Introducing…Us
- Author: Kyle Callahan
- Posted: March 5, 2008
- Category: Business Matters
- Tags: No Tags
- Comments: 0
I just want to give you a quick update on a section we’ve added to our website called, “Featured Employees.” With short bios of the people who make RCI Recruitment Solutions special, the Featured Employees section will give you some insight into who we are, where we come from, and what we do to make RCI the best recruitment solutions firm in the industry.
Right now, you can read about Paul Bianco, Aaron Grieder, and John Maher. But tomorrow…who knows! So check back often to find out about the people who make us tick.
If you have any questions about any of our featured employees, feel free to contact us today.
Inclusive PTO for Religious Freedom
- Author: Brett Hettrick
- Posted: October 10, 2007
- Category: Employee Retention, Business Matters
- Tags: Employee Retention, holidays, hr, Performance Staffing, pto, religion, work schedule
- Comments: 0
Employers in the United States typically follow the traditional Christian calendar when it comes to offering time-off to their employees. But organizations compete for business in a variety of faith-based and non-faith-based communities, and their time-off calendar should reflect that sense of inclusiveness.
Some employees look for companies that provide an environment congruent with their own faith-based system, while others look for the flexibility to remove themselves from any particular faith-based schedule. How does HR address the needs of a workforce who, in some cases, do not share the faith system the organization has traditionally followed or who choose not to follow the traditions of any faith-based system?
In search of a solution, progressive HR leaders and organizations are expanding their definitions of PTO. These organizations simply add the number of official holidays to the employees’ PTO plan…and then they remove the holidays. Those who want the traditional holiday off can take the day off, but those who don’t observe the holiday are free to come into work if they want. This allows each of the employees in the organization to use PTO time in a manner that is consistent with their own values.
In our work with Performance Staffing, we’ve found this transition is especially easy for those organizations already observing faith-based holidays that fall outside the traditional Christian calendar (not as a replacement for the traditional holidays, but as an addition). These organizations are already predisposed to recognizing the importance of faith-based holidays, and they value the sense of community that arises when the organization respects the PTO needs of all its employees.
If you’re interested in discussing how your organization can transition to an inclusive PTO plan, please don’t hesitate to contact us today.
A Job Well Done
- Author: Kyle Callahan
- Posted: October 5, 2007
- Category: Business Matters
- Tags: No Tags
- Comments: 0
This e-mail was forwarded around the company this week, and I couldn’t be more proud of all my co-workers, so I want to share it with you too.
Many, many thanks to you and the entire RCI staff dedicated to the Staples project. Working with your team was a real pleasure. Your staff not only knows state of the art recruiting practices, they know how to execute them. Whatever needed to be done, the RCI team was there with me to strategize, plan, and deliver.
Selecting an outside vendor to work on a major project is always worrisome. You hope the team personalities will blend, that they will understand your business, and that we will run a successful project. Your team quickly allayed my concerns….you made it EASY to be partners, and we exceeded expectations on very tight delivery schedule! As I reflect back on the project, I realize how fortunate I was to have the RCI team working with me.
I look forward to the opportunity to work with you again in the future.
All the best,
Joanne Wagner,
Sr. Mgr. Corporate Recruitment
Staples, Inc.
Congratulations to everyone involved!
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
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
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.
What To Do With Demanding Clients?
- Author: Gil Keough
- Posted: August 17, 2007
- Category: Business Matters
- Tags: Management
- Comments: 0
Or - Whatever happened to customer service?
The question of what to do with a demanding client implies that there are clients who are not demanding. All clients are demanding. It is merely the extent of their demands that varies from person to person. All clients are looking for the best price. How do we know? Because we are clients too. And don’t we demand the best service while looking for the best price? Of course we do! It is always interesting to hear a colleague ask this kind of question without considering that the answer lies with the very person asking it.
What do we want when we are the client and are making demands of a service provider? We want to be treated politely, with kindness and consideration. We want the provider of what we are purchasing to accommodate our requests and sudden changes, and we want to be treated as if we are the most important person on the planet. What we don’t want is to hear about policies, or warranties, or what a provider can’t do for us.
So, when a client seems to be making “unreasonable” demands keep in mind that your demands seem unreasonable to those who service you. If we are under contract what can we be expected to do but fulfill our obligations, not to sub-standard levels but to the very best of our abilities? As service professionals it would behoove us to go above and beyond in order to please and impress those who contract us. Those of us who have been in the service business for a number of years and who have gained a “certain reputation” may feel we are entitled to special treatment from clients. As if we were celebrities. We may feel like we are the “A-list” or “Cream of the crop” and as such we deserve “special treatment.” If that is the case perhaps we should reconsider the word “service” the root word of which is “serve.” As service providers WE serve our clients, not the other way around.
(more…)
Ten Steps for HR to Earn That Seat at the Table
- Author: Amitai Givertz
- Posted: August 10, 2007
- Category: Business Matters
- Tags: Recruiting by Numbers
- Comments: 0
Recruiting by Numbers: Friday, August 10th, 2007
- Understand your organization’s business and financials.
- Spend time in each HR staff meeting educating the team about company matters.
- Measure and publish total workforce return on investment—not merely HR metrics.
- Be a business partner, not a police officer.
- Push the responsibility of policy administration ownership on line management.
- Increase the organization’s intangibles—things that “can’t be dropped on your foot”
- Develop and prepare all the resources of the organization to perform at their highest level by auditing and creating organizational capabilities.
- Find new ways to get transactional tasks done to free up HR to work on more strategic, value-adding activities.
- Build and cultivate relationships; take someone to lunch. “Get out from under your desk” and let managers know what’s going on in HR
- Keep abreast of developments in your professional area of expertise by reading professional books and articles, attending seminars and taking classes.
Kathy Gurchiek, HR News
8 Steps on Leadership by Example
- Author: Amitai Givertz
- Posted: July 30, 2007
- Category: Business Matters
- Tags: Leadership Training, Management, Recruiting by Numbers
- Comments: 0
Recruiting by Numbers: Monday, July 30th, 2007
- Model the behavior you want to see from others.
- If you make a rule or design a process, follow it, until you decide to change it.
- Act as if you are part of the team, not always the head of it.
Help people achieve the goals that are important to them, as well as the goals that are important to you. - Do what you say you’re going to do.
- Build commitment to your organization’s big goal.
- Use every possible communication tool to build commitment and support for the big goal, your organization’s values and the culture you want to create.
- Hold strategic conversations with people so people are clear about expectations and direction.
- Ask senior managers to police themselves.
Susan M. Heathfield, How to Walk Your Talk
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