Search Results - care guidelines

Blog Post: What Is Human Resource Development?: Human resource development is a methodology of enhancing the skills, knowledge, experience, and talents of employees in a company or organization. Human resource development is a broad term that…; Added by Phil Strazzulla at 8:37am on October 29, 2022

Blog Post: New Guidelines For HireFriday Plus A Big Announcement!: Since I wrote the first Guidelines For…; Added by Margo Rose at 1:08am on August 5, 2010

Blog Post: Here are 5 ways to address the hiring bias: It’s no secret that diversity is advantageous to business…; Added by Susy McNeil at 2:37pm on August 1, 2017

Blog Post: How to Build an Effective Candidate Follow-Up Strategy: Job candidates know the importance of follow-up — and yet, interviewers often forget basic follow-up strategies, which leads to poor candidate experiences and damaged…; Added by Ngan Pham at 4:27am on May 21, 2021

Topic: WINNING Entry: Who Is Hiring My Candidate Here?: cial reporting folks. One day the Controller asked me to work with their Audit Department and please help them find some good people to facilitate the change needed in the department. The overall vision was to implement the GE type audit function, that works so well over at GE. I met with the VP of Audit and his HR rep who would be handling all the resumes and interview schedules the beginning of September. I asked when they wanted the new people to start work and was told by the end of the year. I didn’t see any problems on my end so I asked: “When are you available to begin interviewing?” The VP of Audit started turning the pages in his calendar and finally said, "the first week I am available is the middle of April of next year". I told him obviously no one would be starting at the end of this year if he couldn’t interview until next year. The HR rep piped in with ‘you will forward the resumes to me for review before the end of November and the interviews will start with me and if I clear them they can wait to meet John next April’. I said that was not a good idea to try to keep good candidates dangling and in limbo for so long. HR rep came back with, "we don't care – this is how we do it here". Let’s see; sharing the resume by November, an interview with HR rep sometime after and then we wait until April for the candidates to meet the head audit guy. If the Controller hadn’t asked me to help these people, I would be leaving right now. This has disaster written all over it. To be honest though, the initial search did intrigue me. They wanted someone with 10+ years experience, CPA from a top firm, that spoke Mandarin Chinese, plus two other Chinese dialects, and was a “blonde haired, blue eyed, American boy”. No Asian candidates because they often will be more submissive and subservient and this candidate would be going to take over the head finance role in China in two years. Something like finding a needle in a haystack? My kind of search! Well, come November I had found three (still cannot believe I found three) candidates. I shared their resumes with HR rep, after calling her first and leaving a message that they were being sent over. And waited, and waited. No response from HR rep. Called again and again and again. No response. Year end comes and still no response. I try calling the VP of Audit and get no response. I go to the Controller - who I reminded got me in this mess – but he also got no response from either of them. The VP of Audit didn’t report to him, they were colleagues at the company. In the meantime, after the first of the year I ended up placing two of the candidates with other companies, they were not interested in waiting for something that looked like it would never happen – I couldn't blame them. The third candidate was pretty happy in his current position; so was equally happy to wait it out and see what happened. On a sunny Monday in April I finally received a call from the HR rep. She was calling to say they wanted to interview my candidates this Wednesday in Atlanta and that they would arrange for the candidates to fly down on Tuesday night, stay over and meet several audit people on Wednesday and then fly back. I told the HR rep that two of the candidates were no longer interested and had moved on and that I would call the third. I mentioned this late notice of flying out tomorrow and taking time off work this week could be a problem. She replied that we are XX and if anyone wants to work for us they can wait for us and come to us when we call. You can guess how I wanted to respond – I bit my lips until they bled instead of replying. I called the candidate and he was thrilled and said he would make it work. He did and everyone that met him loved him. They wanted to make him an offer but first because he would be coming in at a Director level he would have to interview with the finance heads of three divisions of the company. He met with two car divisions but they couldn’t arrange a meeting with either of the other two car divisions so they had him meet with the non car division. He met with the head finance guy (Fred) who during the interview asked my candidate "why wait two years to go to China. I’ll offer you a position as our head finance guy in China right now and you can go to China your first day of work while we complete all the necessary paperwork." The surprised candidate said “Aaahhhh, Cora recruited me for the audit department, won’t this cause problems?” Fred told him no one pays attention to the audit department and said he would take care of it. So - not knowing any of this - I get a call from the candidate after the interview: Me: How did it go? Him: Pretty well, they offered me a job and I accepted it. Me: The audit guys were there? Him: No, this is with Fred at the division I interviewed with and I’ll be leaving for China in three weeks. Fred says he’ll call you and get everything straight. Me: What about the audit department? Him: He called them while I was there and told them he hired me on the spot and that I'll be leaving for China in three weeks. I could hear that guy I met from audit yelling and swearing through the phone. Me: OMG!!! (To myself) I had to call the VP of Audit and tell him. Of course, he already knew. He yelled (a lot), said I was the worse recruiter he had ever encountered and that he would make sure I never worked at that company again. I tried to apologize and tell him that maybe the process had taken too long and how would I know that one of the divisions would hire the guy. I had to call the HR rep and talk with her – I listened to about 15 minutes of her telling (yelling) me how bad I was and how she didn’t want to use my services in the first place and wanted to use another recruiter that had always come through for her, blah, blah, blah. I again tried to tell her that their process was perhaps the problem and that sending a good candidate to other divisions wasn’t necessarily a good choice. She thought I should have controlled the candidate better. I reminded her that she set up the interviews and I had no idea who the candidate was meeting with. I thought for sure that I had lost my best and largest client forever. What was I going to do? I was in the middle of searching for 5 people for the Controller’s department! I had to call the Controller. He laughed about what happened and said he had already heard about it through the grapevine and that everyone was laughing at the audit department! I was thoroughly depressed until he said, "Don't worry, you'll never have to work with the audit department again, just the rest of the company"! End of story. Aftermath: * Candidate worked for division and in China for over five years. * VP of Audit was wrong; I have worked for company for many years after; but never for the audit department. * VP Audit guy was fired before the yearend because he could never get the new vision off the ground – are we surprised? * HR rep – never heard from again. * Fred, from the division, paid my fee. I also did several more searches for that division. What I learned: * If the search restrictions don't work with the timeline or your marketplace you walk away from the search – no, you run away!! * As recruiters we know after we meet someone - whether it’s a candidate or client - if we want to represent them to the marketplace. Once we make that decision we need to stick to it – it’s the right decision. This is a search I should have walked away from at that first meeting. * If the people involved in the search are not working with you for a successful completion, they are not serious so don't waste your time with them! Moral for company: If you know one of your divisions is looking for a candidate with the same specs as you are; don't send candidate there to interview! FYI: After this incident I considered every division and department at that company as a different entity and if asked to work with any area they had to sign a detailed contract with me that had precise guidelines they had to follow to have me represent them. I had several separate clients from within one large company. …; Added by Cora Mae Lengeman at 1:55pm on November 14, 2011

Topic: Meet Rose (Dougherty) Cava-Blanco, Silicon Valley Director of Staffing: at Hewlett-Packard • Customer Support Organization positions at IBM *** Rose is currently reviewing new opportunities in Corporate Staffing Management Rose (Dougherty) Cava-Blanco is a Subject matter expert in the areas of recruiting processes, ATS implementation, hiring manager and recruiter training, and people management skills. Moreover, she has expertise in the development and implementation of new recruiting models, metrics, tools, and policy documentation to support organizational goals. Rose has over eight years of people management experience including hiring, performance planning, coaching, evaluations, salary, education, recognition programs, setting goals and delivering results. In addition, she has over fifteen years of HR experience with industry-leading organizations, including compensation, selection, sourcing and recruiting, interviewing, diversity, employee immigration/relocation, policy development/documentation, and program management. Q&A with Rose (Dougherty) Cava-Blanco Six Degrees: Tell us of your home world, Rose Rose: I’m married to a wonderful man, Jim, who is a documents examiner. I have two children: my son is 24 and working and living in Carlsbad and my daughter will be 21 soon and working and living in San Francisco. I’m a strong believer in life-long learning and self-care. I’ve recently completed the crash course for the SPHR exam which I don’t have scheduled until May (I’ll probably need a refresher by then!!). Currently, I’m re-reading The First 90 Days by Michael Watkins for preparation in my next role. I’ve just finished Recognizing Richard Rabbit by Peter Weddle. On a fun note, I also read fitness and training books for motivation and continually changing my workout routines that I do at home. I also enjoy Cooking Light and Fortune magazines. Six Degrees: How did you get started as a recruiter? Rose: I became a recruiter in 1996 when I joined Hewlett Packard. A great position following my 15 years of customer service at IBM. Recruiting is customer service!! My responsibilities include workforce planning and management for the department/organization I supported. This was understanding their business plan: growth, outsourcing, downsizing, etc. and then reviewing how the current talent fit in to that plan: did we need to recruit, retrain, reward or release. Six Degrees: What single event had the most impact on your sourcing/recruiting career? Rose: At Hewlett Packard, I had an organization that needed a RF Engineer. My greatest sourcing moment was finding the hire in our current resume database. The significance here is that HP received a large amount of resumes per day. As recruiters, we were so encouraged to expand our horizons on sourcing websites and channels that we sometimes overlooked our own database. This success changed the process I used with my recruiting coordinator when looking for new candidates: she mined our internal database and I mined the external to ensure we reviewed those applicants already having a desire to work at HP. It is now easier with applicant tracking systems having the feature for all applicants to come directly in to your company email box. Do you have a mentor to whom you attribute your overall outlook on recruitment, capabilities, and/or model your career after? Rose: Yes, my first recruiting manager at Hewlett Packard has been my foundation. I’ve had many managers since then and have met lots of people at different events: you learn something from everyone you meet as long as you are willing to listen. Six Degrees: Tell us about your most recent accomplishments and duties as a Staffing Director Rose: My most recent position was at LeapFrog Enterprises Inc. headquartered in Emeryville CA. My responsibilities included creating recruiting strategies, documenting department expectations and guidelines; documenting and publishing the hiring process with clear ownership and leading the applicable training sessions for hiring managers and recruiting department. In addition, I automated the requisition process; implemented a new applicant tracking system; implemented new hire and employee background checks; standardized the interview process; cut recruiting agency spending; revamped employee referral program; implemented consistent recruitment branding to job postings. Six Degrees: (A) What other companies' recruiting operations do you admire or have heard are best-practice examples? Rose: I reviewed lots of websites for ideas in updating LeapFrog’s. Hewlett-Packard, Juniper Networks and Electronic Arts are cool and easy to follow. I’m also very impressed with the recruiting process at Microsoft. Six Degrees: (A) In what aspects are they superior? Rose: The above websites are easy to use: the careers page link is readily available. Microsoft follows an excellent communication process. Six Degrees: What recent general news story or industry trend do you feel will have an impact on your work in the future? Why? The huge amounts of corporate downsizing. Rose: The market is flooded with unemployed individuals with excellent skills. People are applying to all jobs they are qualified for. On the employer side, the volume of resumes per opening has substantially increased. Companies are having a tougher time closing with each applicant so ‘the resume in the black hole’ cannot be helped right now. Six Degrees: What has been your industry involvement in terms of contributing subject matter expertise?: Rose: I was the Keynote Speaker at the Kennedy Information’s Recruiting 2008 Conference and Expo where I presented the work my team and I completed at leapfrog. Six Degrees: What is your next career goal? What do you need to do to get there? Rose: Expand my generalist knowledge while maintaining my recruiting expertise to prepare myself for an HR VP role. Industry Recommendations “Rose is a pleasure to work with. She is a strong manager and has built a high performing team at LeapFrog as well as implementing many new processes which we were sorely lacking before she joined us. She implemented Taleo and ensured we were using it more effectively than our previous ATS, she drove down our recruiting costs significantly and greatly improved the quality of the staffing services provided to the organization. In addition, she created clear roles and responsibilities for those involved in the hiring process and implemented our background check process. I truly enjoy working with Rose, she's a gem.” October 29, 2008 Hilda West, Senior Vice President, Human Resources, LeapFrog (managed Rose at LeapFrog Enterprises, Inc.) “Rose is awesome in her role of Staffing Policy Manager at HP. She is extremely responsive. Her contributions to HP are appreciated.” March 2, 2006 Susan Graye, Global Staffing Strategic Initiative Manager t Hewlett Packard…; Added by Dave Mendoza at 3:19am on February 23, 2009

Blog Post: How to Create a Winning Employer Brand: Added by Steven Duque at 10:05am on November 14, 2016

Topic: BOUNTYJOBS COVERS UP FOR TALENT ACQUISITION REPS OF THEIR CLIENTS AND ALLOWS THEM TO FILL THEIR DATABASES FOR FREE!!!: his experience has also proven to be as awful as the first. I would like to know if anyone else has had a similar experience with Bountyjobs. In my first experience, I was working on a position for a client in Iowa. This was a Sr. Purchasing Manager position. I submitted several qualified candidates for this position via Bountyjobs. My point of contact was as usual, a Talent Acquisition Rep for the client with the open position. I found that this Rep was very unresponsive, and ignored messages via the Bounty Wall and Candidate Wall. This is the preferred method of communication, for Talent Acquisition Reps, an in a few moments you will know why. I submitted 6 candidates for this position, before actually filling it. However I did not fill the position, by sending the candidate via Bountyjobs and communicating with the client via the site. I repeatedly requested feedback on submittals of candidates, due to the fact that all candidates were interested in the role, and wanted to know if there was interest on the client side. After repeatedly being ignored by the Talent Acquisition Rep via Bountyjobs, I began emailing the Rep to request feedback. All emails were also ignored. After about a month, I received an email from TA stating that a phone interview was requested on one of my candidates. luckily, that candidate was still available and interested. The candidate did the phone interview, and called me right after, very excited, stating that it went well. After a week, I reached out to see if there was feedback on the candidate via email as well as via the candidate wall on the BJ site. No response. None at all! After another week of the candidate calling and requesting feedback, I tried reaching out again, no response. I finally asked the name and contact information of the Hiring Manager that interviewed the candidate, and reached out to him. He provided feedback, stating that the candidate was not quite a match for the position. After doing that, the same day, I asked the HM if it was okay to send him the other candidates that I submitted via BJ to him directly, and he said that was fine,because he really needed to get the role filled. I sent over all 6 candidates, only to find out that after a whole month of sending candidates, the HM had only seen 1 of the candidates I submitted. Subsequently, one of the ones he had not even seen, that I submitted via BJ, got the position and is still employed with the client to this very day. After I filled the position, the TA called in and complained to BJ that I was "aggressive" and that she did not want to work with me again. That was okay with me. Second horrible situation. I submitted a candidate via Bountyjobs to UTC Aerospace Systems for a position in Troy, OH. Candidate was not hired for that role. However a month later, this same candidate gets hired for a position with Pratt & Whitney. in Columbus, GA. Pratt & Whitney and UTC Aerospace Systems were basically the same company. They were both under United Technologies. Under Bountyjobs guidelines, if a candidate is hired within 6 months by a client, even if they did not get the original position they were interviewed for, the firm that submitted the candidate, is owed a fee. So I reached out to the HR Department at Pratt & Whitney in Columbus, GA, and explained the situation to the HR Manager. The manager told me flat out, "we do not owe you a fee, because we are not UTC Aerospace Systems and we do not use Bountyjobs" After this I reached out to Bountyjobs regarding the situation and Jeff Pacyna (Enterprise Account Specialist with BJ), stated that a fee was owed. He stated that he would get Chris Mason (VP, Customer Success with BJ), involved to get the matter resolved. Chris Mason reached out to me and requested that I not reach out to anyone at UTC regarding this matter, because they would get things taken care of. I waited over a year to be paid that fee, which was about $16k. Once a fee is owed, it is supposed to only take 60 days to get paid. But this one took over a year. I had several conversations via email and telephone with Chris Mason over the course of a year, with him assuring me that the matter was being handled. Chris Mason said that he had been in contact with UTC and that things were being handled. However I still had not received the fee. I finally reached out to the Director of Talent Acquisition at UTC. Chris Mason did not know I was even connected to this person. This contact checked into things and revealed that no one at UTC knew anything on this matter, which meant that Chris Mason lied to me for over a year regarding this situation. I finally had to threaten Chris Mason, to go public with this information, and in about 5 days, payment was received. During that year, I suggested to Chris Mason, that Bountyjobs just pay the fee that was owed to me, and handle their own collections with UTC. However, he stated that BJ does not pay out fees until the client pays BJ. I felt that maybe he did not want to hurt their relationship with UTC, and that was not my desire either, because I had built great rapport with UTC, and placed many candidates with them, so hurting the relationship would not benefit me in any way, however I still needed to be paid. After receiving the information from UTC, I called Chris Mason and told him what I found out. He denied everything of course, but offered to pay me 10% of what was owed to me, until the entire fee was paid. I turned it down, because I waited over a year. A year in which he lied to me repeatedly regarding this matter. I told him that if the entire fee was not paid within 5 days, I would go to NYC, where Bountyjobs is located and stand outside one of the local TV Stations, and that I would not leave until someone let me in to tell my story. Needless to say, I received the fee a few days later. About a week after, I was called by Chris Mason to state that UTC no longer wanted to do business with me, and that I was being removed from the BJ site. I did not care at all, because, if they were willing to allow this company to do something like this, I no longer wanted to deal with BJ anyway. Third horrible situation. I was engaged on a Procurement Manager position for Harris Corporation. Position was in California. My point of contact was not a Talent Acquisition Rep, he was a contract recruiter working for YOH, name Vinay Singh. Vinay called my office one day, after i submitted a candidate. He was very rude, and asked if we were even speaking to the candidates that we were sending because all of them were way off the mark. He was so rude that I ended up hanging up on him. By this time, I had already submitted 4 candidates, and by the way, one of my candidates got hired. But not after Vinay went into BJ and rejected all my candidates, and closed out the job order in the BJ system. However, the candidate that was eventually hired, was doing interviews with Harris Corporation all along. The candidate called me after an onsite interview to let me know how things were progressing. So I sent Vinay an email to ask why the candidate was rejected in BJ, and Harris was still interviewing this candidate. He never responded, But later that say, I received a call from BJ, stating that Vinay called to complain, stating he felt threatened when I spoke to him via telephone, which was totally untrue. He knew that I caught him trying to do what we as recruiters refer to as a "Back Door Hire" My candidate called me that afternoon stating that Vinay Singh told her that if she kept communicating with me it would "hurt her chances at getting the position" These were his exact words. I couldn't believe this. All the while Bountyjobs is threatening me, stating that if they keep getting complaints I will be removed from the site. Despite the fact that I had proof of what he was doing, because the very candidate that Harris was about to hire, was showing as rejected in their system. So I reached out to the HM at Harris and explained all of this to him. He in turn, reached out to the TA Director with Harris and explained what Vinay Singh was attempting to do. The very next day, Vinay Singh opened a duplicate of that same position, and BJ reached out to me stating that I needed to re-submit the candidate to BJ. My candidate was eventually hired. BJ gave me NO support, in fact, they claimed that I was attempting to hurt their relationship with Harris Corporation, even after knowing all of what I speaking about here. So they basically took the side of the TA, even though I caught him red-handed, trying to steal that fee, and showed BJ the proof. BJ gets a percentage of all fees, so I explained to them that if the fee was stolen from me, it was being stolen from them as well. However they did not care one bit. Fourth horrible situation. After Bountyjobs kicked me off the site, I went and pitched Harris Corporation directly, and was awarded a Direct Placement Agreement with their company, and no longer had to go through Bountyjobs. I began submitting candidates to them directly. A few months in L3 Communications merged with Harris Corporation, and they are now called L3Harris. After they merged, a few weeks later I was notified that all outside recruiters would have to work through Bountyjobs. Any recruiting firm that had a current contract agreement with Harris, would be given a login, to engage and work on their positions. I did not like this, but really had no choice. All external firms that had a current contract were given "Preferred Vendor" status in BJ, and instead of BJ taking their usual 25% of the fee, "Preferred Vendors" only have 3% of their fee taken by BJ. Again, working with BJ turned out to be another nightmare. Our point of contact are now, talent Acquisition Reps for L3Harris, and it's much of the same. Ignoring requests for feedback on candidates submitted. Candidates being interviewed, without the knowledge of the firms that submitted them. Complaining to BJ when we email the TA Reps is HUGE. However these same TA Reps email us all the time requesting interviews with candidates, etc. But when we email them, due to their lack of response, they call and complain to BJ, stating that they want all communications with outside firms to be via BJ. However I have seen them not even log into BJ for weeks at a time. While candidates are calling and asking for feedback. Clarissa Wiley with L3harris is a prime example and there are others. Clarissa will email about a candidate she is interested in having do a telephone interview with a HM. Candidate does phone interview, and then you hear NOTHING. No email responses, no responses in BJ after repeated attempts, etc. Then, when you send an email, after she has no problem emailing you about something she wants, trying to get feedback, she "only wants contact via BJ". Looks very strange huh? Well before I wrap this up, you will know exactly why. In BJ, there is a feature called "taking a flier". This is where you can actually pay a fee to BJ, to have a candidate submitted to a position, even when a TA will not engage you on a position. Last month, I tried to get engaged on a Sr. Electrical Engineer position in Northampton, MA, however AMBER HEINLEIN (TA AT L3HARRIS) refused my engagement request. So, I "took a flier" and paid about $30.00 of my own funds to submit a highly qualified candidate. After submitting this candidate, I waited a week to see if there was any feedback. My messages were completely ignored. Then after about another week I tried messaging AMBER HEILEIN again via BJ. She responded "no interest, thanks!" I responded asking if there was any feedback on where this candidate fell short and never received a response to this day. I knew how good this candidate was for that role, so I became suspicious. I honestly did not think she even submitted the candidate to the hiring manager. I was looking through my linkedin.com contacts, and realized that I was connected to the person that appeared to be the Hiring Manager for that position and I was right. We were connected. So I sent over my candidate's information to him via linkedin.com, and he replied with interest. He responded that he had NOT seen that candidate's information before. So it was just as I thought, she had never even submitted him to the HM. All after I paid my own funds to submit the candidate. What recruiter in their right mind, is going to pay to submit a candidate, already knowing that the candidates' information will not even reach the Hiring Manager? I don't know any recruiters that stupid. However, I did not mention to the HM, that I had already submitted this candidate. The next day, I get an email from AMBER HEINLEIN, stating that I am to stop messaging the HM on linkedin.com immediately. However linkedin.com is a public forum, and I can communicate whoever I want, and they are free to communicate with me. Later that day, I get a call from Bountyjobs, as expected. The rep at BJ states that AMBER HEINLEIN is complaining that I am emailing her and that she wants all communication to go through BJ. However I NEVER emailed her, that was a lie. I never even responded to the email she sent me telling me to stop messaging the HM. It's funny, when I got the call from BJ, I asked the Rep at BJ, t produce an email that I sent to AMBER HEINLEIN and she couldn't. It;s also funny I asked her if AMBER HEINLEIN said anything else about why she was complaining and AMBER HEINLEIN mentioned nothing about the linkedin.com situation. I assume what happenedcis that the HM has to go through AMBER HEINLEIN to schedule candidates for interviews, and when he approached her about the candidate that she NEVER SUBMITTED TO HIM, AFTER I PAID TO HAVE HIM SUBMITTED, she got pissed. Which means that not only does Bountyjobs take recruiters' money to have candidates submitted and in many cases the candidates NEVER reach the hiring managers. They also are used to cover up these types of things that the TA's are doing. It's almost like extortion. They threaten to kick you off the site for basically doing your job as a recruiter. What is going on is that the higher ups in Talent Acquistion with the clients do not know, or do not care what theses reps are doing with these Bountyjobs logins. Or, the TALENT ACQUISITION REPS DO NOT WANT EMAILS FROM EXTERNAL, RECRUITERS, SO THAT THERE IS NO INFORMATION TRAIL ON HOW THE RECRUITING IS BEING HANDLED. Let's be honest here, if they were actually doing their jobs, they would not need external recruiting firms in the first place. But from situations like this, i can see why jobs are staying on client's job boards for extended periods of time. ALL IN ALL BOUNTYJOBS IS AN ORGANIZATION THAT HAS SOME VERY SHADY PRACTICES!! AND I AM CERTAIN I AM NOT THE ONLY PERSON WHO'S HAD THESE TYPES OF EXPERIENCES WITH THEM!…; Added by Tony Marshall at 7:32pm on May 19, 2020

Blog Post: Best Questions to Ask During a Job Interview: Now that all the site upgrades are pretty much out of the way, let’s get back to business. In one of my previous articles titled, “How to Ace

Your Next Job Interview”, I talked about how to…; Added by John Sanders at 2:53am on July 21, 2010

Blog Post: What Is Recruitment Operations?: There are many different understandings of recruitment operations, depending on each companies’ practices and their conceptions of what recruitment operations should cover. However, the one…; Added by Phil Strazzulla at 9:00am on October 29, 2022