en--go with recognized accomplishments, e.g., awards, distinctions, accolades, etc. These reflect what others have officially recognized as outstanding performance worth public notification.
However, if you're finding recruiter candidates with no such distinctions/awards/accolades maybe you'll have to get corroborating references on the references that are willing to give a thumbs-up on your prospective candidate(s). An accomplished reference point has significant more value than one coming from a questionable source.
here. I think Charles laid out some important distinctions.
But is this stream of thought about defining OD or T&D roles important to the business leaders who are struggling to 'survive' the recession and the storm of market trend tides?
My question is: who is actually doing this work now in the majority of contemporary companies? One OD leader? or a small executive team of department heads (run more like a start up)?
Now that companies trimmed up the fat with layoffs, are running lean machines similar to the start up phases of business and decimated OD and Learning and Development departments, how do we get back in there? What role do we play? Can we offer anything essential?
Concrete ideas might be more helpful than philosophy / theroy.…
Added by Karen Lynn at 11:09am on December 10, 2009