Search Results - gambling

Blog Post: Recruiting Tool for Knockout Candidate Presentations (ComF5): Good morning, Fellow Recruiters - as of late, I've seen more and more 3rd-Party Recruiters (and Contract, as well as Internal Recruiters as well) really trying to up their game with the usage of the…; Added by Joshua Letourneau at 9:32am on July 29, 2010

Blog Post: Commuting: Data Reveals 73% of Podcast Fans Listen to Comedy Shows when Driving: Podcasts, made popular by the ultimate podfathers Dave Winer and Adam Curry, provide a unique form of escapism.…; Added by Alicia Walker at 5:44am on April 18, 2023

Blog Post: Regulating outdoor events: what are the laws?: You see them all over the place and at every time of the year. Whether it’s a Christmas market in the winter months, a festival or carnival in summer, or a sporting event throughout the year,…; Added by Jake Holyoak at 6:17am on October 30, 2019

Topic: Claudia's Wednesday Wisdom: Network? You bet. Now where's that paycheck?: on! Dear Claudia, How much networking is too much networking, and when do you need to translate community into dollars and sense? Is there any use in staying in front of people if you don't get their business? Maren Dear Maren, I have to tell you, this question has been on my mind for a while too. And boy, does it get expensive to meet and greet with our customers, let alone our peers. Breakfasts, lunches, and dinners, cha-ching. Association memberships, cha-cha-ching. Conferences, cha-ching cha-ching cha-ching. And that's just the direct financial hit; most of us can manage this with a strategy, or at least a quick look at the checkbook balance. Our parents were right, there is no such thing as a free lunch. The indirect cost, and often the harder one to manage, is the time associated with building and maintaining a network. If you want the payoff, you actually have to show up and join the conversation. Add value. Lurking doesn't count. But all of the reading, chatting, blogging, twittering - that constant pursuit of connection and knowlege online - it's an eyelash away from overwhelming. Oh stop, you know it's true. I don't know what the answer is, but I do like connecting the dots in disparate parts of my world. And here's where those dots are taking me now. Three years ago I shifted from hands-on recruiting to running a software company, and one of the best pieces of advice I got in that transition was to begin with an exit strategy in mind. Simply put, I needed to know when to cut my losses so I didn't gamble more than I was prepared to lose. I think about that a lot, three years into the game, in many contexts: the strategy of my business, managing money and time, even the friendships I make and nurture along the way. It was wise advice because it forces a balance between my head and my heart... and growing up is, I suspect, the art and science of finding and keeping balance. Here's what I have learned so far about networking, community, and the financial connection between them: 1. Networking is a marketing activity that builds visibility. It's a tool, like business cards or a website. You gotta have it. 2. Unless it's a really crappy product or service, people do business with people they trust. Business seldom comes before trust, and it never stays without it. 3. Time is the most valuable thing I have to spend, and I get 24 hours every single day. If I'm not thoughtful about how to spend it, I lose it. Period. The bonus is that I can plan, and I can choose. 4. It's important to show up, but it's really important to let others know what you do and how you can help them when the time is right. Another wonderful person gave me that piece of wisdom along the way. Networking is a variation on the matchmaking we do as recruiters, making connections that may (or may not) produce revenue for a long time to come. But you can't stop feeding the pipeline, because when you do it dries up. So go back to the basics to set your course, my friend: write down what you want from networking, the amount of time and money you're willing to spend on getting it, and how you'll recognize when it's time to try something else. Then just do it. Aim, measure, improve, repeat -- the secret sauce of success. ** In my day job, I’m the head of Products for Improved Experience, where we help employers use feedback to measure and manage engagement for 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 12:14am on July 30, 2008

Blog Post: Secrets of their success "Managing Talent": What separates the legendary CEO from the chronically dissatisfied cubicle dweller? It's not innate talent, argues Tipping Point author Malcolm Gladwell in his new book.

By Jennifer…; Added by 01. Lonnie McRorey at 12:30pm on November 12, 2008

Blog Post: How To Choose Right Career Specialization in Counseling: People have different reasons for choosing counseling as a career option. For some, it…; Added by Harmion Morris at 12:57am on October 10, 2017

Blog Post: Top Tips for Boosting Your Employee Retention Rates

Whether you work for an…

Added by Bethan Port at 6:15am on October 30, 2019

Blog Post: Call me a PIRATE and I'll slit your throat!: A Banker, a Doctor, and a Recruiter walk into a bar, two of them leave…; Added by Stephen Nehez, Jr. at 2:47pm on September 27, 2013

Blog Post: How Microsoft-LinkedIn Could Reboot Recruiting: What's the big…; Added by Ninh Tran at 4:34pm on June 22, 2016

Topic: Onboarding Expert George Bradt Gives Hiring Managers and HR Pros Proven Tools For Employee Success: In a new business book written for hiring managers and C-level executives titled "Onboarding: How to Get Your New Employees Up to Speed in Half the Time" (John Wiley & Sons), Authors George Bradt and Mary Vonnegut deliver on their promise. In a special two-part Inside Recruiting podcast on TotalPicture Radio, George Bradt states, "I've got evidence people are hiring again." Last year, "Everybody froze. They stopped everything," Bradt confirmed. "Recently, we've seen a lot more activity. Recruiters I know are getting calls." However, there is no question there are fewer jobs available than in past economic recoveries. Translating, in Bradt's opinion, to the following: "Each new hire is that much more important. Think of it this way," Bradt advises, "If I'm the hiring manager or recruiter and I screw up a hire, it's a bad reflection on me." Bradt further suggests, "if it's a senior level appointment, it could negatively impact the bottom line -- even a Fortune 500 global organization." (Bradt worked for multinational corporations, including Coca-Cola and P&G before founding PrimeGenesis). In the special Onboarding Experts series, Peter Clayton, producer/host of TotalPicture Radio (a popular career and leadership development podcast), asked Bradt to explain the "Total Onboarding Program" he and co-author Mary Vonnegut created, and why their approach is important in the hiring process. "If I could wave my magic wand, no one would ever let anyone else start to recruit for a new position till they had a total onboarding program in place." Bradt responded. "It is the 21-step onboarding program that a hiring manager should go through to bring in a new employee." The new "Onboarding" book contains a number of forms and tools readers can download to assist in the onboarding process. "You've got to start with the organization shared purpose," Bradt advises. "Why are we doing this?" Bradt believes, "The only reason to hire anybody, anywhere, anytime, is because with them you can deliver result that you can’t deliver without them." Continuing, he told Clayton, "And the results only matter if it’s in line with the organization’s shared purpose. That’s Step One." Bradt identifies seven risks of onboarding in the podcast interview. These include a role risk: "If they’re going into a role that they can’t succeed in, they’re going to fail. That’s the alignment upfront." Continuing to expand on the risks, he states, "They have a relationship risk. The personal onboarding plan helps them understand which are the critical relationships and helps them think through how to jump-start those relationships." Bradt shares an interesting perspective regarding due diligence, for both the hiring manager and the candidate. "What we’re suggesting is that no hiring manager should ever let anybody accept a job that they’ve offered to them until they’ve done their due diligence. A lot of people think we’re crazy, and we’ve got some executive search firms that say 'are you nuts, George! We’d never let somebody be offered a job until we’re sure they’re going to accept it.' But play this out..." Bradt continues to spell out two scenarios, that are a win for everyone involved. In part two of the Onboarding Experts series with George Bradt, Clayton leads off by asking, "What happens, George, I’m sure you’ve seen this – internally, there is a competition going on for that senior executive role that you are about to offer to someone on the outside, and that person is going to have to work with executives on the inside who were not offered that job?" "We've seen it a lot," Bradt replies, and spells out how to approach this situation from a peer verses direct report perspective. "Watch out for passive-aggressive behavior," he cautions. Part One of the interview podcast, titled Total Onboarding Program with George Bradt is 24 minutes. Part two: 17 minutes. Both can be found in the Inside Recruiting Channel of TotalPicture Radio, and both contain a full transcript of the interviews. You can subscribe to TotalPicture Radio on iTunes, and other podcast aggregation sites, including Odeo. About George Bradt and PrimeGenesis: George Bradt has a unique perspective on helping leaders accelerate transitions based on his combined senior line management and consulting experience. He’s worked in sales, marketing and general management at companies including Lever Brothers, Procter & Gamble and Coca-Cola – literally around the world. He is Managing Director of PrimeGenesis, the executive onboarding and transition acceleration group he founded in 2002. George and PrimeGenesis have been able to reduce the risk of failure fourfold for executives they have worked with - from 40% to 10% by helping them and their teams deliver better results faster. George has a Harvard A.B., a Wharton MBA and dual U.S./European Union citizenship. He is the author of: The New Leader’s 100-Day Action Plan (Wiley, 2006, 2009), Onboarding: How to Get Your New Employees Up to Speed in Half the Time (Wiley 2009), The Total Onboarding Program: An Integrated Approach to Recruiting, Hiring and Accelerating Talent (Pfeiffer, 2010), Back-To-School Chats - Advice from Fathers to Their Sons (Durban House, 2006), and Back-To-School Chats - Advice from Mothers to Their Daughters (Lulu, 2009).…; Added by Peter Clayton at 5:36pm on November 21, 2009