by Jeff Battinus (ere.net)
My philosophy is that the best candidate is the one who is not, and does not need to look for a position. I am finding that in the past 12 months, there are fewer and fewer candidates who are not in the market for a position. People are more willing to speak with a recruiter, there are fewer objections I need to overcome, and it has been easier to reach people. I am sure I am not alone, and that these previously “passive candidates” are also speaking to the other recruiters reaching out to them. The data supports this; the recent Careerbuilder 2012 Candidate Behavior Guide showed that 74% of currently employed individuals are looking for a position in one form or another.
There are a few reasons for this: Read more »
by Lou Adler
If you like someone when you first meet, you maximize their positives and minimize their negatives. If you don’t like someone, you maximize their weaknesses, and minimize their positives.
Now consider how many great candidates didn’t get the jobs they deserve because someone on the hiring team made a superficial judgment in the first minute, and then spent the rest of the interview seeking evidence to prove it.
Read more »
by Will Thomson (recruitingblogs.com)
Michael Jordan, Scottie Pippen and the Bulls have won six world championships. Michael Phelps has been awarded more gold medals than any other Olympic athlete in the history of the Olympics. George Strait has more #1 singles than any other musical artist. All of these people have similar characteristics. The question is what are they? What does it take to be the best in your profession? Read more »
By JOSHUA BJERKE (recruitment.com)
Be it your first job out of college, your first after an extended period of unemployment, or your first position in a new career, chances are you don’t have a full idea of what to expect from the experience. There are always necessary adjustments that must be made to adapt to the new surroundings. Despite the unfamiliar territory, many employees may still hold unreasonable expectations about their new jobs and feel a sense of shock or disappointment when those expectations are not met. Whatever your current situation may be, try to avoid falling for these unfounded expectations that most any job will almost certainly fail to meet. Read more »
By Jeff Haden
Employee fit is crucial. Here’s a simple way to know if a job candidate is right for your business.
Interviewing job candidates is tough, especially because some candidates are a lot better at interviewing than they are at working.
To get the core info you need about the candidates you interview, here’s a simple but incredibly effective interview technique I learned from John Younger, the CEO of Accolo, a cloud recruiting solutions provider. (If you think you’ve conducted a lot of interviews, think again: Younger has interviewed thousands of people.)
Here’s how it works. Just start from the beginning of the candidate’s work history and work your way through each subsequent job. Move quickly, and don’t ask for detail. And don’t ask follow-up questions, at least not yet.
Go through each job and ask the same three questions:
1. How did you find out about the job?
2. What did you like about the job before you started?
3. Why did you leave?
“What’s amazing,” Younger says, “is that after a few minutes, you will always have learned something about the candidate–whether positive or negative–that you would never have learned otherwise.”
How did you find out about the job?
Job boards, general postings, online listings, job fairs–most people find their first few jobs that way, so that’s certainly not a red flag.
But a candidate who continues to find each successive job from general postings probably hasn’t figured out what he or she wants to do–and where he or she would like to do it.
He or she is just looking for a job; often, any job.
And that probably means he or she isn’t particularly eager to work for you. He or she just wants a job. Yours will do–until something else comes along.
“Plus, by the time you get to Job Three, Four, or Five in your career, and you haven’t been pulled into a job by someone you previously worked for, that’s a red flag,” Younger says. “That shows you didn’t build relationships, develop trust, and show a level of competence that made someone go out of their way to bring you into their organization.”
On the flip side, being pulled in is like a great reference–without the letter.
What did you like about the job before you started?
In time, interviewees should describe the reason they took a particular job for more specific reasons than “great opportunity,” “chance to learn about the industry,” or “next step in my career.”
Great employees don’t work hard because of lofty titles or huge salaries. They work hard because they appreciate their work environment and enjoy what they do. (Titles and salary are just icing on the fulfillment cake.)
That means they know the kind of environment they will thrive in, and they know the type of work that motivates and challenges them–and not only can they describe it, they actively seek it.
Why did you leave?
Sometimes people leave for a better opportunity. Sometimes they leave for more money.
Often, though, they leave because an employer is too demanding. Or the employee doesn’t get along with his or her boss. Or the employee doesn’t get along with co-workers.
When that is the case, don’t be judgmental. Resist the temptation to ask for detail. Hang on to follow-ups. Stick to the rhythm of the three questions. That makes it natural for candidates to be more open and candid.
In the process, many candidates will describe issues with management or disagreements with other employees or with taking responsibility–issues they otherwise would not have shared.
Then follow up on patterns that concern you.
“It’s a quick way to get to get to the heart of a candidate’s sense of teamwork and responsibility,” Younger says. “Some people never take ownership and always see problems as someone else’s problem. And some candidates have consistently had problems with their bosses–which means they’ll also have issues with you.”
And a bonus question:
How many people have you hired, and where did you find them?
Say you’re interviewing candidates for a leadership position. Want to know how their direct reports feel about them?
Don’t look only for candidates who were brought into an organization by someone else; look for candidates who brought employees into their organization.
“Great employees go out of their way to work with great leaders,” Younger says. “If you’re tough but fair, and you treat people well, they will go out of their way to work with you. The fact that employees changed jobs just so they could work for you speaks volumes to your leadership and people skills.”
by Amy Gallo
Everyone complains about his or her boss from time to time. In fact, some consider it a national workplace pastime. But there’s a difference between everyday griping and stressful frustration, just as there is a clear distinction between a manager with a few flaws and one who is incompetent. Dealing with the latter can be anguishing and taxing. But with the right mindset and a few practical tools, you can not only survive but flourish. Read more »
by Lou Adler
Just about all of us are familiar with Maslow’s Hierarchy of Needs. Abraham Maslow was a mid-20th century psychologist who studied the behavior of high-performing individuals. In a 1943 paper, he suggested that people make fundamental and predictable decisions based on different behavioral needs. These needs range from primitive; e.g., requiring water or food to being completely fulfilled. He separated these states into five distinct levels and referred to them collectively as a hierarchy of needs. According to Maslow, a person couldn’t move to a higher level unless the needs of the lower level were satisfied first. Read more »
By Grimsby Telegraph
Our series of articles by young, aspiring journalists, has moved to this, its new Saturday slot. This week Abby White explores why it is so difficult for young people to get jobs and questions why there is a negative perception of youngsters who are struggling to find work. Read more »