Get ready for recovery. The economy is edging forward as we gain hope in reopening. Finding good talent will again be critical. Much like to achieve your sales goals you need a strong pipeline, the same goes for recruiting the best people. Building a pipeline of people who know, like and trust you is key to consistently hiring the best. A curated pipeline brings many benefits including increased speed to hire, reduced lost opportunity costs of an open position or territory, a significantly higher probability of hiring a strong long-term fit, and great referrals. All of this translates to less stress on you and your team, improved business results, and better retention. If this sounds good – let's get started!
Ready to fill those key roles now? COVID19 has certainly changed the recruiting landscape. You have already made so many changes but the good news is there is a lot of great talent available and looking, the bad news is there is a lot of talent looking. To help you sift through, find your match, and successfully onboard a top person here are some key recruiting strategies and best practices that will help.
When our daily routines are geared toward barrelling through a to-do list, it can be hard to set the right conditions for creativity. Fortunately, there is a time-tested approach — that is also quite simple — for generating creative ideas.
The hiring process is fraught with potential disaster since a bad hire can set you back months or, at a minimum, cost you tens of thousands is wages and lost opportunity, so do not enter this process without some thought and planning. If hiring is only one of your many urgent priorities, execute these top 3 must do's and you will significantly increase your probability of a successful hire.
Do you need to make some important hires to make your 2020 goals? Let me share how we find and get into conversations with top candidates, plus, how we ensure our clients successfully onboard the person they want.
Executives depend on the quality of their people to achieve their corporate and personal career goals. It is an old adage – and a true one – that the best jockey cannot win races if he only rides slow horses. A better understanding of the skills and abilities of executive recruiters will enable any manager to greatly increase the quality of his hiring decisions, and thereby enhance her own career!
You as the hiring manager or business owner hold the key to significantly increase the probability of a successful hire by ensuring that the process outlined below happens before someone posts the same old job ad or modifies a similar one from the internet. Taking time now could save you weeks, lots of money or, at the very least, many hours in screening resumes and interviews.
Job postings are a 'cross your fingers' and hope that your high potential top player is thinking of doing something new AND he/she happens to have some spare time to notice or engage with a job posting. It does sometimes happen, but most likely an ‘A’ player has already been engaged by one or more recruiters. If the recruiter is good at what they do, then their client will get the top person before this A player even notices any job ads. So what can you do to get the top players?
Good people have choices in this employee marketplace. Listed below are 10 common experiences that have caused candidates to judge a job, boss or company poorly and thus causing them to hesitate in taking the next step. For advice on how to plan for and avoid some of these common missteps, download our 'How to prepare for an interview in 20 minutes' at the end of this article.
10 ways to lose a top candidate:
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When he was a consultant Jim Whitehurst, CEO Red Hat, discovered something amazing,
“One of the most surprising aspects of that work was that people would open up to me, an outsider, about all the elephants in the room — but they were too polite or embarrassed to call out the obvious issues or blame their peers inside their own organizations. My fellow consultants and I would sometimes joke that just about every individual inside a company could immediately tell you what was going wrong and what needed fixing. But whenever everybody convened for a meeting to point out those very issues, you wouldn’t hear a peep about anything that could be perceived as negative. To our amazement, they were more open to hearing feedback from us, the outsiders, than from their own colleagues.”
Though this phenomena is good for consultants, shouldn’t companies be having candid conversations on their own?