Labor Shortage Ahead
By Roger E. Herman, Lead Author
Impending Crisis: Too Many Jobs, Too Few People
Over the past two years, employers have been lulled into complacency by the stable employment market. With the slowed economy, fewer jobs have been available, so workers have cocooned in their current positions. All is quiet, but not for long.
The economy is heating up. More jobs will open and thousands of workers will move from unemployment rolls to the tax rolls. Employers will seek to hire the best talent they can find: the "A" players. Many of those coveted workers are already employed, so expect increased turnover as hiring picks up again. Workers who are underemployed or are dissatisfied will look for better opportunities. Employee retention will again become a nightmare for most employers.
The down economy has masked the continual growth of employment. More jobs are being created in healthcare, personal services, the trades, business and finance, and a wide range of computer-related fields. There are plenty of openings, but the strong job-change movement won't start until people sense the economy is getting strong again. That time is right around the corner.
Over the past few months, in our down economy with relatively high unemployment, I've asked a curious question of my speaking audiences. "How many companies represented here have more than one position that you have not been able to fill?" Hands go up from about ¾ of the audience! When I start with the follow-up about three vacancies, four vacancies, etc, many of the hands stay up. Given current conditions, imagine what will happen as the economy--and competition for people--heat up!
The Numbers
Trend lines, according to the Bureau of Labor Statistics, show us moving toward a record number of jobs in our economy. Analysts forecast that we will have 167,754,000 jobs to be filled in 2010, just over seven years from now. That's exciting, until you learn that we'll only have 157,721,000 people to fill those jobs! We're facing a shortage of 10,033,000 workers in less than seven years. Let's see . . . seven years times 365 days = 2,555 days.
It's easy to say that 2010 is "so far away," but the shortage won't suddenly burst on the scene in 2500 days. Statistics reveal that we have a shortage of over 4,731,000 people today. We don't feel the pinch because so many of those jobs remain unfilled until the economy picks up.
How many vacant positions do you have today?
How will that change in, say, six months?
Impending Crisis
Human resource professionals must be alert to the consequences of the trends: we're heading for a crisis of unprecedented proportions. There are two aspects to the crisis. First is the increasing difficulty of finding and keeping skilled workers. Second is that corporate leadership will be challenged as never before . . . and most executives and managers are not prepared. Too many bosses have been trained and reinforced to be autocratic managers. That style won't fly with today's employees--especially the kind of people you want to attract in the years ahead. Are your key people managers or leaders? Are they ready to function in a more turbulent operating environment?
Advice? Look carefully at the people who work for you today. Would you hire them again? If not, it may be time for them to go, replaced by workers who are competent to get the job done. Will your top talent want to stay with you if they get offers somewhere else? What will hold them? Hint: it's not just the money.
Don't wait. Take steps now to strengthen leadership, enhance strategic staffing, challenge the way you do business. Assert yourself!
Thursday, March 1, 2007
Proactive, Strategic Talent Sourcing
Proactive, Strategic Talent Sourcing: Technology-Enabled Proprietary Candidate Databases
By Michelle J. Spellerberg, CareerBuilder.com
Finding qualified talent is a constant problem in the recruiting and staffing industry -- a problem that is about to get bigger. This scarce talent pool combined with a 14.8% growth in employment by 2014, according to the Bureau of Labor Statistics, means it is important to be proactive in sourcing and retaining talent. Now more than ever you are competing will companies of all sizes and in all industries to build a quality talent pool. Handling open job requisitions as single events or sourcing one-offs will not keep you ahead of your competition. When you source only as new job openings arise, you are competing with many other recruiters from not only staffing and recruiting firms but also corporate America. Because you do not have a solid candidate pool of your own to start with, you are making your job harder and more time-consuming. In fact, your talent acquisition costs, as well as your time-to-fill ratio for jobs sourced as they come in, are always higher than if you can source from a pool of qualified candidates you already know. It is for this reason in this candidate centric market that we spend 50% of our time working with highly qualified and highly motivated candidates in the rubber & plastics industry.
We must be proactive and start sourcing more candidates now to ensure our long-term success. However, this process does not necessarily start with the actual sourcing of candidates. Implementing this new business strategy takes more than good sourcing methods; it takes technology. Technology that lets us easily manage a large pool of qualified candidates, even when those candidates don't match current client needs. MRI Hendersonville maintains a very large database of candidates and partners with the other Recruiters in the MRI Network that maintain similar desk specialties to better serve our client needs.
Our Centralized Processes and Technology give us a good start for implementing our new strategy by centralizing all recruiting and staffing processes. Make your applicant tracking system, human resource information system, or recruiting system the hub for all your recruiting and staffing activities. Store all information about candidates, jobs, and clients in a centralized place. By using one system, it lets you streamline all staffing and recruiting activities so you don't waste time searching through paper resumes or pulling old interviews from other recruiters' folders. You can move quicker than your competitors with a centralized system. It will help you build a talent pool before you need it and one that includes candidates your competition has never even heard of. Second, integrate your one internal system with other technology solutions, such as job boards, screening systems, and background checks. Obviously, one of the most important things to do is to streamline your job-posting process. By using a screen-scraping program provided by your technology vendors, you can automatically pull information off a site and post it to another site. You can also work with job site vendors to cross-post jobs, which means posting one job that posts to multiple sites at the same time. For example, when a new open requisition comes in and you complete the job description, you can have it automatically posted to your company's Web site, a job board, and a local organization. This saves you valuable time. Moreover, once you post a job, many tracking systems will provide you with candidates that match. Your ATS may provide you with some leads and your job board with other leads.
Next MRI Hendersonville creates a centralized place for candidates to enter their information, resume, and even cover letter when they apply for open positions. We direct all potential candidates to our own system on our Web site or use third-party solution that will automatically upload candidate information into your company's network.
Fourth, we have a communication system that lets you keep in constant contact with potential candidates. This will help you build a strong relationship with potential candidates and create strong company brand. Keep candidates abreast of open positions for which they are qualified and even company news that shows you care about the candidates.
The last step, of course, is to decide which jobs you need to proactively source. Working on your most frequently requested requisitions, as well as your hard-to-fill positions, is a good place to start. Make sure you specify solid requirements for the jobs so you grab quality candidates (High Impact Players). And once you speak with one of the quality candidates, make sure to network and find out if they know anyone with similar qualifications that might be interested in openings. Please allow us to demonstrate how we can help you with your critical staffing needs in this very difficult Candidate Centric Market.
By Michelle J. Spellerberg, CareerBuilder.com
Finding qualified talent is a constant problem in the recruiting and staffing industry -- a problem that is about to get bigger. This scarce talent pool combined with a 14.8% growth in employment by 2014, according to the Bureau of Labor Statistics, means it is important to be proactive in sourcing and retaining talent. Now more than ever you are competing will companies of all sizes and in all industries to build a quality talent pool. Handling open job requisitions as single events or sourcing one-offs will not keep you ahead of your competition. When you source only as new job openings arise, you are competing with many other recruiters from not only staffing and recruiting firms but also corporate America. Because you do not have a solid candidate pool of your own to start with, you are making your job harder and more time-consuming. In fact, your talent acquisition costs, as well as your time-to-fill ratio for jobs sourced as they come in, are always higher than if you can source from a pool of qualified candidates you already know. It is for this reason in this candidate centric market that we spend 50% of our time working with highly qualified and highly motivated candidates in the rubber & plastics industry.
We must be proactive and start sourcing more candidates now to ensure our long-term success. However, this process does not necessarily start with the actual sourcing of candidates. Implementing this new business strategy takes more than good sourcing methods; it takes technology. Technology that lets us easily manage a large pool of qualified candidates, even when those candidates don't match current client needs. MRI Hendersonville maintains a very large database of candidates and partners with the other Recruiters in the MRI Network that maintain similar desk specialties to better serve our client needs.
Our Centralized Processes and Technology give us a good start for implementing our new strategy by centralizing all recruiting and staffing processes. Make your applicant tracking system, human resource information system, or recruiting system the hub for all your recruiting and staffing activities. Store all information about candidates, jobs, and clients in a centralized place. By using one system, it lets you streamline all staffing and recruiting activities so you don't waste time searching through paper resumes or pulling old interviews from other recruiters' folders. You can move quicker than your competitors with a centralized system. It will help you build a talent pool before you need it and one that includes candidates your competition has never even heard of. Second, integrate your one internal system with other technology solutions, such as job boards, screening systems, and background checks. Obviously, one of the most important things to do is to streamline your job-posting process. By using a screen-scraping program provided by your technology vendors, you can automatically pull information off a site and post it to another site. You can also work with job site vendors to cross-post jobs, which means posting one job that posts to multiple sites at the same time. For example, when a new open requisition comes in and you complete the job description, you can have it automatically posted to your company's Web site, a job board, and a local organization. This saves you valuable time. Moreover, once you post a job, many tracking systems will provide you with candidates that match. Your ATS may provide you with some leads and your job board with other leads.
Next MRI Hendersonville creates a centralized place for candidates to enter their information, resume, and even cover letter when they apply for open positions. We direct all potential candidates to our own system on our Web site or use third-party solution that will automatically upload candidate information into your company's network.
Fourth, we have a communication system that lets you keep in constant contact with potential candidates. This will help you build a strong relationship with potential candidates and create strong company brand. Keep candidates abreast of open positions for which they are qualified and even company news that shows you care about the candidates.
The last step, of course, is to decide which jobs you need to proactively source. Working on your most frequently requested requisitions, as well as your hard-to-fill positions, is a good place to start. Make sure you specify solid requirements for the jobs so you grab quality candidates (High Impact Players). And once you speak with one of the quality candidates, make sure to network and find out if they know anyone with similar qualifications that might be interested in openings. Please allow us to demonstrate how we can help you with your critical staffing needs in this very difficult Candidate Centric Market.
Job Dissatisfaction Remains High!
By Ron Buono, Vice-President MRI Hendersonville, NC
For the last few years or so, what with the job market being somewhat anemic in many sectors, most employees have quite literally "kept their heads down." But don't mistake silence and a low profile as meaning your employees are necessarily satisfied with their lot.
Maybe they are and maybe they're not! And, while attracting top talent is of course very important to firms wanting to compete in today's marketplace, retaining them is equally important!
According to 2005 survey data (the latest data) published by The Conference Board, an independent business "think tank" and research organization, U.S. job satisfaction continues its steadily downward trend.
First the good news: Half of all American workers say they are "satisfied" with their jobs. Now the bad news: Nearly 60% said they were "satisfied" just ten years earlier. More bad news: Of the half who said they were "satisfied," only 14% of that group said they are "very satisfied."
More alarming news: A full one-fourth of respondents said they are just "showing up to collect a paycheck"!"Rapid technological changes, rising productivity demands and changing employee expectations have all contributed to the decline in job satisfaction," said Lynn Franco, director of The Conference Board's Consumer Research Center.
Franco added that, as large numbers of "baby boomers" begin leaving the workforce, the job satisfaction picture can not be expected to improve significantly. The younger workers who will replace the "boomers" also tend to be unhappy with their jobs. Add to that the fact that these younger workers also tend to have different attitudes and expectations about the role of work in their lives. According to MRI data and other surveys by Fortune and Forbes by the end of the decade between 10-20 million technical and management jobs will go unfilled due to the “baby boomers retiring”.
Some companies of course will pooh-pooh job satisfaction results such as these. What's new? They will say. You can't satisfy everyone. And, when things pick up in the economy there is always employee turnover. It is just a “fact of life”.
Well, here's another fact of life that ought to be considered: According to a recent Ernst & Young survey, the cost of replacing a high-level employee can go as high as 150% of that employee's salary! We are beginning to see Counter-Offers of up to 30% beginning to return into the marketplace.
What's causing all of this dissatisfaction among employees? Well, for one thing, as business budgets have been squeezed tighter and tighter in recent years, employees have been forced to increase their workload without any commensurate additional compensation. To put it bluntly, a lot of these folks are now feeling "used."
Employees also cite these areas of concern as driving their growing level of dissatisfaction: their companies' bonus plans, promotion policies, health insurance plans and pensions.
Management also comes in for substantial criticism. Fewer than one-third of supervisors and managers are perceived to be strong leaders, The Conference Board report shows.
"Shrugging off employee disengagement would be a disastrous, short-sighted view creating lasting global repercussions for American business," said Shubhra Ramchandani, North American Stakeholder Management Practice Leader at TNS, a market information company that conducted the research project among 5,000 U.S. households for The Conference Board. According to Bill Olson, President & CEO of MRI the current unemployment rate among professionals is 2.5-2.6%.
Here are some strategies for improving overall job satisfaction among employees:
Give workers responsibility (and authority)—and let them use it! Many business owners, supervisors and managers, fearful of a shrinking bottom line, have turned to micromanagement, a practice sure to turn off key employees.
Show respect. Sounds simple enough, but obviously not done frequently enough. A lot of employees say that, during the tight times, they were treated more like the "enemy" than as a valued member of the "team."
Recognize the whole person. To be sure, work is a very important part of most people's lives, but it certainly isn't the only thing in their lives. Smart employers recognize this fact and treat their employees accordingly.
Mark out a clear path to career growth. What good company would really want an employee who remains eternally satisfied with his or her current position? Smart employers give ample opportunities for each employee to grow as much as possible in their jobs.
What message should employers take away from all of this? Job dissatisfaction trends can be reversed, even among the most distraught employees. But it takes work, creativity and a total commitment (not simply "lip service") on the part of management. The cost of doing nothing, or merely accepting the status quo, is just too high for companies that want to remain on the cutting edge in an increasingly competitive marketplace.
By Ron Buono, Vice-President MRI Hendersonville, NC
For the last few years or so, what with the job market being somewhat anemic in many sectors, most employees have quite literally "kept their heads down." But don't mistake silence and a low profile as meaning your employees are necessarily satisfied with their lot.
Maybe they are and maybe they're not! And, while attracting top talent is of course very important to firms wanting to compete in today's marketplace, retaining them is equally important!
According to 2005 survey data (the latest data) published by The Conference Board, an independent business "think tank" and research organization, U.S. job satisfaction continues its steadily downward trend.
First the good news: Half of all American workers say they are "satisfied" with their jobs. Now the bad news: Nearly 60% said they were "satisfied" just ten years earlier. More bad news: Of the half who said they were "satisfied," only 14% of that group said they are "very satisfied."
More alarming news: A full one-fourth of respondents said they are just "showing up to collect a paycheck"!"Rapid technological changes, rising productivity demands and changing employee expectations have all contributed to the decline in job satisfaction," said Lynn Franco, director of The Conference Board's Consumer Research Center.
Franco added that, as large numbers of "baby boomers" begin leaving the workforce, the job satisfaction picture can not be expected to improve significantly. The younger workers who will replace the "boomers" also tend to be unhappy with their jobs. Add to that the fact that these younger workers also tend to have different attitudes and expectations about the role of work in their lives. According to MRI data and other surveys by Fortune and Forbes by the end of the decade between 10-20 million technical and management jobs will go unfilled due to the “baby boomers retiring”.
Some companies of course will pooh-pooh job satisfaction results such as these. What's new? They will say. You can't satisfy everyone. And, when things pick up in the economy there is always employee turnover. It is just a “fact of life”.
Well, here's another fact of life that ought to be considered: According to a recent Ernst & Young survey, the cost of replacing a high-level employee can go as high as 150% of that employee's salary! We are beginning to see Counter-Offers of up to 30% beginning to return into the marketplace.
What's causing all of this dissatisfaction among employees? Well, for one thing, as business budgets have been squeezed tighter and tighter in recent years, employees have been forced to increase their workload without any commensurate additional compensation. To put it bluntly, a lot of these folks are now feeling "used."
Employees also cite these areas of concern as driving their growing level of dissatisfaction: their companies' bonus plans, promotion policies, health insurance plans and pensions.
Management also comes in for substantial criticism. Fewer than one-third of supervisors and managers are perceived to be strong leaders, The Conference Board report shows.
"Shrugging off employee disengagement would be a disastrous, short-sighted view creating lasting global repercussions for American business," said Shubhra Ramchandani, North American Stakeholder Management Practice Leader at TNS, a market information company that conducted the research project among 5,000 U.S. households for The Conference Board. According to Bill Olson, President & CEO of MRI the current unemployment rate among professionals is 2.5-2.6%.
Here are some strategies for improving overall job satisfaction among employees:
Give workers responsibility (and authority)—and let them use it! Many business owners, supervisors and managers, fearful of a shrinking bottom line, have turned to micromanagement, a practice sure to turn off key employees.
Show respect. Sounds simple enough, but obviously not done frequently enough. A lot of employees say that, during the tight times, they were treated more like the "enemy" than as a valued member of the "team."
Recognize the whole person. To be sure, work is a very important part of most people's lives, but it certainly isn't the only thing in their lives. Smart employers recognize this fact and treat their employees accordingly.
Mark out a clear path to career growth. What good company would really want an employee who remains eternally satisfied with his or her current position? Smart employers give ample opportunities for each employee to grow as much as possible in their jobs.
What message should employers take away from all of this? Job dissatisfaction trends can be reversed, even among the most distraught employees. But it takes work, creativity and a total commitment (not simply "lip service") on the part of management. The cost of doing nothing, or merely accepting the status quo, is just too high for companies that want to remain on the cutting edge in an increasingly competitive marketplace.
Bounce Back From a Big Mistake
Bounce Back After a Big MistakeCaroline Levchuck, Yahoo! HotJobs
You didn't seal the deal. You lost a big client. You made an accounting error that cost your company thousands of dollars. Whatever the case is, you blew it. And your boss and everyone you work with know it.
So, now what? Use these tips to get into and get over what you did wrong.
1. Own it.
While many of us would prefer to forget our mistakes, initially you need to acknowledge to your supervisor and everyone involved that you're accepting responsibility for what went wrong. If you do this right (that is, seriously and sincerely), you'll only have to do it once.
2. Take the heat.
You may get teased by from coworkers for a long time to come. Accept gentle ribbing with a wink and a smile. However, don't take blatant abuse from someone who can't get past what happened. If a colleague's teasing becomes taunting, speak with your supervisor and a human resources representative.
3. Don't beat yourself up.
It does no good to dwell on your mistakes, which can lead to doubting your competence. "This type of thinking is actually self-destructive and only serves to hamper future effectiveness," says Liz Bywater, president of Bywater Consulting Group, a Philadelphia-based firm focused on optimizing organizational performance. "Remember: Failure is not in the falling down but in the staying down."
4. Learn from the past.
Solicit advice from your boss and trusted associates to help you analyze what went wrong and how you might've avoided the error entirely. Go back in the process as long as is necessary; however, be careful to avoid blaming anyone else, despite what you may uncover. Just learn from your own mistakes.
5. Keep it in perspective.
Seek a broad view of your career and accomplishments. "Chances are, you've experienced at least as many successes as failures," Bywater says. "It's the successes that deserve your greatest attention. Learn from them and continue to build upon your strengths."
6. Move on.
You've apologized. You've taken your lumps. You've analyzed where you went wrong. Now, it's time to move on. Don't raise the topic of your mistake again. Your boss and coworkers want to move past this as much you do; continue to look to the future and don't allow your career or day-to-day performance to be marred by one error.
You didn't seal the deal. You lost a big client. You made an accounting error that cost your company thousands of dollars. Whatever the case is, you blew it. And your boss and everyone you work with know it.
So, now what? Use these tips to get into and get over what you did wrong.
1. Own it.
While many of us would prefer to forget our mistakes, initially you need to acknowledge to your supervisor and everyone involved that you're accepting responsibility for what went wrong. If you do this right (that is, seriously and sincerely), you'll only have to do it once.
2. Take the heat.
You may get teased by from coworkers for a long time to come. Accept gentle ribbing with a wink and a smile. However, don't take blatant abuse from someone who can't get past what happened. If a colleague's teasing becomes taunting, speak with your supervisor and a human resources representative.
3. Don't beat yourself up.
It does no good to dwell on your mistakes, which can lead to doubting your competence. "This type of thinking is actually self-destructive and only serves to hamper future effectiveness," says Liz Bywater, president of Bywater Consulting Group, a Philadelphia-based firm focused on optimizing organizational performance. "Remember: Failure is not in the falling down but in the staying down."
4. Learn from the past.
Solicit advice from your boss and trusted associates to help you analyze what went wrong and how you might've avoided the error entirely. Go back in the process as long as is necessary; however, be careful to avoid blaming anyone else, despite what you may uncover. Just learn from your own mistakes.
5. Keep it in perspective.
Seek a broad view of your career and accomplishments. "Chances are, you've experienced at least as many successes as failures," Bywater says. "It's the successes that deserve your greatest attention. Learn from them and continue to build upon your strengths."
6. Move on.
You've apologized. You've taken your lumps. You've analyzed where you went wrong. Now, it's time to move on. Don't raise the topic of your mistake again. Your boss and coworkers want to move past this as much you do; continue to look to the future and don't allow your career or day-to-day performance to be marred by one error.
How to Get the Most Value from Your Recruiter
The successful partnering between you and your search firm is a two-sided arrangement that requires trust and professional respect. Your approach to the partnership influences the speed and outcome of the search process just as much as the recruiter’s skill. One of the most important factors is your understanding of the process and the part you play in it. Here are a few suggestions that may be helpful:
• Do your homework before meeting with the recruiter. Define long- and short-term expectations for the job. Think through key organizational issues: reporting and working relationships; number of people the new hire will manage; who he or she will work with most closely.
• Make sure that your team agrees on the objectives of the position and that they are willing and able to commit time and energy to make the hiring process a top priority.
• Be prepared with the key elements that define the job description, such as:
--Title
--Objectives
--Criteria for measuring performance
--Major issue that new hire will address immediately
--Organization charts
--How many and what kind of people will be managed
--Current budget of the department
--Salary, including bones, incentive plans, benefits
--Career path opportunites
• Provide additional information your recruiter needs. Be explicit about the chemistry and corporate culture of your company. Share both good and bad, positive and negative aspects of the job and have no surprises waiting.
• Establish high standards in evaluating candidates, but be sensitive to feedback. Understand the trade-off between the candidate qualities you require and those you desire.
• Keep things moving from your side: conduct candidate interviews promptly; give timely feedback; maintain security and confidentiality.
A successful search is a team effort. You and your recruiter complement each other’s knowledge and strengths. A spirit of partnership will go a long way toward enabling you to reach your staffing goals.
The successful partnering between you and your search firm is a two-sided arrangement that requires trust and professional respect. Your approach to the partnership influences the speed and outcome of the search process just as much as the recruiter’s skill. One of the most important factors is your understanding of the process and the part you play in it. Here are a few suggestions that may be helpful:
• Do your homework before meeting with the recruiter. Define long- and short-term expectations for the job. Think through key organizational issues: reporting and working relationships; number of people the new hire will manage; who he or she will work with most closely.
• Make sure that your team agrees on the objectives of the position and that they are willing and able to commit time and energy to make the hiring process a top priority.
• Be prepared with the key elements that define the job description, such as:
--Title
--Objectives
--Criteria for measuring performance
--Major issue that new hire will address immediately
--Organization charts
--How many and what kind of people will be managed
--Current budget of the department
--Salary, including bones, incentive plans, benefits
--Career path opportunites
• Provide additional information your recruiter needs. Be explicit about the chemistry and corporate culture of your company. Share both good and bad, positive and negative aspects of the job and have no surprises waiting.
• Establish high standards in evaluating candidates, but be sensitive to feedback. Understand the trade-off between the candidate qualities you require and those you desire.
• Keep things moving from your side: conduct candidate interviews promptly; give timely feedback; maintain security and confidentiality.
A successful search is a team effort. You and your recruiter complement each other’s knowledge and strengths. A spirit of partnership will go a long way toward enabling you to reach your staffing goals.
The 10 Biggest Interview Killers
By Joe Turner
When you're on a romantic dinner date, you try to avoid "mood killers" -- talking with a mouth full of food, cursing an ex-lover, or complaining about a foot ailment. During a job interview, you have to avoid similar spoilers if you want to make a good impression.
Here are 10 of the most common "advantage killers" and how you can steer clear of them during your next job interview.
1. Not knowing your aim. Too often candidates think their purpose in an interview is simply to ask for a job. Your goals are to demonstrate how you are a good fit for the organization, and to assess whether the job is really right for you.
2. Being too needy. Neediness is probably the No. 1 advantage-killer in an interview. Remind yourself before walking in the door: you do not need this job. You do need food, you do need air, and you do need water. Keep things in perspective.
3. Lousy nonverbal communication. This is about demonstrating confidence. Your first impression makes the difference. When you enter the interview room, stand up straight, make eye contact, and offer a strong handshake with your interviewer. If necessary, jot their name on your notepad as soon as you seat yourself. Do the same for any other individual you are meeting with. 4. Compromising your position. You should always participate in the interview as an equal, not a subordinate, of the person conducting the interview. Often this is a subtle matter of self-perception, so remind yourself before the interview.
5. Falling into the answers-only rut. An interview is a conversation. Don't just answer their questions. That's why you've prepared stories to highlight your accomplishments, which will be your moments to shine. When you do answer any questions, make sure that you answer immediately and follow up with a question of your own, if at all possible.
6. Rambling. Telling your interviewer more than they need to know could be fatal. Your stories should be 60 to 90 seconds long and they should have a relevant point. Focus, focus, focus. Stick with your rehearsed stories, your research, and the questions you need to ask. Don't fill up the silence with unnecessary talk.
7. Being overly familiar. A good interviewer will be skilled enough to put you at ease within the first 10 minutes of the interview. That doesn't mean that they have become your best friend. Don't let your guard down. You're there to interview them and get answers to your questions. Treat this from start to finish as the professional business meeting that it is.
8. Making incorrect assumptions. Points are not deducted at the interview for asking questions when you don't understand something. Don't guess at what your interviewer means. Effective interviewing is all about collecting information in real time, taking good notes, and responding only to the actual facts you've collected. If you find yourself making assumptions or guessing about something that was said, stop and ask for clarification before you answer.
9. Getting emotional. At times the interviewer may hit a nerve or consciously try to provoke you into an "outburst." Don't fall for it. Clear your mind of any fears or expectations, so you can maintain a calm, open-minded perspective at all times. When emotions enter into an interview, failure follows.
10. Not asking specific questions. You want to find out more about what this job is really about and whether you want it. Arrive with a list of several prepared questions about the company, the position, and the people who work there. Ask questions that begin with "what," "how," and "why." Avoid simple yes/no questions. Get your interviewer talking as much as possible, then take notes. Most interviewers are unimpressed by someone who has no questions.
By Joe Turner
When you're on a romantic dinner date, you try to avoid "mood killers" -- talking with a mouth full of food, cursing an ex-lover, or complaining about a foot ailment. During a job interview, you have to avoid similar spoilers if you want to make a good impression.
Here are 10 of the most common "advantage killers" and how you can steer clear of them during your next job interview.
1. Not knowing your aim. Too often candidates think their purpose in an interview is simply to ask for a job. Your goals are to demonstrate how you are a good fit for the organization, and to assess whether the job is really right for you.
2. Being too needy. Neediness is probably the No. 1 advantage-killer in an interview. Remind yourself before walking in the door: you do not need this job. You do need food, you do need air, and you do need water. Keep things in perspective.
3. Lousy nonverbal communication. This is about demonstrating confidence. Your first impression makes the difference. When you enter the interview room, stand up straight, make eye contact, and offer a strong handshake with your interviewer. If necessary, jot their name on your notepad as soon as you seat yourself. Do the same for any other individual you are meeting with. 4. Compromising your position. You should always participate in the interview as an equal, not a subordinate, of the person conducting the interview. Often this is a subtle matter of self-perception, so remind yourself before the interview.
5. Falling into the answers-only rut. An interview is a conversation. Don't just answer their questions. That's why you've prepared stories to highlight your accomplishments, which will be your moments to shine. When you do answer any questions, make sure that you answer immediately and follow up with a question of your own, if at all possible.
6. Rambling. Telling your interviewer more than they need to know could be fatal. Your stories should be 60 to 90 seconds long and they should have a relevant point. Focus, focus, focus. Stick with your rehearsed stories, your research, and the questions you need to ask. Don't fill up the silence with unnecessary talk.
7. Being overly familiar. A good interviewer will be skilled enough to put you at ease within the first 10 minutes of the interview. That doesn't mean that they have become your best friend. Don't let your guard down. You're there to interview them and get answers to your questions. Treat this from start to finish as the professional business meeting that it is.
8. Making incorrect assumptions. Points are not deducted at the interview for asking questions when you don't understand something. Don't guess at what your interviewer means. Effective interviewing is all about collecting information in real time, taking good notes, and responding only to the actual facts you've collected. If you find yourself making assumptions or guessing about something that was said, stop and ask for clarification before you answer.
9. Getting emotional. At times the interviewer may hit a nerve or consciously try to provoke you into an "outburst." Don't fall for it. Clear your mind of any fears or expectations, so you can maintain a calm, open-minded perspective at all times. When emotions enter into an interview, failure follows.
10. Not asking specific questions. You want to find out more about what this job is really about and whether you want it. Arrive with a list of several prepared questions about the company, the position, and the people who work there. Ask questions that begin with "what," "how," and "why." Avoid simple yes/no questions. Get your interviewer talking as much as possible, then take notes. Most interviewers are unimpressed by someone who has no questions.
Labor Shortage Forces Companies to
Re-Evaluate Relocation Packages
According to a survey conducted by the Employee Relocation Council, companies have experienced more challenges in recruiting top talent in 2006 than in previous years. Of 150 companies from a variety of industries and sizes surveyed, 44.74% said that future relocation volume will increase next year. “With the labor shortage looming on the horizon, organizations are feeling the pressure to seek out the best talent from a shrinking labor pool.” Therefore, company retention strategies are becoming more prevalent. The most popular strategy is the relocation payback agreement, which mandates employees to stay at the company for a set period of time, or require them to payback relocation expenses incurred during their hiring process. 80% of companies in this survey institute a payback policy, 64.23% have a one year agreement.
“Recruiting and retaining top employees, some employees’ reluctance to move and companies’ financial constraints with relocation incentives all will be potential challenges with broad impacts on the economy and relocation,” said Margery Marshall, SCRP, Prudential Relocation president.
What does this mean for you, the MRI Account Executive? 2007 will be a year that companies may open the purse strings in order to get the right person for the position. They may require you to look outside the local market to find the person they need. It’s worth it to not settle for the number two candidate that’s local. This is why it’s impressive to let your clients know that you offer a full service, free of charge, relocation company as part of your service offering. You not only can find the top talent, but you can also relocate them using the FAS Relocation Network.
Back to top
The Value of the Account Executive
In today’s world, things like identity theft and phone scams are frightening for all of us. Unfortunately, your candidates might be experiencing this when they post their resumes on a major job board. According to a recent article featured in The Wall Street Journal titled “Who’s Reading Online Resumes?” the number of online job scams and identity theft are on the rise. Candidates are revealing personal information on their resumes, such as social security numbers, date of birth, address, and multiple contact numbers. According to the FBI, “these people are using the information to apply for fake credit cards and loans in the job hunter’s name. In another situation, they send a job hunter an email claiming to be a recruiter or company seeking personal details for pre-employment background check, and use the information for identify theft.”
Scam artists post fake job board ads, send emails to job hunters, and “phish” for any and all information they can use to obtain someone’s identity. It is recommended that no personal information be revealed on a job board resume, and correspondence only be conducted via email until the inquirer is recognized as authentic.
This is why you, the MRI Account Executive, are so valuable in the job hunter’s process. Candidates eliminate potential identity theft issues by avoiding posting their resume at all. We know many of you encourage candidates to not post their resume, and give you exclusivity in the search process, and here’s another reason why it’s important. Use these examples when speaking with a prospective candidate to deter them from posting their information on a job board or website.
Back to top
HHHAAAAA CCCHHHHHOOOOOOOO
Ten Worst Allergy Towns
1.Lexington, Kentucky
2. Little Rock, Arkansas
3. Chattanooga, Tennessee
4. Louisville, Kentucky
5. Johnson City, Tennessee
6. Greenville, South Carolina
7. Richmond, Virginia
8. Charlotte, North Carolina
9. Jackson, Mississippi
10. Saint Louis, Missouri
*Sourced by the Asthma and Allergy Foundation of America, The 2005 Spring Allergy Capital Ranking
Back to top
Top Ten Tips for Holiday Waistlines…
How many pounds does the average person gain during the holidays? It's ranging anywhere from five to ten pounds, depending on who you ask. Compound that with a poll conducted by Careerbuilder.com of 1,600 people in the workplace, claiming that 47% of people have gained weight since they began their jobs. “Today’s busy workers have trouble finding the time to cook healthy meals and exercise regularly, and their waistlines are suffering.” With both of those things against all of us, what can we do to perhaps minimize the added pounds this holiday season? A few tips for us all.
1. Keep a bottle of water at your desk—drink water instead of snacking.
2. Blacklist all vending machines and stay away from soda
3. Walk around the office instead of sitting all day.
4. Resurrect the lunchbox… bringing a healthy lunch to work instead of eating out can help minimize the calories. Plus.. it will help your wallet!
5. Try to be a picker eater—or pickier than usual. Don’t take the second helping of the pie… eat a few extra veggies instead.
6. Eat before going to a party, so that you can control what you eat before hand.
7. Don’t run on empty… don’t starve yourself to justify eating all night long.
8. Move those legs! Don’t eat and just let it all sit there… take a jog, go out for a brisk walk, go to the gym, or go shovel the driveway. Burn off those calories.
9. No one likes to be the sourpuss of the party, but drinking alcohol is a waste of calories. We are not suggesting to stop all together.. just drink in moderation.
10. Holiday dining is a time to enjoy friends and family. Savor that time, and eat slowly. Shoveling food into your stomach doesn’t give your stomach enough time to tell the brain you’re full and to stop eating. It takes 20 minutes for your brain to know your stomach is full.. Pace yourself and enjoy the time together with friends!
Re-Evaluate Relocation Packages
According to a survey conducted by the Employee Relocation Council, companies have experienced more challenges in recruiting top talent in 2006 than in previous years. Of 150 companies from a variety of industries and sizes surveyed, 44.74% said that future relocation volume will increase next year. “With the labor shortage looming on the horizon, organizations are feeling the pressure to seek out the best talent from a shrinking labor pool.” Therefore, company retention strategies are becoming more prevalent. The most popular strategy is the relocation payback agreement, which mandates employees to stay at the company for a set period of time, or require them to payback relocation expenses incurred during their hiring process. 80% of companies in this survey institute a payback policy, 64.23% have a one year agreement.
“Recruiting and retaining top employees, some employees’ reluctance to move and companies’ financial constraints with relocation incentives all will be potential challenges with broad impacts on the economy and relocation,” said Margery Marshall, SCRP, Prudential Relocation president.
What does this mean for you, the MRI Account Executive? 2007 will be a year that companies may open the purse strings in order to get the right person for the position. They may require you to look outside the local market to find the person they need. It’s worth it to not settle for the number two candidate that’s local. This is why it’s impressive to let your clients know that you offer a full service, free of charge, relocation company as part of your service offering. You not only can find the top talent, but you can also relocate them using the FAS Relocation Network.
Back to top
The Value of the Account Executive
In today’s world, things like identity theft and phone scams are frightening for all of us. Unfortunately, your candidates might be experiencing this when they post their resumes on a major job board. According to a recent article featured in The Wall Street Journal titled “Who’s Reading Online Resumes?” the number of online job scams and identity theft are on the rise. Candidates are revealing personal information on their resumes, such as social security numbers, date of birth, address, and multiple contact numbers. According to the FBI, “these people are using the information to apply for fake credit cards and loans in the job hunter’s name. In another situation, they send a job hunter an email claiming to be a recruiter or company seeking personal details for pre-employment background check, and use the information for identify theft.”
Scam artists post fake job board ads, send emails to job hunters, and “phish” for any and all information they can use to obtain someone’s identity. It is recommended that no personal information be revealed on a job board resume, and correspondence only be conducted via email until the inquirer is recognized as authentic.
This is why you, the MRI Account Executive, are so valuable in the job hunter’s process. Candidates eliminate potential identity theft issues by avoiding posting their resume at all. We know many of you encourage candidates to not post their resume, and give you exclusivity in the search process, and here’s another reason why it’s important. Use these examples when speaking with a prospective candidate to deter them from posting their information on a job board or website.
Back to top
HHHAAAAA CCCHHHHHOOOOOOOO
Ten Worst Allergy Towns
1.Lexington, Kentucky
2. Little Rock, Arkansas
3. Chattanooga, Tennessee
4. Louisville, Kentucky
5. Johnson City, Tennessee
6. Greenville, South Carolina
7. Richmond, Virginia
8. Charlotte, North Carolina
9. Jackson, Mississippi
10. Saint Louis, Missouri
*Sourced by the Asthma and Allergy Foundation of America, The 2005 Spring Allergy Capital Ranking
Back to top
Top Ten Tips for Holiday Waistlines…
How many pounds does the average person gain during the holidays? It's ranging anywhere from five to ten pounds, depending on who you ask. Compound that with a poll conducted by Careerbuilder.com of 1,600 people in the workplace, claiming that 47% of people have gained weight since they began their jobs. “Today’s busy workers have trouble finding the time to cook healthy meals and exercise regularly, and their waistlines are suffering.” With both of those things against all of us, what can we do to perhaps minimize the added pounds this holiday season? A few tips for us all.
1. Keep a bottle of water at your desk—drink water instead of snacking.
2. Blacklist all vending machines and stay away from soda
3. Walk around the office instead of sitting all day.
4. Resurrect the lunchbox… bringing a healthy lunch to work instead of eating out can help minimize the calories. Plus.. it will help your wallet!
5. Try to be a picker eater—or pickier than usual. Don’t take the second helping of the pie… eat a few extra veggies instead.
6. Eat before going to a party, so that you can control what you eat before hand.
7. Don’t run on empty… don’t starve yourself to justify eating all night long.
8. Move those legs! Don’t eat and just let it all sit there… take a jog, go out for a brisk walk, go to the gym, or go shovel the driveway. Burn off those calories.
9. No one likes to be the sourpuss of the party, but drinking alcohol is a waste of calories. We are not suggesting to stop all together.. just drink in moderation.
10. Holiday dining is a time to enjoy friends and family. Savor that time, and eat slowly. Shoveling food into your stomach doesn’t give your stomach enough time to tell the brain you’re full and to stop eating. It takes 20 minutes for your brain to know your stomach is full.. Pace yourself and enjoy the time together with friends!
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