Search Results - convidá-los

Blog Post: Office Design Trends Of 2016: Does office design shape the workforce and workplace? Or is it the other way…; Added by TomerHarel at 4:35am on December 14, 2015

Comment on: Blog Post 'They're Just Not That Into You: 8 Signs A Candidate Isn't Interested': alf or more of the agency/search firms in Los Angeles...bad times. Ken, I'm going to dodge your question since I am a niche recruiter using techniques dating back to the invention of the wheel and fire.... I recruit the old-fashioned way- I do confirm what my recruiting brings forth using LI [why not, its there, use it]....I also use LI to check backgrounds of people I detect so I can confirm data about someone I targeted and want to call to be sure that person I have in my sights has the 'right' background. [Oh, and before I forget, I forgot to mention yesterday that I must be recruiting X's, Y's and Millenials since my Allied Health people are about that age.....but I don't get much 'tude from them and calling them at work has not been any more of a problem than it has ever been. So maybe I'm lucky in that regard.] I don't hang banners, I don't advertise except for Retained Searches and I don't do much scraping at Indeed. So it could be said I am not 'qualified' to comment on the current tools and technologies since, simply, I don't much use them. Since what I do works for me- so called 'direct recruiting' is what it seems to be called nowadays....along the lines of what Maureen does...then I have not needed to make any procedural changes. I take advantage of what LI/ZI has to offer but I don't live by it. What LI and ZI provides is not -as much as it might surprise one to hear this- all-inclusive. What I do can be done from a corner telephone booth, using pen, paper and a roll of dimes. And I get everyone possible doing this while there are 'holes' in what LI/ZI offer. Now, to answer your question: Were I training newbies and/or starting a new search firm, I would insist that everyone on staff learn all the tricks of the trade of employing Social Media websites, Boolean Strings, use everything LI, AIRS, ZI has to offer, etc., etc. In other words, I would insist everyone on staff learn to use the tools you guys use. You can't have too many bullets on your belt. Watching out for myself I can do as I have been doing....almost deliberately insulating myself from certain tools you guys use since, simply said, I can. But were I starting a new firm with staff, well, that's different. Try telling X's, Y's and Millenials they can't use Social Media and I'd be swinging from a rope. I would, of course, insist also that everyone on staff learn direct recruiting so they are never 'stuck' if their computers decide to run away and join the circus. In other words, they all need to learn how to recruit using only the telephone. You have to learn to walk before you learn to run. Besides, as I said above, using Social Media, etc. does not guarantee a 100% catch every time you drop your net. I've seen Retained search firms using Social Media and mass communications that never bothered to call local and see what might be right under their noses. And each month goes by while they collect their retainer while not referring candidates simply because no one [qualified] had responded to their 'tools and techniques'. That is not 'recruiting'. As for markets, that is a tough one to identify; especially since markets are constantly changing. What is hot today is not necessarily hot tomorrow. Nursing and Physician recruitment still works and will continue to do so for a while; IT, in all its different manifestations continues to work, also. Especially as how that pertains to Start-Ups. BioPharm/BioMed will always require engineers and appropriately talented executives. This will not change for a long while. I would also suggest specializing in Executive recruitment since that puts one in the eye of the storm. A recruiter who knows the politics, workings and drama of executive changes is in an advantageous [business] position... In other words, I'd suggest the same markets K/F, Heidrick & Struggles, Spencer Stuart, et al work. With this in mind, I would also recommend someone on staff align themselves with VC's so they can be strategic partners and know when and what kind of 'specialists' will be needed for Start-Ups and can provide them as necessary. I would also recommend someone work Financial markets. It doesn't take a rocket scientist to suggest this. In a recruitment firm, you want some plodders working the middle markets and you also want stars working the high-profile high-value Executive and Technical markets. Again, none of this takes a rocket scientist to calculate where the money is. Where do I put less emphasis? Marketing and Sales executives. Anyone on staff who seems to have a proclivity for this arena would be encouraged but for me it is not a favorite area. Government recruiting via the BAH's, CSC's, et al would be considered but only if we had someone on staff who had lived that world and had one of those little black books full of strategic contacts. Since government spending is capricious in nature, I would be suspicious of this niche, especially since so much collusion and under-the-table 'wink-wink, nod, nod' deals are an integral part of this kind of market. As much as the money is good, it is a crooked market. I don't think I've said anything unique here. The real issue -as a subset to your question, Ken- is to work in a manner/operate a search business that is insulated from systems that disrupt/radically affect how recruitment fees are charged. Whether this refers to KTR's who cheat the system by offering cheap-sh*t fees so as to overcome 'new to the business' barriers or organizations such as LI, AIRS and ZI that provide easy pickings to the point where clients take it into their heads they can reduce their payouts to headhunters are key issues that need the most consideration. There will continue to be a concerted effort by the F1000 to configure and equip their recruitment departments so they can operate separately from the TPR. Controlling the ability to continue to recruit using the traditional [33.3%] formula is one of the most compelling issues related to Executive Search. There will always be discernible markets to work, entrepreneurs will always find and exploit them. But the erosion of our ability to charge 'full fee' is an issue that is and well should be haunting all of us TPR's. Thanks, Ken. …; Added by PAUL FOREL at 4:46pm on May 6, 2014

Blog Post: Diversity Sourcing Native American 050824

Here is the last in the 4 part series on Diversity…

Added by Dean Da Costa at 4:14pm on May 8, 2024

Blog Post: A New Year/And Holiday Message: The Power of Long Term Perspective

It's official! Long term perspective is the key to success in life no matter what your…

Added by Mike Rasmussen at 10:53pm on December 6, 2010

Blog Post: Dude. Your Candidate Has a Medical Marijuana Card. Now What?: After setting up a round of interviews for an open drafter position located in Los Angeles, CA, the hiring manager left me a concerned voicemail. “A candidate came in for an interview and asked if…; Added by Michael Brandt at 1:58am on October 11, 2010

Topic: 2010 - New Fall Opportunities!: une 500 – Cupertino – 10 years EA, C level, Tech ideally. 3. Executive Assistant- Executive Search 70-75k – San Francisco & Menlo Park – Degree preferred, 5-7 years of EA support 4. Compliance Associate – Hedge Fund – 80-100k – San Francisco – Market Hours – 5+ years financial services, compliance background 5. HR Business Partner – Fortune 500 – 110-120k – San Francisco - Dynamic personality, great blue chip company experience, startups, 7-8 years HR 6. Executive Assistant – Software Company - 75k - San Francisco – 5-7 years experience as an EA supporting senior VP’s in technology and/or media 7. Trading Operations Assistant- Mutual Fund Company & Asset Management Co.– San Francisco 50- 70k DOE 8. Private Client Associate- Asset Management Company – 50-60k + bonus– SF & Palo Alto – 1-3 years in financial services as an analyst or associate 9. Office Coordinator/Reception– Management Consulting Firm – 38-45k bonus and generous vacation– SF – l new grad ok, ideally some hospitality exp; 10. Office Manager – Economic/Political Consulting Firm – 45-55k – San Francisco – Temp to perm 11. Shipping/Operations Coordinator- Startup Fitness/Health Company – 40k – SF - someone passionate about health/sports with shipping& logistics experience LA AREA: 12. LOS ANGELES- Investment BANK – Executive ASSISTANT – 50-60k – Direct Hire – 3-5 years in finance as an EA preferred NYC AREA: 13. HR DIRECTOR: Startup well funded and amazing leadership team – 100k +/- : entrepreneurial spirited candidate but strategic. 14. Business Development Coordinator:: 50-55k – 2-3 years experience as an admin in a tech/internet company MEDIA/TECH INDUSTRY ROLES: A. Customer Advocacy Manager – 70-90k – Cupertino – Experience in media companies dealing with customer facing, advocacy, FAQ’s. 2-6 years experience. B. VP of Advertising Operations – 130k + equity – SF - Mobile experience a plus, online ad network, 10 years experience, management exp mandatory. C. Entry level Sales Positions– 35-65k base - SF and Peninsula 1-4 years in media, tech, software. Contact: Jaimie Lynn Craig, Managing Director Premier| Experts in Search & Placement - Operations/Administration Division 111 Sutter Street | Suite 550 | San Francisco, CA 94104 jaimiec@pstaffing.com |www.pstaffing.com…; Added by Michel Reverte to Michel Reverte at 6:12am on October 21, 2010

Blog Post: Negotiation Training: The Best Business Investment a Firm Can Make

Your employees are more important than your customers. Some managers may not agree with this notion.…

Added by James Nelson at 1:00pm on November 28, 2018

Blog Post: 16 Tried-And-True Inclusion and Diversity Strategies for Campus Recruiters: Generating diversity awareness and finding diverse talent is one of the top challenges for campus recruiters today. How can your organization better connect with, market to, and recruit minority…; Added by Rakuna at 11:15pm on November 14, 2024

Blog Post: How Elon Musk Hires: 9-to-5ers Need Not Apply: Added by Paul Petrone at 10:39am on February 25, 2015

Comment on: Topic 'NEWS ON JOBS AROUND THE WORLD': ke to be your representative,’ ” says Sabine Klahr, director of international programs at Boise State University. “We don’t answer those e-mails typically.” “There are no standards at this point,” Klahr explains. “You could work with agents throughout the world who are not” — she pauses, searching for the right word — “they are not reputable business people, essentially. How do you know that you can trust them?” Klahr’s question forms the foundation for the American International Recruitment Council. Incorporated as a nonprofit organization last summer and now counting 35 colleges as institutional members (including Boise State), the council is rapidly moving forward with developing standards and an “accreditation lite” procedure for certifying reputable international recruiting agents. Yet, in embracing the practice of colleges paying recruiting agents per-student commissions, the AIRC aims to regulate an industry atop what many see as shaky ground, ethically speaking. The federal Higher Education Act bars such incentive compensation in domestic student admissions, but exempts international recruitment from the ban. The National Association for College Admissions Counseling’s Statement of Principles of Good Practice includes a ban on commissions based on the number of students recruited, “and it does not make any exceptions” for international recruiting, says David A. Hawkins, the association’s director of public policy. “All along we’ve noted that the use of agents in and of itself isn’t a problem. It’s the way in which perhaps they’re compensated that our principles would really be more applicable towards.” By contrast, the commission approach is more common among Australian and British universities, increasingly fierce competitors with American colleges when it comes to attracting international students. Mitch Leventhal, AIRC’s chair and president, sees the strategic use of recruiting agents as a way for the United States to maintain its historic edge. (By contrast, recruiting fairs, he says, “are 1960s.") “If you’re involved in this, you are associating with institutions who have sort of stepped beyond the question of ‘can we, can’t we,’ and are beginning to think differently about the way American higher education recruits globally,” says Leventhal, vice provost for international affairs at the University of Cincinnati, a founding institutional AIRC member. “They were gracious enough to extend an invitation for us to join their effort when they announced their formal incorporation,” says Barmak Nassirian, associate executive director of the American Association of Collegiate Registrars and Admissions Officers. “We just as graciously declined, mostly because the very purpose for which they have now formally organized themselves is being debated within AACRAO. So we thought it’s premature for us to join that conversation, when there was at least some significant opposition within our own ranks to the very activity that they now seek to regulate.” Self-Regulation The AIRC’s institutional members, about a third of which are Ohio colleges, bring varying degrees of experience with agents, says Leventhal. “Some of them have been using agents for a long time, but they recognize they’ve been doing it in isolation.… Some have only recently adopted a strategy; some are considering it and they want to make sure they get it right. And then there are a couple, I think, who are not sure they’re ever going to do it.” Officials at AIRC universities describe using a variety of payment models, including commissions, but also flat fees paid to agents and even loose institutional affiliations with agents who are paid only by students. At Cincinnati, Leventhal works with 12 to 15 agents. They earn, per student referred who is accepted and enrolled, 10 percent of net tuition paid the first year. (So if, for instance, after a scholarship, a student pays $17,000 in tuition in the first year, the agent earns $1,700 total for his or her services.) Many colleges that have joined AIRC point to limited recruiting budgets (commission-based recruiting requires a much lower upfront cost than hiring a staff person abroad, say), and limited name recognition. Still, they strive for significant international student representation on their campuses. “We’re not a household name in the world,” says Michael Basile, director of the Institute for International Studies at Murray State University, located in southwestern Kentucky, a two-hour drive from the closest international airport. (“We’re not even within shouting distance of any large metropolitan area,” Basile says.) “We really have to go out and dig,” Basile explains. “So I think there’s an advantage to having representatives that are located in different parts of the world that we want to attract students from.” AIRC held its first meeting in Cincinnati in October, and, according to its timetable, expects to approve a set of standards and a certification process for agents at a meeting in May (to coincide with the annual meeting of NAFSA: Association of International Educators, in Los Angeles). AIRC’s plans derive from American higher education’s historic process of self-regulation through voluntary accreditation. The process for certifying agents is under development, but here’s what Leventhal says is currently being considered: Agents would apply for certification, paying a fee; they also would pay for an IntegraScreen background check of their company. Following that, a certain number of employees would complete a professional development curriculum created by AIRC, which would probably focus on standards, best practices and structure of the U.S. higher education system. The agents would undergo a self-study as well as an external site visit before certification. Re-certification would come up after three years. After certification, a compliance board would investigate any complaints, and certification could be revoked, Leventhal explains. The AIRC’s goal is to pilot the process with a very small group of agents in 2009. “Hopefully in 2010, we’ll then have systems in place so we can put a good number through the process each year,” says Leventhal. He knows the council’s proposed approach is ambitious, but also, given a general reluctance to use agents in the United States, believes it must be so. “What we need in this country to make people very comfortable is an established set of practices. So they know that it is in fact ethical and it can be done safely and you can hold your head high about it,” Leventhal says. “I have exactly the same concerns that the people who are arguing against agents have. The difference is, I think we can address the concerns through the systems we’re so good at, self-regulation.” ‘Horror Stories’ There are many horror stories about abuses, both on the part of agents and that of American colleges. Even proponents of using agents relate such stories, although, as Leventhal says, they believe that these abuses can be addressed. For example, when asked about a common concern that engaging agents on commission encourages an “any warm body” approach to enrollment management, Leventhal stresses that college admissions offices have an obligation to accept only qualified students, rather than take scores of unqualified students whom an agent might refer. Admittedly, not all U.S. colleges are so scrupulous. Says Leventhal: “There are institutions in the U.S and we can all name them — and I’m not gonna, but it’s not hard – but there are institutions in the U.S, proprietary in nature, small struggling liberal arts colleges…. They’ve signed on dozens and dozens, hundreds of agents. There’s very little oversight of the agents. They’re going after the numbers. It’s not hard for the students to get in. I don’t know what their success and retention rates are.” In May, The New York Times reported on the phenomenon of recruiters earning money from both ends — accepting commissions from colleges and direct payments from students themselves. “In the mid-’90s, we did have some problems with agents that I would say they were less than … well, they were unscrupulous,” says Joe Tullbane, associate dean of St. Norbert College, in Wisconsin, an AIRC member. “That is, they would send students to you and you would pay their fees and a couple different things might happen. You might find that the agent had already charged the student a considerable amount of money — so in a sense, they were charging both sides for the same service. And that seemed wrong. Secondly, there were agents who would place a student and literally after you paid your money to them the student would change to another institution” (which would be harder to do now, post 9-11). “There are plenty of them out there that are kind of fly-by-night operations that put a shingle out,” Tullbane says. “The last thing I want to hear as a small school is, ‘I can provide you with 50 students a year.’ Well, I only want two or three, from every country.” Tullbane says he feels “pretty confident” about St. Norbert’s current checks and balances for its agents; it has about 60 on the books, he estimates, but works actively with about 15. He adds, however, that he’s hesitant to add any agents to their current roster. Speaking of why the institution joined AIRC, he says, “We felt here at St. Norbert that it’s unhealthy to sort of be your own assessment agency. “Part of the reason we’re involved with the AIRC is so we can be assured that best practices and best standards are being established — so that when we work with agents, we know that everything is above-board and going on in the best possible fashion,” says Ray Lagasse, director of international programs at the University of North Dakota, another AIRC member. “It’s not just a rubber-stamping of whoever or whatever shows up on our doorstep. If they go through that procedure and then they obtain a particular certification, that rigor or those steps at least provide a particular level of assurance. “We have heard horror stories,” he continues, of agents “promising this, promising that, in the name of a particular university. We do not have the time or the energy to deal with the fallout from any of this.” Student-Centered or College-Centered? Those critical of the practice of using agents look beyond the question of preventing flagrant abuses to ask further: Does the agent model best serve the interests of potential international students? Peggy Blumenthal, executive vice president of the Institute of International Education, says via e-mail that “IIE supports any effort to set standards and disseminate best practices in the field of commission-based recruiting. Our position on use of third-party recruiters is that while we recognize that some U.S. campuses feel this kind of approach works best for them, in general we believe that international students are best served by having access to the widest possible set of options, and this is available to them free of charge from the network of over 450 EducationUSA advising centers supported by the U.S. Dept. of State’s Bureau of Educational and Cultural Affairs around the world.” (IIE hosts a handful of these centers, and also works with the State Department to provide training and resources to EducationUSA advisers. IIE publishes the quarterly journal, EducationUSA Connections.) In a follow-up phone interview, Blumenthal explains, “Basically a third-party recruiter is working for a college or a few institutions, so they’re going to understandably be representing those colleges and are not going to be presenting the student with [questions like]: ‘Have you thought about a community college, have you thought about a state school, a big school, a small school?’ “Do you begin with a student focus or do you begin with a campus interest? They’re both legitimate ways to proceed but from IIE’s perspective, the best success comes when the student is matched with the right school after reviewing all the options.” “This is a two-way street. It’s not only what’s best for the school. It’s also what’s best for the student,” says Nassirian, of AACRAO. He adds that it can be exceedingly difficult to understand what’s really happening in the office of any given international agent, signed contracts and good intentions aside. “You’re not there. You can’t read the language; you don’t understand the customs. If you did, you’d be there yourself.” AACRAO’s ethics committee has also been questioning the wisdom of low-budget internationalization efforts more generally. Nassirian asks: “If you don’t have resources to recruit those students, how do you believe yourself to be good destinations for them?” — Elizabeth Redden The original story and user comments can be viewed online at http://insidehighered.com/news/2009/01/06/recruiting.…; Added by Melissa Furtwengler to Green Jobs Now! at 5:51am on January 12, 2009