Recruiting in China

NEW YORK (AP) -- The online hangout MySpace got even more popular in November, beating Yahoo in Web traffic for the first time, a research company said Tuesday.

News Corp.'s MySpace recorded 38.7 billion U.S. page views last month, compared with 38.1 billion for Yahoo Inc., according to comScore Media Metrix. MySpace's growth was 2 percent over October and triple the 12.5 billion recorded in November 2005.

The numbers underscore the rapid rise of a social-networking site that encourages visitors to stay and make friends through free tools for messaging, sharing photos and creating personal pages known as profiles.

ComScore warned, however, that a one-month change could represent an aberration. Furthermore, Yahoo's page views could be diminished by the company's growing use of Ajax technology for maps, e-mail and other services.

Ajax is a set of tools that speeds up Web applications by summoning snippets of data as needed instead of pulling entire Web pages over and over.

Yahoo, which last week announced a major reorganization after finding itself repeatedly beat in advertising sales by rival Google Inc., still remains the leader in unique audience, with 130 million visitors in November. (Full story)

"Yahoo continues to be the overall Web audience leader with the largest number of unique users and most time spent online. The page view change in November is related to the use of Ajax and other Web 2.0 technologies across the Yahoo network," Yahoo spokeswoman Nissa Anklesaria said Tuesday.

"These technologies enhance the overall user experience, but do not either generate a page view or qualify to be counted as a page view while the user is engaged with the product," she said,

Fox Interactive Media ranked sixth at 73.8 million, including 57.2 million for MySpace. Unique audience is a measure of how many people visit in any given month; page views reflect how often they come back and how long they stay.

Including other Fox properties such as IGN Entertainment Inc., comScore said Fox had 39.5 billion page views in November. In a statement, Peter Levinsohn, president of Fox Interactive Media, credited strong traffic at game site IGN.com due to the release of Sony Corp.'s PlayStation 3 and Nintendo Co.'s Wii video game consoles.

ComScore had planned to release the numbers Wednesday or Thursday, but word of the figures leaked in an analyst report from UBS Investment Research.

AMERICAN investment bank Jefferies & Co expects to arrange 10 deals worth US$1 billion in transaction value for China-based clients next year, its Vice Chairman Paul Deninger said.

The deals, which include public offerings and stake transactions, compare with six China-related mandates worth US$500 million in transaction value for the past two years, he said. The Chinese clients cover alternative energy, shipping, natural resources and industrials, according to Wei Hopeman, the firm's chief representative in Shanghai.

Last 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.

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.

CITIGROUP yesterday promoted Robert Druskin to chief operating officer and told him to cut costs at the world's largest financial-services company.

Druskin's job will be to "make sure we have the most efficient and effective operations in the business," Chief Executive Officer Charles Prince said yesterday.

Citigroup's operating costs rose 13 percent in the first nine months of this year, Bloomberg news reported yesterday.

Druskin, 59, will remain head of the corporate and investment banking unit, and join Prince and former United States Treasury Secretary Robert Rubin in the chairman's office.

Prince is under pressure to increase Citigroup's stock price as shareholders, including Saudi Prince Alwaleed bin Talal, demand that he take steps to revive earnings growth.

Speculation mounted last week that New York-based Citigroup would break itself up or that Chief Financial Officer Sallie Krawcheck would leave, suggestions Prince dismissed as baseless.

"The market is looking for a lot of things at Citi, one of them was a spinoff of the businesses," said Anton Schutz, president of Mendon Capital Advisors, who manages US$270 million and doesn't own Citigroup shares.

"The market was looking for a whole lot more" than Druskin's promotion, he said.

Prince ruled out a breakup and said no more changes were planned.

Shares trail

Citigroup's stock rose US$1.03 yesterday to US$52.88 in New York Stock Exchange composite trading before the management change was announced.

Shares of Citigroup are up 9 percent this year, trailing the 20 percent advance of JPMorgan Chase & Co and Bank of America's 14 percent gain.

Druskin has previously served as Prince's deputy, and helped former CEO Sanford Weill integrate many of the more than 100 acquisitions that went into building Citigroup, Schutz said.

Druskin will be Citigroup's first COO since Robert Willumstad resigned in July 2005.

Citigroup's 5 percent increase in revenue was outpaced operating costs, which swelled to US$38.1 billion in the first nine months of 2006.

Write 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.