re talkin' about) and started to define the different "types" of Gatekeepers...we're going to continue the discussion on the TalkSourcing segment of the Animal's weekly Radio Show on Wednesday, May 13 at 1 p.m. for those of you who would like to call in with your telephone names sourcing questions. His show starts at noon (EST). Call in To Talk: 646-652-2754. You can hear the show but can't be heard until the host (Animal) opens your microphone. A landline and handset work best. Today's guest: Thomas Shaw, Online Recruitment Specialist
From yesterday’s MagicTalk online phone sourcing chat lesson:
MaureenSharib: Phone sourcing sometimes is like playing baseball...you move to first, then to second, then to third...then to home...
Animal: Are you doing TalkSourcing tomorrow? I have to book the time
Animal: Let’s go into detail on that baseball analogy
And we will, if Animal has his way!
Animal advised me to try to push this notice in a “fun way” and I’m tryin’ – I hope you find this fun. He thinks I should ask you for topics for the show so I’m askin’ and if you have anything you’d like to see covered in today’s (or future)TalkSourcing live radio segments let me know!
By the way, there's new content on the MagicMethod site:
MagicMethod Phone Sourcing Classroom Chat Log Tuesday, May 12, 2009
Google digging deeper to improve search results
New features coming
"To be a superior listener, you must temporarily forsake ego."
What qualities do you look for in an outsourcing/offshoring partner?
Are employees required to forfeit their us tax returns to the company?
“No game in the world is as tidy and dramatically neat as baseball, with cause and effect, crime and punishment, motive and result, so cleanly defined.” ~Paul Gallico…
ss, it goes much further than that. To your question, we look at how do your internal processes, such as onboarding and training, align with your brand? Do new hires experience the same reality that you promote when you are recruiting them?
Here's some questions we think all new hires should be asked (and this data should be recorded and kept in a spreadsheet):
What do you know about our culture?
What do you like about working for this company?
What elements of the training do you feel were best aligned with our company culture?
Did your training experience match your expectations? If so, how, if not, why not?
Were their any elements of your training that you found particularly innovative or unique?
The point we're getting at is this: is your employment proposition realistic? if not, you'll lose employee engagement very quickly, and see less than superior productivity. There was a great article in HR Executive Online from the HR Director at 20th century fox, that speaks to how the onboarding process was very different from the brand, and how it affected their productivity. Links are below.
Story about onboarding at HR Executive:
Link to a conference session at the ERE.net Conference 2009
urvey conducted at the August...
28% would act immorally to keep their jobs.
13% would lie or exaggerate to keep their jobs — even when forbidden ethics policies.
2% would take credit for someone else's work or flirt with the boss to get ahead.
4% would lie about common interests with their boss to deepen their bond with a superior.
As far as age groups (and these are the largest of the numbers),
40% of employees from 18 to 34 said they would act dishonestly to save their jobs.
25% of employees from 18 to 34 said they would explicitly lie
4% of employees from 18 to 34 said they would flirt with their boss for an advantage.
Yet when AIG can on the one hand take TARP money and on the other hand pay the folks who placed the company into this situation "bonuses" for jobs well done, who really expects ethics policies to be followed?…
nking fat meals - not necessarily fast food but lots of any food - although I found that fast food urges also left. Going out with my friends meant I could actually hear in bars and I certainly wasn't making stupid comments that one always makes when drinking. Waking up the next day was no different than the day before.
But people will still drink too much and big job boards will still prevail because (a) when recruiters talk about their fav niche boards, pretty soon word gets out and they become far less niche - popularity always breeds contempt; (b) most job seekers are not savvy enough to recognize that smaller sites, on-going social networking, and personal branding are better tools for the long run; and (c) most recruiters just don't know any better.
As far as being scared to look, there's always anonymity; the greatest downside to this is that many recruiters simply dislike dealing with anonymous job seekers.
Finally, larger boards have larger marketing budgets that are useful in convincing both recruiters and job seekers that bigger is better. So do the 16% of recruiters who are better than average to superior really want the rest of the world to know about their secret sites? So long live the large job boards!…
se according to this article, collectively HR is incompetent, rude and most of all prejudiced against people 55+ (I'm guessing recruiters and recruiting is included in this "HR" context too).
Here's a snippet:
The number of long-term unemployed workers aged 55 and older has more than doubled since the recession began in late 2007, and getting back to work is increasingly difficult, according to a recent government report.
I am sick to death watching these fabulous business minds struggle upstream for months as they apply for positions with organizations that should be thrilled to have them knocking on their door. Instead they are often greeted with disrespect, disregard and an inconceivable superior attitude from the twenty-something year old HR rep that they are forced to filter through.
- See more at: http://wittywomanwriting.com/are-you-too-old-for-the-workplace-are-you-sure/#sthash.A5OQDhq3.dpuf
unfinished business. The first thing you learn about communicating is a two way street and that it is the feedback loop which completes the process. No feedback = no communication. As a recruiter, you are expected to value your time on the phone and be more productive. Many might use that as a crutch to drop the rejected candidate completely off their list of callbacks, (that is until they need to submit them for another job) thinking that they don't deserve a call back because they didn't get the offer. I roundly reject this attitude.
Others play it straight and come right out and tell the candidate that they will provide an update if and only if it is positive news. They probably have superior people management skills to be able to use that play successfully each time. Now, that may not not be everyone's idea of good communicating, but at least they tell you how they like to work and you can move on knowing what to expect. Setting and resetting expectations is a very useful practice as well, if one wishes to become a better recruiter. Thanks.…
n this market it will be a longer curve for everything. It's really not about the number of cold calls you make to get clients, it's more about the quality of the call, being smart about who you are targeting, and what you offer when you call. You need to give them a real reason to use you, and I've found that more specific you can get in presenting yourself as a specialist, the more apt they are to use you. Whether it's a specialist in their space, or type of role, you sell your track record of success so they can see you filling the job for them. If you go into your fluffy stuff of how great you company is, you'll lose them, because all staffing firms say a similar thing about superior service, blah, blah blah. It's white noise they don't care about. They just want to know if you'll be able to help them fill the job quickly with a great person.
Then the key isn't how many job orders and new clients you get, it's how many you fill. If you knock yourself out to deliver for a new client, that's how you'll build your business.
Leverage any relationships you already have to try and turn your cold calls into warm calls. See if you know anyone at the companies you're targeting and if so, ask them to introduce you to hiring managers. That is very effective.
Shoot for a placement a month at a minimum. To get to that you'll need to focus on generating as much real activity as possible, and pay attention to your interview to sendout to placement ratios. As my former boss used to say, the numbers don't lie. And if you see that your ratio is say for every 4 sendouts (candidate going to a client) you make one placement, you can then adjust your level of activity accordingly to make sure you get there or better. Interview more candidates, and the rest can fall into place.
Do you have fear, that sinking feeling in the pit of your stomach? Why are you feeling that voicing your opinion would be categorized by your superior or others as being pushy? Will your boss get mad at you? Do you have fear of disapproval? What is pushy? These are all questions that may come into play with this question of when to be pushy on the job.
Feelings of inferiority could be keeping you silent. If you are worried about how others feel about what you want, then you should remember that chances are others are not that concerned with making you feel inferior. What is the worst that could happen if you voice your wishes? That they might say “no”? Or do they have nasty, condescending personalities naturally and you frequently have felt shot down in the past when trying to discuss something with them?
Read more here.
Looking for information on phone sourcing? Read through the T and TH Phone Sourcing Classroom Chats over on the MagicMethod network. They’re listed in the Blog Posts section and are identifiable by the yellow talk bubble that says “MagicTalk”.…