Seek and ye shall find
- Author: Kyle Callahan
- Posted: October 8, 2007
- Category: Recruiting, Sourcing Strategies, Center of Excellence
- Tags: No Tags
- Comments: 1
CEO Mike Moore describes the most effective method for developing a qualified labor pool.
RCI Center of Excellence Strengthens Management Team with Recruiting Veterans
- Author: News and Events
- Posted: May 2, 2007
- Category: News and Events, Center of Excellence
- Tags: No Tags
- Comments: 0
Florida-based talent management consulting and recruiter training organization rolls out new practice areas and leadership.
Jupiter, Florida – May 2, 2007 – Building on nearly five years of success with its Performance Staffing Seminar Series and online recruiter training programs RCI Recruitment Solutions is now expanding its consulting and educational services to focus on specific practice areas.
RCI has appointed Frank Speer to the management team for the RCI Center of Excellence where he will work with fellow recruiting industry veterans Brett Hettrick and Scott Biggerstaff to launch an ambitious new expansion program of talent management consulting services and recruiter training events. Frank previously headed up recruiting training for various Acuity companies, most recently Zep Manufacturing in Atlanta, GA.
What Bob Learned from a Leadership Assessment
- Author: Eric Jackson
- Posted: April 26, 2007
- Category: Recruitment Solutions, Center of Excellence
- Tags: Leadership Training, Performance Management
- Comments: 1
The following is a true story.
A number of years ago, one of Jackson Leadership’s longtime clients asked us to assess one of their “high-potential” leaders who was up for a key new leadership position within the organization. His name was Bob.
Bob was told he had to go to visit with Jackson Leadership for a day to be “assessed.” Later, he told me that he didn’t know what to expect when he first heard this. He knew that we’d worked with his company for several years on assessing and developing their leaders, but didn’t know quite what that meant.
He knew he wanted the job, though, so gladly agreed to visit with us. We put him through an “assessment center.” We sent him some surveys and tests in advance, which measured his personality but also included a 360 survey, where peers, direct reports and bosses gave him feedback on his management style.
We then spent a day with him, when we interviewed him about his background, asked about his career objectives, and posed a number of “behavior-based questions” which asked him to recount specific examples of work situations in which he had to overcome some challenges. We even gave him some new “case studies” to work through, and made him give a couple of presentations to us about the courses of action he was recommending. All in all, the “assessment” gave us — as third-party observers of leadership potential in organizations — a sense of what kind of leader Bob was and what his future potential was; his strengths and weaknesses.
