Friday, March 25, 2011
Friday, February 25, 2011
Five Tips to read the Resume
Tip #1. Before you ever read a resume, before you ever request a resume, before you ever post a position, spend time developing the job description so that you really understand what you are looking for. This is the most often overlooked part of the job search.
Tip #2. Create a list of attributes, skills, education, experiences, etc. you are looking for. Use this list as you review resumes to look for those specific skills.
Tip #3. Skim the resume for obvious red flags. If the job calls for organization and the resume is chaotic, you might not choose to continue with that candidate. Look for misspellings and grammatical errors. Read the cover letter to see if any gaps or changes in career direction are well explained.
Tip #4. Do a phone pre-screen. Whether you call or have someone else place the calls is not as important as taking a few minutes to be sure this is someone you really want to spend your valuable time speaking with in an in-person interview. Generally, pre-screen interview questions include reasons for leaving current/last position, salary requirements, whether the general hours fit the person’s availability, request to explain any gaps, changes in career direction, or other confusing items.
Tip #5. Read the resume more than once. Be sure to reference it as you create an interview guide so you can be sure you’ve asked about any open issues. Then be sure to read the resume (carefully) right before the interview.
Tip #2. Create a list of attributes, skills, education, experiences, etc. you are looking for. Use this list as you review resumes to look for those specific skills.
Tip #3. Skim the resume for obvious red flags. If the job calls for organization and the resume is chaotic, you might not choose to continue with that candidate. Look for misspellings and grammatical errors. Read the cover letter to see if any gaps or changes in career direction are well explained.
Tip #4. Do a phone pre-screen. Whether you call or have someone else place the calls is not as important as taking a few minutes to be sure this is someone you really want to spend your valuable time speaking with in an in-person interview. Generally, pre-screen interview questions include reasons for leaving current/last position, salary requirements, whether the general hours fit the person’s availability, request to explain any gaps, changes in career direction, or other confusing items.
Tip #5. Read the resume more than once. Be sure to reference it as you create an interview guide so you can be sure you’ve asked about any open issues. Then be sure to read the resume (carefully) right before the interview.
Wednesday, March 3, 2010
Appraisals: Target performance
Appraisal is not just about an annual review or a salary revision. It is more about identifying performance problems and solving them through creating specific improvement plans.
After understanding the components of an appraisal system and having discussed the effectiveness of it, let us now explore the performance objective of the entire process. While the talks are mostly about compensation and promotion, there is highly any focus on improvement. Appraisals should target at understanding performance issues amongst employees and working towards improving upon them, for the benefit of the individual and the company. The focus should not be just assessing past performance, but also making plans for getting the best out of employees. These plans are called performance improvement plans and try to identify weaknesses or improvement areas of employees and provide solutions to improve upon them. Given below is the process that a supervisor should follow while creating these performance plans.
Clear the expectations: Clearly state the expectations from the employee in terms of performance and output. These should ideally be defined beforehand and should be used as reference when measuring the productivity. Also, these should be available for employees to refer to, so that they cacn analyse where they stand in terms of performance.
Identify the problem areas: Now, with reference to the pre-defined expectations, identify the shortcomings. Try to list down the problem areas that may have lead to such problems. The problem areas could be technical issues like a lack of skill or personal issues like job dissatisfaction.
Communicate and discuss the problem areas: Communicate your observations to the concerned employee and take his/her views on it. Discuss and try to understand what isthe cause of the problem was and see if there is anything that you missed. A clear discussion helps you understand the reasons and helps the employee understand the problem areas, if he/she already does not know about it.
Find solutions: Now that the problem areas have been identified and agreed upon, it is time to find solutions. Since you have already identified the reasons for the problems, finding a solution should not be difficult. The solutions can range from shifting the employee to another department where his/her skills can be used more constructively or providing training and regular coaching to help the employee reach the expected performance mark.
Create a plan: After identifying a solution, create a detailed plan in discussion with the employee, that clearly contains the steps to be taken and the dates by which changes should start reflecting. This not only helps in creating an organised plan for development but also motivates the employees to meet the deadlines and show improvement.
Make use of the appraisal process to understand the problems of the employees and provide as much support as you can. Remember, the right type of guidance and support can incite great performances from the most reclusive individuals. And with such performance, not just the appraisee, but everyone stands to gain a lot.
After understanding the components of an appraisal system and having discussed the effectiveness of it, let us now explore the performance objective of the entire process. While the talks are mostly about compensation and promotion, there is highly any focus on improvement. Appraisals should target at understanding performance issues amongst employees and working towards improving upon them, for the benefit of the individual and the company. The focus should not be just assessing past performance, but also making plans for getting the best out of employees. These plans are called performance improvement plans and try to identify weaknesses or improvement areas of employees and provide solutions to improve upon them. Given below is the process that a supervisor should follow while creating these performance plans.
Clear the expectations: Clearly state the expectations from the employee in terms of performance and output. These should ideally be defined beforehand and should be used as reference when measuring the productivity. Also, these should be available for employees to refer to, so that they cacn analyse where they stand in terms of performance.
Identify the problem areas: Now, with reference to the pre-defined expectations, identify the shortcomings. Try to list down the problem areas that may have lead to such problems. The problem areas could be technical issues like a lack of skill or personal issues like job dissatisfaction.
Communicate and discuss the problem areas: Communicate your observations to the concerned employee and take his/her views on it. Discuss and try to understand what isthe cause of the problem was and see if there is anything that you missed. A clear discussion helps you understand the reasons and helps the employee understand the problem areas, if he/she already does not know about it.
Find solutions: Now that the problem areas have been identified and agreed upon, it is time to find solutions. Since you have already identified the reasons for the problems, finding a solution should not be difficult. The solutions can range from shifting the employee to another department where his/her skills can be used more constructively or providing training and regular coaching to help the employee reach the expected performance mark.
Create a plan: After identifying a solution, create a detailed plan in discussion with the employee, that clearly contains the steps to be taken and the dates by which changes should start reflecting. This not only helps in creating an organised plan for development but also motivates the employees to meet the deadlines and show improvement.
Make use of the appraisal process to understand the problems of the employees and provide as much support as you can. Remember, the right type of guidance and support can incite great performances from the most reclusive individuals. And with such performance, not just the appraisee, but everyone stands to gain a lot.
Tuesday, February 16, 2010
5 Steps to Job Interview Success
A job interview can be one of the most stressful experiences a person can have. There are so many unknown factors to contend with and so much rests on it; you really what that job, right? While it would be impossible to have a totally stress free job interview (if there are no nerves at all you’re not taking it seriously enough!), it is possible to take yourself from panic mode to that of control with a heightened sense of purpose and focus.
1. Preparation – Some if this is so simple, yet all too often people fall at this first hurdle. Do you know the location of the office the interview is being held in?
The second aspect of preparation is knowledge of the company.Use the internet to find out about the company; What do they sell or produce? Who are their customers? Are they local, national or international? When were they founded? How many people work for them? Are they active in the community e.g. charity support? What is their mission statement? And so on.
2. First Impressions – There are estimates that well over 90% of a person’s initial judgements of others are made in the first minute of meeting. That may sound unfair, but I assure you we all do it and your interviewer is no different.
3. Body Language – Some simple tips: – Don’t cross your arms – Maintain good eye contact and smile – Don’t point or have flamboyant arm movements – Try to mirror the body position of the interviewer – Shake hands firmly, but don’t break any bones!
4. Answering their questions There are thousands of websites showing the typical interview questions you might face. You should have pre-prepared answers to all of them and a good knowledge of them so you can answer them effortlessly in the interview. You need to do the groundwork on this, but don’t commit the answers to memory so you sound like a robot.
5. Asking questions – You MUST ask some questions at the end of the interview, but don’t focus on the money and what’s in it for you. Here are some examples;
- How will my performance be monitored? – Who will I report to? – What will my training consist of? – What are my key responsibilities?
1. Preparation – Some if this is so simple, yet all too often people fall at this first hurdle. Do you know the location of the office the interview is being held in?
The second aspect of preparation is knowledge of the company.Use the internet to find out about the company; What do they sell or produce? Who are their customers? Are they local, national or international? When were they founded? How many people work for them? Are they active in the community e.g. charity support? What is their mission statement? And so on.
2. First Impressions – There are estimates that well over 90% of a person’s initial judgements of others are made in the first minute of meeting. That may sound unfair, but I assure you we all do it and your interviewer is no different.
3. Body Language – Some simple tips: – Don’t cross your arms – Maintain good eye contact and smile – Don’t point or have flamboyant arm movements – Try to mirror the body position of the interviewer – Shake hands firmly, but don’t break any bones!
4. Answering their questions There are thousands of websites showing the typical interview questions you might face. You should have pre-prepared answers to all of them and a good knowledge of them so you can answer them effortlessly in the interview. You need to do the groundwork on this, but don’t commit the answers to memory so you sound like a robot.
5. Asking questions – You MUST ask some questions at the end of the interview, but don’t focus on the money and what’s in it for you. Here are some examples;
- How will my performance be monitored? – Who will I report to? – What will my training consist of? – What are my key responsibilities?
Not Sure How to Answer “Who, What and Why” in Your Job Interview? Simple Ways to Master the Answers
Experienced interviewees know how to prepare, but still find the experience a bit daunting. The in-experienced interviewee may be terrified at the thought of the process. Being prepared is the best medicine to alleviate the anxiety and boost your confidence. Start with the most basic of questions that the interviewer most likely will ask – practice your answers to all three to avoid stumbling on your own words.
The most famous of all interview openers is “Tell me about yourself” otherwise known as “Who are you?”
The answer you give should roll off your tongue with confidence as it sets the tone for the rest of the interview. This is not the time to “wing it.” Know your answer well to avoid talking in circles because that could bury the interview. So script in advance and practice your answer out loud to yourself or a friend.
Having said that, you don’t want to sound stiff and rehearsed. The answer should be natural and conversational yet confident. You could start by stating some of your top strengths that apply to any job but could be specific to the job for which you are interviewing. Which skill sets, experiences, and management traits can you highlight? The first impression answers will stick with the interviewer.
The following question will most likely arise as it is an old standard that still catches people off guard if not prepared: “Where do you see yourself in five years?”
Being asked to state your “Long Term” goals is an open-ended question that will surely through you off balance if you don’t think of it in advance. This question is intended to check on your self-awareness and how organized you are in your own life. Some people flat-out know the answer but most people who go through life without long-term plans don’t stand a chance of successfully answering this question without some forethought
Think about what you want in life. Experts will always tell you that a key to success is your ability to set and achieve goals – both short-term and long-term. So start with stating the short-term goal: to land this perfect job RIGHT NOW as it is an important part of your long-range plan. But be sure to be ready to answer the direct interview question of “Where do you see yourself in five years?” If you use the present to help formulate the future, it demonstrates your focus on a successful career. This must come from what is important to you. If you can focus it around this prospective new employer, you have a better chance of steering the interview in the right direction.
And lastly, “WHY” as in, “Why should we hire you?”
This interview question can be gold in your hands. Know this answer well because it’s a prime opportunity to sell yourself in the right light. Think of yourself as a “product” in a store and convince the customer to buy you. Develop a solid “sales” statement with some depth, meaning, and detail. This is not a time to talk about what you want, but a time to summarize your relevant accomplishments and what makes you unique above the competition.
So how do you most successfully prepare to answer the three most dreaded but standard questions? Simply start by studying the job description. Does the posting stress specific requirements? Go through the job description line by line to identify where your own skills and background apply and make a list of what you have to offer as the best candidate as they relate to the specific requirements.
Identify two or three of your key qualities to match what the employer is seeking. Don’t underestimate personal traits that make you unique – your energy, personality type, working style, and people skills.
You want to set yourself apart from other candidates and by walking through this exercise with focus and concentration, your answers to these key interview questions will result in a smooth presentation. It’s not possible to anticipate all the questions the interviewer will ask, but full preparation is critical. Know WHO you are, WHAT you want, and WHY you are the best choice for the job!
The most famous of all interview openers is “Tell me about yourself” otherwise known as “Who are you?”
The answer you give should roll off your tongue with confidence as it sets the tone for the rest of the interview. This is not the time to “wing it.” Know your answer well to avoid talking in circles because that could bury the interview. So script in advance and practice your answer out loud to yourself or a friend.
Having said that, you don’t want to sound stiff and rehearsed. The answer should be natural and conversational yet confident. You could start by stating some of your top strengths that apply to any job but could be specific to the job for which you are interviewing. Which skill sets, experiences, and management traits can you highlight? The first impression answers will stick with the interviewer.
The following question will most likely arise as it is an old standard that still catches people off guard if not prepared: “Where do you see yourself in five years?”
Being asked to state your “Long Term” goals is an open-ended question that will surely through you off balance if you don’t think of it in advance. This question is intended to check on your self-awareness and how organized you are in your own life. Some people flat-out know the answer but most people who go through life without long-term plans don’t stand a chance of successfully answering this question without some forethought
Think about what you want in life. Experts will always tell you that a key to success is your ability to set and achieve goals – both short-term and long-term. So start with stating the short-term goal: to land this perfect job RIGHT NOW as it is an important part of your long-range plan. But be sure to be ready to answer the direct interview question of “Where do you see yourself in five years?” If you use the present to help formulate the future, it demonstrates your focus on a successful career. This must come from what is important to you. If you can focus it around this prospective new employer, you have a better chance of steering the interview in the right direction.
And lastly, “WHY” as in, “Why should we hire you?”
This interview question can be gold in your hands. Know this answer well because it’s a prime opportunity to sell yourself in the right light. Think of yourself as a “product” in a store and convince the customer to buy you. Develop a solid “sales” statement with some depth, meaning, and detail. This is not a time to talk about what you want, but a time to summarize your relevant accomplishments and what makes you unique above the competition.
So how do you most successfully prepare to answer the three most dreaded but standard questions? Simply start by studying the job description. Does the posting stress specific requirements? Go through the job description line by line to identify where your own skills and background apply and make a list of what you have to offer as the best candidate as they relate to the specific requirements.
Identify two or three of your key qualities to match what the employer is seeking. Don’t underestimate personal traits that make you unique – your energy, personality type, working style, and people skills.
You want to set yourself apart from other candidates and by walking through this exercise with focus and concentration, your answers to these key interview questions will result in a smooth presentation. It’s not possible to anticipate all the questions the interviewer will ask, but full preparation is critical. Know WHO you are, WHAT you want, and WHY you are the best choice for the job!
Monday, February 8, 2010
After the Job Interview – How to Write a Good Thank You
In a highly competitive job market, hirers’ expectations for every part of the hiring process are inflated. It used to be enough to list your jobs and education on your resume. Now you should quantify achievements and specify how they benefited your employer in terms of time saved and profits.
It used to be enough to follow the stated directions for submitting an application. Now you want to network your way directly to the hiring manager.
It used to be enough to find the office where the interview was conducted; now you should prepare for the interview by researching the company
The thank you note is a valuable opportunity to supplement the interviewer’s notes with your take on what was discussed during the interview, answer questions that caught you by surprise or create an opportunity for your follow-up, and most important, to communicate that you do want the job.
Just as the cover letter and resume are marketing tools, so is the thank you. Writing this kind of thank you takes thought and effort. And just as you want your resume to be perfect, the same is true of the thank you.
Here are some tips: Express your enthusiasm overtly. Say outright you want the job. Of course, some of your enthusiasm is implied-you wouldn’t write a full-page letter unless you really want the job.
Promptness is good, of course, but it is possible to be too prompt. If you send an email thank you from the lobby right after the interview.
Today, simply getting an interview is a real achievement. So maximize this opportunity with a written thank you note that sets you apart from the competition.
It used to be enough to follow the stated directions for submitting an application. Now you want to network your way directly to the hiring manager.
It used to be enough to find the office where the interview was conducted; now you should prepare for the interview by researching the company
The thank you note is a valuable opportunity to supplement the interviewer’s notes with your take on what was discussed during the interview, answer questions that caught you by surprise or create an opportunity for your follow-up, and most important, to communicate that you do want the job.
Just as the cover letter and resume are marketing tools, so is the thank you. Writing this kind of thank you takes thought and effort. And just as you want your resume to be perfect, the same is true of the thank you.
Here are some tips: Express your enthusiasm overtly. Say outright you want the job. Of course, some of your enthusiasm is implied-you wouldn’t write a full-page letter unless you really want the job.
Promptness is good, of course, but it is possible to be too prompt. If you send an email thank you from the lobby right after the interview.
Today, simply getting an interview is a real achievement. So maximize this opportunity with a written thank you note that sets you apart from the competition.
Tuesday, September 15, 2009
HeadHunting
The key to a successful headhunting campaign is to locate and nurture the best
people – irrespective of whether they are currently employed and available for
recruitment. This takes a significant amount of research, relationship management
and communication – a service that is invaluable to companies who are seeking to
engage the best possible person for a vacancy.
HEADHUNTING TECHNIQUES
Head hunters employ a strategic set of techniques to develop and enhance their
value to the corporate marketplace. Apart from employing communication and
relationship management skills in a general sense, human resource professionals
can also employ these techniques to deliver similar headhunting results to their
organization.
The following is a list of practices used in headhunting:
Maintain a ‘people’ database containing potential
candidates contact details and additional information
about employment, intentions, experience, traits
Collect and gather business cards from people you meet,
and make short notes on the back of each card for when
you return home or to your office so you can update your
database
Telephone companies where you know that a member of
staff has just left with the skills you are looking for. There
will be a period of limbo when no-one knows quite what to
do with their calls but after a day or two the person who
has taken over that role begins to take the calls for them,
so immediately you have another prospect for
headhunting
Read industry journals and business magazines and gather
names and contact details for people who are quoted and
written about
Search candidate databases on the web
Ask candidates that you approach who they know
Work the crowd at Industry exhibitions and open days,
and meet new people.
Why Headhunting?
1. Passive job seekers constitute the largest percentage of best talent in the industry.
2. 40-45% of the workforce in the industry comprises of passive job seekers.
3. Quality not quantity is the name of the game.
Headhunting Methodology:
1. Talent Mapping
2. Name gathering
3. Getting past the gate keeper
4. Identifying candidate motivators
5. Call and subsequent conversation
6. Selling the benefits to the candidate
7. The client pitch
8. Objection / Concern handling
9. Managing the process
10 Managing resignation
Now what is Talent Mapping?
“Who is where” – The Human Capital
“Who knows what” - Talent/Competencies
“Who joined whom (client)” – Talent Tracking
Talent Mapping Process
Step1- Detailed research about the client company
Step2- Detailed understanding of the JD
Step3- Identifying target sectors or target companies
Sources for Name Gathering
a) Linkedin
b) Job Portals
c) Google
d) Client
e) Target company’s website
Getting past the Board Numbers
1. Just ASK- Call up the receptionist and ask “can I speak with the X Manager?” "There are so many things in the world you could fear from more than the fear of being judged” by others. SO MOST IMPORTANT and the BEST WAY – JUST ASK
2. Interview:-Become a candidate
3. Business Seminar- Want names for sending the information about a conference.
4. Become a prospective customer
5. Proposing to sell a product or service for which the decision maker would be a person whom you are trying to headhunt.
Identifying the motivators
- Challenging job
- Salary
- Brand image of the client company
- Better career path in the clients company.
Benefits of Headhunting
1. Exclusive database for the position
2. Database for future
3. Better candidates as compared to other recruiters
people – irrespective of whether they are currently employed and available for
recruitment. This takes a significant amount of research, relationship management
and communication – a service that is invaluable to companies who are seeking to
engage the best possible person for a vacancy.
HEADHUNTING TECHNIQUES
Head hunters employ a strategic set of techniques to develop and enhance their
value to the corporate marketplace. Apart from employing communication and
relationship management skills in a general sense, human resource professionals
can also employ these techniques to deliver similar headhunting results to their
organization.
The following is a list of practices used in headhunting:
Maintain a ‘people’ database containing potential
candidates contact details and additional information
about employment, intentions, experience, traits
Collect and gather business cards from people you meet,
and make short notes on the back of each card for when
you return home or to your office so you can update your
database
Telephone companies where you know that a member of
staff has just left with the skills you are looking for. There
will be a period of limbo when no-one knows quite what to
do with their calls but after a day or two the person who
has taken over that role begins to take the calls for them,
so immediately you have another prospect for
headhunting
Read industry journals and business magazines and gather
names and contact details for people who are quoted and
written about
Search candidate databases on the web
Ask candidates that you approach who they know
Work the crowd at Industry exhibitions and open days,
and meet new people.
Why Headhunting?
1. Passive job seekers constitute the largest percentage of best talent in the industry.
2. 40-45% of the workforce in the industry comprises of passive job seekers.
3. Quality not quantity is the name of the game.
Headhunting Methodology:
1. Talent Mapping
2. Name gathering
3. Getting past the gate keeper
4. Identifying candidate motivators
5. Call and subsequent conversation
6. Selling the benefits to the candidate
7. The client pitch
8. Objection / Concern handling
9. Managing the process
10 Managing resignation
Now what is Talent Mapping?
“Who is where” – The Human Capital
“Who knows what” - Talent/Competencies
“Who joined whom (client)” – Talent Tracking
Talent Mapping Process
Step1- Detailed research about the client company
Step2- Detailed understanding of the JD
Step3- Identifying target sectors or target companies
Sources for Name Gathering
a) Linkedin
b) Job Portals
c) Google
d) Client
e) Target company’s website
Getting past the Board Numbers
1. Just ASK- Call up the receptionist and ask “can I speak with the X Manager?” "There are so many things in the world you could fear from more than the fear of being judged” by others. SO MOST IMPORTANT and the BEST WAY – JUST ASK
2. Interview:-Become a candidate
3. Business Seminar- Want names for sending the information about a conference.
4. Become a prospective customer
5. Proposing to sell a product or service for which the decision maker would be a person whom you are trying to headhunt.
Identifying the motivators
- Challenging job
- Salary
- Brand image of the client company
- Better career path in the clients company.
Benefits of Headhunting
1. Exclusive database for the position
2. Database for future
3. Better candidates as compared to other recruiters
Wednesday, September 2, 2009
Thursday, August 20, 2009
Get that Promotion
— For starters, consider taking on additional responsibility. Since companies are operating under the lean and mean mantra these days, it is important to set yourself apart. A great way to position yourself for a promotion is by offering to assume some extra tasks or projects. While this might not happen immediately, it will certainly set the wheels in motion for your selection for other work when the need arises.
— If you see a need – don’t ask. Just jump right in and take on the work. Your efforts will not go unnoticed and this will likely come back with positive praise and perhaps an untimely increase in responsibility and pay.
— Keep track of the increased work that you do. When the opportunity presents itself (it always does) you can point out to your supervisor the areas in which you have helped the company. This will allow you to quickly reference specific instances should you be asking for a raise and promotion.While these things take time, and sometimes you might have to wait a bit longer, you will no doubt reap the benefits when the time comes.
— If you see a need – don’t ask. Just jump right in and take on the work. Your efforts will not go unnoticed and this will likely come back with positive praise and perhaps an untimely increase in responsibility and pay.
— Keep track of the increased work that you do. When the opportunity presents itself (it always does) you can point out to your supervisor the areas in which you have helped the company. This will allow you to quickly reference specific instances should you be asking for a raise and promotion.While these things take time, and sometimes you might have to wait a bit longer, you will no doubt reap the benefits when the time comes.
Productive Career
Look your best, act your best, feel your best and you will be your best; and those around you will be their best too. You will end with a spiral of goodness that makes everyone perform at the top of his or her game.
Smile and see what happens – my bet, is you will be surprised at the impact - for the better.
Human nature indicates that people like to be around those that make them feel happy, successful and good. If you feel good you give off vibes that attract others – smile and the whole world smiles with you - frown and everyone around you frowns. Here are my top tips to ‘feeling good and spreading the love’ to facilitate strong relationships that translate directly to positive career
Smile and see what happens – my bet, is you will be surprised at the impact - for the better.
Human nature indicates that people like to be around those that make them feel happy, successful and good. If you feel good you give off vibes that attract others – smile and the whole world smiles with you - frown and everyone around you frowns. Here are my top tips to ‘feeling good and spreading the love’ to facilitate strong relationships that translate directly to positive career
Tuesday, July 21, 2009
4 Ways to Improve Your Recruiting Leadership
Leaders are not created magically, but emerge over time from a continuous process of being challenged, meeting the challenge, reflecting on what was learned, and applying it to the next challenge.
It turns out that great leaders are not only good at getting work done, but also at the way they get that work done. When a leader is acknowledged as "good" or even "great," there are always some things that distinguish them from the pack.
1. Great leaders take risks.
Whether they know it or not, great leaders do things others haven't done
Recruiting is ripe for change. We've been doing things pretty much the same for 50 years. We need leadership that is taking risks and trying out new approaches.
2. Great leaders adopt new technologies and processes.
Another characteristic of great leaders is their ability to embrace technology or processes that give them a competitive edge. They are early to see the advantages in the new
Leading recruiters are experimenting right now with social networking.
3. Great leaders build teams.
Good leaders also build strong teams. They often hire people as smart or smarter than themselves. They pose what seem like unrealistic goals, and challenge their teams to exceed those goals.
The people in these teams frequently have widely varied but complementary skills. A great recruiting team, at one organization, is made up of a few Internet and IT technologists, a systems and process expert, a statistician and a handful of recruiters who leverage technology and outsource a large percentage of hiring to trusted partners.
4. Great leaders create networks and stay attached to the external world.
Good recruiting leaders are well connected to the outside world. Effective leaders may have hundreds of contacts in a variety of occupations and organizations. They stay in contact by email, telephone, and with face-to-face chats on a frequent basis.
It turns out that great leaders are not only good at getting work done, but also at the way they get that work done. When a leader is acknowledged as "good" or even "great," there are always some things that distinguish them from the pack.
1. Great leaders take risks.
Whether they know it or not, great leaders do things others haven't done
Recruiting is ripe for change. We've been doing things pretty much the same for 50 years. We need leadership that is taking risks and trying out new approaches.
2. Great leaders adopt new technologies and processes.
Another characteristic of great leaders is their ability to embrace technology or processes that give them a competitive edge. They are early to see the advantages in the new
Leading recruiters are experimenting right now with social networking.
3. Great leaders build teams.
Good leaders also build strong teams. They often hire people as smart or smarter than themselves. They pose what seem like unrealistic goals, and challenge their teams to exceed those goals.
The people in these teams frequently have widely varied but complementary skills. A great recruiting team, at one organization, is made up of a few Internet and IT technologists, a systems and process expert, a statistician and a handful of recruiters who leverage technology and outsource a large percentage of hiring to trusted partners.
4. Great leaders create networks and stay attached to the external world.
Good recruiting leaders are well connected to the outside world. Effective leaders may have hundreds of contacts in a variety of occupations and organizations. They stay in contact by email, telephone, and with face-to-face chats on a frequent basis.
Talent Retention & Progression
After seeing the glowing reports from last Quarter , I am confident in juggling the children and work (not really a problem!)and is in search of a more challenging role that matches her skills, experience and expertise.
I want to make career progression, not career maintenance.
Talent retention is becoming harder to achieve these days but in this competitive world we got to retain the talent as well as exhibit the talent in a better way and should have handson updates as well.
I want to make career progression, not career maintenance.
Talent retention is becoming harder to achieve these days but in this competitive world we got to retain the talent as well as exhibit the talent in a better way and should have handson updates as well.
Wednesday, July 1, 2009
Tips for Talking on
Effective listening is perhaps the most valuable skill you can teach your Customer Service team. It is the linchpin in a needs-based, consultative service strategy that determines and delivers what the customer needs and wants.
Simply put, listening enables reps to draw customers into an interactive conversation in which they can ask perceptive questions, probe for reactions, and respond to those reactions appropriately.
But most people aren't natural listeners, let alone trained in the art of listening. That's probable because real listening involves letting go of ego---temporarily subjugating one's own agenda in the interest of understanding another's message. The fact is, however, that most of us either don't hear the message at all, or hear it but misinterpret its meaning.
Listening can be especially, and understandably, difficult for Customer Service Reps because they are under pressure to handle a volume of calls, and therefore are concentrating on what they have to say next instead of paying close attention to what the customer is actually communicating. Nevertheless, there are techniques you can teach reps to use that will demonstrate real interest in the customer--an excellent way to establish rapport and a powerful form of communication.
Tips and Tactics
Listening involves several steps: hearing what is said; interpreting what it really means; and responding in a positive way that shows that the message has been understood and is considered important. There is virtually no better way to create a favorable impression than by showing others that you are interested in and value their opinions. Moreover, it is sometimes the only way you can elicit attitudes and discover needs--information that is crucial to satisfying the customer.
Here are some simple tactics for effective listening:
∆ Tune out distractions and focus on each call as if it were the most important of the day
∆ Concentrate on what the customer is saying rather than thinking about what YOU want to say
∆ Don't interrupt; a customer's willingness to talk, within a reasonable time period, represents a golden opportunity to find out the problem / situation
∆ Don't jump to conclusions
∆ Become attuned to tone of voice and inflection; these can be as telling as the words themselves
∆ Occasionally repeat what the customer has said--it shows attention and comprehension
∆ Ask for clarification if a statement or objection is vague
∆ Create rapport by smiling (even in telephone sales a smile can be HEARD through the phone!)
∆ Take notes to be sure you remember the customer's key points
∆ Be familiar with common questions and problems and practice responding in a natural, conversational manner
∆ Control your emotions and be courteous, no matter how rude the customer might be
∆ Continually evaluate whether you are asking the right questions to uncover and solve the problem
Simply put, listening enables reps to draw customers into an interactive conversation in which they can ask perceptive questions, probe for reactions, and respond to those reactions appropriately.
But most people aren't natural listeners, let alone trained in the art of listening. That's probable because real listening involves letting go of ego---temporarily subjugating one's own agenda in the interest of understanding another's message. The fact is, however, that most of us either don't hear the message at all, or hear it but misinterpret its meaning.
Listening can be especially, and understandably, difficult for Customer Service Reps because they are under pressure to handle a volume of calls, and therefore are concentrating on what they have to say next instead of paying close attention to what the customer is actually communicating. Nevertheless, there are techniques you can teach reps to use that will demonstrate real interest in the customer--an excellent way to establish rapport and a powerful form of communication.
Tips and Tactics
Listening involves several steps: hearing what is said; interpreting what it really means; and responding in a positive way that shows that the message has been understood and is considered important. There is virtually no better way to create a favorable impression than by showing others that you are interested in and value their opinions. Moreover, it is sometimes the only way you can elicit attitudes and discover needs--information that is crucial to satisfying the customer.
Here are some simple tactics for effective listening:
∆ Tune out distractions and focus on each call as if it were the most important of the day
∆ Concentrate on what the customer is saying rather than thinking about what YOU want to say
∆ Don't interrupt; a customer's willingness to talk, within a reasonable time period, represents a golden opportunity to find out the problem / situation
∆ Don't jump to conclusions
∆ Become attuned to tone of voice and inflection; these can be as telling as the words themselves
∆ Occasionally repeat what the customer has said--it shows attention and comprehension
∆ Ask for clarification if a statement or objection is vague
∆ Create rapport by smiling (even in telephone sales a smile can be HEARD through the phone!)
∆ Take notes to be sure you remember the customer's key points
∆ Be familiar with common questions and problems and practice responding in a natural, conversational manner
∆ Control your emotions and be courteous, no matter how rude the customer might be
∆ Continually evaluate whether you are asking the right questions to uncover and solve the problem
Thursday, June 25, 2009
What A 4-yr Old Can Teach You About Managing Your Boss
My 4-year old is gifted at managing up, Rishika is Smart at all these and yet sometimes teaches me and my husband. Does she work? No - but as I see it, right now, I’m the boss and she’s an employee in our family firm. And I’ve noticed that she’s become quite adept at getting what she wants from upper management. But on the fuzzier stuff, I must concede that she’s mastered the art of persuasion. So, it occurred to me that we could all learn from her expertise. Consider these three techniques as performed by my pint-sized employee:
Learn how to say ‘no’ disarmingly. When my daughter doesn’t want to do something, she stares deeply in my eyes and with an ‘I’m so sorry to disappoint you’ smile, calmly says “no thank you.” It throws me off every time. First, the thank you is so polite, who can criticize that? And second, her body language and facial expressions are soft and non-confrontational. It’s hard to respond negatively to someone who is displaying no anger or tension of their own.
Translation: Employees who learn to engage in conflict without confrontation are appreciated for their calm communications skills by management.
Learn how to say ‘no’ disarmingly. When my daughter doesn’t want to do something, she stares deeply in my eyes and with an ‘I’m so sorry to disappoint you’ smile, calmly says “no thank you.” It throws me off every time. First, the thank you is so polite, who can criticize that? And second, her body language and facial expressions are soft and non-confrontational. It’s hard to respond negatively to someone who is displaying no anger or tension of their own.
Translation: Employees who learn to engage in conflict without confrontation are appreciated for their calm communications skills by management.
When you want something, be a sweet but squeaky wheel. Once my daughter has decided she wants something, here’s what she does: first, she asks for your time and tells you it’s serious. She sits right down and holds your attention with her eyes. Then, she explains in detail what she wants and why it is so important that she have it. She is energetic and passionate in her description. Now, if she doesn’t get it, she asks why. And if she doesn’t like the answer, she says no more and walks away. But that’s not the end of it! Shortly thereafter, she returns, having thoughtfully pondered my denial and ready to further explain additional reasons for me to change my mind, as well as reasons why my own argument doesn’t hold water. Additionally, if I say ‘no’ yet again, she solemnly walks away, waits a while, and then comes back again and asks for the same thing in a slightly different way, hoping her willingness to compromise will pay off.
At this point, she watches me intently for signs that I am going to either cave in and let her win, or start to raise my voice and get angry. If it’s the latter, she immediately calls it quits – for the day. She knows just how far to rock the boat and has no problem waiting for a better time to try again. She doesn’t hold a grudge, she stays happy and upbeat, as if nothing has happened. In her mind, it’s a minor setback, as opposed to a crushing loss. This approach always makes me want to be able to say ‘yes’ to her next request because I’m so impressed that she accepted the ‘no’ without making a scene.
Translation: Employees who patiently promote their cause and can accept an unfavorable decision gracefully are respected and valued by management.
Use unexpected recognition as a way to score points. My daughter doesn’t butter me up. She doesn’t gush with compliments in an effort to get what she wants. But every so often, quite randomly, she will say or do something that makes me feel fabulous. One day, when I was especially frustrated and feeling overwhelmed by all that I had to do, she looked at me with a compassionate face and simply said, “It must be tough to be a mommy or u tried, Can I help you.” Ironically, it’s technically not even a compliment. She didn’t have to lie and say she thought I was a great mommy. I wouldn’t expect her to. I’m the rule enforcer - who likes that? But, she acknowledged the difficulty of my role and that recognition felt wonderful. So much so, that I canceled everything and took her out for Baskin Robbin ice cream which she likes.
Translation: Employees who convey their respect and appreciation for the level of responsibility and efforts of management are seen as good team players.
These are just a few of the ways that my 4-year old manages her boss. Why not give them a try? Just thought of Sharing... A Wise Example from my Preschooler but make me learn things :)
Thursday, June 18, 2009
No secrets to success
There are no secrets to success. It is the result of preparation, hard work, learning from failure. There is no elevator to success. You have to take the stairs. There is nothing permanent except change. People can cry much easier than they can change Part of being a champ is acting like a champ. You have to learn how to win and not run away when you lose. Everyone has bad stretches and real successes. Either way, you have to be careful not to lose your confidence or get to confident. Perfectionism is a dangerous state of mind in an imperfect world. The best way is to forget doubts and set about the task in hand... If you are doing your best, you will not have time to worry about failure.
Not failure, but low aim is a crime.
A hero is not brave than any ordinary man, but he's braver 5 minutes longer.
It's better to try and fail than never to have tried at all
Try and Try till you succeed
Not failure, but low aim is a crime.
A hero is not brave than any ordinary man, but he's braver 5 minutes longer.
It's better to try and fail than never to have tried at all
Try and Try till you succeed
Monday, March 23, 2009
Friday, March 20, 2009
The 7 Deadly Sins of Staffing
Those involved with the Staffing function know you are only as good as your last search.
Good recruiters are constantly trying to meet hiring manager’s goals of speed, cost and quality. It’s a tough business and recruiters want to please. With that said, we have all led an awful search. It could be not meeting the time frame; not receiving return calls from candidates; the hiring manager just didn’t have the time to interview for a month and it dragged out. Or the hiring manager just wants to see 10 more candidates and we permitted it. We have all committed some sin along the way. Here are some tips to manage the Staffing process and create a better relationship between you and the hiring manager.
1. If you don’t get the right information upfront prior to recruiting, you have sinned.
OK that might sound basic but most hiring managers have a preconceived notion of what recruiting activities take place and also assume the job can be filled in two weeks. I have experienced many a hiring manager who had one or two openings a year and could care less about the interview process. They just don’t hire that frequently!
Tip: You have to set the stage. Get a meeting or a phone call with the hiring manager that focuses on your approach for recruiting the highest quality of candidate. Explaining can be painful, but you must. Finding the most qualified candidate would take more than two weeks. (Unless you have candidates waiting in the wings.) Are they more interested in filling the “seat” or finding the most ideal candidate? Also clarify the “must have” skills: what is essential. Most hiring managers have a “big want” but in the end will flex on the “must have’s”. Most of the time, get market data to ensure the hiring manager is aware of what is happening in the marketplace relating to that particular job. I have not met a manager who didn’t want to know what was going on in the marketplace. I also haven’t met a Manager that wants a “B” player. They all want “A” players and need to know what that actually entails. I always assume I have to educate the hiring manager. Educate, educate and educate some more. You are the recruiting teacher to many. Gather as much information about the position, the department nuances, and timing. You can’t communicate enough with the hiring manager.
2. If you don’t have passive candidates in the pipeline, you have sinned. Recruiters must have their own library of potential candidates for their hiring manager. Recruiters must be able to identify individuals and develop candidate relationships.
Tip: Set up your own personal way of managing your network. There are many off the shelf tools that can assist you with managing candidates or networking contacts, phone number etc. I have always called this my library. You might check out a
candidate for one position and leverage them to another later if not a current match. If you are not use to candidate identification, then utilize a name gen (research) company or subscribe to identification tools. Hiring managers normally don’t have a problem paying for competitive intelligence when it comes to filling their open position. They have great curiosity of knowing the names in the roles at the competition. You could also attend industry events and conferences relating to the business. Schmooze. Get industry publications and read the appropriate association newsletters. Follow the leaders in other organizations and start targeting them as potentials for the future. At least they will be great for referrals!
3. By keeping the job description and posting boring, you have sinned. We all hate “those” job descriptions due to the fact they really don’t tell you what you really will be doing each day. Plus they are too long to read. It never fails that the last person in the role had different skills than what you are hiring for today.
Tip: Highlight what skills or experiences are needed in the old molding job description. Highlight just the short phrases or key words. This helps you jump start the recruitment discussion with the hiring manger. Ask many questions. Why would someone want this job? What did the last employee bring to this role? What will make this person successful in this role? What will the new person actually do on a daily basis? What can we deliver to the new employee that would make them feel like they are contributing? What is the career path? What skills will help you, the hiring manager, be successful. You get the idea. Now you are ready to post. Be creative. If you want to avoid this posting activity, there are companies out there that will post for you. And if you want to learn about branding (posting) these jobs, most of the big Internet boards will train you.
4. You have sinned if you only use job boards. It has been proven by many sources there is a big disconnect between where we post and how candidates find positions. Using job boards alone creates a huge influx of resumes that drives up the time to fill, as well as burn many a recruiter out. This doesn’t mean to ignore job boards.
Tip: Investigate the job board prior to posting. Has it generated a ROI in the past? Has the board proven to you that you have received quality resumes? Be selective with the strategy that you use for job postings. Focus only on those that gave you the quality candidate. Use other sources to find the candidates. Leverage your networks and information gathered from publications. Don’t forget about employee referrals as well.
Sourcing sometimes requires some experimentation.
5. By keeping the candidate waiting, you have sinned. After it’s all said and done, many are not respecting the candidate’s time. By not following up and not managing the interview day (manager’s cancellations or rearranging the recruitment process) sends the wrong message to your candidates.
Tip: Explain to the candidate the time schedule of the search. If it’s going to take you three weeks to get back to the candidate for disposition, so be it. Just let them know your process. If the interview schedule changes, let the candidates know it.
Did you ask prior to the interviews who might be able to be a substitute interviewer if someone bails out? Can this substitute make a hiring decision along with the others?
If no one is available, do you have a room set up for the candidate to make phone calls to their office or hook up to do emails? Do you have a key contact for sheparding the candidate throughout the interview day? It’s great to have substitutes and a place where everyone knows where to find the candidate. Make the candidate feel important. Respect their time. Provide the candidate with realistic timeline for continued follow-up. Determine who is responsible for the post-interview follow-up along with the offer process.
6. By not keeping the candidates warm and engaged through the entire recruitment process, you have sinned. To keep the candidates engaged, all parties involved with the recruitment process should be marketing and selling not only the job opportunity, challenge, impact to the organization, but also the company in general.
Tip: Recognize that there is a difference between representing the organization positively and selling. Coach the hiring manager on screening as well as selling during the interview process. Make sure those that are interviewing should listen for objections and other factors that could cause a concern by the candidate. Proactively answer these concerns and if you don’t have the answer, indicate that you will get it for them. And get it! Some companies have the screening done by two to four company representatives and one of those individuals is responsible for selling. Ask yourself if you are portraying the position accurately and will the candidate understand the value proposition. Don’t bend the truth. The entire search process should be conducted with enthusiasm! I actually had one candidate call me back and say that the company really didn’t need her. She described her interview as pleasant but didn’t understand why there was an opening or the forthcoming challenges. Actually, at the end of the day, she didn’t understand why we were recruiting for the position. Make sure someone is selling the opportunity effectively.
7. If you don’t include the hiring manager with the onboarding activities, you have sinned. The hiring manager must understand the onboarding process starts at the beginning of candidate identification. A friend of mine explained that it should be at the front end of the search process. She is right!
Tip: Ask about onboarding with the hiring manager when you are starting the search. In your very first conversation, ask about how he/she would be assimilated to the department. What performance goals will be expected during the first 6 months for the new employee? What tools need to be aligned for appropriate assimilation? Will there be a mentor assigned or a “buddy?” It should be understood that even after a candidate has accepted a position, keep communicating with them. The hiring manager must be involved with ensuring the job offer is reinforced and that all are excited about them joining the new department team.
In summary, if you can eliminate some sins in the recruitment process, you will have a better outcome. I am not saying there won’t be some stinker searches or hiring managers that “just don’t get it.” If you can work with the tips above, it might make your life easier. Continue improving your approach, your search process, the candidate relationships, and your partnership with the hiring manager. In the end, you are still only as good as your last search.
Good recruiters are constantly trying to meet hiring manager’s goals of speed, cost and quality. It’s a tough business and recruiters want to please. With that said, we have all led an awful search. It could be not meeting the time frame; not receiving return calls from candidates; the hiring manager just didn’t have the time to interview for a month and it dragged out. Or the hiring manager just wants to see 10 more candidates and we permitted it. We have all committed some sin along the way. Here are some tips to manage the Staffing process and create a better relationship between you and the hiring manager.
1. If you don’t get the right information upfront prior to recruiting, you have sinned.
OK that might sound basic but most hiring managers have a preconceived notion of what recruiting activities take place and also assume the job can be filled in two weeks. I have experienced many a hiring manager who had one or two openings a year and could care less about the interview process. They just don’t hire that frequently!
Tip: You have to set the stage. Get a meeting or a phone call with the hiring manager that focuses on your approach for recruiting the highest quality of candidate. Explaining can be painful, but you must. Finding the most qualified candidate would take more than two weeks. (Unless you have candidates waiting in the wings.) Are they more interested in filling the “seat” or finding the most ideal candidate? Also clarify the “must have” skills: what is essential. Most hiring managers have a “big want” but in the end will flex on the “must have’s”. Most of the time, get market data to ensure the hiring manager is aware of what is happening in the marketplace relating to that particular job. I have not met a manager who didn’t want to know what was going on in the marketplace. I also haven’t met a Manager that wants a “B” player. They all want “A” players and need to know what that actually entails. I always assume I have to educate the hiring manager. Educate, educate and educate some more. You are the recruiting teacher to many. Gather as much information about the position, the department nuances, and timing. You can’t communicate enough with the hiring manager.
2. If you don’t have passive candidates in the pipeline, you have sinned. Recruiters must have their own library of potential candidates for their hiring manager. Recruiters must be able to identify individuals and develop candidate relationships.
Tip: Set up your own personal way of managing your network. There are many off the shelf tools that can assist you with managing candidates or networking contacts, phone number etc. I have always called this my library. You might check out a
candidate for one position and leverage them to another later if not a current match. If you are not use to candidate identification, then utilize a name gen (research) company or subscribe to identification tools. Hiring managers normally don’t have a problem paying for competitive intelligence when it comes to filling their open position. They have great curiosity of knowing the names in the roles at the competition. You could also attend industry events and conferences relating to the business. Schmooze. Get industry publications and read the appropriate association newsletters. Follow the leaders in other organizations and start targeting them as potentials for the future. At least they will be great for referrals!
3. By keeping the job description and posting boring, you have sinned. We all hate “those” job descriptions due to the fact they really don’t tell you what you really will be doing each day. Plus they are too long to read. It never fails that the last person in the role had different skills than what you are hiring for today.
Tip: Highlight what skills or experiences are needed in the old molding job description. Highlight just the short phrases or key words. This helps you jump start the recruitment discussion with the hiring manger. Ask many questions. Why would someone want this job? What did the last employee bring to this role? What will make this person successful in this role? What will the new person actually do on a daily basis? What can we deliver to the new employee that would make them feel like they are contributing? What is the career path? What skills will help you, the hiring manager, be successful. You get the idea. Now you are ready to post. Be creative. If you want to avoid this posting activity, there are companies out there that will post for you. And if you want to learn about branding (posting) these jobs, most of the big Internet boards will train you.
4. You have sinned if you only use job boards. It has been proven by many sources there is a big disconnect between where we post and how candidates find positions. Using job boards alone creates a huge influx of resumes that drives up the time to fill, as well as burn many a recruiter out. This doesn’t mean to ignore job boards.
Tip: Investigate the job board prior to posting. Has it generated a ROI in the past? Has the board proven to you that you have received quality resumes? Be selective with the strategy that you use for job postings. Focus only on those that gave you the quality candidate. Use other sources to find the candidates. Leverage your networks and information gathered from publications. Don’t forget about employee referrals as well.
Sourcing sometimes requires some experimentation.
5. By keeping the candidate waiting, you have sinned. After it’s all said and done, many are not respecting the candidate’s time. By not following up and not managing the interview day (manager’s cancellations or rearranging the recruitment process) sends the wrong message to your candidates.
Tip: Explain to the candidate the time schedule of the search. If it’s going to take you three weeks to get back to the candidate for disposition, so be it. Just let them know your process. If the interview schedule changes, let the candidates know it.
Did you ask prior to the interviews who might be able to be a substitute interviewer if someone bails out? Can this substitute make a hiring decision along with the others?
If no one is available, do you have a room set up for the candidate to make phone calls to their office or hook up to do emails? Do you have a key contact for sheparding the candidate throughout the interview day? It’s great to have substitutes and a place where everyone knows where to find the candidate. Make the candidate feel important. Respect their time. Provide the candidate with realistic timeline for continued follow-up. Determine who is responsible for the post-interview follow-up along with the offer process.
6. By not keeping the candidates warm and engaged through the entire recruitment process, you have sinned. To keep the candidates engaged, all parties involved with the recruitment process should be marketing and selling not only the job opportunity, challenge, impact to the organization, but also the company in general.
Tip: Recognize that there is a difference between representing the organization positively and selling. Coach the hiring manager on screening as well as selling during the interview process. Make sure those that are interviewing should listen for objections and other factors that could cause a concern by the candidate. Proactively answer these concerns and if you don’t have the answer, indicate that you will get it for them. And get it! Some companies have the screening done by two to four company representatives and one of those individuals is responsible for selling. Ask yourself if you are portraying the position accurately and will the candidate understand the value proposition. Don’t bend the truth. The entire search process should be conducted with enthusiasm! I actually had one candidate call me back and say that the company really didn’t need her. She described her interview as pleasant but didn’t understand why there was an opening or the forthcoming challenges. Actually, at the end of the day, she didn’t understand why we were recruiting for the position. Make sure someone is selling the opportunity effectively.
7. If you don’t include the hiring manager with the onboarding activities, you have sinned. The hiring manager must understand the onboarding process starts at the beginning of candidate identification. A friend of mine explained that it should be at the front end of the search process. She is right!
Tip: Ask about onboarding with the hiring manager when you are starting the search. In your very first conversation, ask about how he/she would be assimilated to the department. What performance goals will be expected during the first 6 months for the new employee? What tools need to be aligned for appropriate assimilation? Will there be a mentor assigned or a “buddy?” It should be understood that even after a candidate has accepted a position, keep communicating with them. The hiring manager must be involved with ensuring the job offer is reinforced and that all are excited about them joining the new department team.
In summary, if you can eliminate some sins in the recruitment process, you will have a better outcome. I am not saying there won’t be some stinker searches or hiring managers that “just don’t get it.” If you can work with the tips above, it might make your life easier. Continue improving your approach, your search process, the candidate relationships, and your partnership with the hiring manager. In the end, you are still only as good as your last search.
Tuesday, February 24, 2009
Headhunting for passive job seekers
Passive job seekers constitute a large percentage of the best talent in the industry. Sudipta Dev highlights what it takes to lure them to change their jobs
It is generally believed that the best candidates are those who are not actively searching for a job. They are happy in their present position and organisation, and are not looking out for a change anytime soon. However, they are proactively thinking about their career and are not averse to a change if opportunities do arise. In the IT industry with its high employee turnover (25-30 percent), where long-term loyalty is almost unheard of, what actually comprises this workforce? Experts believe that almost 40-45 percent of the workforce in the industry comprises passive job seekers. These are people between mid to senior levels, many with a high level of expertise in their field. The brand value of the company, a challenging job role, better perks and positions, might be suitable attractions to make them change their jobs, but there is a category that is the toughest to lure—those with good boss.
The general belief is that it is the passive job seekers who constitute the cream in the industry—the alumni of IITs and IIMs, possessing coveted branded education as well as a high level of expertise. Gautam Sinha, CEO of TVA Infotech, however disagrees, “It is not true that they are the best talent, it just happens that either they have a good boss or the company that they work in is growing fast at that point in time. Long-term loyalty in the IT business is difficult to build and can only be created if the company is willing to share its wealth creation.”
Why does somebody opt for a job change, particularly at the mid-management level? The “boss problem” factor is one of the essential reasons why people are unhappy in their organisation. There are many other trigger factors. Sunil Gandhi, Centre Head (Mumbai) Mafoi Management Consultants, lists them:
If an IT professional is not able to upgrade his skills on the technology which is fast changing, and is keen to work in a company which offers an opportunity to work on the latest technology.
The opportunities and growth in terms of kind of projects, role in the project and monetary aspects.
Who are they?
In most IT organisations, job-hopping starts reducing with seniority and age. In fact, it is not uncommon to find about 25 percent attrition rate in some companies for those with 3-4 years of experience, and less than 1 percent attrition for project managers and above. S C Bhatia, Chief Executive, Datamatics Staffing Services, points out that while passive job seekers are spread across all levels, the majority are in the age group of 30-40 years. It is also true that with age and experience, people are less averse to risk-taking and change jobs less often. However, is this related to skill sets or domain knowledge? “Yes, to a large extent it is applicable to IT people with contemporary skills or domain knowledge where there is a big demand-supply gap. For example,
candidates working on ERP modules, embedded systems, open source technologies and product companies. They also get good opportunities outside India,” answers Bhatia.
The best strategy for a headhunter
Reaching out to passive job seekers and convincing them to take up a job is not an easy task. Most headhunters consider proactive networking as the best strategy. Bhatia informs that approaching them through a reference or mutual contact generally results in a positive response. Gaining the confidence of passive job seekers is important. It is also imperative not to push them into taking up a job. Bhatia points out that one of the toughest problems faced by headhunters in this case is that most clients do not share comprehensive job descriptions which could pose a challenge, especially while speaking to passive job seekers.
The headhunter often has to play the role of a career guide or consultant to convince a passive job seeker. Gandhi agrees that the consultative approach works the best. “Find out what the candidate is doing and what are the job satisfaction levels. If the option available offers all this plus more then put that perspective across. I think the role of a headhunter is to understand the career plan and help the candidate achieve that.”
Sinha acknowledges that selling is tough and one needs to have all the information before calling. The best option, according to him, is soft selling with benefits clearly spelt out. The benefits have to be a combination of the short term (next 3 months) and the long term (next 18 months).
The success rate
The strike rate greatly varies according to the deadlines present before the headhunter. If given more lead-time (which is difficult in keeping with the just-in-time manpower requirements), the success rate naturally goes up. Bhatia agrees that the hit rate is sometimes as low as 25 to 30 percent. Cultivating candidates over time guarantees success.
The company where you are placing the candidate and its perceived “employment value” in the market is the most important factor. If the company is unknown, then the salary and future growth are important, says Sinha. He adds that headhunting for a CEO is purely reference based, “Cold calling is a difficult proposition here. The brand of the recruiting company is a important factor here as potential CEOs will only talk to recruiters from companies that they have heard of.”
Bhatia lists the essentials of headhunting for a CEO:
Proactive networking with senior IT professionals in seminars and IT forums.
Seeking references of senior executives from other senior IT professionals.
Scanning periodicals, the Web, etc, to track the career progress of senior IT professionals.
Maturity in handling
relationships with senior candidates and gaining their trust. In the US, Eliyon Technologies has a tool that continually scans millions of corporate websites, press releases, electronic news services, and other online sources, for probable senior level hires. Biographical “profiles” are created from this information, which includes details of their experience, education, the organisations they have worked for, etc. Eliyon’s database contains information on millions of professionals, with new records added monthly. Till Indian companies have an access to such a gigantic database of top manpower resources in the country, a significant pool of passive candidates will remain untapped.
It pays to be a passive job seeker
It is wiser to be on the lookout for another job when the going is good, than wait for things to go wrong.
Passive job search makes you aware of your “market value” in the industry.
It develops a network of mentors and other people who can be useful in the future.
Makes you aware of the skills needed to enhance your potential in the job market.
Enables you to be available when the best opportunities show up.
Headhunting for freshers
PEOPLE - the most valuable resource in today's fast-paced corporate world. The present recruitment scenario is witness to the expertise of executive research firms, better known as headhunters. However even the top companies started off small and there's room for the lone entrepreneur too!
Headhunters have established themselves as a valuable link in the employment chain. Various companies and firms have chosen to enhance their human resource by using the expertise that headhunters bring to recruitment. The boom in the headhunting industry can be attributed to the headhunter's superior understanding of the industry and market norms, job profiles, people skills etc. By virtue of their aggressive networking and people skills, headhunters today have created a niche for themselves. Increasing staff turnover rates have served to propel the headhunting industry to a high demand, high delivery industry. So to join or start a much-needed service like this what does one need to be successful? The pointers below will help in better understanding of the do's and don'ts of the business.
It is imperative to have an in-depth specialised knowledge of the industry, the job requirements, work culture, HR policies etc. This is the reason most headhunters work within well-defined niches and offer their services in specialised industries. A good grasp of the various problems and issues that plague the market, is essential
Every new search assignment that a headhunter takes up involves sifting the grain from the chaff. In other words, it calls for pre-screening numerous candidates for a job. This is where the headhunter's ability to probe beyond the superficial, comes to the fore. Piloting the right person to the right job calls for a specialised screening of the aptitude and skills of the candidates to ensure the selection of high-value performers.
Several factors need to be considered. The headhunter takes into consideration the candidate's values, job preferences, skills, background, family commitments etc. These are the guiding parameters by which the headhunter analyses the candidate's suitability to the requirements of the recruiter. The main objective should not be to generate short-term employment but to bridge the demand-supply gap. Ethical headhunting calls for a sense of integrity.
The headhunter should guide the candidates in interview handling skills.
The headhunter plays an important role in negotiations regarding salary and other benefits.
A headhunter stakes his reputation on the competencies of his candidate. A headhunter's responsibility does not merely end once the candidate is hired. Good follow up with the company is a value-added service that can give a headhunter an edge and help in striking a long-term relationship with the company.
With a clear understanding of the above, a headhunter can be tuned to success in the corporate scenario. The headhunter charges a commission from the company per hire but also owes loyalty to the candidate. Hence, it is vital for him to help the candidate find a fulfilling and rewarding job.
The intense competition in the recruitment procedures has led to several headhunters working round the clock. To sum up, it is not only about skills, but also about being in the right place at the right time. In other words, a true headhunter is one who finds the right peg for the right hole.
Headhunting-what’s it all about?
Just what is the point of headhunters? Are they the human equivalent of the childproof medicine bottle, an over elaborate gadget to prevent one getting at what one needs or are they more comparable to the practical weekly pill dispenser? Well, speaking as a headhunter, I prefer to think the latter-the human form of a useful device that sorts out your medication, allowing you to take the pill you need when you need it. Why? Let me explain.
Medication comes in all shapes, colours, form and size. It needs to be taken in various ways, at different times. Some drugs have side effects. Some are lethal if given to the wrong person. The same situation applies to people. The variety is likewise infinite. The wrong person in the wrong organization can be equally damaging. Headhunters are your HR physicians-your personnel dispenser. We minister to the body corporate.
To return to the less fanciful, executive search recruitment or, as it is more commonly known, headhunting, has long been recognised as an effective way of introducing those with skills to those needing those skills. Headhunting is a direct conduit between the two. It facilitates the movement of talent to where that talent, and those touched by that talent, can flourish. Yet its purpose is often misunderstood, its true worth unrecognised. In many ways it operates much as any other specialist service provider as an adjunct to its clients needs, a resource on which a client can draw as and when required. Thus, drawing parallels with other service providers, headhunting can:
Provide a skill or knowledge not present in your organization eg as with the use of a patents attorney
Provide a function not present in your organization eg akin to contract manufacturing,
Relieve your staff to perform functions for which they are better-suited eg similar to the use of an external trainer
Provide short-term project related solutions eg as per contract data management
Provide a scapegoat when things go wrong, like all financial advisors and business consultants!
In doing so, headhunting can mimic all the above scenarios in assisting your company or HR department achieve value added personnel solutions. In addition it can also provide some rather unexpected benefits such as being a window on the outside world, illuminating your company culture with shafts of market intelligence, employment law, sector sensitive remuneration details etc.
But am I presenting a cosy insider’s view of something that could be equally well achieved through placing an advert in the BMJ? To answer that I need to take you step by step through the process and art of headhunting illustrating along the way where we truly add value to the recruitment of key personnel.
The Process
The Client Briefing
The first meeting with the client is mainly devoted to listening and information gathering. We need to know everything we can about the company, department, functions of the role and proposed profile of the candidate. We need to feel a part of the company. The more we know, the better we can represent your case to the market. Headhunters listen-but they do so actively.
The Search
Headhunters actively look for people rather than passively wait for people to come to them, as occurs in advertising. Not only is executive search researcher intensive but its consultants, through years in the industry, have their own extensive network of contacts on which they can draw. Some assignments involve hundreds of contacts, some barely a handful. Certainly by the end of any assignment, the process should have trawled through all the areas where that specialist skill mix might be found. Headhunters are pro-active and tenacious.
The Candidate Interview
Having gleaned your requirements the headhunter sets out to identify, interest, engage and bring to you individuals whose talents match those qualities you are seeking. Moreover, using his/her experience, the headhunter will be looking beyond that role for individuals who can bring that little extra to the table. Will this candidate progress in your company? Can he/she bring an added dimension to the role?
Headhunters are focused-but imaginative.
Interviews are lengthy and exhaustive but, as many candidates will testify, highly enjoyable. For a brief moment in your life you have a captive audience that avidly encourages you to talk about yourself. It can be a truly cathartic experience. However the consultant is not totally passive. These conversations can have far reaching consequences for career and life and it is vital that the candidate is guided into seeing what is right for him/her rather than be flattered by being considered for a golden opportunity. Headhunters are not, despite common belief, trying to shoehorn any person into any job at any price. To complete the jigsaw all the pieces; character, skills, experience and aspiration, have to fit.
Headhunters have insight and understand people.
The Negotiations
All contact between client and candidate can be seamlessly managed to avoid pitfalls and address contentious issues in a productive manner. Once company interviews are underway the headhunter remains available to assist both parties in any way. A third party, independent opinion can be invaluable in providing an outside perspective and arbitrating on matters that hinder progress.
Headhunters facilitate and mentor.
Thus one can see that the headhunter’s role is intense and diverse. Above all it requires a close understanding and trust with all the other parties involved. Headhunters are professionals, there to assist you and work with you in achieving your goal. They should be treated as a valued resource.
So when should you use a headhunter? All the time! Oh I wish. Traditionally headhunting has been used to recruit senior management or board level positions. High profile, talented people are rare. They have to be approached discretely and sensitively. However these criteria increasingly apply to other areas where the talent pool is limited. Special skills need to be brought in through special means.
So how does all this affect you, the physician, working in the healthcare industry?
Primarily through the following:
As a client
You may be the line manager initiating a recruitment assignment. Work with your headhunter as a colleague collaborating in a common task to achieve the optimum result. Utilise him/her as an extra resource to provide impartial advice.
As a source
Most of you will have been phoned or emailed at some time requesting your assistance in identifying a suitable individual for a particular role. Do not be irritated by this. No one expects you to give away the family jewels. However if you do know a colleague who would definitely benefit from such a move-tell him/her. Let them decide for themselves.
As a candidate
Never be complacent. There is no harm in seeing what is out there. Have a look at the assignment brief. Not for you? Say no. We are not talking double-glazing sales techniques here. Say no and no one will bother you further. Say yes and we will endeavour to represent your interests as assiduously as we represent our client’s.
As a headhunter
Why not? Headhunting requires a broad and sound knowledge of the industry, an inquisitive mind and a desire to help one’s fellow man. All these qualities are abundant in physicians, even those working in the industry! Feeling jaded? Looking for a change in career? Headhunting may well be the viable alternative you seek.
In summary, headhunters are experts in managing the healthcare industry’s most valuable asset- its people. Our role is to facilitate the movement of that asset. Our joy like all other professional is in doing the job well and getting it right. Thankfully we usually do.
It is generally believed that the best candidates are those who are not actively searching for a job. They are happy in their present position and organisation, and are not looking out for a change anytime soon. However, they are proactively thinking about their career and are not averse to a change if opportunities do arise. In the IT industry with its high employee turnover (25-30 percent), where long-term loyalty is almost unheard of, what actually comprises this workforce? Experts believe that almost 40-45 percent of the workforce in the industry comprises passive job seekers. These are people between mid to senior levels, many with a high level of expertise in their field. The brand value of the company, a challenging job role, better perks and positions, might be suitable attractions to make them change their jobs, but there is a category that is the toughest to lure—those with good boss.
The general belief is that it is the passive job seekers who constitute the cream in the industry—the alumni of IITs and IIMs, possessing coveted branded education as well as a high level of expertise. Gautam Sinha, CEO of TVA Infotech, however disagrees, “It is not true that they are the best talent, it just happens that either they have a good boss or the company that they work in is growing fast at that point in time. Long-term loyalty in the IT business is difficult to build and can only be created if the company is willing to share its wealth creation.”
Why does somebody opt for a job change, particularly at the mid-management level? The “boss problem” factor is one of the essential reasons why people are unhappy in their organisation. There are many other trigger factors. Sunil Gandhi, Centre Head (Mumbai) Mafoi Management Consultants, lists them:
If an IT professional is not able to upgrade his skills on the technology which is fast changing, and is keen to work in a company which offers an opportunity to work on the latest technology.
The opportunities and growth in terms of kind of projects, role in the project and monetary aspects.
Who are they?
In most IT organisations, job-hopping starts reducing with seniority and age. In fact, it is not uncommon to find about 25 percent attrition rate in some companies for those with 3-4 years of experience, and less than 1 percent attrition for project managers and above. S C Bhatia, Chief Executive, Datamatics Staffing Services, points out that while passive job seekers are spread across all levels, the majority are in the age group of 30-40 years. It is also true that with age and experience, people are less averse to risk-taking and change jobs less often. However, is this related to skill sets or domain knowledge? “Yes, to a large extent it is applicable to IT people with contemporary skills or domain knowledge where there is a big demand-supply gap. For example,
candidates working on ERP modules, embedded systems, open source technologies and product companies. They also get good opportunities outside India,” answers Bhatia.
The best strategy for a headhunter
Reaching out to passive job seekers and convincing them to take up a job is not an easy task. Most headhunters consider proactive networking as the best strategy. Bhatia informs that approaching them through a reference or mutual contact generally results in a positive response. Gaining the confidence of passive job seekers is important. It is also imperative not to push them into taking up a job. Bhatia points out that one of the toughest problems faced by headhunters in this case is that most clients do not share comprehensive job descriptions which could pose a challenge, especially while speaking to passive job seekers.
The headhunter often has to play the role of a career guide or consultant to convince a passive job seeker. Gandhi agrees that the consultative approach works the best. “Find out what the candidate is doing and what are the job satisfaction levels. If the option available offers all this plus more then put that perspective across. I think the role of a headhunter is to understand the career plan and help the candidate achieve that.”
Sinha acknowledges that selling is tough and one needs to have all the information before calling. The best option, according to him, is soft selling with benefits clearly spelt out. The benefits have to be a combination of the short term (next 3 months) and the long term (next 18 months).
The success rate
The strike rate greatly varies according to the deadlines present before the headhunter. If given more lead-time (which is difficult in keeping with the just-in-time manpower requirements), the success rate naturally goes up. Bhatia agrees that the hit rate is sometimes as low as 25 to 30 percent. Cultivating candidates over time guarantees success.
The company where you are placing the candidate and its perceived “employment value” in the market is the most important factor. If the company is unknown, then the salary and future growth are important, says Sinha. He adds that headhunting for a CEO is purely reference based, “Cold calling is a difficult proposition here. The brand of the recruiting company is a important factor here as potential CEOs will only talk to recruiters from companies that they have heard of.”
Bhatia lists the essentials of headhunting for a CEO:
Proactive networking with senior IT professionals in seminars and IT forums.
Seeking references of senior executives from other senior IT professionals.
Scanning periodicals, the Web, etc, to track the career progress of senior IT professionals.
Maturity in handling
relationships with senior candidates and gaining their trust. In the US, Eliyon Technologies has a tool that continually scans millions of corporate websites, press releases, electronic news services, and other online sources, for probable senior level hires. Biographical “profiles” are created from this information, which includes details of their experience, education, the organisations they have worked for, etc. Eliyon’s database contains information on millions of professionals, with new records added monthly. Till Indian companies have an access to such a gigantic database of top manpower resources in the country, a significant pool of passive candidates will remain untapped.
It pays to be a passive job seeker
It is wiser to be on the lookout for another job when the going is good, than wait for things to go wrong.
Passive job search makes you aware of your “market value” in the industry.
It develops a network of mentors and other people who can be useful in the future.
Makes you aware of the skills needed to enhance your potential in the job market.
Enables you to be available when the best opportunities show up.
Headhunting for freshers
PEOPLE - the most valuable resource in today's fast-paced corporate world. The present recruitment scenario is witness to the expertise of executive research firms, better known as headhunters. However even the top companies started off small and there's room for the lone entrepreneur too!
Headhunters have established themselves as a valuable link in the employment chain. Various companies and firms have chosen to enhance their human resource by using the expertise that headhunters bring to recruitment. The boom in the headhunting industry can be attributed to the headhunter's superior understanding of the industry and market norms, job profiles, people skills etc. By virtue of their aggressive networking and people skills, headhunters today have created a niche for themselves. Increasing staff turnover rates have served to propel the headhunting industry to a high demand, high delivery industry. So to join or start a much-needed service like this what does one need to be successful? The pointers below will help in better understanding of the do's and don'ts of the business.
It is imperative to have an in-depth specialised knowledge of the industry, the job requirements, work culture, HR policies etc. This is the reason most headhunters work within well-defined niches and offer their services in specialised industries. A good grasp of the various problems and issues that plague the market, is essential
Every new search assignment that a headhunter takes up involves sifting the grain from the chaff. In other words, it calls for pre-screening numerous candidates for a job. This is where the headhunter's ability to probe beyond the superficial, comes to the fore. Piloting the right person to the right job calls for a specialised screening of the aptitude and skills of the candidates to ensure the selection of high-value performers.
Several factors need to be considered. The headhunter takes into consideration the candidate's values, job preferences, skills, background, family commitments etc. These are the guiding parameters by which the headhunter analyses the candidate's suitability to the requirements of the recruiter. The main objective should not be to generate short-term employment but to bridge the demand-supply gap. Ethical headhunting calls for a sense of integrity.
The headhunter should guide the candidates in interview handling skills.
The headhunter plays an important role in negotiations regarding salary and other benefits.
A headhunter stakes his reputation on the competencies of his candidate. A headhunter's responsibility does not merely end once the candidate is hired. Good follow up with the company is a value-added service that can give a headhunter an edge and help in striking a long-term relationship with the company.
With a clear understanding of the above, a headhunter can be tuned to success in the corporate scenario. The headhunter charges a commission from the company per hire but also owes loyalty to the candidate. Hence, it is vital for him to help the candidate find a fulfilling and rewarding job.
The intense competition in the recruitment procedures has led to several headhunters working round the clock. To sum up, it is not only about skills, but also about being in the right place at the right time. In other words, a true headhunter is one who finds the right peg for the right hole.
Headhunting-what’s it all about?
Just what is the point of headhunters? Are they the human equivalent of the childproof medicine bottle, an over elaborate gadget to prevent one getting at what one needs or are they more comparable to the practical weekly pill dispenser? Well, speaking as a headhunter, I prefer to think the latter-the human form of a useful device that sorts out your medication, allowing you to take the pill you need when you need it. Why? Let me explain.
Medication comes in all shapes, colours, form and size. It needs to be taken in various ways, at different times. Some drugs have side effects. Some are lethal if given to the wrong person. The same situation applies to people. The variety is likewise infinite. The wrong person in the wrong organization can be equally damaging. Headhunters are your HR physicians-your personnel dispenser. We minister to the body corporate.
To return to the less fanciful, executive search recruitment or, as it is more commonly known, headhunting, has long been recognised as an effective way of introducing those with skills to those needing those skills. Headhunting is a direct conduit between the two. It facilitates the movement of talent to where that talent, and those touched by that talent, can flourish. Yet its purpose is often misunderstood, its true worth unrecognised. In many ways it operates much as any other specialist service provider as an adjunct to its clients needs, a resource on which a client can draw as and when required. Thus, drawing parallels with other service providers, headhunting can:
Provide a skill or knowledge not present in your organization eg as with the use of a patents attorney
Provide a function not present in your organization eg akin to contract manufacturing,
Relieve your staff to perform functions for which they are better-suited eg similar to the use of an external trainer
Provide short-term project related solutions eg as per contract data management
Provide a scapegoat when things go wrong, like all financial advisors and business consultants!
In doing so, headhunting can mimic all the above scenarios in assisting your company or HR department achieve value added personnel solutions. In addition it can also provide some rather unexpected benefits such as being a window on the outside world, illuminating your company culture with shafts of market intelligence, employment law, sector sensitive remuneration details etc.
But am I presenting a cosy insider’s view of something that could be equally well achieved through placing an advert in the BMJ? To answer that I need to take you step by step through the process and art of headhunting illustrating along the way where we truly add value to the recruitment of key personnel.
The Process
The Client Briefing
The first meeting with the client is mainly devoted to listening and information gathering. We need to know everything we can about the company, department, functions of the role and proposed profile of the candidate. We need to feel a part of the company. The more we know, the better we can represent your case to the market. Headhunters listen-but they do so actively.
The Search
Headhunters actively look for people rather than passively wait for people to come to them, as occurs in advertising. Not only is executive search researcher intensive but its consultants, through years in the industry, have their own extensive network of contacts on which they can draw. Some assignments involve hundreds of contacts, some barely a handful. Certainly by the end of any assignment, the process should have trawled through all the areas where that specialist skill mix might be found. Headhunters are pro-active and tenacious.
The Candidate Interview
Having gleaned your requirements the headhunter sets out to identify, interest, engage and bring to you individuals whose talents match those qualities you are seeking. Moreover, using his/her experience, the headhunter will be looking beyond that role for individuals who can bring that little extra to the table. Will this candidate progress in your company? Can he/she bring an added dimension to the role?
Headhunters are focused-but imaginative.
Interviews are lengthy and exhaustive but, as many candidates will testify, highly enjoyable. For a brief moment in your life you have a captive audience that avidly encourages you to talk about yourself. It can be a truly cathartic experience. However the consultant is not totally passive. These conversations can have far reaching consequences for career and life and it is vital that the candidate is guided into seeing what is right for him/her rather than be flattered by being considered for a golden opportunity. Headhunters are not, despite common belief, trying to shoehorn any person into any job at any price. To complete the jigsaw all the pieces; character, skills, experience and aspiration, have to fit.
Headhunters have insight and understand people.
The Negotiations
All contact between client and candidate can be seamlessly managed to avoid pitfalls and address contentious issues in a productive manner. Once company interviews are underway the headhunter remains available to assist both parties in any way. A third party, independent opinion can be invaluable in providing an outside perspective and arbitrating on matters that hinder progress.
Headhunters facilitate and mentor.
Thus one can see that the headhunter’s role is intense and diverse. Above all it requires a close understanding and trust with all the other parties involved. Headhunters are professionals, there to assist you and work with you in achieving your goal. They should be treated as a valued resource.
So when should you use a headhunter? All the time! Oh I wish. Traditionally headhunting has been used to recruit senior management or board level positions. High profile, talented people are rare. They have to be approached discretely and sensitively. However these criteria increasingly apply to other areas where the talent pool is limited. Special skills need to be brought in through special means.
So how does all this affect you, the physician, working in the healthcare industry?
Primarily through the following:
As a client
You may be the line manager initiating a recruitment assignment. Work with your headhunter as a colleague collaborating in a common task to achieve the optimum result. Utilise him/her as an extra resource to provide impartial advice.
As a source
Most of you will have been phoned or emailed at some time requesting your assistance in identifying a suitable individual for a particular role. Do not be irritated by this. No one expects you to give away the family jewels. However if you do know a colleague who would definitely benefit from such a move-tell him/her. Let them decide for themselves.
As a candidate
Never be complacent. There is no harm in seeing what is out there. Have a look at the assignment brief. Not for you? Say no. We are not talking double-glazing sales techniques here. Say no and no one will bother you further. Say yes and we will endeavour to represent your interests as assiduously as we represent our client’s.
As a headhunter
Why not? Headhunting requires a broad and sound knowledge of the industry, an inquisitive mind and a desire to help one’s fellow man. All these qualities are abundant in physicians, even those working in the industry! Feeling jaded? Looking for a change in career? Headhunting may well be the viable alternative you seek.
In summary, headhunters are experts in managing the healthcare industry’s most valuable asset- its people. Our role is to facilitate the movement of that asset. Our joy like all other professional is in doing the job well and getting it right. Thankfully we usually do.
Monday, February 23, 2009
10 Recruiting Initiatives
The following ten initiatives will help solve the
Problem. They're not new. You probably know them already.
Implementing them, though, is the hard part. So rank yourself on a scale of 0-10 on each of these ten programs. In this case, a 10 means you're doing it and it works flawlessly; a 5 means you've started; and give yourself a zero if you make some excuse as to why you don't need to do it or you don't know what it means.
If you don't score at least 50 points, get to work. Stop looking for the silver bullet. Combine three traits — hard work, great management, and thorough execution — with the following ten programs and your hiring problems will be solved by this time next year. (Hint: Start looking for these same three traits in all of the new people you hire, too.)
The Ten Most Important Recruiting Initiatives
Make your hiring processes potential employee friendly. If you make it too difficult for good people to find and apply for your jobs, they won't. So if candidate supply is less than demand or you're not an employer of choice, make sure your "find and apply" process is designed with a top person who might be looking in mind. Start Googling or HotJobing with keywords, job titles, and locations. Be generic with your keywords. If your position doesn't show up in the first dozen, copy the same techniques of those that do show up. Then evaluate your ad titles and job descriptions. If they're not enticing and compelling, few candidates will consider them. Describe opportunities; don't list requirements. Then make sure potential candidates do not have to complete an application.
Break the wall between recruiters and hiring managers. Start by getting recruiters, hiring managers, and other interviewers to clarify job expectations before you begin looking for candidates. These are the four or five critical performance objectives a top person in the job would need to accomplish to be considered a top person. Now make these projects and tasks so compelling that a top person would be excited to evaluate your opportunity. If your online job descriptions are not compelling, rewrite them. If you're sending in too many candidates or suffer from "moving job spec" syndrome, the likely cause is generic job descriptions that lack excitement.
Use technology to increase recruiter productivity. Has your investment in technology either improved the quality of candidates hired or enabled your recruiters to handle more assignments? Most companies are questioning the ROI of their technology efforts on these two measures. Where do you stand now compared to five years ago? Start by making sure your search engine can separate the best candidates from the worst. Then make sure every single recruiter knows how to do this. This change alone will increase team productivity 20-30%. You'll probably find some great candidates, too.
Implement workforce planning. If you're not now starting to look for candidates for Q1 2006, you're already behind. If you're not now aggressively looking for candidates for Q4 2005 you'll never make it with your existing team and budget. If you're now looking for candidates for Q3 2005 or are still looking for candidates for requisitions opened in Q2 2005, you're in deep trouble. A rolling workforce plan is the primary tool that all recruiting departments need to have. It's equivalent to the production plan, the sales forecast, and the budget all rolled into one. It needs to be updated every quarter to give you a rolling estimate of your company's hiring needs over the next 12 months. Unless your hiring needs never change, you can't plan ahead effectively without one.
Get more recruiters. Every company wants to convert its corporate recruiting department into the equivalent of a hot outside search firm. They believe this will allow them to hire those elusive passive candidates. But outside recruiters don't handle nearly as many reqs as corporate recruiters, so unless you alleviate this problem you'll never get there. On the other hand, I wouldn't add recruiters until you've implemented initiatives #1-4 above.
Get your recruiters off the PC and onto the phone. If candidate supply is less than demand and you're not an employer of choice, do not hire another recruiter who isn't comfortable calling strangers on the phone. The best people need to be called and convinced. So if you or your recruiting team think they can find enough good people using technology (job boards, tracking systems, Internet tools), you're pushing on a rope. If you're now making excuses, read #5 again, and then implement #1-4.
Focus on referrals, referrals, and more referrals. Your current employees know all the great people you'll ever need to hire; the problem is they won't give you their names without a fight. You need to personally ask them (take a fellow employee to lunch every day) to tell you the names of every great person they've ever worked with or heard of at their prior company. Then recruiters need to cold call these great people and recruit them — and get at least three more names of other great people. With this type of self-generating, proactive employee referral program, you'll have more than enough candidates in a few days for any assignment. With a workforce plan in place, you'll know where to target your recruiting team's efforts so you don't have to do this all at once.
Focus your technology efforts to build and nurture your pipelines. You're going to get lots of great leads from the proactive referral program suggested above. Nurture this asset. In marketing parlance, it's called "drip marketing." Send out regular emails, invite members of your talent pool to private webinars, and provide them with their own private website. Think of ten other ideas and implement five of them. Design your technology to do the heavy lifting, automating all of these activities. Then, two to three months before you need some candidates identified in your workforce plan, turn on the heat. Start calling, create a buzz, make the jobs compelling, and then get more referrals. Before you know it, hiring top talent will be a systematic business process.
Train your hiring managers to be better interviewers. Most managers are really pretty bad at this, so what's the point of improving your recruiting processes if you're hiring team isn't going to notice? To eliminate this problem, have each one read my one-question interview article in combination with the performance profile created in #2 above, and before you know it you won't be losing good candidates due to bad interviewing. (Why don't you try it before making excuses about why it won't work?)
Don't take no for answer. This is probably not an initiative, but it is a fundamental principle you and your recruiting team need to adopt. Very few great candidates sail through the hiring process without some type of direct recruiter involvement. Overcoming concerns, handling negotiations, and explaining the job and growth opportunities are all part the process of recruiting top talent. Great candidates and hiring managers alike often say "no" somewhere along the way. Great recruiters recognize this as a request for more information, especially when the person doesn't have enough information to make a valid decision or has the wrong information. Not taking no for an answer is the first step recruiters need to learn to get to yes.
Problem. They're not new. You probably know them already.
Implementing them, though, is the hard part. So rank yourself on a scale of 0-10 on each of these ten programs. In this case, a 10 means you're doing it and it works flawlessly; a 5 means you've started; and give yourself a zero if you make some excuse as to why you don't need to do it or you don't know what it means.
If you don't score at least 50 points, get to work. Stop looking for the silver bullet. Combine three traits — hard work, great management, and thorough execution — with the following ten programs and your hiring problems will be solved by this time next year. (Hint: Start looking for these same three traits in all of the new people you hire, too.)
The Ten Most Important Recruiting Initiatives
Make your hiring processes potential employee friendly. If you make it too difficult for good people to find and apply for your jobs, they won't. So if candidate supply is less than demand or you're not an employer of choice, make sure your "find and apply" process is designed with a top person who might be looking in mind. Start Googling or HotJobing with keywords, job titles, and locations. Be generic with your keywords. If your position doesn't show up in the first dozen, copy the same techniques of those that do show up. Then evaluate your ad titles and job descriptions. If they're not enticing and compelling, few candidates will consider them. Describe opportunities; don't list requirements. Then make sure potential candidates do not have to complete an application.
Break the wall between recruiters and hiring managers. Start by getting recruiters, hiring managers, and other interviewers to clarify job expectations before you begin looking for candidates. These are the four or five critical performance objectives a top person in the job would need to accomplish to be considered a top person. Now make these projects and tasks so compelling that a top person would be excited to evaluate your opportunity. If your online job descriptions are not compelling, rewrite them. If you're sending in too many candidates or suffer from "moving job spec" syndrome, the likely cause is generic job descriptions that lack excitement.
Use technology to increase recruiter productivity. Has your investment in technology either improved the quality of candidates hired or enabled your recruiters to handle more assignments? Most companies are questioning the ROI of their technology efforts on these two measures. Where do you stand now compared to five years ago? Start by making sure your search engine can separate the best candidates from the worst. Then make sure every single recruiter knows how to do this. This change alone will increase team productivity 20-30%. You'll probably find some great candidates, too.
Implement workforce planning. If you're not now starting to look for candidates for Q1 2006, you're already behind. If you're not now aggressively looking for candidates for Q4 2005 you'll never make it with your existing team and budget. If you're now looking for candidates for Q3 2005 or are still looking for candidates for requisitions opened in Q2 2005, you're in deep trouble. A rolling workforce plan is the primary tool that all recruiting departments need to have. It's equivalent to the production plan, the sales forecast, and the budget all rolled into one. It needs to be updated every quarter to give you a rolling estimate of your company's hiring needs over the next 12 months. Unless your hiring needs never change, you can't plan ahead effectively without one.
Get more recruiters. Every company wants to convert its corporate recruiting department into the equivalent of a hot outside search firm. They believe this will allow them to hire those elusive passive candidates. But outside recruiters don't handle nearly as many reqs as corporate recruiters, so unless you alleviate this problem you'll never get there. On the other hand, I wouldn't add recruiters until you've implemented initiatives #1-4 above.
Get your recruiters off the PC and onto the phone. If candidate supply is less than demand and you're not an employer of choice, do not hire another recruiter who isn't comfortable calling strangers on the phone. The best people need to be called and convinced. So if you or your recruiting team think they can find enough good people using technology (job boards, tracking systems, Internet tools), you're pushing on a rope. If you're now making excuses, read #5 again, and then implement #1-4.
Focus on referrals, referrals, and more referrals. Your current employees know all the great people you'll ever need to hire; the problem is they won't give you their names without a fight. You need to personally ask them (take a fellow employee to lunch every day) to tell you the names of every great person they've ever worked with or heard of at their prior company. Then recruiters need to cold call these great people and recruit them — and get at least three more names of other great people. With this type of self-generating, proactive employee referral program, you'll have more than enough candidates in a few days for any assignment. With a workforce plan in place, you'll know where to target your recruiting team's efforts so you don't have to do this all at once.
Focus your technology efforts to build and nurture your pipelines. You're going to get lots of great leads from the proactive referral program suggested above. Nurture this asset. In marketing parlance, it's called "drip marketing." Send out regular emails, invite members of your talent pool to private webinars, and provide them with their own private website. Think of ten other ideas and implement five of them. Design your technology to do the heavy lifting, automating all of these activities. Then, two to three months before you need some candidates identified in your workforce plan, turn on the heat. Start calling, create a buzz, make the jobs compelling, and then get more referrals. Before you know it, hiring top talent will be a systematic business process.
Train your hiring managers to be better interviewers. Most managers are really pretty bad at this, so what's the point of improving your recruiting processes if you're hiring team isn't going to notice? To eliminate this problem, have each one read my one-question interview article in combination with the performance profile created in #2 above, and before you know it you won't be losing good candidates due to bad interviewing. (Why don't you try it before making excuses about why it won't work?)
Don't take no for answer. This is probably not an initiative, but it is a fundamental principle you and your recruiting team need to adopt. Very few great candidates sail through the hiring process without some type of direct recruiter involvement. Overcoming concerns, handling negotiations, and explaining the job and growth opportunities are all part the process of recruiting top talent. Great candidates and hiring managers alike often say "no" somewhere along the way. Great recruiters recognize this as a request for more information, especially when the person doesn't have enough information to make a valid decision or has the wrong information. Not taking no for an answer is the first step recruiters need to learn to get to yes.
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