Search Results - selling cheap

Comment on: Blog Post 'Stop Trying To Reinvent Recruiting': consideration, editing) would be good. Here's a sample moderation policy (for you to consider) I stole from a non-recruiting (a writer's) blog site I like: Moderation Policy By XX Blogs like this one aren't just diaries; they're conversations. Behind every essay, rant, or quip, there's a comments thread where visitors like you are welcome to comment. And over the years, I've acquired quite a few regular visitors; sometimes this place feels like the inside of a public house. It's a web community, of sorts — and like all communities which grow large, sooner or later they acquire unruly elements. Lately I've had some cause for concern over the way some people are using the comment threads on my blog. So I've decided to lay down the law. (If you post here regularly, or are thinking of posting here, please hit the "Continue Reading" link below.) 1: This is my soap-box. This blog exists to give me, XX, the freedom to say whatever I want. You'll have noticed that the only adverts I carry are discreet links to online stores which sell my books. Running this blog is quite time-consuming, and paying for the collocated server it resides on is not cheap; most blogs that get as much traffic as mine (over 100,000 distinct views on the main page per week, last time I looked) are awash with blinking banner ads. I decided not to carry ads deliberately, because the first principle of this blog is that it's my soap-box, my megaphone. In a very real sense this entire blog is advertising for one thing — me, and my writing. You're welcome to comment on my writing here. But just remember: I'm paying the bills. This is my soap box, not yours, maintained entirely at my expense, for my own amusement. I don't owe you anything. And by posting here you are tacitly agreeing to play by my rules. 2: Censorship Your freedom of speech does not compel me to publish your words. If you say something highly objectionable to me, I will delete your comment without a second thought as soon as I notice it. (Which may take some time: I have a real life, as well as blogging.) Yes, this is censorship. But remember: I'm not your government. I can't stop you saying stuff I find objectionable — all I can do is stop you saying it on my blog, at my expense. You can start your own blog right here, if you're so inclined. 3: Stuff I find objectionable Trolling, spam, personal attacks, racism, sexism, religious evangelism, and homophobia will reliably annoy me. Beyond that, I'm not going to give you a laundry list. 4: Stuff I don't find objectionable I don't give a shit about profanity, as long as it's used intelligently. And I don't mind argument and contradiction, as long as it's intelligent. Again: no laundry lists here. 5: Moderation Certain keywords will automatically get your postings held for inspection by a human being. Excessive use of links to other websites will do that, too (it's an anti-spam precaution; yes, I regularly get hit by blog spammers). I may also intervene if you hit one of my hot-buttons. Update: On posting URLs ... Comments will be held for approval if they contain more than one URL. And they will be flagged as spam automatically if they contain a link via tinyurl.com. (That's because spammers have tried using tinyurl.com links here, not because I hate tinyurl.com. There's a time and a place for tinyurl.com, and my blog ain't it. If you want to post a link, I want to be able to read the full domain name and path before I click on it.) 6: Permanence By hitting the "submit" button you are granting me a non-exclusive license to publish your words around the world in electronic or other forms. You should assume that anything you post here may remain on the internet and be readable by anyone at all for the forseeable future, and not just on my blog. No, I'm not planning on selling your deathless prose and getting rich; I'm just pointing out the copyright situation and the fact that my blog is crawled by Google, archived by the Library of Congress, and so on. If you ask me to delete a specific comment of yours I will probably do so — but don't count on it. (I might not do so if I suspect that you're not the author of the comment, or are otherwise trying to make mischief.) (Finally: feel free to vent, comment, or throw rotten tomatoes at this thread!) …; Added by Keith D. Halperin at 5:49pm on February 5, 2014

Blog Post: The AWKWARD Side of Recruiting (….and no….I’m not selling anything with this blog): No matter what your profession, we all have circumstances that make things a bit awkward. Look at Justin Bieber and how he’s been dealing with the paparazzi. And how about those folks in…; Added by Stephen Nehez, Jr. at 11:46am on June 9, 2013

Blog Post: Candidates are not an online commodity: Technology is changing our industry, on all fronts. And of course, we are…; Added by Greg Savage at 1:09pm on June 3, 2014

Blog Post: GPS for Recruiting Passive Candidates: Recruiting activities have been slow as of late and like most of my clients, I have become more focused…; Added by Ken Forrester at 10:45pm on February 16, 2010

Blog Post: Ever wondered what the clever phrases in those job ads actually mean?: Conduct an online job search these days and you’re soon confronted with lots of ads, many suggesting, without actually saying it of course, that each day spent working with them will be just like…; Added by Alasdair Murray at 7:23am on April 24, 2012

Blog Post: 13 Ways To Make More Money As A Recruiter - Using Skills You Already Have

Ideas are powerful because they give us hope.

The more ideas…

Added by Clinton Buelter at 9:51am on January 28, 2016

Comment on: Topic '6 months and no placments..no nothing...what's going on?': disasters. One week, I was in a nice comfy chair in a skyscraper in Chicago and within two weeks, my office chairs were an 18-wheeler and the seat of a Caterpillar, traveling all over North America. Did it pay as well as recruiting? Hell no. But it paid... and that was better than nothing. Honestly, it was the most ass-kicking job one could imagine, but damn, we were 10 feet tall when we walked into a big mess of railroad cars piled high like cordwood. Up on our feet - no breaks whatsoever - 24 hours a day for 3-4 days. That was work... and it was glorious hell. In fact, i'd dare call it fun. I'll never forget it and if it paid a couple hundred a year and gave more than 3 days off every 60, I might just do it forever. But... enough reminiscing. Not everybody can switch gears that drastically. I tend to get a "Hemingway Hair" up my ass now and then and run off for adventure, regardless of how it pays. But this isn't about me. It's about you. We're all going to have to dump the tunnel-vision glasses and look at the whole spectrum. A few spectrums, actually: Your entire skillset: where else might it be applied, and in today's market, where is it most needed? One place is sales. The best recruiters are salespeople... and no good salesman is ever out of work. The worse the economy is, the more sales companies need. (Sales, incidentally, is one of the better specialty niches right now should you choose to stick it out in recruiting) The various industries out there - In a down economy, one business I know of is BOOMING. Startups. Sure, it can be hairy and risky, but the fact is, the more unemployment you have, the more people can afford to hire talent on the cheap. Many of the biggest companies we know got started in the depression or recessions. HP, IBM, DuPont, etc. These founders do need help. No, you can't milk them dry, or they'll be out of business.... and so will you. Yes, you do have to charge less - sometimes 50% less - but you get a lot of mileage/loyalty out of a client you helped to create. In the startups, we follow one golden rule: we're all in this together, sink or swim. Put the success of the startup in the top priority slot, above your desired top dollar. We'll all have time to opportunity to be rich later on. Do this and I can assure you that you'll have plenty of startup clients in short order, because, unlike most firms... you "get it". The Corporate Spectrum Many of us - most, in fact - hire in the bottom half of the corporate org chart. Problem is - especially nowadays - so do most of the recruiting companies in the world... and they can do it a LOT cheaper than we can. So, how do we get the edge? We specialize. In a given role. In a given industry. In a given horizontal on the org chart. Anything which makes us a SME. If you only hire Account Execs, Product and Program Managers in the Software marketplace, you can look in yesterday's email and fine 20 candidates who could stomp all over what the average "do-it-all" firm could find if they searched for a month and you'd be far more able to find the right candidate. Become the go-to-guy and you're way ahead of the curve. Also, you can specialize in higher-level positions only... above the level most hire at. There's no way in hell a tele-recruiting firm in the US or India is going to get a job order for an executive, much less be able to fill it. You just cut your competition by 80%. You can cut out the rest in price, service and delivery. I regularly take C-suite job orders from new clients for 50% less than the big exec firms charge. Retained. With a commitment to give me more business if the 1st one is a success. Oh, no, I just made $50k+ and got 2 more retained positions at 25%-30% to boot! Poor me. Multiple Income Streams Surely you have close contacts, maybe even social friends who own a business and sell to the same types of clients you do. As long as you're out there talking to clients, why not recommend them? Example: as (dubiously) respected executive in the technology field, I am approached fairly often for "who do you know who does great websites?" or "We're thinking of doing offshore development, but there are SO many out there and I've heard success stories and horror stories. Who is good?" Currently, I take in 20% of gross billing for every web job I refer to my friend Shannon, who owns an incredible award-winning webdev firm. From Alex, I get 10% of gross billing from his development firm in the Ukraine. I get 20% from Lilian, who has a development company with her partner in Shanghai.. and I get 15% from another form Sam, a strategic partner in India. (I offer all three, because each brings significant and distinct strengths and weaknesses to the table). Shannon, Alex, Lilian and Sam don't need a sales rep here. Nor do I care if they have 20, because I'm not out there competing with anyone for "new" clients. I just handle my clients and keep my eyes and ears open for any opportunity for me to create some possibilities. When I see an opportunity, I make sure there's a substantial chance for a good fit, then put two people together. Now, how much difference is there between this than recruiting? Practically none. How much additional work? Practically none. It's a glorified referral... and it pays rather handsomely. These are just a few ideas to help you all out. Others would address efficiency and cutting back expenses, also good ideas. My best advice to the anyone in the industry is... dump the tunnel vision. See where all you can add value, and what all you can add value to. Then get out there and do it. Best of luck! Christian Keep an open mind. Unprecedented results always begin with unconventional methods.…; Added by Christian Fauchald at 7:06pm on March 22, 2009

Blog Post: THE RECRUITER’S GUIDING PRINCIPLES

Rule 001 Once you have their money, you never give it back.

Rule 002 The best deal is the one that brings the most money.

Rule 003 Never spend more for information than you have…

Added by Keith D. Halperin at 3:20pm on October 11, 2013

Blog Post: Web site traffic creation: Get linked. This is a very important part of website management. Exchange links. Trading links with other websites that are closely related to the subject of your website can bring you more…; Added by Manohar Mahesh at 7:58am on February 5, 2009

Topic: Exclusive Interview with Kimberly Thompson, Director North America Brands & Leadership at Whirlpool: o lead the company forward. Kimberly Thompson, Director North America Brands & Leadership, Whirlpool, is a speaker at the marcus evans Talent Planning & Leadership Development Conference taking place in Chicago on 30-31 August, 2010. Here she addresses some central issues surrounding talent management. What are the key attributes a leader needs to steer a business in today’s changed economic environment? They must have a good character and enduring values. You have to represent your integrity, have respect for people, be inclusive and build an environment of trust. Leaders need to be those things in this day and age where there is a lot of speculation and so many examples of bad behavior. Thought leadership and being a director of change is also important. Someone who consistently challenges the status quo and is always looking for the next best thing is vital. Thinking about it from an evolutionary standpoint, it’s the whole idea of continuous improvement and how do we continually stay on top of it. Be that driver of change to make sure we stay ahead of the competition and win in the market place. In talent planning, should a company try and distinguish itself from others so it can attract that often-elusive talent and make them want to stay? Over the last five to seven years I’ve had a change of mindset regarding this. People have changing needs in what they are looking for in their career and in a company. They want a company that is very honest with them in terms of what they are looking for them to do as a talent. For a company, it’s not so much about getting the best for the best – it’s more about getting the best for what you need to have done. I think it’s a much truer and honest approach for both the perspective employee and the company to have that mutual understanding. How crucial is customer-focused leadership in engendering brand loyalty in a slow economy? I think it’s very important and it’s not something that we generally think about because we think that people are still going to spend money in a slow economy. But the fact is that consumers will still buy because they need to buy; however they will be much more deliberate about their purchases. From a customer perspective, our customers are so different in as far as what they expect, what they value and what they’re willing to pay for. In a slow economy we have to remember that we still have all of these different customers out there. And yes there will be customers who want to pay the least amount of money possible to get what they need. But there are also customers who will spend anything to get exactly what they need or want. We can’t lose sight of that. So internally you need to keep your group focused on the fact that there are multiple customers, they have different kinds of needs and even in a slow economy you have to continue to meet their needs. What is the significance of sustainable brand leadership for Whirlpool and for the future of the company? A brand is really the perception of the customer. As we are a multi-brand house, we have to identify and understand those brands are targeting different customers who all have different needs. For us to be sustainable we’ve got to make sure we deliver to those consumers because we are a manufacturer and marketer of durable goods. To be competitive we can’t win on price alone. You really do have to deliver to your customers what they value and what they will pay a premium for. Just going with the low cost solution is not a viable business strategy in the US for a durable goods manufacturer. What are the new opportunities that the strong China market presents for a company like Whirlpool? Geographic expansion into China - and other areas of the world where the population is underserved – is a great opportunity for us. Here again there are many types of different customers and so our mission is to be in every home everywhere. Our challenges understand the different types of consumer base there. The misnomer about China is that everything is just cheap. Over the past year we’ve been watching Chinese companies starting to get their heads around brands over price because brand will get you to a premium but price is just a commodity. It’s not an easy win where you go in and sell cheap products. You really need to go in and know your customers and have a great value proposition. What are the recession lessons learned by Whirlpool? We’ve come through very well in spite of the fact that we are so linked to new home building and remodeling of homes. For some people appliances are the largest purchase they will have all year. It tends to be a very deliberate purchase and not one they take very lightly. Our CEO sent us on a mission when the recession gained steam. He said we are going to control what we have control of meaning that we can’t control the economy; we can’t control the price of materials, or the price of oil. What we can control is how we do things internally that drive unnecessary waste and cost into our products and services. We made a choice not to do a lot of advertising. We invested that money instead into creating the next generation of products. That whole mantra of ‘taking control of the things you can and it will pay’ - it definitely has worked for us. The marcus evans Talent Planning & Leadership Development Conference takes place 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 4:48pm on August 5, 2010