6 Mistakes Entrepreneurs Make Managing Talent
- Author: Amitai Givertz
- Posted: August 31, 2007
- Category: Talent Management, Business Matters
- Tags: No Tags
- Comments: 0
Recruiting by Number: Friday, August 31st, 2007
- Attitude towards employees
- Haphazard hiring process
- No feedback, monitoring and evaluation
- Not communicating the organization’s vision and mission
- No marketing
- Survival mode
Source: Atlantic Canada’s Small Business Blog
24 Ways to Get Your Onboarding Program Started
- Author: Amitai Givertz
- Posted: August 30, 2007
- Category: Talent Management, Employee Retention
- Tags: No Tags
- Comments: 0
Recruiting by Numbers: Thursday, August 3oth, 2007
Goals for Onboarding
- Make world-class the goal.
- Shorten new-hire time to productivity.
- Create competitive advantage.
- Integrate and coordinate all onboarding efforts.
- Create a competitive advantage.
- Reinforce the employment brand.
- Make management expectations clear.
- Involve family to bolster retention.
- Gather referral names.
- Keep new hires from changing their minds.
- Improve the recruiting process.
- Meet diverse needs.
- Have global capabilities
Strategic Design Components
- A “pre-start” component.
- An extended onboarding process.
- The manager is present.
- The CEO is present.
- Online capability.
- No delay in offering onboarding.
- Opportunities to ask “stupid” questions.
- The process periodically identifies frustrations.
- A growth plan is provided.
- Debriefing to improve.
- Culture is reinforced through examples.
Dr. John Sullivan, ERE
Ten Top Ideas for Building the Future Workplace
- Author: Amitai Givertz
- Posted: August 29, 2007
- Category: Workforce Planning
- Tags: No Tags
- Comments: 0
Recruiting by Numbers: Wednesday, August 29th, 2007
- Find jobs for people, not people for jobs
- Retention is more important than hiring
- Succession Planning is more important than Workforce Planning.
- Workforce Planning and Just-in-Time Hiring are more important than ever
- Devalue experience. Hire on potential. Train on skills
- Think consumer marketing, systematization, technology and scalability
- Hire and train for the new competencies
- Don’t build a corporate recruiting function based on third-part recruiting practices
- Convert Managers into triple A coaches
- Make it about the people
Lou Adler, ERE
20 Tough Interview Questions for Sales Superstars
- Author: Amitai Givertz
- Posted: August 28, 2007
- Category: Recruiting, Screening and Assessment, Business Matters
- Tags: No Tags
- Comments: 0
Recruiting by Numbers: Tuesday, August 28th, 2007
- What are your financial goals? How much money do you want to make this year?
- How do you get past gatekeepers?
- How many prospects do you need to cold call to get an appointment? How many calls do you make each day?
- What’s your philosophy of selling? If you were going to teach me how to sell, what are the top three things I would need to know?
- Lots of sales people say they will cold call during the interview process. Once they get the job, they make calls diligently for the first two months or so, and then stop or get lazy. How do I know that you will keep hitting the phones to land new clients and meet your goals — without my having to nag you?
- How do you keep from burning out?
- What are the steps in the sales process as you define it? How would you estimate the probability of a closed sale at each point in the process?
- What kind of pipeline reporting do you do?
- How will you manage the handing off of projects to technical staff?
- What activities do you carry out, and in what quantities, to generate new clients?
- Would people say that you’re a “closer”? Why?
- How long will you need to land our first new client?
- How do you speed up the sales cycle with a prospect who’s delaying?
- How do you know if a prospect is qualified?
- What part of the sales process is least enjoyable to you?
- Tell me about a time when your boss didn’t think you were performing, and explain how you reacted. Was your boss right? How do you handle conflict and tough feedback?
- I don’t know much about selling, and really don’t like selling at all. But at the same time, I expect results. Help me understand how — or if — we can work together given this state of affairs.
- How should we communicate about the pipeline? What is your experience with creating pipeline reports and sales forecasts, then meeting them?
- Where and how did you learn how to sell?
- Tell me about a time when you were unsuccessful selling, and what happened next?
Andrew Neitlich, SitePoint
10 Rules for Innovators
- Author: Amitai Givertz
- Posted: August 27, 2007
- Category: Business Matters
- Tags: Management, Recruiting by Numbers
- Comments: 0
Recruiting by Numbers: Monday, August 27th, 2007
- Innovation starts with”And”
- Not Just Smart, But Always Focused
- Make Sure You Have the “No But” Critic in the Room
- Build Crappy Prototypes Fast
- Don’t Listen To Customers, Watch Them
- If It’s Right, Change It
- Sell it Like you Play It
- Iterate ‘Till You Drop
- Appoint One Person Bad Cop and Follow Their Command
- Innovation Is About Learning, not Genius
Jeff Hunter, Talentism
That was the week that was…
- Author: Amitai Givertz
- Posted: August 26, 2007
- Category: Recruiting, Blogging
- Tags: Archives, Blogs
- Comments: 0
Week ending August 24, 2007
A round-up from the recruiting industry’s group blogs, portals and individual archives:
John Sumser’s “Take Five” on Recruiting.com:
Monday: Five NewMeedeeo BarcampBlock Shows the True Promise of Web 2.0
Tuesday: Five Things That Don’t Make You Go Hmmmm Facebook debunked
Wednesday: Five Wednesday Wonders Enabling versus Empowering
Thursday: Five European Views Cyber Crooks Crack Monster Codes
Friday: Five Golden Rings Why High Touch Beats High Tech
“News to Peruse” on The Recruiting Network
Monday: Newsrooms axe jobs as newsprint recedes
Tuesday: Blood-letting continues in the financial services industry
Wednesday: Nearly 5 Million go to Job.com in July
Thursday: Independent Recruiters Getting Tooled-up
Friday: Technorati is tracking over 100 million blogs
“Quote for the Day” on RecruitingBlogs.com
Monday: On compensation double standards…
Tuesday: On Murphy’s Law and other systematic complications…
Wednesday: On [not] having a shared vision…
Thursday: On transforming HR…
Friday: On the irony of finding sales talent…
The 10 Pillars of Effective Sourcing
- Author: Amitai Givertz
- Posted: August 24, 2007
- Category: Recruiting, Sourcing Strategies
- Tags: Recruiting by Numbers, Sourcing Strategy
- Comments: 0
Recruiting by Numbers: Friday, August 24th, 2007
- Strategic. All of your sourcing programs must tie to your company’s business strategy and operating plan.
- Sizzling. In order to capture the attention of top people who are “just looking,”
- Segmented. What works for a highly networked millennial won’t for a mid-career boomer.
- SEO’d. Your talent hubs and jobs openings must be found, and that’s where search engine optimization techniques come into play.
- Sequential. While you don’t want to compromise candidate quality or time to fill, there’s no reason to pay more than necessary.
- Substantive. Sourcing without substance is akin to selling smoke and mirrors. You must have real jobs that offer real challenges and real opportunities for growth.
- Systematic. Sourcing needs to be a well-develop business process with metrics.
- Sustained. Sourcing is not an event; it’s an ongoing process.
- Self-generating. There is a hidden talent market that has largely been untouched.
- Sophisticated. You need to be professional every step of the way.
Lou Adler, ERE
Get a Life!
- Author: Amitai Givertz
- Posted: August 24, 2007
- Category: Recruitment Communications, That's Life, Business Matters
- Tags: Recruiting 2.0
- Comments: 0
I’ve learned a lot from Dave Lefkow over the years. But when it comes to recruiting in a virtual world like Second Life, I just don’t get it. It must be a Boomer thing.
Top-Ten Reasons Why People Quit Their Jobs
- Author: Amitai Givertz
- Posted: August 23, 2007
- Category: Employee Retention
- Tags: Employee Retention, Management, Recruiting by Numbers
- Comments: 0
Recruiting by Numbers: Thursday, August 23rd, 2007
- Management demands that one person do the jobs of two or more people, resulting in longer days and weekend work.
- Management cuts back on administrative help, forcing professional workers to use their time copying, stapling, collating, filing and other clerical duties.
- Management puts a freeze on raises and promotions, when an employee can easily find a job earning 20-30 percent more somewhere else.
- Management doesn’t allow the rank and file to make decisions or allow them pride of ownership.
- Management constantly reorganizes, shuffles people around, and changes direction constantly.
- Management doesn’t have or take the time to clarify goals and decisions.
- Management shows favoritism and gives some workers better offices, trips to conferences, etc.
- Management relocates the offices to another location, forcing employees to quit or double their commute.
- Management promotes someone who lacks training and/or necessary experience to supervisor, alienating staff and driving away good employees.
- Management creates a rigid structure and then allows departments to compete against each other while at the same time preaching teamwork and cooperation.
Gregory P. Smith, Business Know-How
RCI helps chart the course for the Recruiting Roadshow, another milestone in John Sumser’s 14 year journey
- Author: Amitai Givertz
- Posted: August 23, 2007
- Category: News and Events
- Tags: Center of Excellence, Industry, RCI, Training
- Comments: 1
Florida-based talent management consulting and recruiter training organization, partners with industry heavyweights to foster local recruiting networks around the U.S.
Jupiter, Florida – August 23, 2007 – RCI Recruitment Solutions has teamed up with one of the recruiting industry’s most prominent leaders John Sumser, to underwrite and coordinate a series of local events under the newly-created Recruiting Roadshow organization, starting with the Atlanta Recruiting Roadshow on September 25th, 2007.
John Sumser said, “For a very long time, we have behaved as if recruiting were a profession that is practiced identically from setting to setting. The trouble is that the labor market is different from town to town with differing levels of demand, differing levels of supply and deeply differing manners and procedures. While the recruiting industry is globalized, the real labor market is excruciatingly local.” John continued to say, “The goal of each individual Recruiting Roadshow is to cause members of the local recruiting world who may not have easy access to the industry’s network infrastructure to have access to each other.”
Next Page »
