Search Results - close friend

Blog Post: Employment Branding - Jobsabode.com: There is little doubt that employment branding is one of the hottest topics in recruiting these days. Unfortunately, what a lot of firms implement in the name of branding really has nothing to do…; Added by Pranav srihari at 7:24am on August 8, 2008

Blog Post: Sun gambles big as outlook darkens: Big Tech

Covering the digital giants, by Jon Fortt

Sun gambles big as outlook darkens

Bryan Cantrill and Mike Shapiro, Distinguished Engineers at Sun, dreamed up a new type…; Added by 01. Lonnie McRorey at 11:32am on November 12, 2008

Blog Post: Why Courtesy Interviews are always worth the time: Talent Acquisition is a…; Added by Michael Wright at 4:24am on February 13, 2013

Blog Post: CIVIL CONVERSATIONS IN THE WORKPLACE: Civil Conversations In The Workplace…; Added by Mandy Fard - CPRW, CMRW at 4:05am on December 5, 2021

Blog Post: 6 Recruitment Strategies to Excel in 2022: We’re experiencing the issue of talent scarcity for a few years. And this isn’t contained in one industry or another; it is a ubiquitous issue that each field and organization is…; Added by Pankaj Deshmukh at 3:10am on December 30, 2021

Blog Post: THE RECRUITER’S GUIDING PRINCIPLES

Rule 001 Once you have their money, you never give it back.

Rule 002 The best deal is the one that brings the most money.

Rule 003 Never spend more for information than you have…

Added by Keith D. Halperin at 3:20pm on October 11, 2013

Blog Post: When the going gets tough...: Someone posed a question on the bulletin board a bit ago... and my comment turned into a blog.

Subject: "6 months and no placments..no nothing...what's going…; Added by Christian Fauchald at 7:14pm on March 22, 2009

Blog Post: Recruiters, stop stalking your candidates: Some recruiters call it ‘social media profiling’. Others call it ‘social…; Added by Roxanne Abercrombie at 12:40pm on June 26, 2015

Topic: Wednesday Wisdom: To cut, or not to cut?: e Staffing Arts. It is my opinion that drastically cutting my fees will give me a competitive edge and help me drag in a little Starbucks Coffee money. (I love that stuff.) A few leaders in the industry have recently given me the "Oh no! Don't do it!" talk and so I'm wondering: is it good to cut your fees in this economy? Signed, Anonymous Recruiting Figure (in Toronto) Dear Anonymous, First, thanks so much for sending me your question - it takes a lot of gumption to open up in front of your peers, and I know that other brilliant minds here on RBC have recently offered their own advice on this subject. I'm a big fan of discussion, so be sure to check out their recent radio discussion when considering my recommendations below. Hey, you might even know the radio host since you're in the same city? Recruiting is such a small world, I find. Before we begin, let’s set a boundary or two for my response: we’ll assume that you are clearly the client’s recruiter of choice for the project, and are simply down to negotiating price for the deal. This means that you’ve established perceived value for your services in the mind of the client (we can take the quality of that perception to a separate discussion if you like), and are ready to close the deal. That said, here are a series of questions I would ask when deciding whether or not to reduce my fee in any economy: 1. Do I need the money today? This is a “Maslow’s Hierarchy of Needs” question; if the money runs out before the month does, and if my rich benefactor is on vacation that week, it's highly probable that I need to generate some cash. What’s really important is to understand what’s motivating the decision to generate a fee: is it more basic needs like keeping the roof over my head and food on the table, or is it higher needs like building self-confidence in the negotiation process? If basic needs are driving the bus and no other work is in sight I might consider reducing my fee to bridge the gap until work becomes more abundant. Otherwise, you could learn a lot from more experienced recruiters like Jerry about not using price as the primary bargaining chip with clients. 2. Is the difficulty of the search acceptable for the price? We all know that there’s no easy money in recruiting, but it’s also true that some searches are just easier to work than others. The most time consuming part of any search is finding and qualifying candidates; do you already have an established pipeline to work from? Do you have inside connections to leverage in targeted companies? Can you pull a favor from a friend for sourcing? These options could position you to complete a search in significantly less time, and make it more reasonable (or at least palatable) to charge less. 3. Can I provide partial services for the reduced fee? Perhaps a budget-conscious client is willing to do more of the project themselves? If so, consider negotiating a smaller scope of responsibility for the price; for example, you might commit to presenting 3-5 qualified candidates within a specific timeframe, and let the client take it from there. 4. Am I willing to establish this price point with the client for future work? I don’t know any recruiters who think of clients as one-time cash machines, but it’s important to take into consideration the precedent you’re setting for future search work when you cut your fee. If you’re uncomfortable with the price in this context, I suggest that you return to the first question and reconcile the differences. At the end of the day my advice is to simply be honest with yourself about your urgency and need for the money, and to make the decision in the context of both short and long term goals. Anyone who tells you differently should be willing to at least buy you a Starbucks when you're a little short on cash. ** In my day job, I’m the Head of Products for Improved Experience, where we help employers use feedback to measure and manage competitive advantage in hiring and retention. Learn more about us here. Do you have a question you'd like answered in this weekly forum? Drop me a line!…; Added by Claudia Faust at 1:58am on June 10, 2009

Topic: Wednesday Wisdom: Something to Talk About: the first real recruiter hired (about a year ago), and my online sourcing is a new concept to most of the managers. I’ve been discovering that our company doesn’t have a great online reputation, mostly due to some bad employee press a few years ago, and the fact that the company has always let managers find and manage candidates for their own hiring (that is changing now that I’m here). Still, people talk about us online like we’re a big black hole for applications, and the employee lawsuit gets brought up again and again. How do you change a reputation that is based on old information, and replace it with something more up-to-date? New Sheriff in Town Dear New Sheriff, What a great question! Reputation is one of the hardest things to change once it’s established, in part because humans are wired to perceive what we expect to perceive – and once we’ve made our minds up about something, its really difficult to persuade us differently. It’s easy to dismiss bad chatter among candidates as sour grapes from malcontents, but dangerous to do so (as you’ve seen). Assuming it will go away works for a while, but we live in a viral age of immediate recall – things can get ugly again in a heartbeat. The quickest way I know to start a perception shift from “black hole” to “Wow!” with candidates is to address four simple things: - Is the application user-friendly? - Are company contacts available to answer questions? - Do you provide good communication about status and outcome in the hiring process? - Does your company have a general attitude of courtesy and respect toward job seekers? After that, it’s time to consider a broader strategy for managing your employer brand. Here are a few suggestions to get started; some of them you may already have in place – and my readers will no doubt jump in with important stuff I might have missed. Manage your reputation, or someone else will. Listen and solicit feedback at every opportunity. Not only to what is being said about your company in the marketplace, but listen also to the volume and frequency of the comments. Is one person saying the same thing again and again, or does the same feedback coming from many? If you want to change perception, it’s important that candidates see you as an active part of the discussions; and although you may not engage in every conversation about your company, you can pick and choose the ones that are important to you. Know your target audience. Everyone is not a candidate, you already know this. It’s important to have clarity about what fits perfectly at your company, so you can tailor your messaging to attract and engage those specific attributes. Lots of companies do a good job at this: Adidas wants candidates who are passionate about sports; Starbucks wants candidates who are passionate about coffee; Nordstrom wants candidates who are passionate about providing concierge service. If you want to change perception, figure out what your company is passionate about and talk about it constantly. Hone your message. There’s more than one way to skin a cat, as my grandmother used to say (sorry if that offends, I promise that I never once saw her actually do it). There are many ways to get the same message across though; the challenge is to make sure that your candidates hear some version of that message in every contact: advertisements, web sites, Hiring Managers, Interviewers, people at the front desk. If you want to change external perception, make the message crystal clear and virally repeatable. Close the intention-behavior gap. A wise person once told me, “Words are a statement of intention. If you want to know the truth, watch the behavior.” That's really good advice if you're raising teenagers, by the way. In this context, words are the expectations that we set with candidates: “I’ll call you with an update.” Behaviors (easily found in policies, process, or good old fashioned human interaction) can meet, exceed, or fall below those expectations. The gap is what gets talked about in public. If you want to change perception, examine your company’s behaviors to minimize that gap. This is really good stuff that you’re working on, my friend. Good luck, and happy recruiting! ** In my day job, I’m the Head of Products for Improved Experience, where we help employers use feedback to measure and manage quality in hiring and retention. Learn more about us here. Do you have a question you'd like answered in this weekly forum? Drop me a line!…; Added by Claudia Faust at 7:59am on September 16, 2009