n within a 200 mile radius a candidate who is quality to one firm, another would not touch with a ten foot pole.
ie: service..some clients think it's quality service if we find them a candidate and leave them alone. They are barraged by phone calls from recruiters who tell them, "we are different, we provide quality service".
The take is that this brand of client does not want to talk to you five times a day or even a week. They feel that you provide quality service if you find them three candidates, set up the interviews, prep the candidate, shut up sit down and speak when spoken to. I have several like this that have called me for years because i do what they want done, when they want it done and leave them alone. Others want to talk about every candidate for an hour before they even decide on a phone interview. They consider it quality service if i am available to speak with them three times a day and stay with the process through salary negotiations and keep them posted on employee feedback for 6 months.
Since candidates, clients and recruiters come in all different flavors each will seek their own level where the interaction is profitable and successful for all parties.
It's my take that the bottom line is what keep recruiters in business, how one gets to the bottom line depends on what the client wants and how they want it done.
Quality like beauty is perhaps in the eye of the beholder.…
test and/or integration required to assure quality on the assigned products, software and systems consistent with internal and external customer requirements and business standards of quality and integrity. Improve product and system quality during the design, development, manufacturing and delivery of products. Assess develop, implement and support quality systems that ensure products meet or exceed customers expectations.
1. Provide quality support to ensure product is –manufactured in accordance with customer, regulatory, and company quality requirements.
2. Develops, applies, and maintains quality standards for processing materials in accordance with company and contractual requirements.
3. Conducts quality assurance tests and measurements; performs statistical analysis to assess the cost of, and determine the responsibility for, products or materials that do not meet required standards and specifications.
4. Assist in a development and deployment of a tolerance defect system in QC.
5. Recommend corrective action or improvements to satisfy customers.
6. Ensure rapid processing and evaluation of all returned products to provide customers with accurate information on repairs/reworks and root cause analysis of customer complaints.
7. Implement an in-process inspection system to analyze tolerance defects.
8. Provide program QA support to manufacturing, engineering and operations.
9. Assist in the development of a paperless system.
10. Monitor and assist departments in maintaining ISO 9001-2001.
11. Monitor business metrics and recommend ideas for continual process improvement.
12. Improve use of data for a more effective Certified Supplier Program.
13. Participate in MRB, ECO, and drawing review/signoff.
14. Participate in the Purchase Order Review process for quality planning to extract the quality requirements to establish Program QA plan.
15. Conduct supplier evaluations and surveys and report on results.
16. Performs product and process validations.
17. Participate in Material Review Board activities
1. Achieve 99.5% quality rating and support an on-time delivery of +95%.
2. Develop and implement procedures to reduce costs and cycle times.
3. Analyze manufacturing processes and develop strategies to improve overall productivity and quality.
4. Implement control procedures for effective execution of overall quality system.
5. Improve receiving and in-process inspections.
6. Identify and perform root cause analysis of high scrap operations and improve yield and eliminate waste.
7. Monitor cost of quality and make cost reduction recommendations.
8. Check flow of product related data, testing, and calibrating equipment.
Primary Internal Interfaces Primary External Interfaces
Educational and Professional Credentials
Minimum 4 year technical degree or ASQC certified with 8 years RF Microwave practical experience in a manufacturing environment, or equivalent work experience.
Preferred B.S. Engineering, ASQC certified and 10+ years RF Microwave practical experience in a manufacturing environment, or equivalent work experience.
Experience Types of Positions Industry or Business #Years
Minimum Quality Assurance Manufacturing/ 5 yrs
Preferred Quality Assurance Manufacturing 8 yrs
1. Understanding of TQM philosophy and principles.
2. Strong analytical problem solving, decision making and conflict resolution skills.
3. Knowledge of the quality management systems governing product development, manufacturing, depot repair and test disciplines.
4. Experience with SPC, data and requirements for problem solving and corrective action analysis.
5. Strong communication and presentation skills.
6. Proactive and exhibit initiative with minimal supervision.
7. Must be detail, deadline, and results orientated.
8. Certified Quality Auditor (CQA) or Certified Quality Engineer (CQE).
9. Refined organizational and time management skills
10. Knowledge of mechanical and electrical theory.
11. Familiar with printed circuit boards and connector and cable assembly techniques.
12. Knowledge of the associated industrial standards for printed circuit boards and cable and wiring harness assemblies.
13. Ability to establish and maintain good working relationships with a broad cross-section of personnel.
14. Able to work well in a team environment.
15. Excellent PC skills, working knowledge of Microsoft applications.
16. Good numeric and analytical skills.
17. Working knowledge of minitab software for data collection and problem solving.
18. Be proficient in the specification and use of of standard test and measuring equipment.
19. Understanding of engineering drawings and specification, including Geometric Dimensioning and Tolerancing (GD+T).
1. B.S. Engineering.
2. ASQC certified.
3. 8+ years RF Microwave practical experience in a manufacturing environment.
4. Experience in Manufacturing / ISO-9001:2000.
5. US Citizen.
Todd Kmiec & Associates
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ptions and/or writing copy that is uninspiring to read and littered with errors. Not only does it generate bad response in terms of quantity and quality, it also puts off potential clients and is great PR for your competitors without them having to do anything except show people your awful job post.
Recruitment is the only area I can think of where so many pay so little attention to the quality of the advertised message. Indeed, for many recruiters, copy is an afterthought, a necessary evil, a chore. Why??? First impressions really do count and that copy is what generates your lifeblood - candidates.
So, if you are currently selling yourself short with your job posts, stop complaining about poor response and make sure as your part of the bargain, you write (or get someone to write for you) copy that really sells the company and the role. It honestly will make all the difference. It will generate better response, speak volumes about you as a recruiter (think of each job post as a nice bit of PR as well as just a job post) and also help up the quality of the content of every job board you use.
Go on, make improving the quality of your job posts a resolution for 2010! Who knows, next year people might be saying the one thing they learned is that the quality of content on the job boards has improved.…
lity then one single recruiter of similar recruiting skill.
The flaw as I see it in your logic is the perception of "shoe-horning" unqualified candidates into a company (something a “hack” might do) as common practice in contingency, while ignoring the fact that competition brings with it checks and balances which ensures a high degree of quality. Engaged companies weed out low performers (hacks) so their submissions do not get passed 1st base.
How does a company who is contractually bound to accept candidates from only one source (retained firm) benefit and where are the checks and balances associated with a fee market system, compared to that of a monopoly?
Let me say again, it not the business model, it’s the skill of the recruiters that delivers quality, and “three” quality recruiters competing with “one” recruiter of equal skill set will win based solely on economies of scale, regardless the business model.
What’s missing from this discussion are your “facts” for why you believe retained firms deliver higher quality so let’s have it!
No inferences, just the facts.…