Search Results - capable

Blog Post: Employers: Don't Make These 4 Mistakes When Working with a Headhunter

MYTHS CAN BECOME REALITY

As a…

Added by Roy Munk at 9:26am on April 4, 2017

Blog Post: Data Driven Recruiting To Hire Data Analytics Talent: India is among the top 10 countries regarding data analytics. The data industry is witnessing rapid growth driven by increased demand for cloud-based and predictive analytics…; Added by Skillventory at 8:00am on August 8, 2017

Blog Post: 10 traits to look for when you're hiring a programmer: 10 traits to look for when you're hiring a programmer

By Justin James

Programmers come with a wide range of skill sets, hail from many countries and cultures, and can have differing…; Added by 01. Lonnie McRorey at 3:37pm on March 17, 2008

Blog Post: CV advice to maximise your career prospects

Maximising the impact of your CV is one area of the…

Added by Richard England at 6:47am on January 14, 2019

Topic: Recruiting For The Succession Plan: ing the wrong person for a key role; from the loss of new business and business in general, to the impact on employee performance, productivity and morale. A deeper look reveals more impact specifically directed at the hiring manager (ultimately accountable for the failed attempt) loss of reputation amongst peers and staff as well as credibility as a leader capable of surrounding himself with winners. Let’s not forget to mention the risk related impacts when a poor hire terminates; legal, hr, intellectual capital, unemployment, etc. Media from the Wall Street Journal to CNN, “Good to Great”, “Top Grading”, and hundreds of CEO's with whom I’ve spoken, agree that one of the top strategic initiatives of many companies is hiring not only new talent, but also the right talent. What recruiters need to understand and embrace is that while there is a talent shortage, growth oriented companies are demanding more of their workforce, and are unwavering in their expectations to attract and hire 'difference makers.' This means our industry as a whole needs to get better, fast. The opportunity to make an impact has never been greener than it is and will be for the next 15 years. With the diminishing available talent pool, and the compelling messaging about off-shoring lower skilled labor and processes; astute companies recognize the need to invest in hiring and retaining key strategy impacting players. Companies in tune with the global demand for talent as well as the changing demographics and psychographics affecting their workforce are painfully aware of their inability to attract, select, retain and develop the right people on their own. These companies committed to winning the war for talent also know they need to create an environment that fosters growth, development and challenge. All of this means these firms are making investments in systems and operating practices that elevate their ability to attract & retain the best. Companies choosing to leverage their opportunities for innovation, competition and achievement of corporate objectives know they need to invest in and partner with industry experts who specialize in building hiring systems and teams, retention programs and leadership and employee development programs. Recruiting is where it all begins. There is no employee development program on the planet that can rebirth a poor manager with poor competencies into a great leader if they fundamentally do not have the right behaviors, values and motivations. When then right core traits are present, competencies can be learned; when they are not present, all the training in the world cannot and does not make a difference. That’s where assessments and behavioral interviewing can make a huge impact in your ability to position yourself as a leader in Talent Acquisition. When you take the step and gain the ability to bring the future to the present and predict what will show up in the performance review, your clients regard you as a team member committed to their end game. Assessing the candidate starts with understanding and assessing the client, their goals and objectives, their road blocks. It starts with uncovering their core values and their often unarticulated core rewarded behaviors. Moving into common denominators of top performers at the company and then into competency and behavior gaps that this candidate needs to fill. Once you fully understand where your client is going then and only then is it appropriate to find out about their recruiting need. When you do, find out how the position impacts the companies direction, core objectives and values. Probe into the key performance indicators for the role and how this performance in the role is measured. If they don’t know use your consulting skills to facilitate a discussion. You certainly cannot recruit for a job and successfully fill it with the right impact player if no one knows what great performance looks like. Then your job as a recruiter extraordinaire is to analyze the role and ensure what this role is accountable for doing directly impacts the performance indicators, as many times when you do this you will find that the role is doing a lot of things that never affect the performance indicators. Your clients know that they do not know how to create job functions, they know they need help, they know their hiring process does not always work and they know they cannot afford another mistake, so don’t be afraid to challenge their thinking. It makes sense to link the functions to the measurements, it’s common sense. The last thing you do, before you get the requirements for filling the role is talk about the real person they need. Ask questions like, “If I find you a person with the perfect resume and the wrong behaviors, what is the impact?” When they trust that you have their end game in mind, and they believe they can count on you to deliver the right person; most companies will tell you if you find them a person who can achieve the objectives in the role and they honor the company values and they cause great things to happen, it does not matter exactly where they come from. People get hired for their experience and or resume and get fired for who shows up on the job. More questions to ask when determining the who the ideal candidate is are: “So, how would the ideal candidate be motivated?” By Money. Power. Making a difference. “What would they value?” “How would they manage people?” Through inspiration, delegation, development. “What management and or sales style would most work here?” “What would the ideal candidates thinking be like?” Would they think from a place of integrity, innovation, common sense, of high level decision making?” Once you and your client understand who the ideal is, and then you honor that conversation by validating that your candidates and submittals are ideal; your influence of placing someone who is part of the succession plan exponentially increases. Once that happens you are also part of the succession plan !…; Added by Margaret Graziano at 7:23am on August 7, 2008

Topic: Using Jack Canfield’s Success Principles in Your Recruiting Business: pital consulting business and my life. The Success Principles cover ways of being and operating from the law of attraction, to visualization to specific goal setting and action planning. We have learned the power of daily conditioning of our mind, body and our spirit. If you have not read the Success Principles, I highly recommend it. It is by far the largest contribution to my having the power and courage to alter the course of my life and up my game. Overall there are 40 Principles, much more than the 7 habits, and for the sake of keeping your attention I am listing the top eight to ten that have helped me in my career. If you want more, tell me and I will continue on this subject for the next few weeks. 1. Taking 100% responsibility for your life, for your production, for your candidate submittals for the quality of client you are working with, to the amount of clients you generate to the money in your bank account. This seems easy; however every time you complain, justify or blame you are avoiding responsibility for the way things are going. When you avoid accepting responsibility you are rendered powerless to change your situation. Like it or not --YOU are behaving like a victim. 2. Define your purpose and your mission for being in the business of recruiting, for being alive. I have met many recruiters who tell me their purpose is to make a lot of money; I believe they answer this way because they think I want to hear that answer. Many of us who chose to make recruiting and talent related careers our life’s work operate in our business with a purpose that is much more inspiring and meaningful than money. Money is the end result of our hard work and our passion; it is however not our purpose. My purpose it to be a conduit for people to embrace their personal power, live extraordinary lives and make a difference in the world. What ‘s yours? 3. Deciding what you want. What are the things you would do if you had no limits of time, money or resources? Make a list of 100 things you want to do in your life. Keep that list somewhere you can see it and check things off as you do them. Some of mine are; getting married in a winery, celebrating my 1 year anniversary in Verona, spending a week in an African village teaching self esteem to young women, Ski the Alps, Sky Dive, Kayak the Russian river, White water raft the Grand canyon, Scuba dive in Australia and Tahiti. Yes, successful recruiting generates lots of money, it is not about the money it is about what you get to do with it. 4. Believe it’s Possible, Believe in Yourself, Become an inverse Paranoid -these have to do with rewriting the tapes in your mind about who you are and what you are capable of. I always thought $250,000 was a healthy income, I thought that $400.00 was too much and I was greedy and selfish to be taking home that much money. I actually only took home that once year, and then my guilt or whatever had me funneling money elsewhere but in my pocket. I realize after reading this book and working with Jack that when I take home a $100,000,000 per year I can actually fund many other projects that the world needs funded. I can help my mom and her husband retire in a beautiful climate, I can donate a lot of money to the hemophilia foundation and I can fund adoptions out of Africa. There is much more I want to do and can do when I am cash flowing at $100,000,000 per year which is something I never even fathomed until the last 2 years. Changing your belief system is something we in our industry don’t spend much time on. If you have ever taken a Sandler sales course they have wonderful material on this, actually our beliefs are one of the major things ahead of lack of action that stop us from achieving what we want. 5. Setting Powerful Inspiring Goals in every area of our life. Specific, Measurable, Action, Resonate, and Thrilling goals with a date and time. Finance, career, relationships, recreation, health, personal, contribution. 6. Chunk It Down. Solidifying where you are going, create it in your mind. Map it in your consciousness. 7. Release the Breaks is about ending any and all negative thoughts about what you are wanting to accomplish and achieve. Stop saying can’t and stop talking about trying. Eliminate the things you say to yourself that are self deprecating. These are things like; “There are no good candidates our there”; “We are in a recession, I can’t find any good orders”, “Expensive Houses are not selling now”. I am not even advertising that I do Recruitment Outsourcing and I have people calling me weekly with work in that area, I sold my palatial estate in 4 days. These things are happening for me because my head, my thoughts and my feelings are all aligned with moving to California and building a world class Human Capital Consulting firm. It is all in our heads, so what does yours tell you about what is and isn’t possible? 8. Visualization is an extremely powerful tool that many of us are aware of, the Olympic athletes use visualization to imagine themselves performing at top levels, they imagine themselves receiving the gold, NBA use it to visualize themselves making 3 point shots, Victor Frankel imagined himself out of a concentration camp. The mind is a powerful tool and when your mind visualizes you doing something it now thinks you can do it, it finds a way to have you do it. Try it. Visualize yourself landing that contract, getting an award, shaking the hands of a CEO you want to partner with, cashing the check, closing the deal. I know this may sound silly, it works ! I lead 8 week workshops called the Success Factor for the recruiter; we obviously get much more in depth than I can get here today. If bringing your business to the next level is something you want and you want help getting there, the Success Principles can empower you to have everything you want.…; Added by Margaret Graziano at 9:05am on August 14, 2008

Topic: Opportunity for Food Manufacturing Specialist (Western New York): ty (Western New York) Reports to: Plant Manager Compensation: Competitive base salary and package (including upside bonus potential and full benefits). Relocation assistance (if required) will be considered. Overview: This is an exceptional opportunity to join the rapidly growing team for an innovative manufacturing producer, supplier and marketer in the food processing and specialty products industries. The company is always seeking ways to improve its efficiency and customer base by growing with new initiatives, new customers and new opportunities. This position is conveniently located in Western New York (Orleans County). For the "right" candidate this situation has wonderful long term potential with a trusted, well respected, quality minded and customer focused company that has been serving clients for over 45 years. The Manufacturing Specialist will develop new ideas, manufacturing / warehousing approaches and techniques to increase efficiency and productivity. This individual must work well with others and be highly self-motivated. The company always has demonstrated unwavering dedication to customer service and a commitment to teamwork and high integrity. To this end, they have established a fun, respectful workplace in which their employees, intelligent, creative, open-minded individuals, can thrive. They have created a safe, healthy, professional culture that consistently encourages and educates their employees in a challenging and rewarding environment. The “right” candidate will have an important voice in shaping the company’s current and future manufacturing plans with autonomy and freedom to grow with a growing organization. The Manufacturing Specialist will oversee special projects and all warehouse operations including budget management, staffing, inventory control, distribution of product to outside customers and re-direction of product for in-house customers, and safety compliance. The Manufacturing Specialist interacts directly with and must ensure excellent outside and inside customer satisfaction through efficient and timely coordination of order receipt, scheduling, shipping and record keeping accuracy. Key Responsibilities: Staff, organize, and directs operations within a warehouse and manufacturing setting to effectively manage the receipt, storage, selection, packaging, loading, and shipping of products to customers. Follows established operational procedures for activities such as verification of incoming and outgoing shipments, handling and disposition of materials, and keeping inventory current Plan department functions to schedule the prompt delivery of finished products and receipt of raw materials (in the amount ordered) ensuring that products, parts, (or supplies) are shipped, distributed, or received in an efficient and timely manner Confers with department heads to ensure coordination of manufacturing and warehouse activities such as production, records control, and purchasing. Coordinates the logistics of materials movement for production purposes with the Materials Coordinator and outside warehouses (as needed) Reviews documents such as safety rules, operation and maintenance instructions, distribution orders and procedure manuals ensuring that all activities are carried out as per documents and instructions. Screens and hires manufacturing and warehouse personnel Issues all appropriate work assignments Controls costs through productivity of personnel, efficient utilization of operations, storage space, and proper protection of stored materials Maintains accurate records of inventories and location for production control and cost accounting purposes Recommends manufacturing and warehouse material storage handling equipment needs and replacement (as needed) Responsible for enforcing company policies of conduct and safety and initiates disciplinary action and terminations when needed Identifies the root causes of any product loss and takes corrective action Responsible for sanitation and cleanliness of responsible areas as well as all outside areas of the facility (i.e., best practices in facility management) Work Experience Requirements Food manufacturing experience is preferred (but is not mandatory) 5-10 years in a manufacturing environment related to Plant Operations, Warehousing, Inventory Control, Facility Management, Sanitation and Logistics Computer literate and proficient in Microsoft Office; Excel, Word and Outlook Knowledge of SAP is beneficial Knowledge of Microsoft “Dynamics” and “Navision” is beneficial History of working with vendors during installation of new operations/warehouse software including barcode scanning and RF implementation Excellent math and analytical skills · Proven advanced leadership and development skills · Cultivate and maintain favorable relationships with vendors, work crews, employees, and industry contacts. · Support the supervision, hiring, development and training programs for new manufacturing / warehousing recruits and employee additions Ability to manage and react to day-to-day operational requirements in a professional and timely manner Excellent communication, problem-solving and analysis skills along with the ability to provide clear and concise details regarding cause and effect, both verbally and in writing High degree of attention to detail in all job functions Ability to follow instructions and set the example on the safe use of all industrial and warehouse equipment (e.g., forklift) Ability to work effectively with all levels of the workforce and management Self-starter with the ability to work with minimal supervision Education Requirements Bachelors’ degree (i.e., engineering or equivalent) desired along with a minimum of 5 years experience working in a manufacturing environment. Training in HACCP and GMP (i.e., Good Manufacturing Processes). A combination of education and work experience may be acceptable in lieu of a degree. Description of the Ideal Candidate: · Experience in manufacturing / warehousing accountability, multi-channel product distribution, planning and organizational management. · Accomplished professional with proven experience in leadership, as well as growing, managing and mentoring superior manufacturing / warehousing teams. · Results-oriented, intelligent, decisive leader with proven success in continuous improvement, strategic thinking, conflict resolution and problem-solving. · Ability to think "outside the box", to sell ideas and to make things happen. · Strong understanding of food ingredients manufacturing, biotechnology solutions with knowledge and experience in warehouse operations and plant construction. · Highly organized, detail oriented with follow through on commitments · Excellent communication skills – written and oral · Engineering background is a definite plus. Why This Company is a Great Place to Work: The company has a strong history of providing quality service and commitment to excellence to its customers They differentiate themselves from the competition, by doing the job right and always putting the customer and customer needs first. They develop lasting relationships by listening to clients and partnering with their clients. The company places a very high priority on attracting and retaining quality people by providing competitive salaries, excellent benefits and a safe, respectful work environment. The company prides itself in working very hard at having the best communication skills in the marketplace with the CEO and President leading the way by setting the right tone and direction. Outstanding employee contributions are rewarded in kind. The company remains committed to providing the best possible climate for development for all employees while seeking to maintain a spirit of teamwork where individuals continually work together to attain a common goal. Whenever possible, the company will continue striving to improve its workforce by promoting capable and qualified employees (from within) and, hiring and retaining the best and brightest people available.…; Added by David M. Schwartz to Recruiters Looking For Splits at 11:11pm on August 25, 2009

Topic: Five Steps to Building a Winning Team: en we see it, it is often difficult to elaborate on why it works and merits praise and admiration. The same subjectivity often applies to definitions of winning. For some, winning is the achievement of spectacular success. For others, it’s the simple absence of losing. In the context of startups, definitions of winning range from closing an A round, achieving cash-flow profitability to ringing the opening NYSE bell after a billion-dollar IPO. Consistent along this arc is the critical importance of developing a team capable of winning however winning is defined. The organization’s leadership must assemble a team, define the goals, manage personalities, in addition to navigating the competition and handling everything else that undermines winning. Teams make the heavy work and employment of specialized skills possible. Building a winning team can benefit from a two-pronged approach: 1) hiring or internally developing the best talent available, and 2) creating a culture that focuses on "we," rather than "I." Here are five steps to building a winning team: i. The first two focus on talent acquisition. In helping our clients at Comeet improve their recruiting processes, we see first-hand that the keys to talent acquisition are identifying and hiring solid talent, then encouraging and supporting consistently high-level performance. ii. The last three steps address culture, team development and investing in the growth of the “whole” employee. 1. Be inspirational rather than intimidating. It’s the old adage about attracting more bees with honey. The leader or manager who inspires with positivity will win out long-term compared to the intimidator. 2. Believe in the team and prove it by: Setting aside the leader's personal or conflicting agendas Being simple and clear in setting team goals and objectives Understanding that attitudes and biases often prevent the discovery and employment of the strengths in others Listening carefully to what team members say 3. Build the dynamics of a winning team Encourage a teamwork culture in the organization. Invest in policies and programs and activities to create the aforementioned "we" culture in which: Every team member feels a part of the organization The fear of being alone and ignored and unsupported is eliminated The true focus of everyone in the organization is directed to helping customers succeed 4. Emphasize clear team roles and plans for team members' personal growth to: Defuse potential caustic effects arising from internal competition Allow employees to collaborate and contribute Ensure that every employee understands that s/he is competing with themselves for success, rather than with other team members 5. Recognize success, encourage creative thinking, and win (or lose) as a team, because: The best team-oriented organizations give credit and recognition to employees, regardless of seniority, which is a foundation of a teamwork-based approach When accomplishments boost the team's winning record, individual team members experience an even greater sense of togetherness and belonging; When failures occur and the team takes a hit or is criticized, individuals feel responsible, but not unmotivated, especially when the organization focuses on the team and not an individual person These suggestions are starting points in effective team building. Whether your goal is to sprint like a Triple Crown contender or advance steadily like a camel, a talented, motivated and well-managed team can deliver a winning result. The important takeaway is that there is no hard and fast “right way.” Choose the path that works for you, your personnel and your corporate objectives. About Omer Omer Tadjer is the CEO and co-founder of Comeet, a collaborative recruiting company that provides innovative software that transforms the way companies hire new employees. Omer has been involved in high-tech companies for more than 15 years, a decade of which was devoted to software development and managing development teams. A technologist (and philosopher) by training, he is a business entrepreneur at heart. Omer is passionate about applying his practical IT and management experience to creating valuable products and transforming the way the HR industry operates. Prior to Comeet, Omer founded and ran Etgar, a company providing professional and IT services to global clients. In his spare time, Omer managed the Revolution Orchestra, a 30-player orchestra based in Tel Aviv.…; Added by Omer Tadjer at 10:11am on March 16, 2016

Comment on: Blog Post 'Hiring the “Aged”': all the time. And it not only kills me because I'm in that age demographic, but because people think I have the ability to help them get jobs, but in fact I am pretty much powerless. I even have friends who have been out of work for a couple of YEARS now. My heart aches when I hear the horror stories about people losing their homes, having to pull their kids out of college, depleting their entire savings, just to survive until they get a job. And there are suicides too. Going back to school or taking classes? Forget it. It’s a waste of a job seeker's money 95% of the time. Employers just do not consider 'adult education classes' or even a later-in-life degree to be worth much if anything; they'll just keep ignoring those workers they 'assume' aren't a good fit and hire the people who have the experience/knowledge from their employment. And companies just don’t want to bother to train people anymore. The mantra is ‘hire ‘em with actual experience so we don’t have to spend time training ‘em!’ These days companies who are watching their bottom line (and who isn’t) want to hire people with at least some experience so they can be immediately productive. Many over 50 job seekers have given up on finding anything even remotely comparable to what they had before being laid off, but therein lies another problem: They can't even get hired at Starbucks or Home Depot! Many of these people will do ANY work – they’re smart, capable, nowhere near ‘over the hill’, and often desperate if not for income then for health insurance. People who NEED money often turn out to be the best employees. However, those companies assume anyone who is that over-qualified will bolt at the first offer in their field that comes their way. This may - or may NOT - be true, but I just hate all the assumptions and preconceived notions people have about certain age groups (hell, while we're at it, I also hate ALL assumptions about any group of people). No one is judged on their individual merit or circumstances. Why not? Time and workload. No one in an HR or recruiting function, nor the hiring manager him/herself, has the time to do a thorough review of every applicant. So what's the answer? Well, I highly doubt we will change American society and our sociological beliefs. Just look at history… how long did it take Women to gain a foothold in employment? And then African-Americans and other people considered ‘non-white.’ And today, the focus seems to be on Gay rights and acceptance, and that battle is still ongoing. Face it, we humans are imperfect; we are not computers. Even the best, most well-meaning people may harbor preconceived notions or outright bias against certain groups, and some do without even realizing it. People will stick to what they 'think' they know (like employers 'think' they know to never hire someone at a lesser pay or title than they held before), because it's easy. It's easy to lump an entire group of people together so they can be rejected. Makes the person whose job it is to review all the resumes much easier! I'm a firm believer that the hiring process in our country is broken. It has become a matter of rejection - how many people can the reviewer (could be an HR Manager, or a Recruiter, or an entry level admin or even a temp worker!) remove from the pile? That pile of resumes must be made smaller, of course, because no one has the time to read 500 resumes and cover letters for each position in their company. So employers first look for a reason to reject the person... you know, those age-old reasons that humans use to classify others: There are typos on the resume. The resume ‘looks’ bad. - The person’s English is a bit stilted or broken (possibly indicating someone whose first language is not English). The name of the candidate is ‘ethnic’ sounding. (studies have proved that ‘Colin’ will get hired more often than ‘Tyrone’, and that ‘Jason’ will get preference over ‘Abdul’). The person lives too far from the company (‘far’ being a very subjective term; 10 miles might be far to you, but many, many people in the U.S. drive more than 50 miles each way) - The person lives in a ‘bad’ area or neighborhood. - And, of course, the person graduated from school more than 15 years ago or shows employment dates on their resume from more than 15 years ago. If it IS a machine (computer) doing the first ‘review’, there is no guarantee the computer will reject the people truly not qualified, nor is there a guarantee the computer will keep the best candidates. The whole subject of keywords and rankings based on keywords is fodder for another debate! Lastly, they look at the actual experience and qualifications of the person. Yes, I said last. Those candidates who aren’t immediately rejected, move on to the next step in the rejection process, so that another imperfect human reviews and rejects, and by the time the actual hiring manager sees resumes, from that 500 he/she might only see 10. Do you for one minute think that every one of the 490 rejected candidates were rejected solely because they do not have the minimum qualifications? Now let this sink in for a minute… someone who has never met you, someone who could be racist, ageist, homophobic, someone who might be an entry-level employee without much breadth of business experience, someone who most likely has no understanding of what you do and how that fits into their company, could be the person who determines your future. Scary, huh? (dismounting my soapbox now)…; Added by Judi Wunderlich at 1:24pm on November 14, 2012