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Blog Post: How to Recruit and Retain Millennial Solicitors

Much has been written about the millennial generation…

Added by Richard England at 6:18am on February 15, 2019

Blog Post: Scientists Claim: Internet’s Role In Arising Students’ Plagiarism Exaggeration

It is not easy to understand what plagiarism is and how to detect…

Added by Tobias Casey at 11:04am on March 18, 2016

Blog Post: High Volume Recruiting: 11 Best Practices to Ace the Campaign: High volume recruiting is no easy task for every company. Dealing with a gigantic amount of applicants is really time consuming, and if you’re not careful, you might fail to meet the deadline and…; Added by Ngan Pham at 10:02am on February 16, 2021

Blog Post: Interview with Vinay Johar, CEO at Rchilli: Vinay is a Serial Entrepreneur and currently running his third venture – RChilli.

RChilli is known for providing parsing,…; Added by Rchilli Parser at 8:36am on May 31, 2019

Blog Post: How Top Recruiters Are Applying "The Toyota Way" to Talent Acquisition

It’s difficult to find enough quality talent right now — historically so.

The nation’s…

Added by Oliver Zhou at 4:37pm on June 25, 2018

Blog Post: Top 20 Best HR Tech Influencers of 2022: Undoubtedly, the HR technology domain continues to play a significant…; Added by Rchilli Parser at 10:03am on July 8, 2022

Topic: Deborah Peirce outlines the critical role of talent management in supporting a growth trajectory in today’s business environment: g place on 30-31 August in Chicago. She outlines the critical role of talent management in supporting a growth trajectory in today’s business environment. What are the top talent management challenges for businesses today? I think the field has developed some excellent processes that the business leaders appreciate and that add value. We are increasingly a well-defined specialty that has best in class talent management practices. In financially challenging times, however, the business leaders invest their time and resources only when they see a direct link between our practices and their respective business mission and strategy. It’s now more important than ever to understand your business’ key competitive advantage and align your talent management practices to it. An example of this is to align your leadership behaviors with customer expectations and incorporate these behaviors across your talent processes. The ‘war for talent’, which characterized the years up to the economic crisis, has been quelled as companies have fewer funds. Can companies look within to build their critical talent? The question is about having ‘ready now’ talent for critically important positions. If we look to build from within for “sell”, or revenue generating positions, our leadership development processes must be accelerated to keep pace with the demands of the market place to have ready-now critical talent. Otherwise, the outside market will more than likely be the best supply of critical talent. On the other hand, for critical positions that are focused on “make” or cost management, value is found in constantly improving current processes to maximize cost savings, so grooming talent from within makes a lot of sense. Experiences tells me that most of us have a 70:30 ratio across the organization (invent, make, sell, and support) where 70 per cent of our leaders on a succession plan are filled internally through a talent pool, and that 30 per cent typically are needed from the outside as a new hire. What do you say to those who proclaim talent management and leadership development to be activities relegated to good times only? I first always want to acknowledge what probably is in the business leader’s mind, which is, reducing expenses, or implementing cost containment measures, makes a bigger difference on the bottom line than increasing sales---even if you double sales, it doesn’t impact the bottom line in the same way as reducing expenses. Therefore, to re-emphasize that our leadership development program will create greater leadership capacity to grow the business may fall on deaf ears during financially difficult times. Alternatively, we may want to repeat what we hear from the business leaders themselves, which is, “...we’re currently in a downturn, but we still have to be ready for the upturn when it occurs---and, we don’t want to be caught flat footed”. In our world, we too often dismantle our Talent Management programs to be a team player, when perhaps we should find ways to simplify and reduce. I further would add that research is showing that talent management practices are most effective when processes are integrated (e.g. leadership/management development, with succession planning/talent reviews, and 360 degree assessments). To re-build, of course, takes much more time and resources than working from an existing base in which the focus is to re-fine and integrate existing processes. Is there a fear that progress made in leadership development and talent management by companies over the past decade might be wiped out as a result of excessive short-term thinking and non-strategic cost cutting? Yes, there is always that fear. I don’t think my experience is unique, we all have been a part of building and creating best-in-class talent management practices linked to the business strategy only to hit upon financial hard times and see our efforts dismantled to the point of being ineffective or lacking business support. Even the best companies with best practices have short-term thinking when it comes to their talent management programs. In the post crisis world we need leaders that inspire trust as well as imaginative and innovative talent that can rethink the company for a new reality. Is this truly attainable or just wishful thinking? Yes, it’s absolutely attainable. The literature and research on leadership is constantly evolving and integrating inter-disciplinary findings, such as new discoveries on how the brain works as it relates to new ways of thinking, new ways of listening, new ways of speaking. How a leader brings out the best performance in others is the question I ask, and building trust is a very important variable. Trust is built by being good at what you do (ability), providing a supportive work environment (benevolence), and being accountable for one’s actions, having congruence between one’s values and actions. We need to emphasize and support these qualities in our development programs and integrate them in our talent management processes to create imaginative and innovative leaders. The marcus evans 6th Annual Talent Planning and Leadership Development Conference will be held on 30-31 August in Chicago. Contact: Michele Westergaard 455 North CityFront Plaza Drive9th Floor NBC TowerChicago, IL, 60611Telephone: 312 540 3000 ext 6625 Fax: 312 552 2155Email: michelew@marcusevansch.com …; Added by Michele Westergaard at 11:30am on July 30, 2010

Topic: JobServe gives managers opportunity to think and act global: initial idea was that replicating the business model would translate to immediate success. “JobServe is the unquestioned market leader for IT recruitment in the UK. However for all the similarities, there were vast differences between the UK and Australian markets. JobServe’s expansion into Australia lead to the enhancement of a number of services and the development of new tools, for the benefit of both markets,” notes Kathryn O’Brien, General Manager of JobServe Australia. Fast forward to 2010, and with 7 offices across 5 countries, JobServe has used the lessons learnt from their first international foray to firmly establish themselves as a global online recruitment solution, providing clients across Europe, North America and Australasia recruitment solutions for their local markets as well as international requisitions. To promote best practice and bonds between the international teams, JobServe introduced an intercompany secondment program for managerial development. Returning from a two year secondment as National Sales Manager for JobServe Canada, Ms O’Brien can comment first hand on the differences – and similarities – of the Australian and North American recruitment advertising markets. “North America has really embraced mobile recruitment technology – moving beyond just accessing emails from their phones, to seeking out candidate sourcing tools they can access whether they are in the office or between meetings. Also, with the high unemployment rate across many sectors, but an underlying skills shortage for many roles, recruiters are turning to tools that allow them to filter ineligible applicants more easily, and honing in on tools which give access to the elusive ‘passive’ jobseeker.” With a fresh perspective on the business, Ms O’Brien is taking the helm of JobServe Australia from Darren Wright, who was seconded from the UK head office to manage the Australian business in Ms O’Brien’s absence. “JobServe has returned to its roots in the past year, investing more into our internal R&D team who have pushed out a number of ‘firsts’ this year, including our mobile site for candidates and mobile resume search for recruiters; as well as the Featured Jobs to target passive job seekers. It’s exciting times for our industry and I’m looking forward to immersing myself back into the Australian market and introducing the next generation of recruiting tools.” About JobServe JobServe was the world’s first Internet Recruitment Service, formed in late 1993 by Robbie Cowling. JobServe Australia launched in 2002 as an IT niche site, acquiring popular local site JobNET. With its Australian headquarters in Sydney, New South Wales and its global headquarters in Essex, UK, JobServe also has offices in the USA, Canada, and Thailand. JobServe publishes over 200,000 jobs and processes more than 1.2 million applications each month JobServe is part of the Aspire Media Group. For more information please visit www.jobserve.com.au or www.aspiremediagroup.net …; Added by Kathryn O'Brien at 9:04pm on November 15, 2010

Topic: The Sticky Stuff !! Confused about outplacement services...: - keep recruiting? , Kickbacks and I am not a bully!. This week’s question brings up a subject many of us are running into lately – what exactly does a career coach DO, and when should we be paying them? What say you, RBC? Does “Confused” have a valid concern or have things changed that much in our industry as of late? Anyone who’s worked successfully with these outplacement / career coaches please share your stories! Dear Sticky Stuff, I’m so confused. I’m a corporate recruiter and I enjoy going to networking events to mingle with other HR professionals. I have always felt like recruiters need to stick together and help each other out when we can. I was so excited when I met a recruiter who he had gone into outplacement and career consulting and seemed pretty well connected in healthcare (my industry) so we talked about some of my hard to fill positions. He gave me the impression that he was no longer doing direct recruiting so I was excited at the possibility that I might be able to offer him some help with placing his clients and fill some of my positions. A win-win for both of us. I was shocked when I checked my email and found a fee agreement from him! It was about 3 pages long and full of all kinds of jargon. I wasn’t looking for a new vendor; I work for a very large company that does not use agencies for any outside openings. I even told him this when we met! I just asked if he could share my openings with some of his contacts - I didn’t ask him to do a search for me! Is it just me? I feel rather silly to think that someone might just want to do something nice for a fellow recruiter and maybe help out a candidate they were being paid to assist. I do this for other recruiters all the time if I get candidates I can’t hire – am I getting ripped off? Signed, Confused Amy Says: Your question is so timely for me… I just had a bit of a misunderstanding myself around a similar issue! Frankly, I’m more like you, Confused. I “pay it forward” all the time and most of my contacts do the same. You don’t say what this person’s role is – independent outplacement service or work for an agency? If it’s an outplacement firm then it’s probably one I would stay away from in the future. Independent - well, lesson learned but my advice is cut your losses. There are still lots of great colleagues out there who value sharing a name or two in the spirit of solidarity. I would never expect anyone to work for free but to try to squeeze a fee out of every minute of “work” performed strikes me as the first step in building a bad reputation. Sandra Says: Dear Confused, You are not confused. You met one of these double dippers. They tout themselves as outplacement and career consultants until they find out somebody has open positions then they want a piece of that action as well as being paid by the candidate or a company to do actual outplacement. The double dippers are usually recruiters who fell through the crack on the agency side and nobody on the corporate side wants them either so they become guru consultants. But, let’s be clear. There are many people who do outplacement and do it well. They are paid by companies. They do not charge a fee to recruiters because they are paid to help that person find another job without a fee getting in the way. In fact they market the people to recruiters at no fee to open as many doors as possible. There are good career consultants. They are paid by the individual to assist that person with all facets of his/her job search. If they are ethical and good at what they do, they maintain a contact list of recruiters that they provide to the person as part of their service or they recommend recruiters and companies for the person to contact. They do not ask for fees from recruiters or submit the person’s resume to a company for a fee, they are paid by the individual. If I pay my plumber to fix the plumbing then ask him to recommend an electrician he would not ask me to pay him for the name of an electrician or want me to pay him a % of what I paid the electrician he referred to me. If he did I would find a new plumber… fast! I am not sure exactly what kind of a slime ball you were unfortunate enough to come in contact with but it sounds to me like he should have a big “F” on his forehead that stands for flake. I have run across some of these characters who would charge their grandmother some sort of referral fee if she asked them for directions to the Medicare office. They will say they are outplacement consultants then when some recruiter offers to take a look at some of the people they are getting paid to counsel they see a possibility for another few bucks and here comes the “deal sheet”. They will also offer employees of a company a referral fee to give them names of co-workers or open jobs. Then they turn around and want you to fund their referral fee. Then they tell the employee that they got a referral fee and will split it with the employee. Please note the way to identify these birds is by their cup shaped claws and they have three open grasping claws on each arm. They also have a big line of BS full of the jargon you mention and will try and justify a train wreck if it will make them a buck. No you are not getting ripped off but if you agreed to pay him a fee to hire any of the people or companies he is already charging somebody would be getting ripped off by our double dipper. I have done some pretty hefty outplacement contracts for plant closings and division sales that left a lot of people facing unemployment. When we do those the candidates are placed, if we can, at no fee to a new employer. The old employer has already paid us. We also send their resumes to other recruiters with a note that indicates we are not looking for a fee just help for the candidate. My take. Send him his fee agreement back with a note that says, “Perhaps I misunderstood what you do, it has always been my understanding that outplacement consultants and career consultants are paid by companies and individuals who retain them.” “We do not pay fees to consultants who have already been paid once. “ “It was my hope that I might be able to give you a channel for some of the people you represent to enhance your success thus enabling you to attain more business from happy clients.” “In fact I am more than willing to refer candidates at no charge to other recruiters if my company is unable to offer them a position.” “My recruiting and outplacement contacts do the same”. “That is the kind of win-win I thought we had discussed.” You aren’t getting ripped off because you are not trying to make a buck with everybody you talk to. You get paid to do your job so don’t fall over into the gray to black area of double dipping. I once asked a linkedin contact for a referral as she was not interested in the position I spoke with her about. She sent a form letter indicating that she had an excellent network of people and would be happy to refer some friends to me but expected to be paid for each name she sent me. I sent a note back that I certainly was open to paying for names sourcing but I would need a letter from her boss indicating that it was ok for her to work for me providing names and I would have to send her a 1099 for anything she was paid. I never received that letter from her boss but did make it a point to contact almost all her linkedin connections. I suppose double dipping is not illegal but the bird with cup shaped claws has a stinky cage in my opinion.…; Added by Amy Ala Miller at 7:30pm on October 24, 2011

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