Showing posts with label Performance. Show all posts
Showing posts with label Performance. Show all posts

Monday, June 27, 2011

Why Employers Use Executive Recruiters

One employer explains why he retains recruiters to find job candidates.
March 12, 2009
By Elizabeth Bennett
 
“Recruiters are the first line of attack — almost a gatekeeper,” said Arthur Mandell, who has worked with executive recruiters to fill hundreds of positions during his 25-plus years in the commercial lending and equipment-leasing industry.

Mandell said he tends to play a very active role in the recruiting process. He also leans on recruiters when evaluating job candidates. “I would ask them to find out more about certain points [in their job history], how they would benefit the business, or about things in their background I don’t understand,” explained Mandell, whose most recent post was as executive vice president and managing director of Equilease, a privately held equipment leasing and financing company.

Like many employers, Mandell’s main concern when hiring is that the candidate be able to execute ideas and bring results. To that end, he has frequently called on his recruiting partners to plumb the depths of a candidate’s work history. “I would say, ‘Do you know this guy? Were they successful or not at their last position?’ You try to get as much information as you can.”

Having also spent time as a job seeker, Mandell is sympathetic to candidates who resent recruiters who seem unwilling to espouse their application when their background isn’t an obvious fit. “Most recruiters are advocates for employers, so if an employer has said they want someone with 15 years of experience and someone comes along with the right experience over a different number of years, they’re not necessarily going to fight that battle.” And these days, he observed, with so many people in the applicant pool, companies are in the position to be even more choosy than in the past.


Mandell is currently working with recruiters on his own employment search, and his years of experience on the other end of the process have provided some useful insights. “Job seekers can blame recruiters for not being able to communicate the position requirements, but the burden is with the employer’s senior hiring manager and the degree to which he has shared his vision with the recruiter,” Mandell told TheLadders. “Sometimes the recruiter is just the messenger.”

Thursday, June 23, 2011

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

Wednesday, June 22, 2011

Six Sloppy Speech Habits

By Diane Diresta, Monster Contributing Writer
You may look good on paper or in your interview suit, but if you're looking to nail your big interview, looks aren't everything. How you sound is often more important. But many job seekers let careless speech habits sink their chances of landing that plum job.
Here are six common language mistakes and how to keep them from sabotaging your interview:
1. Nonwords

Filler words such as "um," "ah," "you know," "OK" or "like" tell the interviewer you're not prepared and make you sound like a Valley Girl (or Boy). A better strategy is to think before you speak, taking pauses and breaths when you lose your train of thought. Everybody utters an occasional "um," but don't let it start every sentence.
2. Up-Talk

A singsong or rising inflection at the end of every sentence creates a tentative impression and makes it sound as though you're asking a question instead of making a definitive statement. You need to speak with conviction when selling yourself in an interview. Bring your intonation down when ending a sentence to avoid talking up.
3. Grammatical Errors
The interviewer may question your education when you use incorrect grammar or slang. Expressions such as "ain't" "she don't," "me and my friend" and "so I goes to him" aren't appropriate. Be sure you speak in complete sentences and that tenses agree. The interview is not the venue for regional expressions or informality.
4. Sloppy Speech
Slurring words together or dropping their endings impairs the clarity of your message. To avoid slurring and increase understanding, speak slowly during an interview. Make a list of commonly mispronounced words, and practice saying them into a tape recorder before the interview. Some common incorrect pronunciations include "aks" for "ask," "ath-a-lete" for "athlete," "wif" for "with" and "dree" for "three."
5. Speed Talking
While everybody is a bit anxious during an interview, you don't want your information to fly by like a speeding bullet. A rapid speaking rate is difficult to follow, and speed talkers are seen as nervous. Slow down your racing heart by doing some breathing exercises before the interview. To avoid rushing, listen to the question, and then count two beats in your head before answering. When you finish a sentence, count two beats again before continuing. Don't be afraid of silence. Pausing is an effective communication technique. The interviewer needs a few seconds to process what you just said anyway.
6. Weak Speak
Wimpy words modify or water down your conviction and in the end your position. When you pepper a conversation with "hopefully," "perhaps," "I feel," "kind of" and "sort of," the message you convey is a lack of confidence. Use power words such as "I'm confident that," "my track record shows," "I take the position that," "I recommend" or "my goal is." The language you use gives the listener an impression about your level of confidence and conviction.
The Bottom Line
You don't have to study elocution to speak well. Simply slow down, take time to pronounce all the syllables and leave slang at home.
Companies want job candidates who are well-spoken and articulate, and recruiters won't represent a job candidate if they don't match the client's profile. According to Lori Zelman, vice president of human resources at Strategic Workforce Solutions in New York City, "The people most highly sought after are the ones who are succinct in the explanation of their work experience."

Thursday, June 16, 2011

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.

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