiring authorities need, and we hope to explore those topics in the future with a comprehensive Bill of Rights for each group.
Survey: Job Seekers are Stretching the Truth
November 14th, 2006Rosemary Haefner, Vice President of Human Resources, CareerBuilder.com
There's marketing yourself on your r¨¦sum¨¦, and then there's flat-out lying. Many job seekers are crossing the line.
Although just 5 percent of workers actually admit to fibbing on their r¨¦sum¨¦s, 57 percent of hiring managers say they have caught a lie on a candidate's application, according to a CareerBuilder.com survey. Of the hiring managers who caught a lie, 93 percent didn't hire the candidate.
When r¨¦sum¨¦ inconsistencies do surface during background checks, they raise concerns about the candidates' overall ethics. Forty-three percent of hiring managers say they would automatically dismiss a candidate who fibbed on their r¨¦sum¨¦. The rest say it depends on the candidate and situation.
Stretched dates to cover up employment gaps is the most commonly-caught r¨¦sum¨¦ lie, with nearly one-in-five hiring managers saying they have noticed this on a candidate's application. Other top r¨¦sum¨¦ lies include:
Past employers (18 percent)
Academic degrees and institutions (16 percent)
Technical skills and certifications (15 percent)
Accomplishments (8 percent)
Reasons for lying range from the innocuous (not being sure of the exact employment dates) to the more sinister (intentionally being deceitful to get the job). To ensure your r¨¦sum¨¦ is accurate but still portrays you in the best light, heed these tips:
If you don't have much formal experience... Highlight any activities or coursework that could be relevant to the position. Volunteer activities, part-time jobs and class projects can all provide transferable skills and training.
If you didn't quite finish your degree... Do not indicate on your r¨¦sum¨¦ that you graduated. Instead, name the university and list the years in which you attended.
If you were out of work... Don't stretch the employment dates to cover the gap. Instead, keep the dates accurate and address the gap in your cover letter. Be sure to mention any classes you took or volunteer work you performed during this time to keep your skills up-to-date.
If your company uses unfamiliar titles... This is one of the only circumstances in which it's acceptable to change your title to something more recognizable. For example if your title was "primary contact," and you performed the duties of an administrative assistant, you can clarify your title by writing "Primary Contact/Administrative Assistant." Giving yourself a promotion to "office manager," however, crosses the ethical line.
Rosemary Haefner is the Vice President of Human Resources for CareerBuilder.com. She is an expert in recruitment trends and tactics, job seeker behavior, workplace issues, employee attitudes and HR initiatives.
Higher Pay for Holiday Jobs Expected This Year, CareerBuilder.com Survey Finds
November 14th, 2006 -- Need a little extra spending money for the holidays? Twenty-three percent of hiring managers say they are recruiting for holiday positions, according to a recent CareerBuilder.com survey. Nearly one-in-four expect to pay their seasonal hires more than last year, with 37 percent offering $10 or more per hour. The CareerBuilder.com survey, "Holiday Jobs," was completed in September and included 1,150 hiring managers nationwide.
Comparing this year to last, 13 percent of hiring managers plan to add the same amount of seasonal employees while 5 percent plan to hire more.Another 5 percent will add employees, but on a smaller scale than 2005. Of those hiring, 86 percent are likely to treat holiday employment as an extended job interview and offer permanent positions to some seasonal employees.
Twenty-four percent of hiring managers plan to raise hourly wages for seasonal hires compared to last year, while 70 percent expect no change in pay scales. Six percent say the seasonal pay will be lower than last year. One- in-ten hiring managers expect to shell out $16 or more per hour, while 33 percent expect to pay $8 to $9 per hour and 31 expect to pay $7 or less per hour.
So, where can you find a seasonal gig? CareerBuilder.com identified the following hot spots for holiday jobs:
-- Retail -- stores are in need of extra sales clerks and stockers to
handle peak shopping periods
-- Hospitality -- hotels and resorts are looking for ski instructors,
restaurant servers and hotel clerks to help out in the busy travel
season
-- Customer Service -- companies augment their customer service staff to
handle increased gift orders and returns
-- Delivery -- package delivery companies hire more drivers and support
staff to handle heavier holiday shipments
-- Office Support -- businesses need temps to help out with end of the
year wrap-ups and fill in for vacationing workers
"Workers interested in seasonal positions should act fast," said Rosemary Haefner, Vice President of Human Resources at CareerBuilder.com."The vast majority of hiring managers are already recruiting for seasonal positions and nearly half are filling their open positions in two weeks or less."
Haefner offers the following tips for landing seasonal work:
1) Be flexible -- 28 percent of hiring managers surveyed say the biggest
turnoff when considering a seasonal job candidate is his/her refusal to
work certain hours
2) Be enthusiastic -- a lack of holiday spirit can impair your chances of
getting hired, according to 26 percent of those surveyed
3) Be serious -- 19 percent of hiring managers are turned off by
individuals who don't treat the position as a real job and don't take the
responsibilities seriously
4) Be smart -- a failure to be knowledgeable about the company or product
line is a major pet peeve for 8 percent of hiring managers looking to
fill seasonal positions.
Survey Methodology
This survey was conducted online by Harris Interactive on behalf of
CareerBuilder.com among 1,150 hiring managers, ages 18 and over, within the
United States between August 31 and September 5, 2006. The 'Employer'
segment was weighted by number of employees to bring them in line with
their actual proportions in the population. The segment was weighted using
propriety algorithms in order to align the online population to be more
representative demographically and behaviorally of the total population of
online and offline employers.
With a pure probability sample of 1,150, one could say with a 95
percent probability, that the overall results have a sampling error of +/-
4 percentage points. Sampling error for data from subsamples would be
higher and would vary. However, that does not take other sources of error
into account. This online survey is not based on a probability sample and
therefore no theoretical sampling error can be calculated.
About CareerBuilder.com
CareerBuilder.com is the nation's largest online job site with more
than 23 million unique visitors and over 1.5 million jobs. Owned by Gannett
Co., Inc. (NYSE: GCI), Tribune Company (NYSE: TRB), and The McClatchy
Company (NYSE: MNI), the company offers a vast online and print network to
help job seekers connect with employers. CareerBuilder.com powers the
career centers for more than 1,100 partners that reach national, local,
industry and niche audiences. These include more than 185 newspapers and
leading portals such as America Online and MSN. More than 250,000 employers
take advantage of CareerBuilder.com's easy job postings, 18 million-plus
resumes, Diversity Channel and more. Millions of job seekers visit the site
every month to search for opportunities by industry, location, company and
job type, sign up for automatic email job alerts, and get advice on job
hunting and career management.
Most Frequently Used Recruiting Websites by China Online Job Seekers
November 14th, 2006According to iResearch 2005 China Online Recruiting Research Report, the comparison between 2004 survey results and 2005 survey results indicated that the most frequently used percentage of each super recruiting website has increased a lot. This shows that online job seekers tend to concentrate when the stickiness of super recruiting websites to online job seekers is increasing gradually.
Use Your Social Network to Get Jobs
November 14th, 2006The latest craze in hiring is the oldest craze in hiring--find employees that come highly recommended by their friends and colleagues. Social networking has always been used in a non-technological sense to find the perfect candidate or to find the perfect job. Now technology meets the job search.
Sites like Jobster, H3, and O'Reilly Connections have sprung up to bring potential employees together with potential employers--particularly those "passive" job applicants who are already employed and may not be actively searching for a new one. From Wired:
The recruiting sites are all about connections. Most share the goal of helping employers reach the coveted "passive" job applicant, which is recruiter lingo for the qualified person who is already gainfully employed and thus not maniacally reading job boards. Such people are often the best new hires, but are hard to reach through conventional advertising.
Many personnel recruiters find that an e-mail campaign yields better candidates than a traditional "Help Wanted" ad.
A Trip Abroad Can Help You Win a Job
November 13th, 2006By Kevin Voigt
From The Wall Street Journal Online
Finding a job in a distant market can be tough, as employers are less likely to give a break to someone who has no experience in the market, or who must be flown in for an interview. To make matters even trickier, what holds true in one country often doesn't apply in another, says job recruiter Lawrence Wang, author of the job-hunt book "Know the Game, Play the Game" and managing director of Beijing-based Wang & Li Asia Resources.
For starters, he says, remember that while the Internet is good, legwork is better. With the proliferation of specialized online job sites, it is easy to get your resume to the market you are interested in. "But there's really no substitute for being there," says Mr. Wang.
He suggests planning a trip to the area and letting the companies you are interested in know you are coming to town and would like to stop by. "If you fly there, it shows your commitment and gives a much higher indication of your interest in relocating."
Contacting local chambers of commerce and career centers, or stopping by bars and clubs frequented by professionals in the area, can give a job searcher more ideas and contacts, Mr. Wang says. If you don't know anyone in the city you are targeting, check your university alumni directory to see if any classmates live in the area.
Often, this process can help people decide whether they really want to relocate. "For example, Beijing is a real exciting place, but it's not for everyone," he says. "People sometimes come here a few times and decide it's not for them -- which is good. Now they won't spend the next five years wondering what could have been."
Spread your net of contacts. Dumb luck is often a key ingredient in a successful job search, and it often is resting in the hands of someone you haven't even met. By broadening your list of personal contacts, your break can come from the unlikeliest places.
Mr. Wang, a California native, began his first job search in Taipei when he was a 28-year-old graduate business student at the University of California, Los Angeles. Seeking a marketing position, he cold-called 50 foreign-owned companies. He got only three interviews. They were all unsuccessful. His break came not by slogging through company directories and mass-mailing resumes, but by calling an acquaintance -- a former classmate -- who had family in Taipei. In the end, his "classmate's sister's husband" was the one who made the connection that netted his first job with a Taipei marketing firm.
"The kindness of strangers can really come through for you," Mr. Wang says. "People in the international community have been through this before, so they can identify with you. And the average person knows a lot. They can know the people to talk to, have their names and numbers, and they're flattered that you're asking their advice. Use them."
Patience is a virtue in this kind of search. Don't be disheartened if the first trip doesn't yield a job. One of the biggest mistakes job seekers make is born out of impatience, Mr. Wang says. Overeager applicants often don't take the time to gain an understanding of the market, and they let their naivete show. "A common mistake we see is people coming into the market and completely outpricing themselves," he says.
Salary requests have to be within the market range, and wildly overshooting the curve undercuts your credibility.
Mr. Wang suggests talking to anyone who knows something about the job market you are looking at: "What are the trends, what is the current market mindset? What kind of skills are employers really looking at right now?" he says.
Job seekers must also be realistic about their chances in a market where they have no language skills, Mr. Wang adds.
Email your comments to cjeditor@dowjones.com.
Project names 'top employers'
November 13th, 2006A project was launched in Beijing on Friday aiming to build employer brands by naming China's "top employers" in a new publication and on TV.
The China Top Employers project was also launched in Shanghai in May by the Corporate Research Foundation (CRF), a Netherlands-based independent publishing company.
"Its format is unique in China. It aims to help companies build an employer brand," said Cai Rong, chief representative of CRF China. She added the project is currently active in nine countries.
Jobseekers, MBAs, EMBAs and graduates returning from overseas will be able to get information about companies selected by the CRF through books and TV shows.
"But each company has to pass a rigorous selection process to become one of the 'top employers' in China," Cai said.
After registering, companies complete a questionnaire and a CRF journalist interviews one of their senior human resources managers and two employees from the firm.
"Our questions vary from country to country and region to region covering a wide area from salary, welfare and corporate culture," Cai said. She added questions for each region are designed by a panel comprising experts from human resources companies, universities and the media.
"The information provided by the questionnaire is fully confidential and will be used to evaluate the participant and generate benchmark data," she said.
The CRF determines whether a company meets the minimum criteria to become one of China's "top employers," determining the top three reasons to work for the firm and a confidential report.
If a company fails the final selection and publication, all research material and CRF reports are returned. The whole process is then free of charge.
If the participating company is selected as one of China's "top employers," the company profile as written by a CRF journalist is submitted to the firm. Companies are only able to make factual changes to the text.
The companies will be listed in a book, which is to be directly delivered to jobseekers. The book describes the advantages of the companies through information gleaned from the interviews.
"We will also take them (the selected companies) to seminars and TV shows to discuss with young talents issues concerning employer branding," Cai said.
Companies are charged US$5,800 in Shanghai and US$7,800 in Beijing to cover research, writing, editorial, production and marketing costs.
The programme attracted 48 companies in Shanghai, including DHL, Alibaba, China Mobile and Home Inns. Thirty-eight have been selected as China's Top Employers for 2007.
But Cai said domestic companies only make up a tiny proportion of the firms about 10 per cent of the total.
"We hope Chinese companies will attach more significance to building an employer brand," she said.
The concept of employer brand was put forward by Western enterprises. Human resources departments play an important role in Western companies, but this is not the case in China.
"Human resources directors are not given enough rights in China and some roles that should belong to the department are played by other departments," Cai said. "China's human resources departments always remain at the operational level rather than at the strategic level."
In many Chinese companies human resources departments are responsible for recruiting but not for retaining people. For this reason job turnover in Chinese companies is two to three times higher than in Europe.
Cai said it is also an initiative that drove them to bring the project to China
A reader's toolbox:
70-536 as well as 70-290 are necessary to meet the eligibility criteria of 640-822 and 642-812 as well as EX0-101. Eventually all this experience matters in ccie.
Recruiting Survey: Employers Make Shallow Use of Employee Talent Pools, and Fewer Properly Communicate
November 10th, 2006White paper based on survey results says a small number of companies have talent pools, but do not adequately communicate with prospects.
Pleasant Prairie, WI (PRWEB via HRMarketer) November 7, 2006 -- Only 22 percent of respondents who have built "talent pools" regularly communicate with their prospects, reports an annual survey of recruiting professionals by TalentPen, provider of a web-based candidate collection and personality matching tool. A white paper summarizing this survey can be downloaded at http://www.talentpen.com/read_the_whitepapers.html.
¡°The lack of direct communications is turning off candidates,¡± according to Nick Burkholder, founding of Staffing.org. He is quoted by the white paper as considering candidate communications as ¡°a huge opportunity for improvement in most organizations.¡±
¡°Even Starbucks, which does maintain a talent pool, has said that the pool can¡¯t keep up with its growth (about 300 new hires a day),¡± states the paper.
The white paper offers tips to employers, including the development of ¡°talent pools¡± and active communication with prospects. Using personality assessments in recruiting is also cited as a key measurement for how an employee fits a company¡¯s culture, which directly impacts their loyalty.
Employers who don¡¯t follow this advice will pay a high price, according to the paper. ¡°Conservative industry estimates put the cost of turnover at 1.5 times that of salary,¡± explains Michael Sproul, president of TalentPen. ¡°Some companies are reporting a six-fold expenditure above salary when hidden costs such as ¡®chain reaction¡¯ turnover and lost productivity are factored in.¡±
Most recruiting professionals who responded to the survey were from companies with populations of 100 to 1,000 employees. More than a quarter of these respondents were from service companies. Other industries represented include healthcare, manufacturing, education, and financial services.
TalentPen, a web-based candidate collection and matching tool, measures personalities, job preferences and qualifications, collects them into private talent pools and matches them to employers with appropriate cultures. Candidates don¡¯t apply for a specific job, but instead complete personality profiles for placement into expandable talent networks.
About eBullpen, LLC
Based in Pleasant Prairie, WI, eBullpen, LLC helps employers and job seekers alike find better employment matches by putting personality matching up front in the candidate sourcing process. eBullpen created the TalentPen candidate collection and matching system to give employers an edge in talent acquisition and the tools for improving the hire -- not just the hiring process. TalentPen allows employers to incorporate eBullpen¡¯s proven assessment techniques and technologies into their existing career site or ATS. With either system, the end result is a streamlined hiring process and a faster placement of qualified candidates who fit a company¡¯s culture.
For more information, visit www.talentpen.com.
Media Note: To arrange phone or personal interviews with Michael Sproul, CEO of eBullpen or other appropriate executives, contact:
Bruce Brough at 831-234-9297, or Matt Pitchford at 317-460-0250
This press release was distributed through eMediawire by Human Resources Marketer (HR Marketer: www.HRmarketer.com) on behalf of the company listed above.
All star corporate talent a scarce resource in China
November 10th, 2006By Michael Flaherty
SHANGHAI, Oct 9 (Reuters) - Minutes after news he had quit as chief financial officer of KongZhong Corp. (KONG.O: Quote, Profile, Research), J.P. Gan took a call from a headhunter.
On offer was a top spot at a venture capital-backed Chinese company with plans for an overseas initial public offering.
CFOs and top level executives are in high demand across the globe as cash-rich investment firms put their money to work buying companies, changing management teams, and growing the businesses.
In China the effect is amplified. Young, western-savvy CFOs who have language skills, regulatory knowledge and international experience are highly sought after and hard to find. "Talent is limited, in general. That's just the way things are in China," said Jixun Foo, a Shanghai-based managing director at venture capital firm Granite Global Ventures.
Aggravating the shortage is the flow of western-educated executives out of the the corporate and investment banking sectors and into private equity firms and hedge funds.
To name but a few: HSBC China investment banking chief Huan Guocang joined Primus Pacific Partners. Dennis Zhu left JPMorgan to join Oaktree Capital Management while Bain Capital recently hired away Morgan Stanley China chief executive Jonathan Zhu.
Mark Qiu -- former CFO of CNOOC Ltd. (0883.HK: Quote, Profile, Research), last year left the top Chinese offshore oil producer to set up a private equity fund.
"Understanding the people-risk factor may be one of the most important things an investor needs to know before coming here," Foo said.
Buyout firms have invested more than $4 billion in China this year, compared with only $723 million in 2003, according to market data firm Dealogic.
While talented chief executives are in demand in China, many investors view equally talented CFOs as more significant and harder to find, given the increased accounting demands required by global securities markets.
Chinese companies need CFOs who can put in place or modernise their financial infrastructure to satisfy investors and regulators.
That means establishing proper billing procedures, cleaning up books, creating budgets, and setting up legal and compliance departments -- areas either neglected in many existing companies or not yet formed in young start-ups.
"There is a great demand for the CFO position," said Gan of KongZhong, who from 2000 to 2005 was Carlyle Group's director of venture capital investments in China.
Gan is leaving KongZhong, a $250 million Chinese wireless services company, for venture capital firm Qiming Venture Partners in Shanghai. He said he knows at least 10 venture-backed companies hunting for CFOs right now.
One key executive requirement is solid English skills.
With Wall Street investors and outside regulators increasingly involved with corporate China, English is seen as essential, especially for CFOs who handle the bulk of calls from such people.
A CFO of a foreign-listed or Hong Kong-listed Chinese firm can expect to earn anywhere from $150,000 to $500,000, plus options, said several people interviewed for this article, with CEO's earning slightly more.
That is well short of what some U.S. and European executives make, but it is more than many non-listed, old-style Chinese companies would pay.
Also fuelling CFO demand is a string of successful new China listings, which have sparked a rush to the initial public offerings market.
Peter Mok, President and CEO of KLM Capital Group, an investment firm specialising in Asia, says the real talent search action goes on among companies going for IPO.
"They are looking for someone who understands GAAP (Generally Accepted Accounting Principles) and who can connect with Wall Street," he said. "They need a guy who is dynamic and who is going to stay up late to talk to New York."
Recruit Holdings Joins Forces With Netease For Job Portal
November 10th, 2006Hong Kong-listed recruitment advertising group, Recruit Holdings Ltd, is going to cooperate with Netease.com (NTES) to launch a job-seeking portal 1010job.com.
1010job will not only provide job related information to the huge traffic of viewers generated by NetEase, but will also provide 'Elite Job Forum' in association with 'NetEase Forum'. A unique 'CV Through Train Service' will be provided to the 160 million NetEase mailbox users to facilitate their needs in job application. Apart from that, Netease and 1010job will produce more value-added service to jobseekers based on their shared 'jobseeker-centred' concept.
The potential of the online recruitment market in China has been attracting steadily increasing foreign investment. Major online recruitment providers from Europe, America and Japan have already devised and actioned a variety of strategies enabling them to participate in exploiting the Chinese market.
2006 is seen as being a landmark year for foreign investments coming into China. Following Monster's acquisition of a major stake in ChinaHR, Japan Recruit, Japan's largest recruitment service provider became a significant shareholder of 51job. Enjapan, the second largest online recruitment website in Japan announced it had agreed to cooperate with 800HR, a segmental recruitment website in Beijing. The largest recruitment website from Ireland, Keyland, has been even more aggressive in merging two local recruitment websites in Shanghai and Beijing, respectively. Meanwhile, major players from Taiwan and Hong Kong have also expedited their expansion into the mainland market. Taiwan's biggest recruitment website, 104 HR bank has already entered Shanghai.
Is a Job Move Worth It? How to Weigh Your Options
November 9th, 2006Two years ago, then 28-year-old Valerie French experienced a culture clash when she moved from southern California to Washington, D.C., to work at a major art museum. "I loved my job, but I just hated living there," she says. She found the nation's capital too conservative, "the kind of place where if you wear Banana Republic you're cutting edge."
So, after just a year, Ms. French started looking for a new job that would have her move again. "Your environment is so important," she says from New York, where she is now happily settled.
Moving for a job, especially when you're just starting out, can be the springboard that launches your career. But weigh your options carefully. Where you move is just as important for your happiness as the job you move for, many career managers and recruitment professionals say.
Occupational Horizons
Moving to a new locale is risky because there are so many unknowns. Add in a new job and you set yourself up for a pretty stressful time. So make sure that the job on the other end is worth it.
Think about what your career prospects will be five years from now if you take (or don't take) the position. A new job, especially if it requires relocation, "should mean greater opportunity coming in the door and greater opportunity looking at that five-year horizon," says Brian Sullivan, head of Christian & Timbers, an executive search firm based in New York.
Obviously, the last thing you want is to move and then be let go. Ask what happened to the person who formerly filled the slot. High turnover may be a red flag. Is your position new or part of a new program? If so, you may want to think extra hard, because the company could change course and eliminate the post, says Cathy Goodwin, a career consultant in Seattle.
Figuring Your Finances
"It's not all about salary," says Anne Moore, a career specialist at Johns Hopkins University in Baltimore. Consider the cost of living in a different locale as well.
Say you live in New York and make $40,000 a year. If you move to Atlanta, which has a 44.8% lower cost of living, according to Salary.com, you could earn just $22,090 a year and still maintain your current standard of living. Match your current pay in Atlanta, and you'd feel like you have lots more money to save or spend.
To check out different cities at Salary.com, scroll down to "Salary Data" and click on "Cost-of-Living Wizard."
The financial equation is far more complicated if you are moving with a spouse or other partner who has to leave a current job and take a chance on finding a new position in your destination city.
Also weigh the costs of making the move and ask how much of that your new employer will pay. More than 90% of U.S. companies will cover some if not all of a person's relocation expenses, which may include house-hunting trips, temporary housing and closing costs on a new home, according to Worldwide ERC, a professional relocation association. Unreimbursed moving expenses may be tax-deductible. Check out www.irs.gov/taxtopics/tc455.html online.
Location, Location...
Saying yes to a job in a small town when you live in a big city -- or vice versa -- involves big changes and may require sacrifices. Weigh factors such as cultural offerings, sports and recreation opportunities, traffic and the pace of life. Even "the weather can really influence people's happiness," says Ms. Moore of Johns Hopkins. The question: Can you live with the differences?
Ms. Goodwin recommends making two trips to get a feel for a new place. Pay attention to local customs and "try to connect with real people" while visiting, she says.
"It is very easy to get seduced by the idea of something new," notes Mr. Sullivan. But particularly if you are moving away from your home city, consider how you'll fare away from family, friends and the social supports that you've relied upon in the past.
Email your comments to cjeditor@dowjones.com.
Recruitment firms boost investment in China
November 9th, 2006Recruitment companies have increased their investments in China, according to a new study by the1, merger and acquisition (M&A) specialists for the human capital sector. The study identified a cumulative total of 156 investments in China by 106 foreign recruitment or human-capital groups over a 20-year period.
China as a whole - including deals made in Hong Kong - has seen a steady rise in the number of investments over the years. It saw a 70% boost in investments, from 40 transactions in the 1995-99
period to 68 in the post-2000 period.
However, the growth was faster (132%) for investments in mainland China (58 post-2000 versus 25 in the prior period), the first empirical evidence that foreign human-capital companies have stepped up their investment on the mainland.
"China is the human-capital sector's number [one] opportunity long-term," said Mark Dixon, a director of the1. "With a population of 1.3 billion, you don't have to be a rocket scientist to do the math. It's a numbers game, with some very big numbers."
Explaining this shift in investor attitude, Dixon said, "People have been aware of the potential of the Chinese job market but most viewed 'M&A for people businesses' as too theoretical - the country, the culture and the prospect of profits all being too far off.
"But now we now seem to have passed a tipping point. Although the Chinese recruitment industry is nascent and impeded by red tape, profits are already being made. This has negated the old excuse in the industry that China should be left as a challenge for the next generation."
Commenting on the maturity of the investment flow, Dixon said, "We haven't entered a land-grab phase yet. In coming years, investors will move on from toe-hold investments to building national brands and large office networks across China. We'll see them pour in real capital.
"Larger recruitment groups are starting to feel pressure from clients, institutional investors and boardrooms," he said. "The result is clear. The attitude to China is moving from opportunity to obligation. Obsession may not be far away."
Hong Kong
Hong Kong, which saw most of the early investment, has been receiving less attention. It attracted 10 transactions post-2000, compared with the 58 on the mainland during the same period. Hong Kong now is viewed more as a market in its own right rather than as the gateway to China. Companies wanting to capitalize on "the China opportunity" are discovering they need to be in China proper.
Cumulatively, Hong Kong has received 51 deals, compared with 105 on the mainland. Before Britain handed Hong Kong back to China in July 1997, the small territory attracted more human-capital-sector investments (53%) than the entire mainland. It is no longer where the action is. After the handover, a period that coincided with an investment flow into China from many countries and industries, the balance has switched - mainland China has attracted 82% of all deals.
This move inland is even seen among the pre-handover investors in Hong Kong themselves, who made 35 deals. Some 77% of these groups have subsequently expanded into mainland China.
Commenting on this trend, Dixon said, "Hong Kong used to be King Kong - the 800-pound gorilla on the Chinese human-capital stage, a sort of bouncer standing outside the stage door of China. Kong has now gone, at least in that capacity."
Legal structures used
A range of different legal structures is being used by investors to operate in China, some on a solo basis and some with partners.
More than half (55%) of the investments involve the foreign company setting up a new subsidiary in China. This compares with 28% of investments in the form of representative offices. Just 17% are new joint ventures with a local partner or the partial acquisition of an existing local company (which results in effect in a joint venture after the transaction).
Regulations have allowed 100% foreign ownership of some categories of human-capital investment, notably human-resources consulting, rather than headhunting or recruitment, which have found it difficult to get licenses at any level of ownership.
Since October 2000, rules have been loosened, allowing 49% foreign participation of all categories. Joint ventures are thus becoming more popular. Just 17% of the total investment count for all periods, joint ventures accounted for 35% of investments since 2002 compared with a negligible 9% prior.
More 'Boomerangs' Return To Their Former Employers
November 8th, 2006If you're looking for a new job, don't rule out companies where you worked before. They might be more interested than you would think.
Former employees, once spurned as damaged goods or disloyal, are increasingly getting a warm reception -- or even a recruiting call -- from many companies. The attitude shift is prompted by an unemployment rate that's been below 5% all year, a shortage of skilled workers and the need to control labor costs in the face of globalization.
Managers have come to appreciate that returning employees generally require less training and are likely to get up to speed more quickly than a fresh hire. So-called boomerangs already know a company's systems, policies and culture.
The odds of a good fit between the worker and job are also enhanced because current managers or other employees can usually vouch for the person's past performance. "When you know a person and you know the caliber of their ethics, their personality and attitude, it's invaluable," says Daniel Solomons, chief executive at Hyrian, a Los Angeles recruiting firm.
'Not Mount Everest'
The bottom line for job seekers: If you pine for a former employer, you can do something about it -- and you don't have to return with your tail between your legs. "This isn't Mount Everest," says Philadelphia career coach Julie Cohen. "This is feasible."
Ms. Cohen says one benefit of being a boomerang is that you already have contacts within the company. Use them. Former co-workers can advise you of jobs before they're available to the public -- and give you the lowdown on the responsibilities and the people involved.
Sacramento career coach and author Kathy Sanborn advises people to make contact a few months before they're ready to send in a resume. Ms. Sanborn suggests emailing an article that could help the boss address a business concern. A friendly call or even a lunch invitation to an acquaintance who's in a position to lobby for you is also appropriate.
If it's been a while since you were in touch, that first call or visit is an ideal time to catch up on what's happening at the company and to relate a few experiences that show how you've developed. During the second contact, a couple of months later, you can fish for job openings or suggest you'd be interested in returning to the firm.
My, How I've Grown
When you're ready to apply, the experts suggest clearly explaining how you're more valuable than you were when you jumped ship.
Matthew Whipple left accounting giant Ernst & Young in 1998 and returned this year. In the interim, he went to work for a smaller accounting firm that had a contract with the United Nations; he got promoted and moved to Geneva, Switzerland, for part of the term. He was called upon to manage large projects and work with government officials, and he learned new accounting skills.
Back at Ernst & Young, "I can draw on all those experiences now," he says.
Mr. Whipple had stayed in touch with his colleagues and participated in Ernst & Young's alumni program. The company has 32,000 registered alumni in the U.S. who participate in volunteer events, workshops and networking sessions. This year, 26% of the people Ernst & Young hired to be managers or above were boomerangs.
Back After a Break
Boomerangs don't always return from working somewhere else. Some had opted out of the work force because of illness or to manage family responsibilities.
Workers who are ready to return after an extended absence may find that old bosses are among the most receptive to their resumes, because the past relationship compensates for uncertainty about employment gaps.
Many of the usual guidelines for re-entering the work force still apply: You should consider refreshing your skills with a class or two and should join a professional association to build new contacts and learn the latest in industry news and terminology. But re-entering as a boomerang can make the transition easier.
Brad Sugars, who regularly hires boomerangs for his consulting firm, Action International, based in Las Vegas, says people shouldn't hesitate to sell the boss on the quirky skills they learned while outside the work force.
Mr. Sugars personally spent three years at home with his kids. When he returned, he found he had more patience and understanding than ever before -- two qualities that can help immensely on the job.
If an employer is inclined to hire you back, but seems skeptical about your ability to pick up where you left off, consider starting at a lower level, with the understanding that you'll return to your old job or level if you pass a six-month or one-year review.
Negotiate that "onboarding" program the same way you negotiate salary and benefits, says Eva Har-Even, a coach with executive consulting firm WJM Associates, in New York.
Be Realistic -- and Cordial
But Ms. Har-Even also advises clients to avoid the temptation to idealize the past. Make an effort to recall the negatives as well as the positives of your time at that employer. And do some research to ensure the company and the work environment are still as good as you remember.
The more time has passed, the more things might have changed. "You can't step into the same river twice," Ms. Har-Even says.
The increasingly warm welcome for boomerangs also holds a message for anyone getting ready to quit a job: Even if you don't think you would want to return, maintain your relationships and be courteous when you leave.
"It's kind of like a date," says Mr. Sugars of Action International. "The kiss goodnight is important."
Email your comments to cjeditor@dowjones.com.
Digging Through Candidates' Digital Dirt
November 8th, 2006The results of a recent Careerbuilder.com survey of 1,150 hiring managers in the United States show that 12% of hiring managers have used social networking sites to dig into the backgrounds of potential employees.
Another 26% of hiring managers say they have used Google or other search engines as background research.
Of the hiring managers who Googled candidates' backgrounds, 51% did not hire the person based on what they found.
Of the hiring managers who gleaned details from social networking sites, 63% decided against hiring the person based on what they found.
Researcher or Voyeur?
Is it fair to judge a candidate based on what is posted on a website or networking profile? Should inappropriate comments or indecent pictures be the deciding vote in whether someone is a good candidate for a job?
"There is a thin line between monitoring and voyeurism. And it is a line that is all-too-often crossed by employers. Employers have the right to look at certain aspects in making a decision, but employers should not be looking into candidates' private lives. That is well-outside the context of the employee-employer relationship," says Jeremy Gruber, legal director of the National Workrights Institute, an organization in Princeton, New Jersey.
Gruber poses the analogy of an employer who, upon learning that a potential employee will attend a certain party on Saturday night, shows up in disguise to watch the employee.
"If that happened, people would be outraged. Yet that is what employers are doing every day that they engage in this behavior. They are making decisions based on information not submitted by the employee or references. It is wholly unrelated to the employment relationship," says Gruber.
"The idea that when you hire someone, you should be able to look at every aspect of their personal life is completely at odds of how a democratic society should operate. It has huge consequences for freedom in this country, when people are afraid or are changing their behavior because of what a potential future employer might say or do," he adds.
Though Gruber contends that online research into candidates' backgrounds is legal, he urges recruiters to spend the time on more traditional evaluations to determine whether they can perform the job well.
"The more time you spend on information that is extraneous to the ability of an individual is time spent away evaluating whether that candidate would make a good employee. Look at specific credentials, references, and things of that nature, versus what they did to blow off steam last weekend. There is always a leap of faith involved in hiring a candidate, and you should be wary of looking at extremely untenable aspects of their personal lives," Gruber adds.
Posting a Positive Image
For those recruiters who can't resist the urge to search, the survey notes that not all online research will unearth negative news on your candidates.
In fact, the survey found that hiring managers discovered plenty of positive things that prompted them to select their candidates. According to the survey results, some of these helpful online attributes included the following:
64% -- candidate's background information supported their professional qualifications for the job
40% -- candidate was well-rounded, showed a wide range of interests
34% -- candidate had great communication skills
31% -- candidate's site conveyed a professional image
31% -- got a good feel for the candidate's personality, could see a good fit within the company culture
23% -- other people posted great references about the candidate
23% -- candidate was creative
19% -- candidate received awards and accolades
Indeed, Krista Bradford, principal of The Good Search/Bradford Executive Research, LLC, views Internet searches as just another medium through which to communicate.
"A tool is a tool, and it can be used for good things and bad things," she notes. And while she agrees with the notion that invading candidates' privacy is a bad move -- such as trying to gain access to privately held information, such as health or credit information -- she contends that public information is fair game.
"As a recruiter, we may not ask a person certain questions, but if they choose to reveal things that would indicate they are making poor choices, then I would think that is perfectly legitimate. When someone writes about his private life in a public forum, he has made it public and it has ceased to be private."
She says she has never used viewing a personal website or blog to exclude a candidate, adding that she has seen "thousands" of blogs. Instead, she says recruiters should embrace diversity and realize that workers aren't cookie-cutter, two-dimensional people.
"I use that personal information to see what common humanity we share and how that helps me as a recruiter build that bridge. I don't use it as a covert way to find bad things; instead, I use it as a way to find genuine human connections," she adds.
¡ª Elaine Rigoli
How Job Hunters Can Protect Themselves from Identity Theft
November 7th, 2006Online job boards have become hot spots for identity thieves.
The U.S. Federal Bureau of Investigation said in July that it is investigating a variety of cases involving online job scams. In one scenario the FBI cites, people are finding resumes posted online with Social Security numbers and other personal details, and using the information to apply for fake credit cards and loans in the job hunters' names. In another, people send a job hunter an email claiming to be from a recruiter or company seeking personal details for a pre-employment background check, and use the information for identity theft.
Margaret Davis, 36 years old, of Chicago, says she was a victim of identity theft in 2001. After applying for a position on a job board, she exchanged emails and had a phone interview with someone whom she thought was from a recruiting agency.
Ms. Davis opened the employment forms emailed to her as attachments and later noticed several attempts to hack into her personal computer. She traced them to the emails, she says, discontinued contact with the person, and reported the incident to the job board. But two years later, she says, she learned that around the time of the correspondence, her Social Security number had been stolen and used to rack up $3,600 through an online account with a large electronics retailer. She then reported the problem to a credit bureau and the police.
Ms. Davis says she was able to restore her credit. But identity-theft problems often aren't easy to resolve, so prevention -- by keeping personal information private and taking precautions to make sure you're dealing with legitimate companies and recruiters -- can save you money and time.
When you post a resume, clear it of personal information. Cyberthieves have been able to gain access to resume databases and troll for Social Security numbers and other personal information, such as where you live and your contact information, says Pam Dixon, executive director of the World Privacy Forum, a public interest research group in San Diego.
Some job boards offer posting options to keep your personal information anonymous, allowing users to check a box to "hide" contact information from employers. Ms. Dixon suggests keeping your name, address, date of birth and phone number hidden, and never posting your Social Security number or any other information that could help a criminal set up a bank or other customer account. On job board CareerBuilder.com, for example, if you "hide" all your contact information, employers can contact you only by email by choosing a "Send email" option.
Since scam artists have been known to post fake job ads, also remove personal information from resumes you submit to potential employers, says Ms. Dixon. Sometimes phony job postings can be spotted by checking for their misspellings and grammatical errors, she says. Ms. Dixon suggests creating a temporary phone number or email address for your job search.
Think twice before revealing personal information by email or phone. Con artists "phishing" for information through fake interviews may ask for, say, information such as your Social Security number or a scan of your driver's license or passport, says Ms. Dixon, and claim it will expedite the application process.
Jennifer Sullivan, spokeswoman for job board CareerBuilder.com, also cautions against providing your marital status, eye color or financial information such as bank-account or credit-card numbers.
Two popular phishing methods are asking job seekers to complete a pre-employment background check or to create a direct-deposit account with the company, according to John Kane, acting manager of the Internet Crime Complaint Center in Fairmont, W.Va., which is funded by the FBI, and run in partnership with the FBI and the National White Collar Crime Center. In most circumstances, you shouldn't agree to a background check until you have had an interview in person, or set up direct deposit until you've been hired.
There are legitimate work-at-home positions, as well as freelance and contract work, for which you may need to share personal information with an organization before meeting with hiring managers in person, but before you do, look for signals that it might not be above-board. You can start by searching on the company's name on the Better Business Bureau's Web site. Another helpful Web site is Lookstoogoodtobetrue.com, maintained by a joint federal law-enforcement and industry task force.
"The victim community tends to be very vocal in terms of warning people about scams," says Mr. Kane.
When Shelley Cardenas, 51, posted her resume on a large job board after her employer relocated from Fort Lauderdale, Fla., she received an email offering her a financial post -- though she hadn't applied for the job. When she did an online search for the name of the person who contacted her, nothing came up in affiliation with the company. The same thing happened when she searched online for the names of executives she found on the Web site the email cited. Growing skeptical, Mrs. Cardenas posted her concern on a Web site dedicated to exposing scams online, and a discussion participant sent her a link to user complaints on the site about the company. After receiving six emails that she suspects were scams via the same job board within two months, she pulled her resume from the job board.
"I think it's unfortunate in this day and age that there are so many people out there that just want to hurt other people," says Mrs. Cardenas.
If the company that contacts you appears to be a well-known employer, don't think you're in the clear. Criminals are copying company Web sites and tweaking the contact information or links, says Ms. Dixon of the World Privacy Forum. Although a Web site may look credible, do an Internet search of the company to make sure the URL of the official Web site matches the address the employer refers you to. If there's a mismatch, find the phone number of the company's corporate headquarters on the official Web site to verify that the hiring manager who contacted you is an employee.
-- Ms. Mattioli is an editorial assistant at CareerJournal.com.
Speaking about recruiting in China
November 7th, 2006By Mr Wallacy Gao
Mr Wallacy Gao, CEO of Career International, one of the most important chinese recruitment agencies, shares his vision of the trends and stakes of the recruitment industry today in his home country.
What is the actual shape of the recruitment market in China?
What you have to understand first is that twenty years ago there was no recruiting market in China. The government allocated all jobs. Then, when China began to embrace free enterprise, the local recruitment market started to develop. But at that time, employers still mainly used referrals and job fairs as sourcing channels: they were the traditional government channels.
Suddenly, after 1990, there was a rapid rise in the number of job seekers, and at that time, new sourcing channels appeared. Today, job seekers can choose between many different channel types as Online recruiting, executive search agency, news papers, job fairs ect.
Not only foreign ventures, but also local HR service companies face a booming market. To use a popular Chinese expression to describe a market with such a great potential, I would say that the recruiting market in China is quite a "big cake." I believe the size of China¡¯s recruiting market will reach to over $1 billion in 2006.
How did the first recruitment agencies appear?
Once the Chinese door have been opened on the outside world, the big cities and business centers as Beijing or Shanghai have quickly attracted foreign companies -- giant corporations as well as small start-ups. All those companies need to recruit, and so need professional HR agencies to help them source their ideal personnel and build their Chinese HR structure. This is how we first met these clients.
That was specially the case for small "start-up companies", for which competition increased quickly. In the same time, skills and abilities were hard to find. They needed professional recruiting experts to help them improving management team¡¯s quality.
What are the key success factors for non-Chinese multinationals when they start recruiting in China?
First of all, multinational should know that attitude is the vital thing when they start recruiting in China.
Then, they should be prepare to face real shortage of candidates in certain circumstances. Sometimes the war for talent is as fierce as in many parts of the Western countries, although China has a population of 1.3 billion people. Most foreign companies entering into China, have been surprised to find that managers were particularly hard to find.
I think there are four points playing a key role in the success of non-Chinese multinationals when they start recruiting in China:
Get professional recruiting staff in their HR department. That¡¯s very important for a foreign company in China.
Get an effective vendor management system.
Deploy perfect Recruiting tools.
Implement an Internal staffing inspiriting process system.
Is the using of a recruiting technology a good option when recruiting in China?
Yes. Certainly it is.
As skilled managers are in particularly short supply on the Chinese market, attracting good ones can present a special challenge. The truth is that recruiting for any position in China can require a whole new outlook. Usually, recruiters in HR department always aim to decrease costs and increase recruiting quality. For that, an excellent recruiting technology is the vital thing for making the difference and recruits the right staff.
That is why we promote Talent Management Solutions to companies in China.
What is your assessment of the added value brought by recruitment technologies on the Chinese market?
Using Recruitment Technologies, especially when associated with Process Outsourcing, can help recruiters decrease costs and increase working efficiency. For example, in a traditional model, a recruiter has to take a lot of time to filtering resumes from the Internet, mails, job fairs ect. The follow up of candidates¡¯ interviews with line managers is also very time demanding. Recruitment technologies can help recruiters save more time and more money.
What is your vision of the future of recruitment in China?
It is a difficult question: the major fact about our market is its capcaity to change and evolve in a fast fast way. Tomorow can be a totally different thing. Still, I think that in the future, the evolution of the recruitment market in China will be driven by three important sectors:
The quality of candidates
The ability to build efficient recruiting processes,
The ability to integrate technology
Job Hunt
November 7th, 2006My friends in the executive-search business are all talking about the boom in new jobs. But we all know not every industry is booming, and I know it especially well: One of my company's regional offices is near Detroit.
Whether the automotive professionals are leaving their industry or getting left by it, the end result is the same: They need new jobs. I specialize in corporate marketing search and consulting assignments; that means many of these corporate refugees end up sitting on the other side of my desk.
It's a difficult first meeting. I start it with a dose of reality.
It's almost certain that these professionals will have to change industries. On the agency side, when a company like DaimlerChrysler decides it doesn't need separate agency teams for Chrysler, Dodge and Jeep, two-thirds of the players find themselves on the street. As Ford and GM cut back, the same goes for the client-side guys. There simply aren't enough marketing jobs in Detroit for all these people.
Unfortunately, with most of the folks I've met, automotive is all they have ever done. And while there are exceptions, the hardest thing so many of these executives learn is that much of what they've being doing in their careers may not be valued outside of the automotive world.
The problem is exacerbated by the very scope of the auto business. A marketer may move from one nameplate to another and from one agency to another, but once he's tagged as a "car guy," it can be very hard to break out.
So here we are. And the job-seeker wants to know: Now what? I have a number of answers. They apply principally to the automotive world, but the thinking and strategy can, if properly tailored, apply to many a marketer at a career crossroads. Here's how it works.
A job search demands a strategy, a business plan with target audiences and a communications structure. Decide whom you want to reach, what it is that you have to offer that will meet their needs and how much of your time you have to invest in reaching each target. I also believe there are two kinds of resumes: those that help get a job and those that get in the way. For our auto pros, sometimes the same resume is both. Hence, I advocate using a two-pronged strategy.
First, I suggest the searcher think about industries, businesses and companies that might value some or all of what he's accomplished in his auto career. Look for other businesses that are adjacent to the sale of automobiles, such as tires, batteries, oil or gas. We talk about tearing down what the marketer has done into the functional parts. Rather than considering his career as one that's about automotive marketing, we think about his experience in local and regional marketing, event marketing or trade shows.
For plenty of people, however, this approach can only go so far. It's then that I suggest thinking about the nonresume world, which means the personal network of friends, contacts, peers, superiors and acquaintances everybody has. There are probably people who know you and your work so well, they don't care about what your resume says. These are the folks who can see how you may be successful in a role that has nothing to do with your previous titles and experiences, in a role you may never have thought of.
It always surprises candidates to learn exactly how many people are actually in their network once they think about it. Friends, neighbors, vendors, folks from church or clubs or associations you've been part of. Whatever happened to your college roommate or that favorite professor? Make a list of everybody.
Then I have candidates segment the list into three groups: Those who will take your call without question, those who will need a little reminder of how they know you and those who are indirect contacts, people with whom you've had some professional contact.
Next, start calling. Begin with those you know the least so you can practice your technique. Don't presume someone can't help you just because he works in a totally different industry. You may not know that your contact's brother-in-law happens to be an HR exec at a company that's perfect for you.
These skills will, alas, probably be needed for quite some time. The auto business is in a downward spiral and it's not clear how or when it will pull itself back up. No doubt, some marketers think their own industries are invulnerable¡ªbut in this economy, is that presumption wise for anyone?
Perhaps an old saying about careers suffices: If you're really good, you're always looking.
Ed Tazzia is managing partner at Gundersen Partners, Bloomfield Hills, Mich., a global executive search and management consulting firm. Contact: (248) 258-3800 or edtazzia@gpllc.com.
All star corporate talent a scarce resource in China
November 6th, 2006SHANGHAI, Oct 9 (Reuters) - Minutes after news he had quit as chief financial officer of KongZhong Corp. (KONG.O: Quote, Profile, Research), J.P. Gan took a call from a headhunter.
On offer was a top spot at a venture capital-backed Chinese company with plans for an overseas initial public offering.
CFOs and top level executives are in high demand across the globe as cash-rich investment firms put their money to work buying companies, changing management teams, and growing the businesses.
In China the effect is amplified. Young, western-savvy CFOs who have language skills, regulatory knowledge and international experience are highly sought after and hard to find. "Talent is limited, in general. That's just the way things are in China," said Jixun Foo, a Shanghai-based managing director at venture capital firm Granite Global Ventures.
Aggravating the shortage is the flow of western-educated executives out of the the corporate and investment banking sectors and into private equity firms and hedge funds.
To name but a few: HSBC China investment banking chief Huan Guocang joined Primus Pacific Partners. Dennis Zhu left JPMorgan to join Oaktree Capital Management while Bain Capital recently hired away Morgan Stanley China chief executive Jonathan Zhu.
Mark Qiu -- former CFO of CNOOC Ltd. (0883.HK: Quote, Profile, Research), last year left the top Chinese offshore oil producer to set up a private equity fund.
"Understanding the people-risk factor may be one of the most important things an investor needs to know before coming here," Foo said.
Buyout firms have invested more than $4 billion in China this year, compared with only $723 million in 2003, according to market data firm Dealogic.
While talented chief executives are in demand in China, many investors view equally talented CFOs as more significant and harder to find, given the increased accounting demands required by global securities markets.
Chinese companies need CFOs who can put in place or modernise their financial infrastructure to satisfy investors and regulators.
That means establishing proper billing procedures, cleaning up books, creating budgets, and setting up legal and compliance departments -- areas either neglected in many existing companies or not yet formed in young start-ups.
"There is a great demand for the CFO position," said Gan of KongZhong, who from 2000 to 2005 was Carlyle Group's director of venture capital investments in China.
Gan is leaving KongZhong, a $250 million Chinese wireless services company, for venture capital firm Qiming Venture Partners in Shanghai. He said he knows at least 10 venture-backed companies hunting for CFOs right now.
One key executive requirement is solid English skills.
With Wall Street investors and outside regulators increasingly involved with corporate China, English is seen as essential, especially for CFOs who handle the bulk of calls from such people.
A CFO of a foreign-listed or Hong Kong-listed Chinese firm can expect to earn anywhere from $150,000 to $500,000, plus options, said several people interviewed for this article, with CEO's earning slightly more.
That is well short of what some U.S. and European executives make, but it is more than many non-listed, old-style Chinese companies would pay.
Also fuelling CFO demand is a string of successful new China listings, which have sparked a rush to the initial public offerings market.
Peter Mok, President and CEO of KLM Capital Group, an investment firm specialising in Asia, says the real talent search action goes on among companies going for IPO.
"They are looking for someone who understands GAAP (Generally Accepted Accounting Principles) and who can connect with Wall Street," he said. "They need a guy who is dynamic and who is going to stay up late to talk to New York."
Intel to train 1 million Chinese teachers
November 3rd, 2006Chinanews, Beijing, November 3 ¨C Intel announced yesterday that it will help train 1 million Chinese teachers in the field of information technology to enable them to improve their teaching quality.
Intel has already helped with the training of about 72 thousand Chinese teachers and a large number of undergraduates.
This is Intel¡¯s biggest educational project ever, which will work as a supplement to its current educational cooperation program with the Ministry of Education.
Besides the training project, Intel will donate 10,000 PCs to schools in Chinese rural areas. With the help of Microsoft software and the effort of the MOE, all these PCs will be able to get access to the Internet before 2008. MOE will also provide courseware programs to these schools.
¡°Now our cooperation with the MOE is complete,¡± said Craig Barrett, CEO of Intel. Wu Qidi, Vice Minister of Education, was vocal in expressing China gratitude to the company.
Recruitment firms boost investment in China
November 2nd, 2006Recruitment companies have increased their investments in China, according to a new study by the1, merger and acquisition (M&A) specialists for the human capital sector. The study identified a cumulative total of 156 investments in China by 106 foreign recruitment or human-capital groups over a 20-year period.
China as a whole - including deals made in Hong Kong - has seen a steady rise in the number of investments over the years. It saw a 70% boost in investments, from 40 transactions in the 1995-99 period to 68 in the post-2000 period.
However, the growth was faster (132%) for investments in mainland China (58 post-2000 versus 25 in the prior period), the first empirical evidence that foreign human-capital companies have stepped up their investment on the mainland.
"China is the human-capital sector's number [one] opportunity long-term," said Mark Dixon, a director of the1. "With a population of 1.3 billion, you don't have to be a rocket scientist to do the math. It's a numbers game, with some very big numbers."
Explaining this shift in investor attitude, Dixon said, "People have been aware of the potential of the Chinese job market but most viewed 'M&A for people businesses' as too theoretical - the country, the culture and the prospect of profits all being too far off.
"But now we now seem to have passed a tipping point. Although the Chinese recruitment industry is nascent and impeded by red tape, profits are already being made. This has negated the old excuse in the industry that China should be left as a challenge for the next generation."
Commenting on the maturity of the investment flow, Dixon said, "We haven't entered a land-grab phase yet. In coming years, investors will move on from toe-hold investments to building national brands and large office networks across China. We'll see them pour in real capital.
"Larger recruitment groups are starting to feel pressure from clients, institutional investors and boardrooms," he said. "The result is clear. The attitude to China is moving from opportunity to obligation. Obsession may not be far away."
Hong Kong
Hong Kong, which saw most of the early investment, has been receiving less attention. It attracted 10 transactions post-2000, compared with the 58 on the mainland during the same period. Hong Kong now is viewed more as a market in its own right rather than as the gateway to China. Companies wanting to capitalize on "the China opportunity" are discovering they need to be in China proper.
Cumulatively, Hong Kong has received 51 deals, compared with 105 on the mainland. Before Britain handed Hong Kong back to China in July 1997, the small territory attracted more human-capital-sector investments (53%) than the entire mainland. It is no longer where the action is. After the handover, a period that coincided with an investment flow into China from many countries and industries, the balance has switched - mainland China has attracted 82% of all deals.
This move inland is even seen among the pre-handover investors in Hong Kong themselves, who made 35 deals. Some 77% of these groups have subsequently expanded into mainland China.
Commenting on this trend, Dixon said, "Hong Kong used to be King Kong - the 800-pound gorilla on the Chinese human-capital stage, a sort of bouncer standing outside the stage door of China. Kong has now gone, at least in that capacity."
Legal structures used
A range of different legal structures is being used by investors to operate in China, some on a solo basis and some with partners.
More than half (55%) of the investments involve the foreign company setting up a new subsidiary in China. This compares with 28% of investments in the form of representative offices. Just 17% are new joint ventures with a local partner or the partial acquisition of an existing local company (which results in effect in a joint venture after the transaction).
Regulations have allowed 100% foreign ownership of some categories of human-capital investment, notably human-resources consulting, rather than headhunting or recruitment, which have found it difficult to get licenses at any level of ownership.
Since October 2000, rules have been loosened, allowing 49% foreign participation of all categories. Joint ventures are thus becoming more popular. Just 17% of the total investment count for all periods, joint ventures accounted for 35% of investments since 2002 compared with a negligible 9% prior.
Major Flaws in Many Applicant Tracking Systems
October 31st, 2006By Nicheboards.com
Nicheboards.com Report
Printer Version
Although measuring candidate sources is vital, most ATS's fail to make the grade.
Many companies are using applicant tracking systems (ATS) to find top job seekers faster and improve hiring efficiency. But many of these systems do not accurately record which job boards are sending quality candidates to their clients, says the world's largest alliance of employment Web sites, Nicheboards.com. Companies who rely on applicant sourcing reports that are often hopelessly inaccurate may make online recruiting decisions that end up lowering the number of quality candidates they actually receive.
Founded in 2001, Nicheboards.com markets the services of 11 member job boards, each targeting a specific industry or profession. Nicheboards.com's expertise and massive audience, a combined 3 million visitors, makes the group a leading authority on recruiting trends and practices. Many Nicheboards.com clients process applicants through ATS's. These systems are designed to screen candidates and track their progress through the hiring pipeline. They also claim to record information about hiring trends, including where companies locate their best employees.
The only effective way to track the source of hires is through "tracking tags". The least effective way is by giving each candidate a complex tree of choices to indicate where they heard about the opportunity. Nicheboards.com experts say that some ATS's rely on drop-down menus where candidates are asked how they found a job opening. Some list only a few of the sites being used by their clients. Other systems force job seekers through a maze of several Web pages and menus to determine how they've learned about a job. The more menus and choices, the more likely the candidate will either lose patience, not find what they're looking for, or simply select "corporate site" or "from a friend".
Here's a simple example of how drop-down menus result in bad information:
A candidate goes to Google.com, finds a job board, locates a job, then clicks through to the company's ATS. When asked, the candidate is likely to indicate that they found the job through Google - that's where they started. But the job would not have been found if it were not posted on the job board.
Here's another example:
A candidate goes to a crossposting network website, locates a job, clicks through to the job board where the job is hosted (which is paying to advertise on the crossposting network to increase reach), then clicks through to an ATS. When asked, the candidate cannot find the crossposting partner, so has to choose something arbitrarily. Even if the crossposting partner is listed, the actual source of the candidate is the original job board who used the network, which does not get credit.
A third example:
A candidate goes to an ATS system from a job board. When asked, the candidate wants to appear loyal to the company they are apply for (as if it is the only company they would ever want to work for), so choose "Corporate Website" or something similar.
A fourth example:
A candidate receives an E-mail from a friend who has seen an ideal career on a certain job board, telling them about the opportunity and giving them a link to the job details on that job board. The candidate visits the job, then clicks through to the ATS. When asked, the candidate will say they heard about the job from a friend.
A fifth example:
A candidate finds a career opportunity on a job board. To find more information about the company, the candidate visits the corporate website and then applies directly on this site. There is no record whatsoever that informs the company how the candidate originally saw the job.
What is a "tracking tag"?
A tracking tag is a piece of information embedded into the URL of the application link (such as source=TelecomCareers). This is tracked throughout the entire candidate application session, and allows the ATS to give a fully accurate picture of candidate sources. Does your ATS use tracking tags? Call and find out.
How inaccurate can ATS source reports be?
One client of JobsInLogistics.com recently said it had received about a hundred applications and had five candidates on interview for various jobs placed on this board. However, the web site log showed that JobsInLogistics.com had delivered more than 2,000 candidates. In countless other similar instances, ATS reports were showing little or no traffic from job boards even though they had funneled 100's or 1,000's of quality applicants their way. "If companies don't know who's providing the best value, they have no way of picking and supporting the winners," says Eric Shannon, the creator of Nicheboards.com member LatPro.com, which serves Spanish-speaking, bi-lingual workers. "Not having information (or having bad information) locks them into a cyclical pattern where they're using the same boards over and over and not getting the results they need. The way out of the cycle is to track the results of all the players, niche boards and others. ATSs should provide accurate information (through tracking tags) and if they're not, companies have to speak with their ATS providers about fixing this."
As a result, job boards may not receive credit for providing promising candidates. Such information is vital for companies deciding how to allocate their recruiting budgets. They should be spending more money on online services that generate the largest volume of strong candidates per dollar and to cut spending on less effective job boards. "Organizations need to know where their richest sources are," says Don Firth, founder of Nicheboards.com and creator of two of the group's member sites, JobsInLogistics.com and AllRetailJobs.com, the nation's leading boards for the logistics and retail industries. "As they scrutinize their budgets, they seek the best values. If they don't have the right information, they can't make the best decisions."
Airbus to train Chinese maintenance technicians
October 31st, 2006Oct. 31 - China's Civil Aviation University has signed an agreement with Airbus, the European aircraft maker, on a three-year program to train Chinese maintenance technicians.
The program will start next year and facilities will include a computer-equipped training classroom, a plane installation, and a data room to be completed by 2009, all supported by Airbus.
Airbus will provide training in plane structure, maintenance and repair, according to the memorandum signed here Monday.
The company will also select at least 30 maintenance trainers and send them to Europe for advanced training and technical knowledge after a year.
In the next five years, it was estimated that China would need at least 5,000 maintenance engineers for Airbus aircraft, said Pierre Steffen, vice president of Airbus China in charge of customer service.
"It is the market demand that facilitated this cooperation, forming our training strategy of related Airbus technologies for Chinese maintenance engineers," he said.
He said the Civil Aviation University had a prestigious reputation in the aviation industry. The cooperation would also help Airbus China to recruit prospective graduates.
China signed a deal last week to buy 150 Airbus 320 planes. At the same time, Airbus signed agreements to open a final assembly line in China, its first outside Europe.
Airbus is displaying a scale model of the A380 super-jumbo jet at a major air show which opened Monday afternoon in Zhuhai, a coastal city in south China's Guangdong Province.
Operational design components, program metrics, and how onboarding differs from orientation
October 30th, 2006This checklist continues last week's article about comparing your onboarding program against the design components of a "world-class" onboarding program.
Part 3: Operational Design Components
The last level of components for world-class onboarding programs is still important, even though they are more operational in nature. They include the following:
A written and integrated plan. World-class onboarding programs have a short written plan that is integrated with the overall business plan, the HR plan, and the recruiting plan. In addition, hiring managers and those impacted by the onboarding program should be involved upfront in the program design and planning process.
A compelling business case. The program design must include the development of a compelling business case that convinces the chief financial officer, as well as line managers, that the onboarding program will directly improve their individual business results.
Prioritized jobs. Because there is never enough budget, world-class onboarding programs prioritize and focus their talent, time, and resources toward onboarding individuals in mission-critical jobs, critical business units, and in jobs with a significant revenue impact.
Continuous improvement and testing of system effectiveness. The onboarding program should have a formal process for continuously assessing and improving its processes and output results by assessing each onboarding success and failure and then feeding back the information to process managers. In addition, World-class onboarding programs periodically use "mystery shoppers" to identify system problems.
Ownership by management. The onboarding program design should make it clear that onboarding problems and processes are owned by hiring managers. Managers must realize that they suffer the most when poor onboarding takes place.
Individual accountability. Responsible individuals must also be rewarded or punished based primarily on program performance.
Best practice sharing. The onboarding program must have a formal design component for the rapid identification, sharing between business units, and the adoption of best practices related to onboarding.
Risk-taking for improvement. The onboarding program must have design features that encourage periodic experimentation, pilot tests, split samples, and reasonable risk-taking, as long as rapid learning occurs after a failure.
Data-based decision-making. Major onboarding program design and resource decisions must be made based primarily on data, rather than just on emotion or historical practice.
Uses the latest technology. The onboarding process should be paperless and offer additional information on an exclusive onboarding website.
External recognition. Although world-class programs maintain their competitive advantage by keeping their critical design components relatively secret, world-class onboarding programs eventually do receive some external recognition. This includes winning ERE Recruiting Excellence Awards or Optimas awards; being highlighted in major HR, recruiting, and general business publications; being included in benchmark studies; and/or being featured in academic case studies.
The program avoids common onboarding program killers. Some examples that keep your program from reaching world-class status or may cause it to fail:
Letting the program be run 100% by the benefits function, which almost guarantees "death by form" (i.e., boredom and loss of enthusiasm as a result of filling out forms all day).
Over-reliance on videotapes and slideshows, with little time for interaction.
Not having a "local component" of onboarding at the departmental level in addition to the corporate component.
Failing to make effective onboarding as part of a manager's performance appraisal and bonus process.
Failing to reward the onboarding program manager and the manager of each independent HR and non-HR component of the process, based on program performance.
Traits That Turn a Good Recruiter Into a Great Recruiter
October 26th, 2006Identifying what RecruiterX would look like
Tuesday, October 24, 2006 | by Brian Whitfield
As an owner of an IT staffing firm, I am always looking for good recruiters and have had the pleasure to work with some very skilled people over the years.
If I could somehow blend the better traits of all of them into one mythical person (RecruiterX), he or she would show the following skills:
Understands how to source. These days, many recruiters think their job is to be great at using fancy Boolean searches to find candidates on the Internet or shuffle resumes from other sources. RecruiterX is proficient with the Internet to avoid ignoring a possible source, but he or she also uses every other avenue possible to find good candidates.
RecruiterX has an applicant tracking system and uses it well; has created a network of good people to network with (our recruiters are tasked with developing a network of the most talented people within a given skillset, which we call their "50 best"); go to industry events; and know which companies have similar candidates.
Since RecruiterX recruits for many of the same skills over and over, knows a lot of people in the industry, and calls them regularly, their contacts are happy to help them find good candidates.
Avoids wasting their customers' time. Many recruiters seem to think their job is to send resumes. Resumes don't get hired: people do. RecruiterX knows how to qualify candidates extremely well and only submits candidates who are "dead on" for the role, or at least they believe them to be. They usually only submit two to four resumes for any given requirement. Their customers know they only submit good people and say "here's a resume from RecruiterX; I better at least look at it." His managers usually interview one-half or more of all the people they submit, and hire one-half or more of those.
Understands the industry and customer requirements much better than the average recruiter. While they don't know how to code Java, RecruiterX has a very good grasp on his industry's buzzwords and what they mean.
They know that Javascript and Java are not the same thing. A developer doing HTML and javascript is not going to fit a java/j2ee requirement and they don't present candidates that aren't a fit. Recruiters who do lose whatever credibility they had. They definitely understand the terminology of the industry and what each job function is.
Many average recruiters never get past simply looking for buzzwords to truly understand job functions. Their great candidate has plenty of the proper buzzwords but lack the actual background required. RecruiterX doesn't waste his customers' time and only submits qualified people.
Understands what it means to truly qualify a candidate. Average and beginning recruiters think making sure someone has a particular skill set defines qualifying a candidate. RecruiterX knows it goes way beyond that. RecruiterX always verifies that a candidate's commute is acceptable (and is skeptical when a candidate says he will drive 75 miles every day to the job).
They're a pro at getting salary information and requirements, determining the candidate's true motivations and seriousness, and getting any and all information that will help or prevent him from being able to close a placement. RecruiterX is an expert at qualifying someone and rarely has surprises when their candidates get an offer (e.g., the candidate says, "Oops, I really meant $125,000, not the $100,000 I originally said, because it is just too far of a commute.").
They admit that most failures to close an offer are a result of failing to truly qualify a candidate upfront. They don't blame the candidate, the company, or something else when a placement falls apart. They don't end up in situations where they're trying to relocate a candidate who tells you they'll move, only to find out after they turned down an offer that they have children in high school, have lived next door to their mother-in-law for the last 17 years, and have a spouse who is vice president of the local bank. In other words, they were never going to relocate no matter how hard you wished they would.
Is an expert at salary negotiations. While this is a topic worthy of several articles, suffice it to say that RecruiterX knows how to uncover a candidate's existing salary information, desires, and what it will really take to close the person on an offer. Although he or she earns $50,000 and will take $55,000, the candidate might also take $50,000 because the worker feels under-appreciated by the current boss.
Knows to pre-close the candidate at each step. Average recruiters believe 99% of the job is determining whether someone has a particular skillset. RecruiterX knows that it takes two to tango, and his job is to not only make sure a candidate is qualified, but to sell the opportunity and "pre-close" the candidate from the very first conversation to the last.
Without being pushy, he takes every opportunity to sell the position and verify that the candidate wants the opportunity at each step and that nothing has changed ("I know I said I wanted $70,000, but I really will only take $90,000."). Average recruiters sell the candidate hard on the first conversation and rely upon faith that everything will still be okay in the end. They get a lot of surprises.
Maintains a laser focus. RecruiterX has the attitude, "I'll quit when I die and not until." When they get a requisition, they work it until they have filled the position, not until they've submitted one or two resumes that were kind-of-sort-of close and then wonder why more of their managers don't respond to their resumes. They use every avenue possible to find hireable candidates and don't do one-half of a search on 10 different assignments. They do 100% of a search even if they spend one-third of their time each day on three searches.
Displays high energy. RecruiterX is a high-energy person in both business and personal pursuits and does not tire as easily as others or avoid hard work. This person has a positive attitude and does not bring down others.
Shows a good work ethic. Ask an average recruiter what percentage of their time they are actually working, and they'll probably tell you 50% to 80%. The true number is more than likely less than 50%. They are surfing the Internet, talking football, talking to their spouse on the phone, daydreaming about winning the lottery, and anything but recruiting.
RecruiterX actually works 75% of the time while knowing an occasional break is healthy. He or she may miss a few days a year for an illness or a personal day, but the boss knows the recruiter is a producer, has created a great relationship, and is generally very reliable.
Acts honestly. Let's face it: some in our industry have helped give us a used-car salesman image. RecruiterX is honest and does not misrepresent a company to a candidate nor a candidate to a company. That's just not good business. He or she does not steal candidates from clients or lie about salary information/rates, and maintains high ethics no matter what. RecruiterX refuses to work for an organization that bends ethics.
None of these traits should come as a surprise to a successful recruiter. If we are honest with ourselves, most of us should recognize we have some of these traits some of the time versus all of these traits all of the time. If you know any RecruiterX types, please send them my way.
China recruiting most senior executives globally
October 24th, 2006It is learnt from the Sate-owned Assets Supervision and Administration Commission (SASAC) of the State Council on the 14th that China has formally commenced the recruitment of senior executives for central gov't-owned enterprises (CGE) from home and abroad. A total of 26 executives will be hired, which is the largest number of its kind to date. The soon-to-be first round recruitment will fill ten positions.
These ten posts are seven deputy general managers (deputy director generals and vice presidents) and three general accountants. There are three features in this year's recruitment. First is the recruitment of a few each time but many more recruitments. The first batch, to be recruited from within and outside of China, will be for positions for ten CGEs, the second batch will include five general accountants to be hired for five CGEs with special characteristics, which will only target CGEs in a given range, and the public recruitment notice will be posted shortly in a specially designated area. Consigned by 11 CGEs, the third round will recruit 11 general counselors-at-law from society at large around this August.
In addition, on the basis of summing up the experience of the recruiting work in the previous three years, SASAC will introduce in full the evaluating technology of examination and assessment centers, starting this year. This technology focuses on examining the candidates' genuine abilities at work as well as his organizing and coordinating capabilities, which is more suitable for selecting talents of senior management level.
Starting in 2003, SASAC openly recruited senior executives from around the globe for the first time. After three years, it has hired 75 senior executives, including those in two key jobs. It realized a major breakthrough in CGEs' marketization in employing senior executives.
Headhunting Heats Up in China Market
October 24th, 2006Earlier this year, New York-based recruiter Henry Lipschutz persuaded Kurt Berney, a prized partner at Wilson Sonsini Goodrich & Rosati, to join O'Melveny & Myers' China practice.
Landing a skilled M&A partner like Berney who was willing to relocate to China was a coup. And it came from a cold call.
The world's largest law firms are intensely interested in China and the other fast-growing economies of Asia. But firms eager to open or expand offices there are finding the supply of lawyers is outstripped by demand.
That's creating opportunities for U.S.-based recruiters like Lipschutz, who says Asia now accounts for about 60 percent of his placements. For now, it's a small market -- there just aren't that many partners in Asia willing to move around. But it's expected to grow.
"There is tremendous opportunity for search work on the horizon [in China]," says Newport Beach, Calif.-based consultant Peter Zeughauser, who advises many firms on their China strategies. "It's starting now and it will be a long run -- maybe 15 to 25 years."
Firms with established China practices, like O'Melveny, can recruit people like Berney, who are willing to take a specialty and move it overseas. Firms trying to launch a China practice, however, need partners who've been on the ground in Asia.
"There are a lot of legal recruiters actively recruiting in China -- there is no shortage of people trying to do that," says partner Howard Chao, who heads O'Melveny's Asia practice. "Where things are tight are senior people with lots of China experience."
Lipschutz, who points to the shortage of partners in explaining why he's focused on recruiting second- to fifth-year corporate securities associates, agrees. "All the partner-level lawyers that should be in Asia have been there for the last three years," he says.
Thomas Shoesmith is one of them. After starting his career with Cooley Godward, he joined the Shanghai office of Paul, Hastings, Janofsky & Walker. Earlier this year, recruiter Avis Caravello brought the IP litigator to Thelen Reid & Priest, where he's launching the firm's China practice.
"Tom would call me at 8 at night" -- morning in China -- "and the kids would answer the phone, 'It's Tom Shoesmith,'" Caravello said.
Despite the need for evening and even middle-of-the-night phone calls -- there's a 15-hour time difference between San Francisco and Shanghai -- more U.S.-based recruiters are making inroads in China.
Zeughauser, who says he only represents partners who've told their current firms they are looking to leave, says he's currently doing some work in China.
Major, Lindsey & Africa joined the small colony of Western recruiters with offices in Hong Kong a few years ago. Recruiters there are increasingly doing more work for U.S. firms that want to open in Beijing and Shanghai.
"Demand has been strong now for five years, but at least with respect to China, it does now seem to be hitting a fever pitch," says Charles Fanning, a global practice leader at Major Lindsey who is based in San Francisco.
Joe Macrae, founder of Mlegal consulting, primarily does recruiting on behalf of U.S.-based firms in the London market. He says his firm is currently handling work on behalf of five candidates in Taiwan and Shanghai seeking to work stateside, or to move within their local markets. Silicon Valley recruiter Carl Baier recently handled work for candidates in China and India, and as a solo he forges deals with larger search firms in other parts of the world.
The biggest hurdle for recruiters is the shortage of recruits. "To the extent that we could find people in China, they would be very viable candidates," says Caravello. "But it is like the needle in the haystack in Asia."
Adding to the difficulty, talent searches in China have become increasingly specialized. Where firms employed generalists who could handle foreign direct investment, they're now calling on specialists in IP, private equity and M&A, says Gregory Nitzkowski, co-managing partner at at Paul, Hastings, Janofsky & Walker. The latter are especially in demand, recruiters say, as Chinese companies in the last year have developed an appetite for American ones.
As in other international markets, poaching is common. And as with many ex-patriot communities, lawyers in Hong Kong and China seem more often willing to make the move.
"There is more mobility in Asia," says partner Michael Gisser, who co-heads the Asia-Pacific practice of Skadden, Arps, Slate, Meagher & Flom. "There is less stigma associated with job-changing by partners and associates alike. In the U.S., "if someone is on their third or fourth law firm, it is more likely to raise a question."
While individual hires account for much recruiting, some firms prefer to bring on groups in the international market.
"Our London growth has been with groups and I love recruiting [that way]," says Morrison & Foerster Chairman Keith Wetmore. "I have higher confidence around quality and demonstrated team dynamics [with a group]. With a single person, you don't know why they are in the market."
Your resume should serve you, and not a recruiter's possible whim
October 23rd, 2006By M.B. OWENS
SYNDICATED COLUMNIST
THERE IS A lot of advice on how to look for a job. Sometimes it is contradictory. Much of the advice is from a human resource manager's or recruiter's perspective aimed at making their job easier. What you need to do is look at what is in your best interest.
Some managers involved with the hiring process frown on the use of functional resumes, for example. They prefer the chronological style. Others tell you to use the functional format in certain situations such as an extensive job history using multiple skills. So, what should you actually do?
Don't try to please everyone! Look out for yourself. Try to get an interview.
If you don't get an interview you have no chance of landing a job. You can always explain yourself in a face-to-face meeting. This does not mean lying on your resume or cover letter. It does mean preparing the resume and cover letter to make you look as attractive as possible.
The real reason that some managers prefer the chronological format is because they don't want to spend the extra time having to scan a resume. They often don't look past the most recent job. Since they have to spend extra time reviewing a functional resume looking for continuous work history and recent job skills, they don't like them.
You must decide if because of the refusal of some managers to consider functional resumes the same as chronological, you are better off using the former style. If your resume is much stronger with a functional approach, use it -- unless an employer says not to. You should have a better overall chance of finding employment.
The use of dates is another area that can be a stickler with managers. Some want to see complete information of day, month and year for every job held or period of time in school. If because of your age or special circumstances you don't want to list complete dates, consider whether you will gain more by listing everything or using months and years or not listing any dates after 10 or more years.
For instance, this means that if you have a choppy work history where for months at a time you were not working and you probably stand little chance of finding a position if you show that on your resume, a chronological format may hinder your chances of getting an interview. You may have a few hiring managers not give you consideration in a functional format, but at least you will be considered by others.
Many hiring managers don't like people applying who are not completely qualified for an advertised position. This is because it is more work for them to review resumes. Your goal is to get an interview, not to worry about their workload. Providing a resume that is truthful and gets you an interview should be your top consideration.
If you are partly qualified for a position and can perform the job duties -- apply.
Employers don't always get a perfect candidate. Applicants sometimes don't take jobs that are offered. Hiring managers are often under deadlines and must fill a position.
You may be pleasantly surprised when you get an interview and an eventual offer.
So, when looking for a job, use the approach that will help you reach your goal. Use accepted guidelines within a framework that puts the percentages on your side.
The online recruiter
October 23rd, 2006BY ALEX ORTOLANI
WHEN Liu Hao quit his job to take over a failing Internet start-up, his friends thought he was crazy.
At the time, the company was shedding US$70,000 a month and had only US$250,000 in the bank. Liu¡¯s new salary would be less than the taxes he paid on his previous job as a private equity investor.
Four years later, sitting in the Beijing headquarters of that same company, Liu says of his friends¡¯ opinions: ¡°They were wrong.¡±
Liu Hao
The Internet start-up Liu helped save was Zhaopin.com, China¡¯s third largest online recruitment website. These days, the company has about 9.8% of China¡¯s 11.3 million online job hunters, according to iResearch, a Shanghai-based research agency specialising in China¡¯s Internet market.
A few weeks ago, Seek Limited, Australia and New Zealand¡¯s biggest Internet job site, agreed to buy a 25% stake in Zhaopin for about US$20mil, giving the company a cash infusion to grow its business in second-tier cities. Seek will not take part in management, according to Zhaopin.
Meanwhile, Zhaopin has launched a search engine that gives more targeted search results, as well as insider reports on companies for users to evaluate prospective employers. Liu says his company is the first to introduce such innovations.
Despite these moves, it¡¯s possible Liu¡¯s friends could still get the last word.
Zhaopin lags behind 51job.com and ChinaHR.com in a market Liu himself says is going to be dominated by ¡°two or three players.¡±
In 2005, 51job.com had 37.3% of all users and ChinaHR.com had 13.5%, according to iResearch. In the end, however, it¡¯s not about users, which can post resumes for free, but the number of recruiters who pay to post job listings.
Liu says Zhaopin¡¯s origins as a head hunter ¨C a business it still runs under the name Alliance Consulting Ltd ¨C means it has a good relationship with some of the biggest blue-chip companies such as Microsoft Corp and BMW AG.
¡°We have the better jobs,¡± Liu says. ¡°They¡¯re relatively higher paying positions and they¡¯re the kind of employment people in China are aspiring to.¡±
Zhaopin charges recruiters anywhere from 500 yuan (US$63) to 80,000 yuan (US$10,000) to post on their site.
China¡¯s online recruiting sector could grow by leaps and bounds if the economy keeps steady. In 2005, the market was worth 800 million yuan (US$101mil), and is expected to quadruple to 4.6 billion yuan (US$575mil) by 2010, says iResearch. It estimates online recruiters will jump from 1.1 million in 2005 to 4.81 million by 2010.
Boards in China Need to be More Open as Chinese Economy Globalises
October 21st, 2006 SHANGHAI, China, Oct. 18 /Xinhua-PRNewswire/ -- Heidrick & Struggles
International, Inc. (Nasdaq: HSII), the world's premier executive search
and leadership consulting firm, have announced key landmark findings from a study on Corporate Governance in China. Sponsored by Heidrick & Struggles and conducted with one of China's world ranked universities, Fudan University in Shanghai, the study represents one of the most comprehensive studies on corporate governance in China to date.
In general, the study found that there is room for growth in corporate governance in China. Characterised by the cultural emphasis on local networks (guanxi), particularly with the government, boards in China tend to be tightly knit communities built on business or personal connections. Amongst the companies studied, 72% of board members were sourced through referrals.
"The study also shows that local enterprises tend to resist the
introduction of foreign directors to sit on their boards, even as China is increasingly part of the global economy. 48% of Chinese state-owned
enterprises and private enterprises would not consider employing foreign
directors. Only 26% will consider hiring foreign directors, amongst which, 69% expect to do so within three years," said Steve Mulljiner, Managing Partner, Heidrick & Struggles China. "This mindset has to change, as China has yet to develop a pool of strong local talent with in-depth experience to bring Chinese companies into international markets. Chinese companies do not need to look too far to find Chinese-speaking professionals with years of international exposure and market knowledge. In fact, the research shows that the two of the top three preferred sources of foreign directors in the mainland are from neighbouring areas; that is Hong Kong (27%) and Taiwan
(19%), with America (15%) coming in third."
"The unwillingness to recruit foreign directors indicates that the
internationalization level is low in Chinese enterprises," said Professor
Lu Xiongwen, dean of the School of Management. "Chinese enterprises either don't trust foreign directors or think it unnecessary to hire foreign talent. Some enterprises are afraid communication with foreign directors would be difficult due to cultural and language barriers."
However, foreign invested enterprises have put the employment of
Chinese directors into their agenda as part of their localization strategy. More than 71% of foreign invested enterprises are considering the employment of Chinese directors, among which 87% plan to realize this
within three years. Only 30% of the foreign invested enterprises
interviewed do not intend to employ Chinese directors.
Note to Editors:
The points highlighted here represent partial key findings. Requests
for more data, information or recommendations from the study should be sent to Jennifer Tow, Manifesto Ltd, (852) 2526 1972 or
jennifer@manifesto.com.hk. Arrangements for exclusive interviews can be
made.
About Heidrick & Struggles International, Inc.
Heidrick & Struggles International, Inc. is the world's premier
provider of senior-level executive search and leadership consulting
services, including talent management, board building, executive
on-boarding and M&A effectiveness. For more than 50 years we have focused
on quality service and built strong leadership teams through our
relationships with clients and individuals worldwide. Today, our leadership experts operate from principal business centers in North America, Latin America, Europe and Asia Pacific. For more information about Heidrick & Struggles, please visit http://www.heidrick.com .
About School of Management, Fudan University
Strategically positioned in Shanghai, an emerging capital of national
economy, trading, finance and transportation, Fudan University can lay
claim to nearly one century of continuous existence. There is no clear date of the initiation of its business education, but teaching existed at Fudan in some form of management in 1917 and formally enrolled undergraduate class of Management Science in 1977.
About the Corporate Governance in China study
Sponsored by Heidrick & Struggles, this Corporate Governance in China
study is the result of 15 months of research, interviews, discussion and
consultation. The research is based on in-depth interviews with the
Chairmen or Presidents of 50 leading PRC and multi-national companies in
China. A total of 1,000 questionnaires were distributed, with over 100
returned. Questionnaire respondents included top-level board members and
executives. The Study covered various industries and different regions.
A strategic study that focused primary on the structure, function, and organization of the boards, as well as the roles of the board members and their relationships, this research is unprecedented in China, and internationally, and provides new and unique insight to corporate governance in China.
Media Contacts
Jennifer Tow
Manifesto Ltd
Tel: +852-2526-1972
Email: jennifer@manifesto.com.hk
Gene Huang
Fudan University
Tel: +86-21-65102737
Email: zhiyinghuang@fudan.edu.cn
HR Market Growing Fast in China
October 20th, 2006By Frank Mulligan, Talent Software
The recruiting of staff is the greatest challenge that HR practitioners in China face.
But turn the turtle on its back and we see that recruiting is big business. There is a lot going on underneath. A mulititude of players offer everything from executive search to Applicant Tracking Systems (ATS).
These international players are currently targeting China.
The graphs below tell an interesting story. They are based on a large scale study of international companies who offer some form of solution for recruiting. They illustrate well how the investments in the recruiting space have shifted from Hong Kong to Mainland China, and specifically to Shanghai. China is taking off, with Hong Kong flat. The study was done by a London-based MandA specialist called The1, and if you want to know more go here and click on ¡¯Research¡¯.
So the good news is that the kinds of recruiting support services that are avalilable in most countries around the world will soon be available in China. This would include Recruitment Process Outsourcing (RPO), online hiring services, background checking based on call centers, online skills testing, outsourced payroll and benefits, Applicant Tracking Systems (ATS) and so on. The 1 tracks them all.
These additional support services will make life a little easier for HR professionals in China. They won¡¯t solve the biggest problem, which is the shortage of skilled, experience staff.
For that we still have to get our hands dirty.
Comments to: frank.mulligan@recruit-china.com
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When It Comes to Job Offers,It Pays to Ask for More Money
October 20th, 2006CareerBuilder.com's survey of 875 hiring managers revealed that about 60% leave room in the first offer for salary negotiations, 30% say their first offer is final, and 10% say it depends on the candidate.
Meanwhile, four out of five corporate recruiters said they are willing to negotiate compensation, according to a study conducted by the Society for Human Resource Management.
Yet few job-seekers actually ask for more, says Randall Hansen, a career advice writer for Quintessential Careers.
Clearly, it pays to negotiate, though actually doing so can be difficult. To be successful, arm yourself with information. Research the company's pay scale, the job's fair market value, the industry average and the region you'll be working in.
Salary comparison information is easy to find--try employment surveys, libraries, professional organizations and peers. Numerous Web sites offer comparison information--try Salary.com, CareerInfoNet.org or Jobstar.org.
Delay salary and benefit discussions until you actually have an offer. You will have more negotiating power once you know you're the desired candidate. And let the employer talk first; otherwise, you risk asking for less than what the employer is prepared to offer. If you must provide salary requirements during the application process, offer a bracketed range or say that you expect a salary that's competitive with the market.
Prove what you're worth. Employers are more likely to honor your requests for higher compensation if you can demonstrate why you deserve it. Highlight your unique skills, specific accomplishments or the revenue you'll generate. Make sure your references give you good reviews--employers rely on past peers and bosses when deciding on a higher salary.
Other benefits count. If a salary isn't negotiable, you may be able to get other perks such as increased vacation days, tuition reimbursement, moving expenses, stock options or profit sharing. Consider requesting an earlier performance review so your next salary discussion is sooner rather than later.
Always get your final compensation offer in writing. You can ask the employer for a day or two to review it before making a final decision, but once you sign on the dotted line, don't go back for more.
China encourages hiring top-notch foreign scientists
October 19th, 2006At the 2006 Biological Economy Summit held in Beijing last Saturday, Wu Zhongze, a senior official from the Ministry of Science and Technology, said that in order to build China into a nation with advanced biological technologies and a large biological industry, China encourages companies and research institutes to directly hire top-notch scientists and engineers from overseas. In this way, China can gradually build up a world first-class research team and upgrade researchers¡¯ general strength in biotechnological field.
He said that to this end China needs to take a series of important measures. Among them, personnel strategy would stand out as the most important one. This strategy covers three aspects: first, to directly hire high-grade scientific researchers from overseas and attract senior Chinese scientific personnel to come back to make their contributions; second, to apply an open recruiting system to some key work posts, such as laboratory directors, heads of key research institutes, and other senior posts in scientific field; third, through the national 863 program (the National High Technology Research and Development Program), and the national 973 program (the Major State Basic Research Development Program), to train some excellent scientific personnel and some internationally recognized team researchers.
China¡¯s general biological strength is at the forefront among developing countries. China now has over 200 biotechnological research institutes and over 30,000 researchers working in biological field. In recent years, while traditional biological industry is still in the leading position, modern biological industry is emerging rapidly and new biological technologies are mushrooming. According to a rough calculation, China has over 7,300 companies working in biotechnological field. Among them, 3,000 have grown to become the key companies in modern biological field, generating 60 billion yuan worth of output every year.
How to Create a Resume For Foreign Markets
October 19th, 2006By Myriam-Rose Kohn
If you're applying for an overseas job with an international company, you might consider translating your resume as a courtesy to hiring managers. But unless you're fluent in the company's primary language, translating education, work experience and other details of your life can be tricky.
The streamlined resume format that's popular in the U.S. these days may not work abroad. For instance, recruiters in Europe, Asia and the Middle East typically look for requirements you wouldn't normally include on a concise American resume, such as citizenship and passport data, your date and place of birth and your marital status.
Curricula Vitae (what resumes are called in most countries) that are created for a foreign market should be understated to the point of being self-effacing, and should contain substantive rather than active verbs. Using the same word more than once on a page is considered poor form, since repeating a word is a sign that you don't know the language well. Good language skills are weighed heavily by hiring managers and are a prerequisite for just about any managerial job overseas.
Another difference between resumes created for the U.S. and foreign markets is that your experience should be listed chronologically, starting with your first job and ending with your most recent position. This is exactly the opposite approach used by most U.S. candidates.
European employers often request that your resume be written in your own handwriting. This allows them to judge you for neatness and proper use of language (assuming that you wrote it yourself). The letter also can be submitted for handwriting analysis, which supposedly would reveal the type of person you are, thus eliminating the need for you to send a profile of your personal attributes.
Candidates sending their credentials to staffing agencies via e-mail are urged to keep their documents as short as possible: Include only where you've worked, for how long and just a few lines describing what you did. Personal information is still required.
Higher-level candidates should adhere to the traditional format described above. Executive recruiters still want to see as much information as possible.
Educational Achievements
In Asia, the schools you've attended are critically important, so if you're applying for a job there, list your alma maters under the "education" heading, starting with kindergarten and elementary school. The thinking is that if you're fortunate enough to have been born into a wealthy family, you would have attended more prestigious schools than those with lesser means. This attitude perpetuates the region's caste system. Competition is so fierce that children often are enrolled prior to their birth to ensure a place on the roster of a "prestigious" nursery school and kindergarten.
Schools typically provide letters of reference, as do former employers, and you should include those that you feel would be most relevant with your curriculum vitae.
Translation Help
If you decide to seek help translating your resume, be sure the work is handled by an accredited translator. Remember, a simple word such as president can be translated as president (French) or presidente (Spanish) to indicate the president of a country, but in a European company, that title indicates an executive two ranks lower on the corporate ladder than the U.S. equivalent.
Since you're providing a translation to be courteous and create goodwill, image is everything, and a reputable translation agency can become a powerful ally. Make sure your translator uses a three-check system -- a translator, editor and proofreader -- and employs accredited translators. This approach assures quality control, since a translated text could have variations. If the translator and editor don't agree on your intent, then the meaning of your text isn't clear and could be misinterpreted. Once your resume is completed, the proofreader will verify proper spelling, grammar and punctuation, which eliminates misunderstandings and minimizes errors.
Translators are accredited only after passing a rigorous three-hour exam administered by the American Translators Association in Alexandria, Va. (703-683-6100). The test is so exacting that only 20% to 30% of all candidates have passed in the last five years, ATA reports.
Equally important is that your work be translated by someone who works in the same discipline or industry as you, especially if you're in a scientific field. To stay current, most translators have a niche in which they become expert. Thus, an excellent legal translator will know the laws of the country your resume is going to and from.
If you would like to work overseas, the same rules apply as for a foreigner wishing to work in the U.S. First you must find an employer willing to sponsor you. The U.S. demands just as much appropriate documentation as Europe does. Workers and employees can move around freely from one European nation country to another and obtain employment, but someone from the U.S. would have to find an employer who would be willing to fill out all the required paperwork prior to the employee or executive arriving over there. Once all documents are completed, the recruited person must first of all check in with the municipality where he or she will be settling in before actual employment can begin.
Get It Right
You should determine exactly where your resume will be sent before enlisting a translator's help. If you request a Spanish translation, do you want Castilian Spanish or another variation? Your answer depends on whether you're mailing your resume to Spain, Mexico, El Salvador or Argentina, to name a few countries where Spanish vocabularies differ.
The same applies to French: Canadian and Guyanese French differ in many ways from standard French. Good translators don't translate just words, but their meaning and intent, so they must know the cultural (and sometimes even historical) context of the area where your translated resume will be sent.
An illustration of this point can be found in "A Consumer's Guide to Good Translation" published by the ATA: "L'ingresso e vietato ai non addetti ai lavori." If you focus on the words in this Italian sentence, you might produce this baffling translation: "The entry is forbidden to those not associated with the works." An experienced translator understands that the task isn't to change words, but to offer the right meaning. How would this sentence be expressed best in an American context? "Unauthorized entry prohibited."
Now visualize this process in reverse and you'll have an idea of what's involved when trying to create a resume that makes sense and sells your skills effectively in another language. Three years of foreign-language instruction in high school might help you order in a foreign restaurant, but it probably isn't enough background for you to translate your resume successfully.
A Good Career Move Means a Job in Asia
October 19th, 2006By Erin White
From The Wall Street Journal Online
During the dot-com boom, ambitious U.S. business-school students looked West to Silicon Valley for opportunities. Now some are looking East to Asia for full-time jobs as well as summer internships.
China, where there has been rapid economic growth in the past few years, has the most allure. But other markets, including India and Singapore, also are drawing M.B.A. job candidates.
They're attracted by the adventure of working in Asia as well as the chance to gain experience in a region that is increasingly important to U.S. companies. Knowledge of Asia, especially China, could help propel their careers, they believe. Another draw, especially for entrepreneurial types, is the chance to get in on the ground floor of new businesses and potentially earn big sums or quickly move up the ranks.
A February career fair for international jobs held by seven top U.S. business schools attracted 337 applications for 48 jobs in Asia, says Bilal Ojjeh, chief executive of MBA-Exchange.com, the service that helped organize the fair, which included Harvard, Stanford and Columbia universities, the University of Chicago, Massachusetts Institute of Technology's Sloan School of Management, University of Pennsylvania's Wharton School and Northwestern University's Kellogg School of Management. Last year, a similar career fair had 26 Asian job postings, and drew only 212 applications.
"There's just this tremendous interest," says Joseph Kauffman, a 27-year-old first year student at Harvard Business School who is co-president of its Asia Business Club. With 160 members, it's one of the biggest clubs there. Mr. Kauffman figures he's gotten about 20 emails from classmates he doesn't know who want to talk with him about working in Asia. Mr. Kauffman himself is headed to Morgan Stanley in Hong Kong this summer.
Risha Bond, a 26-year-old first-year student at Stanford University's Graduate School of Business, has her sights on India. A native Midwesterner, she isn't ethnically Indian, is fluent only in English and has never even visited India. But this summer, she wants to land an internship doing biotech work at a big energy company there.
She could find similar work in the U.S., but she's more excited by India. "The growth in India is so hot," she says. She likes the business challenges, and thinks that ultimately, it could pay off financially. "It could be a very lucrative play," she says. "You establish yourself early and in a young industry...that's potentially big business."
The companies that are hiring U.S.-educated M.B.A.s for posts in Asia are often the same ones recruiting lots of M.B.A.s for American jobs: investment banks, consulting firms, and big multinational corporations in areas such as consumer products, technology and health care. But although many of these companies are expanding their Asian operations, these jobs aren't always easy for Americans to get.
For many Asian posts, language skills are a must, which knocks most Americans out of the running. What's more, American M.B.A.s face growing competition from Asian M.B.A.s, either ones who are educated at Asian business schools, or U.S.-educated Asians returning home. Since Sept. 11, 2001, it's gotten harder for these international students to find jobs in the U.S., so even though many would prefer to land jobs here, they often return home, says Phil Han, a career counselor at the University of California at Los Angeles's Anderson School of Management. Harvard's Mr. Kauffman encountered tough competition for his Hong Kong summer internship, despite impressive credentials. He grew up in rural Pennsylvania, but is a fluent Mandarin speaker after studying it in college and working at Coca-Cola Co. in China for four and a half years after graduation.
Many of his English-only classmates wouldn't have passed an early-round interview: a half-hour phone conversation conducted entirely in Mandarin with two employees in Hong Kong. In further interviews, he had to push hard to demonstrate his serious interest in Asia. "Competition was extremely stiff," he says.
Lower salaries deter some American students. It's not a big issue with investment banks and top consulting firms, which generally pay M.B.A.s comparable or just somewhat lower salaries for Asian posts. "There is a differential but it's not a show-stopper," says Christopher Morris, director of M.B.A. career management at Wharton.
But for other jobs, the pay difference can be significant. A consumer-products or pharmaceutical company, for instance, might pay roughly half the U.S. salary of $85,000 to $95,000 to a "local hire," says Mr. Morris. Students can negotiate to get closer to the U.S. salary, but their pre-M.B.A. experience makes a big difference. That's why many M.B.A.s hope to work in the U.S. for a few years, pay off their loans, and get some experience in Asia later on in a cushier expat assignment.
Still, despite the hurdles, the numbers of Asia-bound students are growing at some campuses. At Wharton, Mr. Morris estimates that at least 7.5% of second-year students will take jobs in Asia on graduation, up from 6.3% last year. At Dartmouth College's Tuck School of Business, it looks like at least 20 first-year students will take internships in Asia, about double the number from last year, estimates Richard McNulty, director of the career development office at Tuck.
Kevin Widlansky, a 30-year-old Detroit native, took a job with McKinsey & Co. in Singapore after graduating from Wharton in December. He found salaries in the region to be somewhat less than similar jobs in the U.S. But with the lower cost of living and lower taxes, "I would say we're at least even," if not saving more in Singapore, he says. Plus, he loves the challenge of working in such a dynamic place. He already speaks fluent Mandarin and has started studying Burmese. "Excellent teak," he says of the wood the country is known for. And who knows, he jokes: In 10 to 15 years, Myanmar could be the next big thing.
Recruiting in China
October 17th, 2006An "adventure" is what Dave McCann calls the quest to recruit and retain good workers in the rapidly changing economy and market in China.
"The opportunities are great, but they create HR challenges," says McCann, who is based in Beijing and has responsibility for HR activities for PricewaterhouseCoopers throughout China. The country may have a population of 1.3 billion people, but there's a war for talent as fierce as in many parts of the Western world, he explains.
Carrie Conlon, director of human resources for Nanjing Interbrew Breweries in Nanjing, says China is undergoing significant changes and wants a market economy. "But they don't have the talent," she explains. "They haven't recognized the need to train people to go into that type of economy.
And managers are particularly hard to find. "The challenge is finding managerial talent," she says. "You can't find a marketing director to save your soul."
The reason: While many Chinese professionals have good technical educations, few have managerial training because in the past managers were promoted based on their political party allegiance. "There never had been any selection criteria; it was not attached to skills," she says.
While managers are in particularly short supply and attracting good ones can present a special challenge, the truth is that recruiting for any position in China can require a whole new outlook. In some cases you may need to rethink what you know about finding and hiring talented workers because, when it comes to recruiting, China has its own particular rules of the road.
Do's and Don'ts
As in other countries, companies operating in China can use campus recruitment, job fairs, newspaper advertisements, search firms, internal referrals and the Internet to search for the right talent. But, "in terms of hiring, there are more than a hundred 'do's and don'ts,'" says P.O. Mak, president of the Hong Kong Institute of Human Resource Management.
"First of all, you have to know where you are and what kind of people you wish to hire. And then, a thorough knowledge of applicable law is important," says Mak.
Given the complexity of the market, Annella Heytens of Watson Wyatt urges U.S. companies to develop a well-thought-out recruitment strategy that spells out screening and interviewing methodology.
"Do not look for the perfect candidate--he or she does not exist," Heytens says. Other mistakes: being inflexible with the benefits package and taking too long to interview or make an offer, in which case, "You may lose a good candidate," she warns.
In addition, she warns not to market the company too optimistically or negatively. "Be realistic when describing the working conditions," she says, because new workers "may not stay too long if you misrepresent the company."
When interviewing, don't be fooled by "a perfect accent and Oxford English," Mak warns. "You still need to probe into values and experience. In the older days, many firms hired people primarily because of language proficiency. Don't do this anymore. I put values first because unfortunately--due to education systems, culture and norms--we tend to see a big gap between 'our' values and 'their' values, and this can make or break a working relationship."
Conlon warns that Chinese interviewees "may not be polished. Be cautious not to make a judgment on that."
Unlike Heytens, Conlon advises conducting several interviews because people in the Chinese culture tend to be less direct than in Western cultures, and they "take a long time to say what they want to say. Bring them back, so they feel comfortable and you get the information you need. Tap into their true potential. The system is not geared to helping people know their own potential."
Michael Colozzi--general manager for Portola Packaging Inc. in Shanghai--agrees. "Everyone I hired on my immediate staff I interviewed five times," he says. "In two cases, I gave people minor assignments to prepare presentations. I tested them. I let everybody know I was extremely serious."
Camille Elliott, who returned from Beijing last year to work as a recruitment manager for PricewaterhouseCoopers in the San Francisco area, also made use of multiple interviews in China. In fact, Elliott would regularly ask a Chinese native and someone from the West to interview and assess a candidate's ability to balance Western and Chinese styles of management. The Chinese management style tends to be very directed, she says, and Chinese managers "tend not to have the coaching skills that you as a Westerner would like to see."
This lack of managerial skills can be overcome, says Colozzi. Chinese managers "don't like to make decisions without having 100 percent of the facts," he explains. "In the United States we're not reluctant. If we make a mistake, we clean up the mess and start again," he says. But he has found that Chinese managers can learn to make direct decisions "and you'll be amazed at how creative they are at solving problems."
Conlon adds that references are easy to obtain in China. "You can call up a previous manager and ask for a reference. People have been pretty open."
Recruiting Recent Graduates
Competition for workers has heated up on campuses. Students are "looking for high-paid, challenging work," says C.P. Lee, HR director for Motorola (China) Electronics Ltd. In the past, new graduates usually went to government jobs, but "recently the government has relaxed the rules, allowing them to join foreign-owned companies and joint ventures."
Motorola and many other companies offer internships to lure recent graduates. During the campus recruitment season--from October until December--companies go to each university and meet with students.
The university controls much of the process, according to Lee, who has worked in China for six years. Foreign companies are required to pay a fee to the university's education fund to cover part of the cost of the student/hiree's education, he says. That usually costs about $1,500 to $2,000 in U.S. dollars for a bachelor's degree.
"Most students come prepared with questions about benefits and the type of training the company can provide. They also ask about location. They want to go to the cities seen as the most open in China," according to Lee, such as Beijing and Shanghai.
When McCann came to China from the United Kingdom in 1997, young graduates were naive, he says. But today he finds them better prepared. "They are more savvy about how they present themselves, in how they develop relationships" with companies, he says.
Colozzi also finds young workers quite savvy. "I'm amazed at the number of young people who come to see me who have taken it upon themselves to look up our web page and have done basic research on companies." He finds workers younger than 30 "very hungry to learn things. If they feel the boss is going to be a good teacher, you've got the battle half won."
Attracting Experienced Workers
Experienced workers in China also want to learn new tasks and to work for companies that provide opportunities for growth and travel, according to the HR professionals interviewed for this article.
First on their list is training, Lee says. "They want good exposure to modern management and new technology, the opportunity to go overseas and to have career advancement."
According to McCann, Chinese professionals "are looking to build their resumes by working with a company that is well recognized. They like working alongside expatriates; they recognize that they can learn from them about the behavioral characteristics it takes to be a professional in the West."
At the same time, state-run companies are becoming more efficient--and better able to compete for talent, McCann says. "They are becoming attractive places for some people who want to work for a Chinese company, not just be a steward of a multinational company."
Salaries are getting more competitive in state-run companies as well, but there is still a gap. "People who leave us are predominately going to multinationals," says McCann.
One possible source of talent for multinational companies is Chinese nationals who have been working in other nations. "Many Chinese who are working in other parts of the world are looking to come back where they can make a difference," says McCann. "They feel they will be able to make a real mark" back in their homeland now that the environment is less restrictive.
But Mak warns: "Try not to hire people with 'green cards.' There are lots of returnees to China from the U.S., but unless you are prepared to help them resolve tax and other related issues, stay away." He says many of these people "come in with a different mentality and don't usually work well with pure locals."
Pay and Benefits
Chinese workers are learning the intricacies of Western compensation packages, such as variable pay and stock options. For example, Western companies that have variable pay plans at home "will probably have them here," says McCann.
"Differentiation for performance is not a new concept in the West, but it would have been here a few years ago," he says. Today, he sees "no resistance to meritocracy. It works very well. People do see a correlation between performance and reward. It mirrors much of what has happened in the West."
Benefits issues are complex, according to Mak. "First of all, that China is a low-cost country is a myth, though it is still true in the southwest regions and inland. Benefit cost as a percentage of compensation would range from 30 percent to 80 percent, depending on where you are. Some benefit contributions are required by the government as statutory."
While salaries generally have been lower in state-owned companies, benefit packages are much better, according to Elliott. That makes it difficult to assess the cost of individual compensation because benefits may include housing, international travel and allowances for clothing and a car.
According to tradition, housing isn't provided for locals hired locally, says Mak. But now, "Due to the generosity of foreign companies and a lack of understanding of the norm and culture, housing is expected, especially by senior locals."
Workplace Metamorphosis
When China first opened to foreign investors, HR-related laws were geared to controlling their activities "as well as facilitating the transfer of training and technology to the local labor workforce," according to Mak.
"We couldn't hire directly from the market unless we were legally registered and conducting business, or in partnership with a local partner," says Mak. "The Foreign Enterprise Services Company (FESCO) was formed to act as a 'medium' or government vendor to hire and refer 'talents' to foreign companies establishing themselves as 'Representative Offices.' FESCO set the rates."
The other reason for establishing FESCO was to handle the files of local workers. According to rules at that time, foreign entities were not allowed access to these files, according to Mak.
As China eases "its rule on equity and ownership of companies, more foreign firms--having had the painful experience of partnering with JVs [joint ventures]--have resorted to forming 'wholly owned foreign enterprises.' As a result, they can hire directly," he explains. But, FESCO still exists to work with new entrants, which can only set up as a Representative Office, he says.
Mak believes China remains "provincialized" despite its open-door policy and that rules, regulations and practices still vary greatly from one province to another. "This has created a big challenge in terms of hiring and moving people around. Although there is a tendency for flexibility, it will not be easy to hire a person from Shanghai to work in Beijing due to the existing 'hukou' (residence) policy."
But other HR professionals working in China say workers are being allowed to move from one area to another and that use of the residency policy is being relaxed. "Cities realize they no longer want to restrict people," says Lee. "In major cities, the governments are beginning to welcome highly talented people. They are becoming more flexible," Lee says.
Another recent change in China may help companies retain workers, Colozzi notes: Locals are now able to own property, although mortgages have been available only for the past two years. As in the United States, tax incentives encourage ownership. "For the first time, people can develop equity in something," says Colozzi. "They may be more reluctant to jump off the horse they're on" in favor of a new job.
In fact, he says, attitudes about job hopping have shifted in the past two or three years. "When I first got here, by [age] 27 people often had had five jobs. Salaries were inflated." Today, "Word has spread that job hopping is not good, that it doesn't help your career chances."
But other HR professionals working in China say workers are being allowed to move from one area to another and that use of the residency policy is being relaxed. "Cities realize they no longer want to restrict people," says Lee. "In major cities, the governments are beginning to welcome highly talented people. They are becoming more flexible," Lee says.
Another recent change in China may help companies retain workers, Colozzi notes: Locals are now able to own property, although mortgages have been available only for the past two years. As in the United States, tax incentives encourage ownership. "For the first time, people can develop equity in something," says Colozzi. "They may be more reluctant to jump off the horse they're on" in favor of a new job.
In fact, he says, attitudes about job hopping have shifted in the past two or three years. "When I first got here, by [age] 27 people often had had five jobs. Salaries were inflated." Today, "Word has spread that job hopping is not good, that it doesn't help your career chances."
But other HR professionals working in China say workers are being allowed to move from one area to another and that use of the residency policy is being relaxed. "Cities realize they no longer want to restrict people," says Lee. "In major cities, the governments are beginning to welcome highly talented people. They are becoming more flexible," Lee says.
Another recent change in China may help companies retain workers, Colozzi notes: Locals are now able to own property, although mortgages have been available only for the past two years. As in the United States, tax incentives encourage ownership. "For the first time, people can develop equity in something," says Colozzi. "They may be more reluctant to jump off the horse they're on" in favor of a new job.
In fact, he says, attitudes about job hopping have shifted in the past two or three years. "When I first got here, by [age] 27 people often had had five jobs. Salaries were inflated." Today, "Word has spread that job hopping is not good, that it doesn't help your career chances."
salary negotiation tips
October 16th, 2006Salary negotiation (asking for a salary increase, a pay rise, or simply more money) affects everyone from time to time. Salary negotiation can be difficult, and many people handle it poorly, causing frustration and ill-feeling. There are constructive ways to approach salary negotiation, and techniques to achieve good outcomes. If you are a manager, you will need to handle salary negotiation positively. If you encourage people to adopt a constructive approach to salary negotiation, you will help to minimise upset and to achieve a positive outcome. As a manager dealing with salary negotiation or a pay increase request, it's important to encourage a grown-up, objective, emotionally mature approach. These ideas and techniques will help achieve this whether you are giving or receiving the salary increase request.
There is no 'proper' or standard way to ask for a raise or salary increase. It's not something that people are trained to do, and little is written about it. People use various approaches: they can write; discuss informally; discuss with colleagues and hope the boss gets to hear; they drop hints to test the water; they ask the boss politely; demand firmly; go over the boss's head, or maybe even threaten to resign, secure another job offer, or simply resign.
Largely people do not look before they leap; they are often under pressure, and they feel uncomfortable and stressed asking, so they fail to plan and control the situation, which makes achieving anything difficult. Simple planning and keeping control makes a big difference. The techniques here might not secure a salary increase immediately - there are usually very good reasons why this is not possible anyway - but these ideas will eventually bring a better reward and outcome than doing nothing, or doing something the wrong way. As a manager receiving a request for a salary increase, encourage people to follow this approach, and then respond fairly sensitively and openly. Only make promises you can be sure to deliver, and always try to understand the person's needs and feelings before you explain the company's position.
It is important always to recognise the difference between the value of the role that you perform (or any employee's role if looking at this from a manager's perspective), and your value as an individual (or the employee's value). The two are not the same.
If you continually feel frustrated about your pay levels despite trying all of the techniques and ideas for achieving a pay rise, it could be that your boss or employer has simply reached the limit of the value that they can place on your role, which is different to your value as an individual. You could have a very high potential value, but if your role does not enable you to perform to your fullest extent then your reward level will be suppressed. For example does a professor who sweeps the street deserve a street sweeper's salary or a professor's salary?
Salary levels are largely dictated by market forces (notably the cost of replacing the employee), and the contribution that the employee makes to organisational performance (which is particularly relevant for roles which directly impact on profitability). When you acknowledge this principle you begin to take control of your earnings.
Aside from issues of exploitation and unfairness, if you find that the gap between your expectations and your employer's salary limit is too great to bridge, then look to find or develop a role which commands a higher value, and therefore salary. You can do this either and both with your present employer by agreeing wider responsibilities and opportunities for you to contribute to organisational performance and profit, and/or perhaps with a new employer.
Focus on developing your value to the employer and the market-place, rather than simply trying to achieve higher reward for what you are already doing.
salary, pay and contract negotiation for a new job
If you are changing jobs, the best time to negotiate salary is after receiving a job offer, and before you accept it - at the point when the employer clearly wants you for the job, and is keen to have your acceptance of the job offer. Your bargaining power in real terms, and psychologically, is strongest at this point, and is stronger still if you have (or can say that you have) at least one other job offer or option (see the tips on negotiation). A strong stance at this stage is your best chance to provide the recruiting manager the justification to pay you something outside the employer's normal scale. The chances of renegotiating salary after accepting, and certainly starting, the job are remote - once you accept the offer you've effectively made the contract, including salary, and thereafter you are subject to the organization's policies, process and inertia.
A compromise in the event that the employer cannot initially take you on at the rate you need is to agree (in writing) a guaranteed raise, subject to completing a given period of service, say 3 or 6 months. In which case avoid the insertion of 'satisfactory' (describing the period of service) as this can never actually be measured and therefore fails to provide certainty that the raise will be given.
If you are recruiting a person who needs or demands more money or better terms than you can offer, then deal with the matter properly before the candidate accepts the job - changing pay or terms after this is very much more difficult. If you encourage a person to accept pay and terms that are genuinely lower than they deserve, by giving a vague assurance of a review sometime in the future, then you are raising expectations for something that will be very difficult to deliver, and therefore storing up a big problem for the future.
Recruit Holdings Joins Forces With Netease For Job Portal
October 12th, 2006Hong Kong-listed recruitment advertising group, Recruit Holdings Ltd, is going to cooperate with Netease.com (NTES) to launch a job-seeking portal 1010job.com.
1010job will not only provide job related information to the huge traffic of viewers generated by NetEase, but will also provide 'Elite Job Forum' in association with 'NetEase Forum'. A unique 'CV Through Train Service' will be provided to the 160 million NetEase mailbox users to facilitate their needs in job application. Apart from that, Netease and 1010job will produce more value-added service to jobseekers based on their shared 'jobseeker-centred' concept.
The potential of the online recruitment market in China has been attracting steadily increasing foreign investment. Major online recruitment providers from Europe, America and Japan have already devised and actioned a variety of strategies enabling them to participate in exploiting the Chinese market.
2006 is seen as being a landmark year for foreign investments coming into China. Following Monster's acquisition of a major stake in ChinaHR, Japan Recruit, Japan's largest recruitment service provider became a significant shareholder of 51job. Enjapan, the second largest online recruitment website in Japan announced it had agreed to cooperate with 800HR, a segmental recruitment website in Beijing. The largest recruitment website from Ireland, Keyland, has been even more aggressive in merging two local recruitment websites in Shanghai and Beijing, respectively. Meanwhile, major players from Taiwan and Hong Kong have also expedited their expansion into the mainland market. Taiwan's biggest recruitment website, 104 HR bank has already entered Shanghai.
China lures expatriates but success hard: study
October 2nd, 2006China is one of the easiest places for recruiters to lure expatriate executives, but is also one of the hardest places for them to succeed, according to a study released on Tuesday.
A survey of more than 140 international recruiters by executive recruitment firm Korn/Ferry International found other popular places for expatriate workers were Western Europe, especially Britain, and North America, as well as Southeast Asia, especially Singapore.
The firm's 10th quarterly executive recruiter index found that the most difficult places to attract expatriates to work included the non-Gulf Middle East, Africa, Central and Eastern Europe, and South America.
"High-growth emerging nations often offer the greatest opportunities for expatriates, but they can also come with the most challenges," Chris van Someren, president of Korn/Ferry for Europe, Middle East and Africa, said in a statement.
Reasons that assignments failed included the lack of cultural fit, family or personal issues or a lack of direction from managers, the survey showed.
Things were toughest for expatriates in China, Japan and South Korea, the non-Gulf Middle East, and in Central and Eastern Europe, and South America, the poll found.
But 91 percent of the recruiters surveyed said executives with international experience were either extremely or somewhat desirable candidates.
"Expatriate assignments can be extremely beneficial for developing emerging leaders and for providing solutions for organizations undergoing significant growth or change - but expatriates are clearly not a substitute for local talent," said van Someren.
Recruiters said expatriate programs helped promote better cultural understanding, facilitated the opening of a new branch or office, and were good as a professional development tool.
But expatriate assignments were least effective for addressing local talent shortages, generating new business abroad and improving staff retention.
The poll found the average ideal length for an expatriate posting was about two-and-a-half years.
Checking Out Candidates in China
October 1st, 2006By Frank Mulligan, Talent Software
If you are hiring staff in China you will at some point have come across people who exaggerate their experience and skills, or downright lie.
An exaggeration will cause you little difficulty because you will be aware that everyone tends to exaggerate a little. A lie on the other hand will cost you a huge amount of money if you do not catch it, and early.
Solutions that deal with these issues are available, both online and offline, but it has to be said that the online ones offer real value. The offline solutions are a little obvious, so you probably would have introduced them already if you could.
Hiring Issues
For the issue of past experience you can get an objective assessment by doing a Reference Check but our research indicates that companies in China only do this for about 10% of staff. The rationale for this seems to be that it is seen as a difficult process.
The biggest issue in China is fake degrees, which can be bought for about RMB400 on the streets. They are exact, perfect copies of original certificates but obviously they are easily identified if you have the original.
Luckily there is a website to check degrees from Chinese universities. All degrees after 2001 can be checked and the system shows you the final certificate with the person’s picture, number and so on.
Dealing with certifications is a little different. There are so many certifications authorities and training companies that you cannot devise a system to be able to deal with this easily. Instead we would recommend that you test the skill.
This could be on paper or online but again our experience shows that companies tend not to do the testing when it is on paper. The tests have to be scored, and often by someone with knowledge of that skill. Online tests score automatically and integrate easily with the online hiring system.
An excellent way of testing to see if someone has really done what they say they have done is Work Samples. All this involves is asking the candidate to produce a piece of work or solve a problem that is specific to the job he is being hired for. This must be done in your office and he has to have all the tools necessary for the solution.
What Could Happen
In case you still do not feel that any checking is really necessary the statistics below will give you more details of what you are letting yourself in for. The statistics are worldwide and cover all aspects of the hiring process.
- 9% of job applicants falsely claimed they had a college degree, listed false employers, or identified jobs that didn’t exist. *Source: Resume Inflation: Two Wrongs May Mean No Rights, by Barbara Kat Repa
- 34% of all application forms contain outright lies about experience, education, and ability to perform essential functions on the job. *Source: Wall Street Journal
- 11% of job applicants misrepresented why they left a former employer. *Source: Resume Inflation: Two Wrongs May Mean No Rights, by Barbara Kat Repa, Nolo .com, 8/801
- Nearly one-third of job applicants listed dates of employment that were inaccurate by more than three months. *Source: Resume Inflation: Two Wrongs May Mean No Rights, by Barbara Kat Repa
- As many as 30% of jobseekers exaggerate their accomplishments, and about 10% ’seriously misrepresent’ their background. *Source: The Complete Reference Checking Book, by Edward C. Adler
- 30% of all business failures are caused by employee theft. *Source: American Management Association and US Chamber of Commerce
- 14.7% of all applicants admit to theft of merchandise from an employer. *Source: Reid Psychological Systems (Don’t Hire a Crook, Dennis DeMay; James R. Flowers, Jr., 1999 Facts on Demand Press, pg. 88)
- 4.4% of all applicants admit to theft of cash from an employer. *Source: Reid Psychological Systems (Don’t Hire a Crook, Dennis DeMay; James R. Flowers, Jr., 1999 Facts on Demand Press, pg. 88)
- 33% of all applicants admit to being tempted to steal from an employer. *Source: Security Magazine, 3/97
- It costs $7,000 to replace a salaried employee, $10,000 to replace a mid-level employee, and $40,000 to replace a senior executive. *Source: Recruiting Times
- In 1999, employers lost 60% of negligent hiring/supervision jury trials. *Source: The Reish and Luftman Practical Guide to Employment Law
- On average, in U.S. businesses, at least half of all new hires don’t work out. *Source: Fortune, 2/00
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Recruiters in China - Information Smart or Information Starved?
October 1st, 2006By Frank Mulligan, Talent Software
Unlike in the past, we are awash in information here in China right now.
We know the economy is developing at 9% every year and that Foreign Direct Investment is in excess of US$50 billion per year. We know about the ’War for Talent’ and that staff turnover is now in excess of 25% for most companies in China. So getting information is easy, especially numbers that underline the narrative of a growing, developing economy. On the other hand, getting validated information at the right time is always difficult to do, and costly.
Recruiters are essentially in the business of finding, evaluating and using information about the suitability of a candidate for the positions in their company or client.
In order to achieve their goals they must separate truth from fiction, fact from rumour. And to do this they have to be able to evaluate the information they have using the current toolset of the recruiter; behavioural interviewing, psychometric assessment, Performance Profiles, background checks, Topgrading, skills tests, Work Samples, reference checks and so on.
Missing Data
Each of these methods has it’s own limitations. There are figures for the validity of each method that would suggest that there is a strong case for using them.
However, a couple of years ago we asked 40 companies in China about their hiring processes and the results were not very encouraging. Few did reference checks (<10%) and very few did backgrounds check(<1%). Some did a scripted phone screen with candidates(<3%) but most had not even considered the idea. Many knew what Behavioural Interviewing was but less than 20% said they used it in practice.
A majority of companies in our informal survery did not use any type of intelligence, skills or personality testing during the recruiting process. This was a bit surprising given that these kinds of tests have been available in China for many years. And in Chinese.
Add to that the huge costs of hiring the wrong person and you have a strong justification for using them. But companies didn’t at that time.
Since then we have seen the introduction of affordable background screening, and the arrival or more and more validated psychometric and skills tests. This has clearly increased the numbers of companies using these kinds of tools but we won’t know what the figures are until we check again.
If you want to know a little more about the validity of various assessment methods this chart might be a good start.
Selection Method - "Predictability"
Handwriting Analysis - 0%
Age - 0%
Amount of Education - 0%
Self Assessment - 3%
Projective Tests - 3%
Traditional Interviews - 4%
Grade Point Averages - 4%
Expert Recommendations - 4%
Personality Tests - 4%
Motivation - 4%
Reference Check - 6%
Biographical Data - 9%
Situational Interviews - 9%
Behavioral Event Interviews - 10%
Mental Ability Tests - 25%
Content Valid Simulations - 64%
Adapted from a meta-analysis conducted by Hunter and Hunter, Psychological Bulletin, Vol. 96, 1984. Percentages have been rounded. Predictability refers to the explained variance.
China’s Online Recruitment Market Reached RMB 160.9 Million in 2006 Q2
September 23rd, 2006Analysts International, which provides business information about Technology, Media and Telecom (TMT) industries in China, says that China’s online recruiting market reached RMB 160.9 Million in 2006 .
As the overall online recruiting market keeps on increasing, online recruiting service vendors turn to focus more on the applications of mobile Internet, and come to provide SMS services one after another. The rapid growth of employees brought great development potential for the online recruitment, and overseas investments come to pay attention to the online recruiting market. Analysts International thinks that vendors who have the capability to provide personalised services will become the first ones to charge the users for the services. And meanwhile, more online recruiting websites will put more focus on the exploration on the regional market.
According to Analysts International’s research, the China’s online recruiting market reached RMB 160.9 Million in 2006Q2 with a growth of 8.44% over last quarter. Among which, online recruiting revenue from recruiting web sites whose services are targeted at national scope took 76.4% of the overall market size, and revenue from recruiting web sites with service targeted at provincial scope took 19.3%.
Figure: China’s Online Recruiting Market of 2006 Q2
Analysts International thinks that combination of online services and offline promotion is a major profit model of online recruiting. “As the rising of the online recruiting industry, online recruiting gradually transfer to industry segmentation, industry-based professional services become popular among users. Advantage becomes more obvious for those online recruiting service providers who focus on industry services,” says Huang Yongtao, analyst from Analysts International, “If we look from the aspect of industry competition, we can find that more communities and search engine portals start their business expansion to online recruiting in hopes of making good use of their advantage of accumulations on interpersonal relationships to achieve business value in HR field.”