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Blog Post: SWOT vs. MOST Analysis: Understanding Their Unique Strengths

SWOT vs. MOST Analysis: Understanding Their Unique Strengths…

Added by Adrian Lawrence FCA at 4:56pm on August 15, 2024

Blog Post: How to Create a Competitive Compensation and Benefits Package: © 2024 Neeljym Search Group® All Rights Reserved…; Added by Nelleke Maxwell at 5:36pm on May 13, 2024

Blog Post: Game of Thrones & Talent Acquisition Tech: Who Can Unite the Kingdoms?

Spoiler Alert: If you aren’t current on Game of…

Added by Lori Sylvia at 2:20pm on April 13, 2015

Topic: My Future In Recruiting: fing firm, as well as the owner of several professional networking groups on LinkedIn.com. I am excited to have the opportunity to express my goals as I continue my career in recruiting. To fully understand my future goals associated with my career in recruiting, you must first examine my past. My father, Doug Massey, is currently a recruiter, and has been for over thirty-five years. In 1993, when I was eight years old, Doug left his position as Manager of Employment with CRS Sirrine (now Jacobs Engineering) to venture out on his own and develop an EPC recruitment firm. At the time, Doug did not have the finances needed to open an office, so he created a home office in our living room using only four cardboard boxes (for the base of a desk), a closet door (for the desktop), a typewriter and a phone. This is when I began to open my eyes to the world of recruiting. Over the next six years of my life, I would come home from school every day and watch Doug work. I was truly interested in his work, and viewed it as a learning experience- an opportunity to learn the ins and outs of a career at a ripe age. I’d come home with homework about Christopher Columbus only to learn how to source candidates from companies without leaving as much as a trace that it happened. While most kids were riding bikes and exploring in the woods, I was learning how to build and manage professional connections. By the age of thirteen, I was assisting Doug with executive searches. I remember making phone calls to sixty people with the name “Jason Kimble” just to find the exact person my we were searching for. Once I entered college, I had my eye on starting off much like Doug did. I developed “Massey Consulting Services, LLC,” offering assistance to independent recruiters on their critical positions under a split-fee basis. This experience led me to merge efforts with my father in 2006, creating “Massey Search Group”. The creation of this new firm required me to leave college early and adopt recruiting as my full-time career. Leaving college was a tough decision, but it may have turned out to be the best choice I have ever made. Doug and I moved into an office in early 2007, and that’s when the ideas started flowing though my head. First step- modernization! Doug is old-school, so he had been saving resumes into a candidate file in his “My Documents” folder on windows. This needed to change, so we immediately implemented a recruitment software to track our applicants. Next step- branding. Doug had successfully operated for fourteen years without a professional logo. I brought in a graphic design team to create a modern logo, stationary, brochures, and a cutting-edge website. Once these projects had been initiated, we began marketing our firm and expanding our recruitment resources. Doug had never used internet job boards or resume databases, so we began utilizing those resources. We started 2008 off strong by expanding. Three senior recruiters were hired, and for the first time we could see our efforts paying off. However, later that year when the economy plummeted, our business plummeted too. Clients issued hiring freezes, and our phones slowly stopped ringing. Eventually we had no choice but to close our office and layoff our employees. 2008 proved to be our most profitable year, but not lucrative enough to keep us in business. The year 2009 would be started with another rebrand. Doug and I developed GreenPLUG Staffing, a green energy staffing firm. Along the way, I also developed several professional groups on LinkedIn.com, one of which has over 1300 members. And with all that said about my past, now I am ready to explain how these experiences have prepared me to accomplish my future goals in recruiting. I am a firm believer that everything I have been through will only prepare me for what lies ahead. I think watching my dreams fall short in 2008 taught me how to turn things around in 2009. I am no longer satisfied with just being a “recruiter”; I want to be something more- an innovator, a motivator, a progressive young individual who will usher in a new era of recruiting for the rising generations. Yes- I want to bring new blood into recruiting, and I have just the ideas to make that happen. For the next five years, I plan to market GreenPLUG Staffing and franchise it as the top green energy staffing firm. At the same time, I would like to back our firm with job boards- multiple job boards. Over the last two years, I have been buying up premium domain names in hopes of creating job boards out of them when finances get better. Now that the economy is turning around, I have been fortunate enough to start planning these projects. Although I am not sure you can purely call it a recruitment project, my greatest passion is my project controls networking group on LinkedIn.com. My group, The Project Controls Network, has grown to over 1300 project controls members. I would like to use this group as a platform for bigger future projects. One of these projects will be creating a non-profit professional society for project controls engineers. Sure, there is the AACE (Association for the Advancement of Cost Engineering) but that doesn’t cover all project controls engineers. I have two names in mind for this professional society: the SPCE (Society of Project Controls Engineers) or the AAPCE (Association for the Advancement of Project Controls Engineering). I haven’t decided on the proper name yet, but this is one of my largest goals. Another goal is to establish a project controls engineering major within universities. Although most management and engineering courses touch on project controls, I have yet to hear of a specific course or major dedicated to it. The closest degree available would be a BS or MS in Project/Construction Management. In fact, the only training for this career is offered by software companies like Primavera, consulting companies, and employers. I feel that students interested in a career in project controls would benefit from a BS in Project Controls Engineering or an MS in Project Controls Management. Is this goal directly involved in recruiting? Yes and no. I believe these goals will make me much more than an average recruiter. I don’t just want to provide career opportunities- I want to offer people life opportunities; the opportunity to be better educated, better prepared, and more motivated to conquer life’s struggles. My future in recruiting is absolute. I sometimes joke that recruiting is in my genes, but perhaps it really is. I have been raised to be a recruiter, and unlike most children who steer clear from following in their parent’s footsteps, I have embraced my father’s profession as my own. Simply put- my father is my role model, and through him I have gained experiences in recruiting that cannot be taught in classrooms. I hope my story has inspired you. I am rising above the failures in my life in hopes of providing a better life for others. So, what is my future in recruiting? Being more than just a recruiter.…; Added by Dustin J. Massey at 10:59pm on October 31, 2009

Topic: Does anyone care about our Yoouth: 15-24 unemployed by the end of 2011 will be 74.6 million, a rate of 12.6%. Although this number sits lower than the 12.7% of 2010, the ILO has suggested that since 2010 many young people have given up looking for work and dropped out of the labour market all together. In the month running up to this publication, youth unemployment in Britain rose further and punctured into the million – breaking all records. The repercussions of this significant statistic could be momentous. Fingers of blame are most likely to be pointed back and forth at Westminster with politicians going round and round in circles to attempt to find some sort of answer. One thing that is certain from all of this is that if we fail to utilise the talent, ambition and energy of our younger generations then the problem is going to grow and inevitably affect us all in the long run. The Prince’s Trust’s director of communications, Paul Brown commented on youth unemployment in the summer of 2011, “Youth unemployment is like a dripping tap, costing tens of millions of pounds a week through benefits and lost productivity. And, just like a dripping tap, if we don’t do something to fix it, it’s likely to get much worse.” Research conducted by the TUC showed that long-term unemployment can have devastating long lasting effects. Those who were out of work for over a year in 1980’s were more likely to be struggling with the current economic crises as opposed to those that had made it through the 80’s economically sound. The report also showed that those who had made it through the crises in employment now earned more than those who struggled for employment.Germany’s rate of youth unemployment sits at 8.9%, the lowest across the European Union, this could well be down to an excellent and well managed vocational training system that is designed to tool their youth with employable skills across a variety of roles. As the British economy struggles with youth unemployment, many are turning their gaze to what other countries are doing to learn and eventually find an answer to this seemingly endless problem. The current government seems to have grasped the importance of work-based learning in order to develop young people with the right skills and as a result have injected more money into the apprenticeship scheme in order to encourage firms to take them up. Although this is currently having little impact – there are only 11 apprentices for every 1,000 employees in the UK, compared to 40 in Germany, where there is no state funding for apprenticeships. So why are employers not taking up these opportunities? A recent survey conducted by the British Chambers of Commerce highlighted on why this could be – even with a lack of workplace skills, many employers felt the scheme wasn’t relevant to their sector and therefore not the answer. Across Europe, in Austria for example, there are more than 250 apprenticeship trades, ranging from car mechanics to clerks to hairdressers with employers getting a significant input into the design of the course, its content and overall, making sure the skills that are needed are developed. From a student point of view these apprenticeships can evolve into degree programs, increasing the appeal of the system and, in some cases, earning a wage whilst learning.In contrast to this the UK seemingly has far less opportunities for apprentices. The website for UK apprentices states they plan to have over 30,000 19-24 year olds taking up apprenticeships by 2013 – equating to 3.2% of those currently unemployed. Other approaches that have been put in place such as intern roles and work experience to help graduates are at times seen as little more than hiring free labour for a three to six month period, with many feeling like companies have a revolving door of interns, often leaving graduates in the same boat in which they started. March 2011 saw the Private Equity Foundation release its Manifesto for Action for young people who are NEET. The report compiled with sources ranging from local authorities to think tanks to central government. The manifesto proposes recommendations for system wide change in tackling the problem surrounding leadership, investment, delivery and best practice. The ten recommendations of the Private Equity Foundation Manifesto for Action report: • Create better coordination – a ‘NEET taskforce’ could coordinate policy • Focus on prevention – resources allocated according to likelihood of being NEET • Publish transparent information on performance – objective comparisons of results drives improved delivery • Increase investment on NEET – longer-term financing for proven interventions • Reform Commissioning – increase collaboration between local authorities and ser vice providers, create standard processes to reduce red tape • Grow the best provision – increase networked commissioning and business support for the best providers • Foster better links to employment – make it easier for employers to engage with young people • Support case management approach for those most at risk – this will help them to navigate the variety of support services they need • Improve information on local provision – create clear measures of success locally • Increase knowledge of what works – establish an anonymous database on the effectiveness of interventions What next? Shaks Ghosh, PEF chief executive says, “young people from disadvantaged backgrounds are facing a tough jobs market at a time of reduced support services. This issue will continue to be nobody’s priority unless we act together.”It is time to start to make the necessary changes to facilitate our youth, and ultimately the future of our country – starting with leadership. A NEET taskforce with a leading role co-ordinating policy could be a strong starting point. Alongside this we should strive to prevent a young person becoming a NEET, give them the necessary help to find a job or the option of suited education as early as possible. With regular independent audits and a transparent operating system, objectives and results could be easily monitored. Of course there is the constant need for investment, a key element of the problem initially. The voluntary sector needs to have the full support going forward. There needs to be an understanding of the financing options available to tackle the current NEET crises.Finally, and most importantly, there has to be more communication between local authorities and those providing a service. Whether it be an apprenticeship, intern role or education, each party needs to ask the right questions of the other, each party needs to understand exactly what they can do to benefit the growth of the a person. There needs to be plan, action and engagement from all parties, otherwise we’ll all suffer in years to come.…; Added by Andrew Boyle at 6:35am on January 3, 2012

Blog Post: What's next for job boards? Devolution? Revolution? Evolution?

“You say you want a revolution, well, you know, we’re all doing what we can.” – The Beatles

“We’re pinheads all, jocko homo.” -DEVO

These lyrics really get…

Added by Jeff Dickey-Chasins at 9:11am on September 20, 2011

Blog Post: Should job boards and employment sites have these features? Just wondering...: As noted in previous posts,…; Added by Jeff Dickey-Chasins at 9:08am on September 18, 2012

Blog Post: How to Improve Your Online Store by Improving the Customer Experience

Added by Devin Caldwell at 5:55pm on December 18, 2017

Blog Post: Retaining High End Clients: Suggest we define what a “high end client is” in the opening sentence – might be different things in different markets. Whether you are staying in a 5* hotel, eating in a Michelin star…; Added by Jake Holyoak at 4:11am on September 3, 2020