Search Results - tactical choices

Comment on: Blog Post 'Will clients pay 60% permanent placement fees? Well, yes actually.': t in price across an entire market. That is not happening. This is a particular strategy of a particular client who believe that selected recruiters, if incentivised, will deliver candidates they need, when they need them. Its a tactical recruitment choice - which I found fascinating because in it is so different and not driven by pure economics. There are MUCH tighter labour markets than Japan around the world (huge demand and short supply - China for example) and recruitment fees are not even a third of what we see here. Nor did we see fees of this magnitude prior to the recession, in the tech boom for example, or at any other "supply short" period that I can think of. Clients will not generally "pay whatever it costs if they really need the person".…; Added by Greg Savage at 2:45am on December 8, 2010

Comment on: Topic 'Demo'ing 4 ATS systems tomorrow, what questions should I be asking?': e coming from a person who has been involved with over 3000 "ATS" projects in 11 years with every kind of organization. 1) In the first place "ATS" stands for Applicant Tracking System. Clearly, many if not most people who recruiters work with (and need to "track") are not applicants. 2) People who wear the "recruiter" title can range from hardcore salespeople to order-taking clerks. Clerks work with applicants, usually generated by job-board posts. 2) All four of the named offerings are mature, offered by reliable firms, and have large numbers of satisfied customers. 3) All four of the named offerings have numbers of dissatisfied customers. 4) All four could easily consume 8 hours by themselves for a complete demonstration. 5) Doing 4 demos in one day and expecting to derive a non-superficial understanding with which to differentiate products is asking for trouble. 6) Some products "demo" much better than others. 7) Some products "work" much better than others. 8) Different Stakeholders on the Buy-side have different needs and success definitions. 9) Generally but not always, Recruiters and Clerks are interested in Tactical issues, owners and managers are interested in Strategic issues. 10) Tactical stuff; "Look and Feel", number of clicks, automation of admin functions, personal productivity metrics, "ease of use", fit with current practices (e.g. does this mean I have to stop using Outlook). 11) Strategic stuff; How is the vendor capitalized?, What happens if/when there is a change of ownership? What are the technical and security aspects?, what is the lifecycle costs? How do the costs change/scale up or down? What is involved with changes to the system? what is involved with wanted / needed integrations ?, management reports, legal compliance for hiring. 12) Vendors sell every single day, Buyers buy just once every number of years. There is information asymetry as to what is really important on both sides. 13) Computer "Matching" of candidates to roles is overrated because nothing can beat the brain of a skilled recruiter, and Clerks dont do matching (the Applicants match themselves) 14) Day to day click counts and the general area of email transaction and tracking is underrated (because end-users spend a great deal of time working with and around email) 15) Versatility is a key aspect of successful ATS/Recruiting software projects because people, business cycles, and methods change more often than realized. 16) Price and vendor cost structure are not always connected in the beginning, but they are always connected in the end. The lower the vendor's cost structure, the lower the lifecycle cost CAN be. Too low is naturally not good either. 17) People take this choice seriously and there is a real loyalty and self-identification with vendors in many cases- why ? Because the most important idea of all: 18) THIS DECISION IS NOT A PRODUCT DECISION: ITS A RELATIONSHIP DECISION ! These applications answer to sometimes complex needs, and to get the best out of any of them requires a good working relationship with the vendor. Yes, with some projects its a set it and forget it deal, but even that level requires a certain understanding between the parties. Sometimes its daily or weekly interactions with the vendor basically forever- nothing wrong or unexpected about that outcome either because success (and failure) occur both ways and everywhere in the middle. 19) Its not the last system any ongoing enterprise is going to select. ITs an evolving market. Find out how much and how easy it is to decommission and move along with any given choice. and finally 20) Many times, there simply is NOT a "better" or "worse" choice- only questions of differences and focus that in the end will give about the same ROI to the buyer if they hold their end up and vice-versa. If you set out to buy a BMW and drive home in a Benz, or even a Chevy, it still all depends on how well the choice fits your exact situation, and that choice would hold for nobody else in specific, but hundreds of thousands of others in general.…; Added by Martin H.Snyder at 12:44pm on January 14, 2009

Comment on: Topic 'Demo'ing 4 ATS systems tomorrow, what questions should I be asking?': a throw some ideas out here- take them for what they are worth, but they are coming from a person who has been involved with over 3000 "ATS" projects in 11 years with every kind of organization.1) In the first place "ATS" stands for Applicant Tracking System. Clearly, many if not most people who recruiters work with (and need to "track") are not applicants.2) People who wear the "recruiter" title can range from hardcore salespeople to order-taking clerks. Clerks work with applicants, usually generated by job-board posts.2) All four of the named offerings are mature, offered by reliable firms, and have large numbers of satisfied customers.3) All four of the named offerings have numbers of dissatisfied customers.4) All four could easily consume 8 hours by themselves for a complete demonstration.5) Doing 4 demos in one day and expecting to derive a non-superficial understanding with which to differentiate products is asking for trouble.6) Some products "demo" much better than others.7) Some products "work" much better than others.8) Different Stakeholders on the Buy-side have different needs and success definitions.9) Generally but not always, Recruiters and Clerks are interested in Tactical issues, owners and managers are interested in Strategic issues.10) Tactical stuff; "Look and Feel", number of clicks, automation of admin functions, personal productivity metrics, "ease of use", fit with current practices (e.g. does this mean I have to stop using Outlook).11) Strategic stuff; How is the vendor capitalized?, What happens if/when there is a change of ownership? What are the technical and security aspects?, what is the lifecycle costs? How do the costs change/scale up or down? What is involved with changes to the system? what is involved with wanted / needed integrations ?, management reports, legal compliance for hiring.12) Vendors sell every single day, Buyers buy just once every number of years. There is information asymetry as to what is really important on both sides.13) Computer "Matching" of candidates to roles is overrated because nothing can beat the brain of a skilled recruiter, and Clerks dont do matching (the Applicants match themselves)14) Day to day click counts and the general area of email transaction and tracking is underrated (because end-users spend a great deal of time working with and around email)15) Versatility is a key aspect of successful ATS/Recruiting software projects because people, business cycles, and methods change more often than realized.16) Price and vendor cost structure are not always connected in the beginning, but they are always connected in the end. The lower the vendor's cost structure, the lower the lifecycle cost CAN be. Too low is naturally not good either.17) People take this choice seriously and there is a real loyalty and self-identification with vendors in many cases- why ? Because the most important idea of all:18) THIS DECISION IS NOT A PRODUCT DECISION: ITS A RELATIONSHIP DECISION ! These applications answer to sometimes complex needs, and to get the best out of any of them requires a good working relationship with the vendor. Yes, with some projects its a set it and forget it deal, but even that level requires a certain understanding between the parties. Sometimes its daily or weekly interactions with the vendor basically forever- nothing wrong or unexpected about that outcome either because success (and failure) occur both ways and everywhere in the middle.19) Its not the last system any ongoing enterprise is going to select. ITs an evolving market. Find out how much and how easy it is to decommission and move along with any given choice.and finally20) Many times, there simply is NOT a "better" or "worse" choice- only questions of differences and focus that in the end will give about the same ROI to the buyer if they hold their end up and vice-versa. If you set out to buy a BMW and drive home in a Benz, or even a Chevy, it still all depends on how well the choice fits your exact situation, and that choice would hold for nobody else in specific, but hundreds of thousands of others in general. …; Added by Tess Stewart at 3:15pm on January 14, 2009

Comment on: Topic 'Demo'ing 4 ATS systems tomorrow, what questions should I be asking?': that anyone purchasing an ATS consider the relationship as the most important feature in the hiring process. It is extremely important to know that help is readily available, and that you have a system that can be flexible to your needs. Martin H.Snyder said:Ahhh this thread is a real beauty- it captures so much of what drives the "ATS" business thru illustrative comments. I'm gonna throw some ideas out here- take them for what they are worth, but they are coming from a person who has been involved with over 3000 "ATS" projects in 11 years with every kind of organization.1) In the first place "ATS" stands for Applicant Tracking System. Clearly, many if not most people who recruiters work with (and need to "track") are not applicants.2) People who wear the "recruiter" title can range from hardcore salespeople to order-taking clerks. Clerks work with applicants, usually generated by job-board posts.2) All four of the named offerings are mature, offered by reliable firms, and have large numbers of satisfied customers.3) All four of the named offerings have numbers of dissatisfied customers.4) All four could easily consume 8 hours by themselves for a complete demonstration.5) Doing 4 demos in one day and expecting to derive a non-superficial understanding with which to differentiate products is asking for trouble.6) Some products "demo" much better than others.7) Some products "work" much better than others.8) Different Stakeholders on the Buy-side have different needs and success definitions.9) Generally but not always, Recruiters and Clerks are interested in Tactical issues, owners and managers are interested in Strategic issues.10) Tactical stuff; "Look and Feel", number of clicks, automation of admin functions, personal productivity metrics, "ease of use", fit with current practices (e.g. does this mean I have to stop using Outlook).11) Strategic stuff; How is the vendor capitalized?, What happens if/when there is a change of ownership? What are the technical and security aspects?, what is the lifecycle costs? How do the costs change/scale up or down? What is involved with changes to the system? what is involved with wanted / needed integrations ?, management reports, legal compliance for hiring.12) Vendors sell every single day, Buyers buy just once every number of years. There is information asymetry as to what is really important on both sides.13) Computer "Matching" of candidates to roles is overrated because nothing can beat the brain of a skilled recruiter, and Clerks dont do matching (the Applicants match themselves)14) Day to day click counts and the general area of email transaction and tracking is underrated (because end-users spend a great deal of time working with and around email)15) Versatility is a key aspect of successful ATS/Recruiting software projects because people, business cycles, and methods change more often than realized.16) Price and vendor cost structure are not always connected in the beginning, but they are always connected in the end. The lower the vendor's cost structure, the lower the lifecycle cost CAN be. Too low is naturally not good either.17) People take this choice seriously and there is a real loyalty and self-identification with vendors in many cases- why ? Because the most important idea of all:18) THIS DECISION IS NOT A PRODUCT DECISION: ITS A RELATIONSHIP DECISION ! These applications answer to sometimes complex needs, and to get the best out of any of them requires a good working relationship with the vendor. Yes, with some projects its a set it and forget it deal, but even that level requires a certain understanding between the parties. Sometimes its daily or weekly interactions with the vendor basically forever- nothing wrong or unexpected about that outcome either because success (and failure) occur both ways and everywhere in the middle.19) Its not the last system any ongoing enterprise is going to select. ITs an evolving market. Find out how much and how easy it is to decommission and move along with any given choice.and finally20) Many times, there simply is NOT a "better" or "worse" choice- only questions of differences and focus that in the end will give about the same ROI to the buyer if they hold their end up and vice-versa. If you set out to buy a BMW and drive home in a Benz, or even a Chevy, it still all depends on how well the choice fits your exact situation, and that choice would hold for nobody else in specific, but hundreds of thousands of others in general. …; Added by Julia at 9:21am on January 15, 2009

Blog Post: The Rise of the Virtual Startup in the Great Recession: As more and more traditional, full-time jobs disappear, more and more people will find work as soloists (freelancers, independent contractors, etc.). As a result, a funny thing happens to…; Added by Jay Fenello at 11:33am on March 11, 2010

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Topic: Hiring a Recruiting Coordinator in Lafayette, LA: re and call center assistance to millions of callers per month. Throughout our network of 72 contact centres in 29 countries, more than 16,000 of our trained professionals provide support in 33 different languages. We are all committed to providing industry-leading services that exceed both our client's and their customers' expectations. Our ultimate goal is to excel through our key values of Honesty, Fun, Passion, Excellence and Innovation. We are all committed to being the people’s choice as an employer in the Outsourced Services industry in all our operating countries. Recruiting Coordinator Job Description This is an exciting opportunity for a Recruiting Coordinator in our expanding office in Lafayette, LA. Reporting directly to the Production Recruiting & Retention Manager, the opportunity has a high level of responsibility. You will be responsible for the overall recruitment efforts including processing applications, creative marketing, financial tracking and employee studies that increase employee success and reduce employee turnover. You will also report on recruitment strategies and track employees through their first 90 days. You will ensure that Transcom is always well positioned in the community to attract top talent to our call center. You possess intellect, creativity, empathy, a sense of fairness and thrive on a challenge. You must be able to execute small, tactical projects as well as large, strategic initiatives. Key Responsibilities: •Create recruiting opportunities in your community that reflect Transcom’s commitment to “Hiring the Best” •Attend community Job Fairs and investigate local organizations to determine where Transcom could participate •Conduct information sessions at various local venues in a professional and marketable fashion •Investigate and coordinate municipal, provincial and federal employment programs •Responsible for all external selection; review resumes, administer and score skill assessments, interview and perform reference checks •Maintain organization of all applicant files and recruitment systems •Conduct behavioral based interviews consistent with all ethical and legal standards •Consistent confidentiality when dealing with all potential candidates •Develop creative advertising and track effectiveness of all advertising efforts Critical Qualifications/Competencies: •College / University graduate with related degree (or related experience) •Minimum 2 years experience in a large, fast paced environment •Solid understanding of state and national labor laws •Results-oriented individual •Proven record of delivering projects, and initiatives working with multiple parties •Excellent organizational, written and oral communication skills •Ability to create and present recommendations •Superior relationship management skills •Strong analytical, interpersonal and time management skills •Proficiency in MS Office Applications (Word, Excel, Powerpoint) •Ability to work flexible hours is an asset Interested applicants should forward their resume with the position “Recruiter RRC08LF” in the subject line to: careers@nucomm.net Laura McMahon Corporate Recruiting Manager laura.mcmahon@nucomm.net…; Added by Laura McMahon at 7:35am on March 13, 2008

Comment on: Topic 'Digging Into RecruitingBlogs.com v2.10: Sourcing Dead, Horse Lives': ty provider of enterprise recruiting solutions. I am not a head hunter nor am I a corporate recruiter. So - just to make sure you know where I am coming from. Bill? Please... Those recruiters who won't leave their cubicles are the people that are putting you out of business, one happy customer at a time. They are the ones who forced us to really rethink this business. If there was a model to follow today, it is corporate recruiters. Over that past 15 years, corporate recruiters have redefined everything about our business ecosystem. They bought the better technologies, hired up the food chain, built huge advertising and branding platforms, built huge private talent communities (some in the millions), positioned their companies as employers of choice, reduced the time to fill, increased the quality and drastically reduced the cost to fill the job. How about you Bill, and what about the owners of your firm. In comparison to the real recruiters out there, have you done these things? I am sure you have, but I am asking. Here is a little test to take: * When you publish an opportunity online, do you brand your client? * Over the past 15 years, has your firm hired up or down - younger or more experienced - more educated or less? * Are you hitting the open market hard with postings with every opening as well as doing the tactical recruiting and networking? * How about your numbers? Are you faster now? How about your quality? How do you measure that? Here is the killer... If your fees are tied to salaries and salaries have gone up year over year in the past 15 years are you surprised that the very customers you serve only call you and every other head hunter they know with just the few very difficult requisitions. How does that feel? I forgot. One last thing about fall offs. First of all, these are questions we can answer very clearly as we measure everything. One of our customers hires over 1000 people a year through us. We recruit on 62 position titles. In 1 of the 62 titles, we reduced attrition from 41% to 9% with a total ROI of $12,000,000 . Yip fall offs are a real problem. We would love to take credit for changing this industry Bill, truth be told, it was our customers that made us do it. Bill Ward said:Novotus? Please. How is outsourcing your recruiting function via an RPO considered "strategic" or groundbreaking John? The next big frontier you mention is the same frontier recruiters and HR have been trying get to forever. It's pretty simple (if you're motivated and willing to put in the work), make your role less transactional by knowing the business as well as the executives you support. That means getting up from your cubicle (if you're internal) and going out and talking to people in your organization about what keeps them up at night. Take away their pain and suddenly you are elevated to a whole new level in their eyes. I came up with a simple acronym that has served me well LCLVD (Listen, Challenge, Listen, Validate, Deliver) That's the only way you will be viewed as a peer/partner and not an order taker. At the end of the day, there will always be a low cost provider that can provide short term cost containment. I'd be curious to see how many fall offs within the first year RPOs like Novotus and others have. Hmmm....all of the sudden that bleeding edge RPO solution doesn't have that rosy fragrance. …; Added by Mike Mayeux at 3:39pm on March 20, 2009

Blog Post: How can you boost retail sales using visual merchandising?: Although the likes of Marks & Spencer and House of Fraser have fell on tough times, there’s still plenty opportunity for retail stores to maximise their sales…; Added by Caitlin Purvis at 9:48am on November 1, 2018

Blog Post: You Aren't A Good Fit (Veteran's Day Salute): My Mom used to hang up on the military recruiters when they would call. I still remember the way the…; Added by Katrina Kibben at 8:44am on November 11, 2015