5 Ways to Make Your Recruiter’s Job Easier

Tactics job seekers can use to work more effectively with recruiters.

By Elizabeth Bennett

Here’s a short list of tactics to make the recruiter’s life easier — and increase your chances of landing that job.

1. Don't try to be a square peg in a round hole. If the hiring company is looking for a candidate with 10 years of experience in small companies, don’t act as if your 20 years at large companies isn’t right there on paper. “Candidates need to know that nothing would make us happier than saying, ‘Yes, this is a good fit,’ “said Marian Rich of Bonell Ryan. “But our clients pay us to bring candidates who most closely align with their ideal profile.”
2. Don’t be cagey about compensation. The first question that hiring managers tend to ask recruiters is how much the job seeker is earning, Rich said. So when candidates hesitate to disclose their compensation or instead inquire about what the prospective job would pay, Rich takes pause, wondering why the candidate is not forthcoming. “It is always better to give us the information that we need to represent anyone to our clients and to be as honest as possible around issues concerning compensation,” Rich explained.
3. Establish an understanding about phone calls and e-mails. If your every phone call is not promptly returned, it could be that the recruiter is extremely busy or that your background won’t help him fill an immediate position. While you may disagree, sending frequent or belligerent e-mails won’t change his mind and may make him not want to work with you on future positions. “Every now and then I get a nasty e-mail that will say, ‘This is the third time I’ve sent you my resume and you’re not even bothering to respond,’ ” said Frank Laux, president of Strategic Search Partners in Keller, Texas. “ But they didn’t understand that they weren’t qualified for anything I had.” 
4. After your interview with the hiring company, contact your recruiter right away. You may be busy or feel like the interview was lousy, but it’s still your responsibility to let the recruiter know how it went. It could be that the hiring company wants quickly to schedule another interview. “The lack of follow-up may show a level of disinterest, which isn’t always the case,” noted Harold Laslo of the Aldan Troy Group in New York.
5. Refer talented friends and colleagues to your recruiter. It could only work to your advantage to recommend talented people to your recruiter(s), even for a role that you wanted but weren’t qualified to perform. Your recruiter will appreciate the help and he may return the favor in the future.

4 Essential Job Interview Questions to Ask

By Jeff Haden

Most job candidates feel interview questions can be decoded and hacked, letting them respond to those questions with “perfect” answers.

Guess what:  They’re right, especially if you insist on asking terrible job interview questions. 

(Quick aside: Is there really a perfect answer to a silly question like, “What do you feel is your biggest weakness?”  I think there is:  “If that’s the kind of question you typically ask… I don’t want to work for you.”)

I’ve interviewed over a thousand people for positions ranging from part-time to skilled to executive.  While I’ve actively repressed a lot of my experiences, I have learned two things:

Candidates I think are the most likely to succeed almost always turn out to be the worst performers, and

Asking opinion-based questions is a complete waste of time. Every candidate comes prepared to answer general questions about teamwork, initiative, interpersonal skills, leadership, etc.

Interviewing is an imprecise process, but you can improve your ability to evaluate candidates by asking interview questions that elicit facts instead of opinions.

Why?  I can never rely on what you claim you will do, but I can learn a lot from what you have already done.  The past is a fairly reliable indication of the future where employee behavior and attitude is concerned.

How do you get to the facts?  You have to ask.  Ask an initial question, then put on your 60 Minutes investigative hat and follow up:  Fully understand the situation described, determine exactly what the candidate did (and did not do), and find out how things turned out.

Follow-up questions don’t need to be complicated:  “Really?”  “Wow - what did he do?”  “What did she say?”  “What happened next?”  “How did that go over?”  All you have to do is keep the conversation going.  Remember, an interview is really just a conversation.

With that in mind, here are four of my favorite behavioral interview questions:

1.  “Tell me about the last time a customer or coworker got mad at you.”

Intent: Evaluate the candidate’s interpersonal skills and ability to deal with conflict.

Remember, make sure you find out why the customer or coworker was mad, what the interviewee did in response, and how the situation turned out both in the short- and long-term.

Red flag: The interviewee pushes all the blame — and responsibility for rectifying the situation — on the other person.

Good: The interviewee focuses on how they addressed and fixed the problem, not on who was to blame.

Great: The interviewee admits they caused the other person to be upset, took responsibility, and worked to make a bad situation better.  That’s the trifecta of answers:  You are willing to admit when you are wrong, you take responsibility for fixing your mistakes, and you learn from experience.  (Remember, every mistake is just training in disguise as long as the same mistake isn’t repeated over and over again, of course.)

2.  “Tell me about the toughest decision you had to make in the last six months.”

Intent: Evaluate the candidate’s ability to reason, problem solving skills, judgment, and sometimes even willingness to take intelligent risks.

Red flag: No answer.  Everyone makes tough decisions regardless of their position.  My daughter works part-time as a server at a local restaurant and makes difficult decisions every night, like the best way to deal with a regular customer whose behavior constitutes borderline harassment.

Good: Made a difficult analytical or reasoning-based decision.  For example, wading through reams of data to determine the best solution to a problem.

Great: Made a difficult interpersonal decision, or better yet a difficult data-driven decision that included interpersonal considerations and ramifications.  Making decisions based on data is essential, but almost every decision has an impact on people as well. The best candidates naturally weigh all sides of an issue, not just the business or human side exclusively.

3.  “Tell me about a time you knew you were right… but you still had to follow directions or guidelines.”

Intent: Evaluate the candidate’s ability to follow… and possibly to lead.

Red flag: Found a way to circumvent guidelines “… because I know I was right,” or followed the rules but allowed their performance to suffer.  (Believe it or not, if you ask enough questions, some people will tell you they were angry or felt stifled and didn’t work hard as a result, especially when they think you empathize with their “plight.”)

Good: Did what needed to be done, especially in a time-critical situation, then found an appropriate time and place to raise issues and work to improve the status quo.

Great: Not only did what needed to be done, but stayed motivated and helped motivate others as well.  In a peer setting, an employee who is able to say, “Hey, I’m not sure this makes sense either, but for now let’s just do our best and get it done…” is priceless.  In a supervisory setting, good leaders are able to debate and argue behind closed doors and then fully support a decision in public even if they privately disagree with that decision.

4.  “Tell me about the last time your workday ended before you were able to get everything done.”

Intent: Evaluate commitment, ability to prioritize, ability to communicate effectively.

Red flag: “I just do what I can and get the heck out of there.  I keep telling my boss I can only do so much but he won’t listen…. “

Good: Stayed a few minutes late to finish a critical task, or prioritized before the end of the workday to ensure critical tasks were completed.  You shouldn’t expect heroic efforts every day, but some level of dedication is certainly nice.

Great: Stayed late and/or prioritized… but most importantly communicated early on that deadlines were in jeopardy.  Good employees take care of things; great employees take care of things and make sure others are aware of potential problems ahead of time just in case other proactive decisions make sense.

Note: Keep in mind there are a number of good and great answers to this question.  “I stayed until midnight to get it done” can sometimes be a great answer, but doing so night after night indicates there are other organizational or productivity issues the employee should raise.  (I may sometimes be glad you stayed late, but I will always be glad when help me spot chronic problems or bottlenecks.)  Evaluate a candidate’s answers to this question based on your company’s culture and organizational needs.

There are plenty of others questions you can use; these are just my favorites.

Stick to facts-based questions and you quickly get past a candidate’s “interview armor” since few candidates can bluff their way through more than one or two questions.  Plus you’ll easily identify potential disconnects between a candidate’s resume and their actual experience, qualifications, and accomplishments.

Best of all you’ll have a much better chance of identifying potentially great employees.  An awesome candidates will shine in a fact-based interview

13 Ways Your Resume Can Say 'I'm Unprofessional'

Hiring pros share the faux pas they find in real resumes, including wacky e-mail addresses, defunct phone numbers and cookie-cutter templates.

By Lisa Vaas

No offense, thebigcheese@domain.com, but if nobody has told you yet, we’re telling you now: That e-mail address is not making you look particularly professional.

Unprofessional e-mail addresses are just one way of sending hiring managers the wrong message. If you want to be taken seriously when you apply for jobs, you need to put some polish on your resume, your cover letter and everything contained therein. Hiring professionals repeatedly run across these red flags that scream “unprofessional.” A number of recruiters and HR managers shared with TheLadders common errors from their own professional experiences.

1. Random/cute/shared e-mail accounts

E-mail accounts are free. There’s no reason not to sign up for your own. Yet many mid-career professionals share an e-mail account with a significant other or the entire family, generating addresses such as dickandjane@domain.com or thesmiths@domain.com. Also stay away from cutesy addresses. After all, butterfliesaremyfriend2010@domain.com, you can always share your admiration of Lepidoptera with colleagues after you’ve been hired. Ditto for offensive, flirtatious or sexual e-mail addresses.

Think we’re exaggerating? These are actual e-mail accounts cited by Jillian Zavitz, who’s responsible for hiring as the programs manager for TalktoCanada.com, an online English language-training course based in Canada. (We’ve changed the domain names to protect the innocent.)

Instead, adopt an address that incorporates the name you use professionally on your resume and cover letter.

2. Failure to proofread

Deidre Pannazzo, executive director at Inspired Resumes, said it’s “amazing” how many people submit resumes that contain “numerous typos and misspellings.” Even better than spell check, she said, is to have a friend review the document for you.

“Make sure your dates are consistent, and that you don't confuse your story with overlapping time lines,” she said. (For an in-depth look at how to tackle proofreading your resume, click here.)

3. Bikini pictures

Resume experts advise against attaching pictures or any image files to a resume. They can “choke” an applicant tracking system (ATS), the software that automatically scans and parses resumes. (Click here for an in-depth look at how your resume is handled by technology after you press submit.) In addition, hiring professionals warn against giving anyone a reason to prejudge and form a negative opinion based on your appearance. Indeed, some HR departments will immediately discard resumes with photos to avoid any possible accusations of discrimination on this basis.

But still applicants send photos. Most troublesome of all, said Zavitz, are the beach shots. “(No) pictures where you are in a bikini at the beach (real story, and it wasn't a flattering picture either) or at a New Year’s party with your friends (obviously drunk). Not cool.”

4. Unprofessional voicemail

If your resume is strong enough to convince the recruiter or hiring manager to reach for the telephone, be sure what he finds at the other end of the line represents you in the best light – that means your voicemail or whoever might answer the phone.

Marlane Perry, managing director of the Executive Search Division of Magill Associates, said she is unimpressed when a phone number on a resume leads her to an unprofessional recorded voicemail or a conversation with a third party who can’t be trusted to take a message. “If you don't trust your roommates to answer the phone and take a decent message, then only list your cell phone,” she said.

5. Lazy words, ‛etc.’

Perry said that use of “etc.” on a resume is a sign of laziness: The job seeker obviously “can't even take the time to list out all of [his] duties.” She has seen the error on both junior- and executive-level resumes. Another no-no is saying "same as above" anywhere on a resume. “If you had similar job functions at your last two jobs, summarize the responsibilities and then bullet out some of your accomplishments,” she suggested.

6. Cookie-cutter resumes

Samantha Goldberg is a celebrity event designer and TV personality who’s always looking for employees for administrative duties or to help plan an event. She said she often reviews resumes and cover letters that aren’t even vaguely customized for her business.

“It’s more like ‛Mad Libs’ — they just fill in our name as they send them off!” she said. “Just once, I would love to have them describe me on the cover letter instead of saying that they respect my career status and have been following my career.”

On many occasions, Goldberg said, she specifically lists a prerequisite of at least three years’ experience with planning events that does not include friends, family or applicants’ own weddings. “They obviously don’t read my prerequisites and send an e-mail stating that even though they haven’t orchestrated events for anyone they have always been told they should be in the industry if I would just give them a chance.”

7. Everything but the kitchen sink

“I don't care, nor have time, to read about your life story,” Zavitz said. “If you can't whittle your resume down to a page or two at max, I will not read it. If it's not related [to the job or your work history], don't include it.”

8-13 ad infinitum...

Larry Lambeth, president of Employment Screening Services Inc., which helps companies review job applicants, offered a laundry list of professional gaffes he’s seen on resumes and job applications:

• Listing a spouse as a reference
• Not spelling out the name of an employer or school (“LSU” instead of “Louisiana State University” or “ZDE” instead of “Ziff Davis Enterprise”)
• Not providing a city or state for an employer or school
• Omitting the area code from a phone number for a reference or employer
• Providing only a first name for a supervisor or reference
• Including phone numbers that are no longer in service for references or employers

Headhunters Reveal 11 Ways To Ruin Your Chances Of Getting A Job

Holding back information can make you look sneaky.

It’s important to be as honest as possible with your recruiter about your career, preferences and anything else that could affect your job search. “Job seekers sometimes fail to tell their recruiter when their company, position, or compensation preferences change. Second, job seekers hurt themselves by not telling recruiters about personal obligations and other things that might interfere with their job searches,” says Katy Keogh, of the staffing firm Winter, Wyman. “Bring these things up at the last minute, and they can be a deal-breaker. Why? Changing the game at the last second with a hiring company makes you look sneaky or complicated for no reason at all.”

Providing a vague description of your accomplishments makes it harder for a headhunter to place you.

 “Leave out the jargon,” says Caroline Ceniza-Levine, a career coach and co-founder of SixFigureStart. “Show specific and measurable results."

"Don't make me as the listener/recruiter/prospective employer have to translate what you're saying into how it will benefit me or fill my needs. Talk to me in terms of my needs and what you will do for me.”

Don’t assume that a headhunter will do all the work for you.

Jennifer Lenkowsky, a managing partner of The Corporate Ladder, sees it all the time. “The biggest misconception a job seeker makes is that they assume because a headhunter agrees to meet them, that headhunter will find them a job," she says. 

"And then, they (job seekers) tend to put all of their eggs in a headhunter’s basket. Unfortunately if the companies that we work with don’t pick up on your resume, it’s out of our hands.”

"A headhunter's job is to find the right candidate for the client (company) who hired the recruitment services - not to find a job to every single job seeker who contacts the recruiting firm," adds Laurent Guerrier, CEO of the staffing firm, Luxe Avenue.

Not tailoring your resume to a specific job tells a recruiter that you are either lazy or the wrong candidate for the position.

“Whether you’re using a headhunter or applying directly through a company’s website, gear your resume towards the position," says Lenkowsky. "There is nothing wrong with having different versions of your resume as long as everything you list is truthful. If you are applying for a position that requires event planning experience, then be sure to include all information that’s relatable.” 

"A job summary should consist of 4-5 sentences on what you can bring to the table,” adds Terri Lee Ryan, a career coach.

Don’t waste time by applying for jobs that you are not qualified for.

Be realistic about the jobs that you apply for, say recruiters. "Don’t apply for jobs that you want or think you can get (when you know you can’t) … rather apply for jobs that you are qualified for," says Lenkowsky.

“For example, I was recently recruiting for a position as the Executive Assistant to the CEO of a multi-billion dollar hedge fund. The salary was listed at $150-200K and asked for candidates will similar experience to apply. Many of the responses were from people who just graduated, had never been an assistant, or were overqualified but unemployed. This is just wasting the job seekers time as well as the headhunter/hiring manager’s time,” she says.

A poor online reputation will torpedo your chances of getting a phone call from a headhunter.

“Recruiters don’t work for you, we work for the employer. When we submit a candidate we are putting our reputations on the line. We are risk adverse, so make our lives as easy as possible so that we don’t consider you to be a risk in any way, shape or form,” says Bruce Hurwitz, president and CEO of Hurwitz Strategic Staffing.

Remember to monitor your online presence on networking sites such as Facebook and by simply Googling your name. Another way to keep track of what shows up about you online is to create a Google Alert for your first and last name.

The best time to contact a headhunter is when you are employed.

"Headhunters don’t typically work with job candidates that are unemployed," says Terri Lee Ryan, a career coach and author. "Companies don’t pay them big money to present workers that aren’t gainfully employed. In this market there are many good workers on the sidelines, yet companies still want to see candidates that are gainfully employed and on the 'top of their game.' This is why I tell workers to never quit their job until they have a new one." "These days, you never know if your job could disappear tomorrow," says Erik M. Tomasi, Chief Operating Officer of DTG Consulting Solutions Inc. "Anticipate the problem before it happens by networking and responding to headhunters, even when you're happy with your current job."

It is not a headhunter's responsibility to tell you what you're good at.

"The biggest mistake most job hunters make when they approach a headhunter is not knowing what job they want," says David Perry, an executive recruiter and co-founder of Perry-Martel International. "It's not a headhunter's responsibility to tell you what they think you might be good at -- that's the job of a career counselor. The headhunter's job is to find that opportunity. When the job hunter says that they are 'open to new opportunities' a headhunter hears, 'I'm clueless.”

"They'll ask you to 'send us a résumé and you'll never hear back from them."

Not revealing your compensation requirements or being inflexible is a huge turn-off.

"I typically ask for this [a job seeker's required compensation] in the first or second phone call and it is usually to make sure that the candidate and the position in question are in the same ballpark," says Patricia H. Lenkov of Agility Executive Search LLC.  "If not, there is no sense in wasting anyone's time so it is best to make this as clear as possible early on. It is usually the least-experienced candidates who resist this."

“More companies now prefer to try an employee out as a contractor, with the possibility of hiring them full-time.” Job seekers should be open to various forms of compensation.

Not personalizing your cover letter practically guarantees your letter will be recycled.

 “I get hundreds of cover letters every day and I’m more likely to respond to a personalized cover letter addressed to me,” says Greg Ambrose, president of Catalyst Search Group.  Also, make sure you have the correct spelling and gender of the person to whom you are writing.

"If you can’t do some research to market yourself as a candidate, why would I think you would take the initiative for my client?" he says.

Don't harass the recruiter.

Following up with a thank you note or email to remind the recruiter of your skills is appreciated. What is not appreciated are numerous phone calls or emails requesting an update on your status. Being assertive is a good thing, but be careful of coming across as desperate, warns Ambrose.

"Being desperate or overly insistent can make a candidate seem insecure about their abilities," he says. "Even if you're unemployed, the secret to getting a job is acting as if you don't need one."

SOURCE: www.businessinsider.com 

Read more: http://read.bi/mcrB67

5 Reasons Why You’re Not Getting Called Back (And What To Do About It)

by Jasmin French  - http://blog.brand-yourself.com/

So much of the conversation about personal branding focuses on being noticed. Whether it’s creating a blog or maintaining a great personal style – much is said about the need to stand out among the masses and make a great first impression.

I definitely don’t discount the importance of making a great first impression (after all, according to a University of Illinois study, it may take up to 21 interactions to undo a bad first impression); however, I always encourage my clients and the audiences I speak in front of to stop focusing on being noticed and instead focus on being remembered.

You may be wondering, “What’s the difference?” Being noticed gets you a business card. Being remembered gets you a returned phone call. As you develop your personal brand, your focus should be on creating ways to stay at the forefront of the minds of the individuals whom you’ve identified as valuable contacts.

KEEP READING IF THIS APPLIES TO YOU: You’ve identified the right contacts. You’ve managed to get their contact information and have reached out to them. Now you’re simply waiting for your phone to ring. Below are five potential reasons you haven’t heard back from them (and what to do about it).

1. You Tried To Get Married on the First Date

When you fail to properly establish a relationship, it is easy to move too fast too soon. We would all raise our eyebrows if someone proposed to us (ring and all) at the end of a first date. Why? Because we know the value of timing and the importance of investing in a relationship over time in order to be in a position to take things to a more serious level.

The same can be said for your relationships with the people in your network. Exchanging business cards isn’t a guarantee for business, a referral, a job, etc. Take the time to invest in the relationship and work your way up to the big ‘ask’.

2. You Failed to Manage Your Expectations

Making a leap and assuming that an employee at your dream employer is well connected or well respected within that organization could be problematic. If you approach them with the expectation that they are your ‘in’ to securing a job or business – you will likely be disappointed. Unless your key contact is a key decision maker or directly involved in the hiring process, they may be limited in what they can do for you.

Instead, adjust your expectations and treat them as an additional pair of hands involved in the project of building your career. The project does not live or die by their involvement but instead can be enhanced by it. Alleviate the pressure you might be placing on a contact and meet them where they are. Manage your expectations and let them help you where they feel most comfortable (believe me they’ll be better at it).

3. You Forgot About the Jerry Maguire Mandate

In the 1996 cult classic “Jerry Maguire”, sports agent extraordinaire Jerry Maguire (played by Tom Cruise) gets an ear full from his all flash/little substance client Rod Tidwell (played by Cuba Gooding Jr.) as Tidwell reminds him about what was most important to him – “Show me the money!!”

In order to get that sought after returned phone call, email or face-to-face meeting, you must be able to clearly articulate the value you add. How? You must show that individual or that organization that you solve a (real) problem that they have and that you solve it better (and not just cheaper) than anyone else. Effectively you must prove to them that they would miss out by not returning your phone call. Show them the value!!

4. You Ignored Non-Verbal Cues.

There are times in life when someone just isn’t interested. For whatever reason, they have no desire to buy what you’re selling. One can only hope that realization is made early on in a relationship allowing both parties to go their separate ways (the challenge occurs when a lot of time, energy or money are invested before arriving at that point).

Perhaps your audience has made it clear – using non-verbal cues – this is one of those instances. But unfortunately in your zeal to establish the relationship, you completely ignored those clues. Now you’re phone isn’t ringing and you’re not sure why.

Pay attention to whether they are reluctant to hand you a business card or seem very vague and evasive when asked about the proper time for a follow-up. For example, if you’re at a networking event and after meeting someone they fail to acknowledge for the rest of the night – there might be an issue. Listen with your eyes as well as your ears. Non-verbal signals may be telling you to move on.

5. Your Disappearing Act Rivals David Blaine’s.

If you’re genuinely stumped and can’t figure out why you haven’t heard back from that person you met a few weeks ago stop and ask yourself, “Am I consistently putting for the time and effort necessary to build this relationship?”

If you are sporadically reaching out to your network with no real rhyme or reason, you are making it extremely difficult to stay at the forefront of their minds. If you find yourself reaching out to them only when they have a job posting, when you want an introduction to someone in their network or simply too infrequently to have an impact – you’re probably sabotaging your own efforts.

You shouldn’t be popping up and appearing when you need something and then disappearing not to be heard from again. There must be a method do your madness. Use your Outlook® calendar for reminders well into the future. Or, create a spreadsheet listing your most valuable contacts and track how often you reach out to them and the results of that contact. You may find that you’re spending too much time on some relationships and not enough time on others. Be strategic and ensure that you are consistently staying on the radars of the power players in your network. Retire the “Now you see me; now you don’t” routine.

Truth or Consequences...How to Give Employees Feedback

By Judith Lindenberger

---

In the bestseller, Good to Great, Jim Collins discovered that, "the good-to-great companies continually refined the path to greatness with the brutal facts of reality."

And, in his recent autobiography, Jack Welch reports that he spent about half of his time on people: recruiting new talent, picking the right people for particular positions, grooming young stars, developing managers, dealing with under performers, and reviewing the entire talent pool. Says Welch, "Having the most talented people in each of our businesses is the most important thing. If we don't, we lose."

Why is it that many of us put off giving feedback to our employees even though we intuitively know that giving and getting honest feedback is essential to grow and develop and to build successful organizations? Maybe it is because there are so many ways to screw it up.

Here are ten common feedback mistakes:

1. Speaking out only when things are wrong. "Praise to a human being represents what sunlight, water and soil are to a plant--the climate in which one grows best." - Earl Nightingale
2. "Drive-by" praise without specifics or an honest underpinning--"Great job!"
3. Waiting until performance or behavior is substantially below expectations before acting on it.
4. Giving positive or negative feedback long after the event has occurred.
5. Not taking responsibility for your thoughts, feelings, and reactions. "This comes straight from the boss."
6. Giving feedback through e-mail messages, notes, or over the telephone.
7. Giving negative feedback in public.
8. Criticizing performance without giving suggestions for improvement.
9. No follow up afterwards.
10. Not having regularly scheduled performance review meetings.

Giving and receiving clear and constructive feedback requires courage and skill, and is essential to building good relationships with and motivating peak performance from your team.

Here are four tips for how to do right:

1. Be proactive. Nip issues in the bud and avoid the messy interpersonal tangles that result from neglected communication. Meeting with employees on a monthly or quarterly basis instead of annually, for example, conveys, "Your success is important to me, so I want to be accessible to you."
2. Be specific. It's never easy to provide negative feedback regarding someone's work, but as a leader you can't avoid it. Be as clear as possible when providing feedback (both positive and negative). Give specific examples that illustrate your points. For example: Instead of saying, "Your attitude is bad" or "That didn't work," you might say something like, "When you miss deadlines, then cross your arms and look away when I discuss it with you, it gives me the impression that you don't care about the quality of your work. I'd like to believe this isn't true. Can you help me explain this better?"
3. Develop a progress plan. Be clear about the specific changes in behavior that you expect in a specific period of time, and follow up as scheduled.
4. Link employees' performance to organizational goals. Reinforce the value of your employees' contributions by giving specific examples of how their work and positive behaviors serve the organization and its customers.

If you are not doing these things, why would anyone else in your organization do them? Craft a performance appraisal process that encourages truth or consequences.

Judith Lindenberger, MBA has a distinguished career in human resources consulting and is recognized for her innovation and excellence. The Lindenberger Group, LLC provides results-oriented human resources consulting, organization development, customized training workshops, and personal career training to help individuals and organizations improve their productivity and performance. The Lindenberger Group is a two-time recipient of The Athena Award for Excellence in Mentoring. Contact them at 609.730.1049, info@lindenbergergroup.com, or www.lindenbergergroup.com.

Copyright © 2008 by The Lindenberger Group, LLC. All rights reserved. You may reproduce materials available at this site for your own personal use and for non-commercial distribution. All copies must include this copyright statement.