Paxus

Paxus 1/380-394 Docklands IT Jobs | IT Recruitment | Paxus.com.au Australia’s 1st Choice for IT People

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It Jobs, It Recruitment – Citi Recruitment

It Jobs, It Recruitment – Citi Recruitment CITI Recruitment #8211 IT Jobs and IT Recruitment | IT Jobs IT Careers IT Recruitment Agency | CITI Recruitment +612 9025 9900 Home About Careers at CITI Recruitment Our Team Steve Wilson #8211 Director Our Team Mike Watson #8211 BI DW Manager Privacy Services IT Recruitment Services Client Services Migrating to Australia Working in Australia News IT News CITI Recruitment News LinkedIn News Recent Placements Jobs Submit CV Testimonials Contact CITI Recruitment #8211 IT Jobs and IT Recruitment CITI Recruitment is the preeminent Enterprise Integration Business Intelligence Data Warehousing and Emerging Technologies IT Recruitment Company in Australia We have extensive expertise in the IT Recruitment and IT Jobs arena including Searching Headhunting Selection Fixed Cost Services and Interviewing We specialise in sourcing and building highly specialised IT teams for our clients projects Our aim is to provide you with a truly consultative IT recruitment solution Our IT Recruitment Services cover the following Industries and Technical Domains Enterprise Application Integration Jobs e.g TIBCO IBM WebSphere Oracle Fusion Weblogic Business Intelligence and Data Warehousing Jobs e.g Cognos TM1 Datastage Informatica Hyperion and Teradata Software Development Jobs e.g Java JEE .NET C++ ASP.NET IT Architecture Jobs e.g SOA EDA Enterprise Service Bus ESB IDM Zachman ZapThink Content Management Systems amp Web Development Jobs e.g HTML CSS SharePoint Ruby on Rails OpenText SiteCore Oracle Stellent Emerging Technology Jobs #8211 e.g iOS Cloud Development Ruby On Rails Mobile Development JavaScript FrameWorks Project Managers and Business Analysts Roles #8211 Agile Scrum Prince2 PMBok PMI Rational ERP Positions e.g JD Edwards SAP Oracle e-Business Our specialised services include Access to over 85,000 IT Candidates through the latest active database technology Experience assisting our clients processing 457 business visas for overseas skilled IT applicants looking to work in Australia Premium Access to LinkedIn with over 5,000,000+ contacts worldwide Job Advertising services including coverage across 15 premium job-boards International amp National IT contract IT permanent and executive search recruitment services IT Recruitment in Sydney IT Jobs in Sydney IT Recruitment in Melbourne IT Jobs in Melbourne IT Recruitment and IT Jobs in Brisbane Adelaide and Perth CONTACT US Sydney IT Recruitment Office 02 8070 9349 +61 2 8070 9349 info@citirecruitment.com Level 10 210 Clarence Street Sydney NSW 2000 Brisbane IT Recruitment Office 07 3103 2505 0401 735 235 gino@citirecruitment.com Level 7 127 Creek Street Brisbane QLD 4000 Melbourne IT Recruitment Office 03 9015 9501 info@citirecruitment.com Level 4 480 Collins street Melbourne VIC 3000 SEND US A NOTE Name Email Phone Note Job Search Our Latest JobsTibco BW Solutions Architect Help Desk Analyst SQL Server DBA Data Architect C++ C Developer PHP Magento Developer SAP BI/BW Functional Consultant | 18 Month Project | QLD Government Project| CITI Recruitment Facebook CommunityAlready a member?LoginLogin using Facebook Last visitorsview more IT Recruitment on your iPhone CITI Recruitment was the first Australian IT Recruitment Agency to have an iPhone enabled website Simply point your iphone to www.citirecruitment.com to find IT Jobs in Sydney Melbourne Brisbane and Perth IT Jobs IT Careers IT Recruitment Agency | CITI Recruitment Copyright copy 2012 All Rights Reserved WordPress SEO at CleverPlugins.com

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Sirius Technology

Sirius Technology Home nbsp SYDNEY 61 2 9270 5252 MELBOURNE 61 3 9020 1900 Home About Us Looking for Work Looking to Hire Work for Us Contact Us SEARCH JOBS BROWSE JOBS CANDIDATE TOOLS Architecture Business Intelligence and Datawarehouse Database Digital Media ERP/CRM Infrastructure IT into Banking Java and Middleware Microsoft Development Projects SYDNEY Level 5 6-8 Underwood St Sydney NSW 2000 P 61 2 9270 5252 F 61 2 9252 5995 Send Email MELBOURNE Level 11 South Tower 459 Collins St Melbourne VIC 3000 P 61 3 9020 1900 Send Email © 2012 Sirius Technology All rights reserved Site by JobAdder Privacy Policy

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David Arkless, VP of Manpower Inc, recently told recruitment extra he believes we are entering the human age and that recruiters will need to get involved in the production rather than sourcing of talent to survive. Do you agree and if so how are you responding?

Richard Earl Managing Director, Talent International In the first instance, we need to define what is meant by the “production of talent”. The recruitment industry clearly cannot take over general industry’s role in the education, training and apprenticeship of the workforce in specific professional and industrial roles as this is a massive investment. However, if by production of talent, we mean career counselling, personal development programs, workforce analysis and the provision of professional and behavioural coaching, then there is no doubt that the recruitment industry can add value in this regard. Many of the more progressive recruitment companies are already implementing and practicing innovative programs related to this. The importance of sourcing talent will never disappear. In fact, the successful recruiters of tomorrow will need to display more innovation and guile in their approach to finding candidates as true talent becomes harder to find. Society has rapidly moved into the digital and online communication age on a large scale which has had a huge and beneficial impact on connecting candidates with jobs. Unfortunately, it has also created the insular and lazy recruiter with an impersonal approach. I hear many stories of highly sought after candidates removing on-line profiles as a result of being bombarded by cold requests to connect. We are social creatures and the personal touch can never be underestimated. Get out and about! On another note, an increasingly required skill will be the ability of recruiters to truly sell their clients. With many clients investing in cultural improvement projects and becoming increasingly difficult to differentiate, recruiters will have to develop an intimate and passionate understanding of the brands they are selling to secure the best talent for their clients. Richard Earl is Managing Director of IT recruitment specialist Talent International which he founded in 1995. He currently oversees eight offices across Australia and New Zealand supporting a wide and diverse range of clients across the private and public sectors. Previously he worked as a recruiter in Perth and Birmingham and was originally a Software Development specialist to the UK banking and finance sector. ___________________________________ Linda Simonsen CEO & Founder, FuturePeople Recruitment The core competency and unique selling point of a recruiter is the ability to efficiently source “right fit” talent for an organisation. I’m not sure that it is a matter of survival for recruiters to get involved in the production of talent but it is certainly a product extension well worth considering, especially if the recruiter’s focus is on sourcing in a particular niche market. Where a recruiter has a focus on a niche market, or set of skills that are scarce, they have several options open to them before resorting to training up or producing talent themselves: Being a better marketer of opportunities to candidates than their competitors – that is, proactively researching where the scarce talent is at and developing targeted and compelling messages to engage them rather than passively posting a job ad. Being smarter around searching for scarce skills; can I find these skills in a different market and look to transfer across geographies and/or industries? Aligning with industry groups and/or training organisations that offer appropriate training and development in the skills required; sponsoring seminars or offering career information sessions and/ or job search services to these organisations will open up a new talent pool of potential candidates. Assisting their client organisation to assess their current talent base for the right aptitudes and attitudes to develop the skills to move into critical roles. I believe that recruiters should focus on honing and keeping their sourcing and talent assessment skills at the leading edge to offer the best and most differentiated service to their client organisations while building strong alliances with a diverse range of partners that can assist their clients to develop their workforce or provide a pipeline of skilled candidates. Linda Simonsen is the founder and CEO of FuturePeople Recruitment; a contact centre talent acquisition and engagement consultancy. FuturePeople turns over in excess of $14 million per annum and is the recipient of numerous awards, including the 2010 Recruitment Excellence Award, Seek Annual Recruitment Award, SmartCompany Award, Telstra Business Award and was ranked 21st on the BRW Fast 100 list of Australia’s fastest growing businesses. Linda has 15 years’ experience within the Australian Contact Centre Industry and is a member of AHRI and an Accredited Professional member of the RCSA. Linda is a member of the CEO Institute, as well as the Entrepreneurs Organisation (EO), a Board Director for Odyssey House and on the NSW Regional Council for the RCSA. ___________________________________

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David Arkless, VP of Manpower Inc, recently told recruitment extra he believes we are entering the human age and that recruiters will need to get involved in the production rather than sourcing of talent to survive. Do you agree and if so how are you responding?

Tags: companies, counselling, creatures, development, Expert Advice, industry, Industry Chat, investment, issues, programs, projects, result, the-panel, workforce

Iris Interactive

Iris Interactive Iris Interactive | Iris Pharma Solutions | Iris Consumer Solutions | Sydney blog nbsp;| contact us nbsp;| about us |&nbsp sitemap Home About Us About Iris Vision and Values Partners Careers Iris Leadership Team From the desk of the CEO Products Solutions Iris Pharma Market Development Brand Development Growth Management Iris Consumer Strategic Planning Hub Communication Development Hub Channel Management Hub Consumer Insights Hub Brand Equity Hub Innovation Hub BrandNET Platform Iris Solution Delivery Customers Our Customer Brands Success Stories What They Say News Events News Our Blog Contact Us Contact Details Our Location Make an Enquiry Request a Demo Iris Interactive’s Product Commercialisation Software helps you achieve Faster Time to Market Higher Sales and Stronger Brands Iris web-based collaboration platform for innovation and product commercialisation captures all the critical processes timelines teams and documentation key to launching products faster achieving higher sales and building stronger brands locally regionally and globally Delivering several million dollars of additional revenue to companies Click for more information Click for more information About Us About Iris Vision and Values Partners Careers Iris Leadership Team From the desk of the CEO Products Solutions Iris Pharma Iris Consumer BrandNET&reg Platform Iris Solution Delivery Customers Our Customers Success Stories What They Say Contact Us Contact Details Our Location Make an Enquiry copy 2011 Iris Interactive Pty Ltd All rights reserved nbsp;   &nbsp

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How can recruitment agencies respond to the rising need to up-skill the future workforce in order to combat ongoing shortages?

Marc Ansell Director of Firebrand Talent Search in Europe Depending on what you read and who you believe(!) between 33% and 70% of companies in the UK cut their training budgets during the recent downturn; 20% of 16-24 year olds in the UK are currently unemployed and 20% of new graduates failed to find a job during the recession. In simple terms we have a perfect skills shortage storm where those that were in work have not been developed to enable companies to react to changes in technology and as a result of hiring freezes there is no new blood with the ever important two to three years’ experience coming into the system. As recruiters we can respond to this in many ways, but react we must. There is no panacea or magic wand to wave but we need to work hard to educate. We must: Educate our clients about the importance of investing in staff development and how by doing this they will attract the best talent in the system; Educate our talent to continue improving their own skills to give them a competitive edge over other candidates; Educate our consultants to not blindly accept a brief without discussing with the client how many of the skills are truly necessary and what alternatives there may be; and Educate ourselves to put our money where mouths are and make sure that we invest in the development and growth of the people that work for us. We are recruiters not trainers but we have the power to influence our clients and talent to put the effort in to ensure that together we can overcome these barriers. And next time things take a downward turn let’s all try to remember what happened last time… Marc Ansell is Director of Firebrand Talent Search in Europe. He began his recruitment career at Kelly Services in 1995. After completing their fast track programme, he was awarded his own branch in central London in 1997. In 1999, he was promoted to National Accounts manager for Finance and Banking, where he was responsible for multi-million pound accounts for Abbey National Group, Royal Bank of Scotland and Norwich Union. In early 2002 Marc joined leading niche recruitment company Devonshire to establish and lead its Frankfurt team, then the company’s first European office. Having grown the office into a leading supplier of professional recruitment services in the Frankfurt market, Marc returned to London as Devonshire’s Operations Director and was responsible for the company’s operations in London, Frankfurt and Warsaw; he became Managing Director in 2009. Marc joined Firebrand in October 2010. ___________________________________   Richard Earl Managing Director, Talent International There is little doubt that Australia is likely to experience serious skills shortages in many industries and in fact this is already occurring within certain areas such as the Mining and Resource and Telco sectors. We are also seeing the emergence of a global employment market in which the large multi-national corporations are increasingly seeing the world as a single virtual market. It is therefore vital that the recruitment industry and the Australian federal government respond accordingly. Whilst the specialists and the boutiques will always have their place, the larger or ‘super’ agencies must establish a global reach or network in order to access and circulate international candidates; otherwise they face the risk of becoming less relevant. Often guilty of being reactive in nature, the recruitment sector has to become more strategic and consider greater relationships and partnerships with the training industry and also take an active involvement in apprenticeships, traineeships and undergraduate programs. We must also have a greater dialogue and provide more counsel to the federal government in terms of the projected skills demand and ensure that business migration legislation appropriately supports the needs and the tremendous opportunity that sits before us. It is vital that political and corporate leaders recognise this. As with any market shortage, prices will rise but with adequate planning this can be minimised. The more strategic recruitment companies have a chance to seize an opportunity and package together a greater range of services based around consistently delivering suitably skilled candidates in a time of talent shortage. Clients will have to pay more but the smarter ones will clearly see the value. Richard Earl is Managing Director of IT recruitment specialist Talent International which he founded in 1995. He currently oversees eight offices across Australia and New Zealand supporting a wide and diverse range of clients across the private and public sectors. Previously he worked as a recruiter in Perth and Birmingham and was originally a Software Development specialist to the UK banking and finance sector. ___________________________________

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How can recruitment agencies respond to the rising need to up-skill the future workforce in order to combat ongoing shortages?

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Citi Recruitment – It Recruitment

Citi Recruitment – It Recruitment CITI Recruitment #8211 IT Jobs and IT Recruitment | CITI Recruitment IT Jobs IT Recruitment +612 9025 9900 Home About Careers at CITI Recruitment Our Team Steve Wilson #8211 Director Our Team Mike Watson #8211 BI DW Manager Privacy Services IT Recruitment Services Client Services Migrating to Australia Working in Australia News IT News CITI Recruitment News LinkedIn News Recent Placements Jobs Submit CV Testimonials Contact CITI Recruitment #8211 IT Jobs and IT Recruitment CITI Recruitment has extensive expertise in the IT Recruitment and IT Jobs arena including Searching Headhunting Selection Fixed Cost Services and Interviewing We specialise in sourcing and building highly specialised IT teams for our clients projects Our aim is to provide you with a truly consultative IT recruitment solution Our IT Recruitment Services cover the following Industries and Technical Domains Software Development Jobs e.g Java JEE .NET C++ ASP.NET Web Development HTML CSS Enterprise Application Integration Jobs e.g TIBCO IBM WebSphere Oracle Fusion Weblogic Business Intelligence and Data Warehousing Jobs e.g Cognos TM1 Datastage Informatica Hyperion and Teradata Content Management Systems amp Portals Development Jobs e.g SharePoint RedDot OpenText SiteCore Oracle Stellent Project Managers and Business Analysts Roles ERP Positions e.g JD Edwards SAP Oracle e-Business IT Architecture Jobs SOA EDA Enterprise Service Bus ESB IDM IT Solutions Sales #8211 IBM Sales TIBCO Sales Oracle Sales IT BDM IT Sales managers Our specialised services include Access to over 85,000 IT Candidates through the latest active database technology.Experience assisting our clients processing 457 business visas for overseas skilled applicants looking to work in Australia Premium Access to LinkedIn with over 4,649,200+ contacts worldwide Job Advertising services including coverage with 15 premium job-boards International amp National IT contract IT permanent and executive search recruitment services IT Recruitment in Sydney IT Jobs in Sydney IT Recruitment in Melbourne IT Jobs in Melbourne IT Recruitment and IT Jobs in Brisbane Adelaide and Perth CONTACT US Sydney IT Recruitment Office 02 9025 9900 +61 2 9025 9900 info@citirecruitment.com Level 11 50 Clarence Street Sydney NSW 2000 Melbourne IT Recruitment Office 03 9015 9501 info@citirecruitment.com Level 27 525 Collins Street Melbourne VIC 3000 SEND US A NOTE Name Email Phone Note Join us at the AHRI National Convention 2011 CITI Recruitment will be at Stand 125 for the 2011 AHRI Convention Held between 6th 9th June 2011 at the Sydney Convention and Exhibition Centre JOIN US FOR DRINKS Join us for drinks and casino games on the opening night 6th June 5.30pm onwards Give us a call to get a free invite 02 9025 9900 steve@citirecruitment.com Our Latest JobsFunctional HRMS R12 Consultant #8211 Contract Management Consultant Management Consultant Your Future is Right Here Business Intelligence Microsoft Junior BI Software Development Manager Junior Microsoft Developer Systems Accountant CITI Recruitment Facebook CommunityAlready a member?LoginLogin using Facebook Last visitorsview more IT Recruitment on your iPhone CITI Recruitment was the first Australian IT Recruitment Agency to have an iPhone enabled website Simply point your iphone to www.citirecruitment.com to find IT Jobs in Sydney Melbourne Brisbane and Perth CITI Recruitment #8211 IT Jobs #8211 IT Recruitment Copyright copy 2011 All Rights Reserved WordPress SEO at CleverPlugins.com

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Melbourne Citymission

Melbourne Citymission Melbourne Citymission aged care homelessness disability children’s services employment education training and palliative care | mcm Skip to content Skip to main navigation Melbourne Citymission | mcm Find us Search Site Navigation Home Get involved Volunteering Corporate partnerships Donate Bequests Sponsorship Workplace giving Community fundraising Need assistance Homelessness Services Employment Education Training Children Disability Services Aged Care Services Palliative Care Services Pastoral Care About us Our approach Our work Where the dollars go Vision-values-and-goals Our Board Our people CEO message Annual Report Information-for-clients Contact us Contact us Give Feedback Make a Complaint Head Office Regional Offices Contact via Services Information for clients You selected Melbourne Citymission Energy boost in Brunswick Harnett House one of Melbourne Citymission s longest established sites was thrilled to have a shiny new solar panel installed thanks to Clenergy supported by the Clean Energy Council and PSG Elecraft The installation was an initiative linked to Clean Energy Week running 2nd to 7th May 2011 a new conference which will bring together over 1,500 delegates from around the world and Australia to hear the latest on clean energy policy and the development of clean energy technology Click here to read more gt;&gt Every Australian Counts Melbourne Citymission supports Every Australian Counts the campaign for the introduction of a National Disability Insurance Scheme NDIS The proposed NDIS will revolutionise the way people with a disability their families and carers are supported in Australia It has the potential to transform the way services are funded and delivered ensuring people are better supported and enabling them to have greater choice and control Click here to read more gt;&gt Site Navigation Current Appeal About us Get involved Programs and Services Latest news History In the Media Research and Social Policy Jobs Contact us Join us on facebook Footer Information Home Newsletter Sign Up Sitemap Information for clients Contact Us Make a Complaint Give Feedback Jobs Infonet Site by Next Digital Powered by eZ Publish Copyright 2009 Melbourne Citymission ABN 56 161 846 149

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Bhp Billiton Limited

Bhp Billiton Limited BHP Billiton gt Home Jump to content Site Map Contact Us Print Search Advanced search BHP Billiton Home 2008 Business Review amp Annual Report About Us Our Businesses Investors amp Media Product Enquiries Sustainable Development People amp Employment We operate globally to provide the natural resources essential for the world’s economic and social development now and into the future More about us It is required to have Flash Player version 9 installed on your computer in order to see this content Download Flash player here BHP Billiton Results for the Half Year Ended 31 December 2010Today BHP Billiton released its Financial Results Read more BHP Billiton Capital Management ProgramFurther information on the Off-Market Buy-Back is available for eligible shareholders Read more BHP Billiton Plc On-Market Share Buy-BackView the latest information on the BHP Billiton Plc share buy-back program News Headlines 20 April 2011 BHP Billiton Exploration and Development Report for the Quarter Ended 31 March 2011 20 April 2011 BHP Billiton Production Report for the Nine Months Ended 31 March 2011 18 April 2011 Release Of Draft Environmental Documents For The Proposed Port Hedland Outer Harbour Development Western Australia More news Warnings Unsolicited offers to purchase BHP Billiton shares More Hoax Emails More Securities Quotes Latest Quotes Share Prices Exchange Price Move ASX A$47.44 +0.44 LSE GBP25.34 +2.55 NYSE Ltd ADR US$101.12 +2.74 NYSE Plc ADR US$83.28 +2.37 JSE ZAR281.73 +1.98 Latest Price 20 min delay Shareholder Services Subscribe to news Suppliers Business Portal Feedback Site Map Privacy Policy Terms amp Conditions Technical Facts Our Businesses Petroleum Aluminium Base Metals Diamonds amp Specialty Products Stainless Steel Materials Iron Ore Manganese Metallurgical Coal Energy Coal nbsp

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Nspire It Recruitment Solutions

Nspire It Recruitment Solutions IT Recruitment Employment Agencies in Sydney Melbourne Canberra Nspire HomeAbout UsOverviewManagementNewsletter SubscriptionServicesProgrammer AnalystsExecutive ManagementHelp DeskProject ManagementSoftware TesterBusiness AnalystJob SeekerFind a JobApply For A JobCareer AdviceResourcesEmployerContact Us Endless Opportunities nbsp;Nspire IT Recruitment AgenciesNspire Recruitment is an IT recruitment agency specialising in IT recruitment solutions We are an industry catalyst by way of empowering our clients with choices which will save time and money Nspire IT Recruitment agencies act as a trusted executor for our clients to unlock the value in their business through way of making the right recruitment decisions Our IT recruitment Agencies focus on accurately capturing our clients and candidates requirements thus ensuring that we get it right the first time Nspire Recruitment was established through a passion for delivering exceptional service and best value outcome results With 7.9% fee of service for permanent recruitment we pride ourselves in offering our clients impeccable quality of service and speed to market With lower operational costs we can pass on the cost savings to our clients whilst not impacting on our quality service We are successful through way of personalising our service with customers and candidates At Nspire Recruitment we partner with our clients to achieve the best business outcomes by understanding their needs and providing tailored recruitment solutions We think outside the box and offer our clients innovative solutions Our testimonials are evident of Nspire Recruitment s commitment to consultative quality recruitment services We cover a wide range of areas including Canberra Melbourne and Sydney nbsp Newsletter Subscription Keep informed by receiving periodic industry news and market updates from Nspire Recruitment First Name Surname Company Title/Position Email Client Testimonial nbsp Read more testimonials nbsp copy Copyright 2011 Nspire Recruitment Privacy Policy.Administrator Login Web Site Development

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A CEO Keeps It Real — Here’s Why We Should Love It

Last September, Stephen Elop, former Head of Business Development at Microsoft, was hired into Nokia as their new turnaround CEO. My guess is that he took the last few months to assess the true challenges he was looking at. They are steep, make no mistake. Apple changed the mobile game and now owns the high-end market, growing from 25% market share in 2008 to 61% today. That's dominance. The Android platofrm is also making a huge dent within the mid-range market in less than two years, and Google is an absolute Recruitment masterpiece. Good luck competing on that front. And the low-end? Not much better for Nokia. Companies in Shenzhen, China are manufacturing phones for less than a Mountain-Dew Big Gulp (specially designed for those of us who need more than 75 cups of coffee in a single setting.) So what did he do?  He observed, he watched, he spoke to staff members, he assessed the current Management cadre, and he realized there wasn't much choice in terms of what he had to do next.  His first course of action would be to clean house, but first, he put together an email (more likely an internal blog post) more jolting than a super-charged defibrillator. Some of you may be familiar with it. Mark my words, Mr. Elop knew there would be collateral damages. Big deal. The situation for Nokia is too dire to play nicey-nice diplomacy. The now infamous email has been the scourge and spice of commenter criticisms ranging from poor leadership to crappy communication skills. And I absolutely love it.  We all should. Here are my favorite excerpts, along with some random thoughts of my own: While competitors poured flames on our market share, what happened at Nokia? We fell behind, we missed big trends, and we lost time. At that time, we thought we were making the right decisions; but, with the benefit of hindsight, we now find ourselves years behind. This can happen at a juggernaut firm with an old-school hierarchical command-and-control structure. Change is resisted and new ideas are crushed in their infancy as the Halo Effect of yesteryear's success reigns. When the firm finally catches up to the true reality they've been ignoring, you have a slew of Senior Executives leaving the building for good, pink slips and golden parachutes in hand… while Shareholders wonder what's next, not to mention how a guy like Bob Nardelli can legally roll out of the building with a sack of $210 Million greenbacks in it. We have some brilliant sources of innovation inside Nokia, but we are not bringing it to market fast enough. We thought MeeGo would be a platform for winning high-end smartphones. However, at this rate, by the end of 2011, we might have only one MeeGo product in the market.” When it comes to Innovation, brilliance isn't enough. The ability to move ideas through the NPD funnel quickly, getting prototype developed, and then a final product to market in as short a time as possible is what matters. Sure, talent and bright people are important… but I'll take urgency and speed-to-market over slow-moving brilliance any day of the week. The battle of devices has now become a war of ecosystems, where ecosystems include not only the hardware and software of the device, but developers, applications, ecommerce, advertising, search, social applications, location-based services, unified communications and many other things. Our competitors aren't taking our market share with devices; they are taking our market share with an entire ecosystem. Sound familiar? Nokia's challenge is that it's trying to fight a device war, when the ecosystem trumps the individual device. It's like looking through the Human-Capital lens on a person-by-person basis when it's the network of all our people interacting together that truly drives performance in the market. How did we get to this point? Why did we fall behind when the world around us evolved?   This is what I have been trying to understand. I believe at least some of it has been due to our attitude inside Nokia. We poured gasoline on our own burning platform. I believe we have lacked accountability and leadership to align and direct the company through these disruptive times. We had a series of misses. We haven't been delivering innovation fast enough. We're not collaborating internally.  Nokia, our platform is burning. In a world of leadership punchlines that revolve around keeping everyone copacetic and walking the line , a leader with the gumption to take a stand and admit the realities facing the Organization is a true rarity.  The only way Nokia can clean up its act is to admit what's wrong and get to working (albeit painfully) on the root-causes. We are working on a path forward — a path to rebuild our market leadership. When we share the new strategy on February 11, it will be a huge effort to transform our company. But, I believe that together, we can face the challenges ahead of us.  Together, we can choose to define our future. Mr. Elop finishes with a call-to-action that is about transformation. This is a big deal – it means that the status-quo Cow has left the room… and isn't coming back. You're either on the bus or you're off, no half-stepping. And if you're in, we're starting now, right now, right this second. Together, let's make it happen. So let me ask, could you recruit for Nokia given this “leaked” email? I'd like to believe I could. In fact, it might become my biggest recruiting tool. Given that Nokia truly is on a burning platform, wouldn't you want to be a part of the transformation? How good would it feel to you to play a key role in turning things around? Nokia used to be the Big Wolf on top of the hill, and when you're Big Wolf, you always eat first. The problem with this is that you forget what it means to be hungry… and hunger is what drives greatness. I think my first line to a potential Candidate would be something like this: “So now that you've read the email I sent over, let me ask… Just how hungry are you ?” Editor's Note  -   Josh Letourneau is the owner of Knight & Bishop, an Executive Search and Human Capital Intelligence firm, with an emerging focus on Social Network Analysis (SNA).  Nope, not like MySpace, but more like who is connected to whom in organizations and how does that impact their influence on decision making and P.O.V.s. And you can learn more about all of this on his new blog  Collaborative Chaos .

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Tags: apple, change management, communication, development, Guess, Industry Chat, jletourneau, joshua letourneau, market, microsoft, nokia, performance, transformation

Have I Gone Too Far?

I once looked at a porn site at work with my boss sitting next to me… yea… awkward. There’s a lot more to the story but I’ll give you the quick version. A Software Development candidate straight out of college was very proud of his ability to write, direct, and produce his own movies which he then featured on his very own website – coded of course in all of the newest development languages. Since this business endeavor was more related to the position he was interviewing for than his 4 years at the Quick-E-Mart he decided to add the link to his resume. And then I was sitting next to my boss looking at porn… This candidate is now known as Mr. Porn Star and I talk about him every time I speak to students about cleaning up their digital image to prepare for entering the working world. We talk about Facebook, Twitter, blogging, etc. I tell them the horror stories, how easy it is to be tracked by Recruiters and future employers, how much it can hurt their earning potential, and how powerful it can be to eliminate negative propaganda and create a positive digital image in its place. Overall, the students get it. The information they put on the internet can have implications – positive or negative. But where exactly is that line between putting yourself out there on the web and going too far? That’s the question I get most often that I don’t have a good answer for. After all, as someone who often ruffles a few feathers here on FOT, maybe I’m in search of (or in need of) the answer myself. So where is the line? You might think it’s easy to point to my Mr. Porn Star example and say that the candidate stepped over the biggest, fattest, most obvious line ever, but you don’t know the end of the story. We put that candidate in the pipeline and gave him an honest interview. Why? Because when our CTO looked at that porn site, he couldn’t deny that the code used to build it was perfect and we needed clean, smart, developers. So where is the line between showing the world who you really are and entering into career suicide? Do you have any examples of something you’ve seen online that has caused you to think twice about hiring someone?  Editor's Note -  When it comes to her professional life, Marisa Keegan is passionate about three things; employee engagement, employee advocacy, and corporate culture. Her goal is to help business leaders understand the importance of giving their employees a voice.  Since leaving her position as Culture Maven at Rackspace, she has joined Modea, a digital services agency, and is helping them shape their Talent Management Strategy. Need help understanding what it takes to build a great corporate culture and to truly give your employees a voice? She’s the person you need to talk to.  

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Tags: business, developers, development, earning, feathers, horror, interviewing, languages, negative, propaganda, result, social media and talent, star, stories, twitter

“Who” Does Not Matter if “Why” is Wrong

Third party recruiters might be familiar with the phrase “get a req; fill a req.” Get an opening to work on, fill it and repeat as necessary. Wash, rise, repeat. Shortsighted, perhaps, but I don’t think it’s a mindset limited to external recruiters—we all get locked into doing what we know. It’s safe to keep things the same, but it takes guts to blow stuff up. And let’s be honest – given tight hiring lately, recruiters, both internal and external, are just happy to have a new position come across the desk. No need to rock the boat by asking if it’s the right opening. Two things recently got me thinking about this. First, from Thinking HR in Good Times , about companies in India: A number of leaders are especially concerned about the challenges of structures and levels in their organisations. There is consequently focus on role clarification and position evaluation. Indeed, due to the overheated years before the recession, companies had created bloated structures with multiple layers that added little value. The demand to level these structures and to consequently build stronger, more robust career paths is a trend that is likely to continue. Good article, and not just because it uses the British spelling of “organisation,” which always makes me feel smarter when I read it. The point is that some firms are tied to an organizational design that now makes no sense for their current market position. What made this even more real for me recently was observing a succession planning simulation in a leadership development class. It was a typical hypothetical exercise, with an executive assessing her candidate options to replace a departing divisional leader. Some of the attendees worked through a narrow lens: “I had a senior exec leave, no ready successor, so how can I get that box filled?” Others took a more holistic view, and saw the senior exec’s departure as an opportunity to blow up some stuff. Top performers went big picture on a few key areas. Strategy and Structure —Before looking at who would fill the open box, they asked if the boxes even made sense. As the article mentions, organizations have been so thoroughly “reset” that some leaders have available capacity, out of whack cost structures, misaligned support systems, etc.  Insightful leaders saw that “who” filled the role does not matter if “why” the box exists is wrong. People —I then saw participants work the whole talent pool, not just possible successors to the open position. They moved high potentials deeper into the organization, got average leaders more development or into more appropriate roles, and teed up high impact groups with capacity to grow quickly. It was cool to watch them use one change as a catalyst for others.  What does all this teach HR pros out there? Be a consultant, not an order taker, and offer creative options to the same old, same old. The lame play is to keep filling job orders, just thankful to have the business. If you want to differentiate, though, help your leaders impact “organisational” design and change as a competitive advantage, not an MBA exercise. Oh, and use the British spelling… it will make you feel smarter. Editor's Note –   R.J. Morris is a staffing/talent acquisition director for McCarthy Building Companies based out of STL. Like many others in the FOT clan, he's a sports nut who can endlessly draw the parallels between athletes, sports and the talent management game. I know, I know, as if we needed more of that. That aside, he's got two master's degrees and more than a dozen years under his belt as an HR practitioner including as an HRD focused on staffing for  McCarthy Building Companies, Inc.

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Tags: career, development, evaluation, india, picture, planning, position, result, rj morris, spelling, succession

Adventures of a (linchpin) job seeker

This is a story that I find to be both inspiring and revealing. It demonstrates what is possible when a motivated and resourceful job seeker decides not to play by the rules and, in fact, changes the game.   This is the story of Ellison Bloomfield.   Ellison is a HR professional based in Melbourne. She has undertaken a large amount of professional development but she hasn’t completed an

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Adventures of a (linchpin) job seeker

Tags: development, ellison, fact, game, Industry Chat, job, melbourne, professional, result, seeker

Private Parking – Executive’s ONLY…

One of the many things I enjoy in my search practice (let me count the ways) is being able to travel and meet with potential clients in the business development phase. I simply love it. I get to interact with some real professionals (usually) and talk about one of my favorite topics – why do business with my search firm! Surprised? Don't be. What I've learned over the years is while the potential new client is doing due diligence on me and my firm – we are doing the same! Doing business with people that you like and respect is a whole lot more fun than – well… you get my point. You need to be able to check that box early. Earlier this summer, I had a chance to spend time with several organizations to discuss their hiring needs and to determine if we could help them find people that would make an impact and move the needle in their businesses. Most of you know that cultural fit is usually half the battle – or more in some cases. Just remember that works on both sides of the table though. Candidates who are considering a 3-5 year commitment need to make sure they know exactly what they are signing up for . Same holds true for the organization and their search partner. We have to know if there is a good fit between our firm and a potential client. It's really that simple. If we can't get comfortable with one another and feel good about doing business together, we should call the game early – actually before it starts. Bad news early is much better than bad news late – trust me. Back to my trip. I entered the building from the front door to ”check-in” with the receptionist and do the “company tour” – which I always enjoy. Then, it was on to spend time with the hiring manager and their team. Somehow this one just did not “feel right” and I was uncomfortable – almost immediately. Maybe it was the gold chains and the open collar Beach Boy look from the COO that did it. But wait – there's more. I was then placed in the “holding room” for nearly an hour (with no water in the middle of the summer) to meet with the hiring manager who seemed frazzled when she finally showed up. “Now remind me who you are?” she said. WHAAAAAA? I was done. She was not prepared for our meeting at all and had not even read any of the material I sent her in advance of our meeting (before traveling over 500 miles to meet with her). This sort of thing might work for some people - you always want to give people the benefit of doubt. Well… maybe not. Not a chance.   I forced myself through the (short and unorganized) meeting to discuss the position they wanted my firm to work on. I politely thanked her and as I was getting up to gather my things Mr. Beach Boy showed up (again) and suggested I exit through the back door. I had to fight off the smile (okay – smirk) I was developing as I moved quickly towards the exit sign while evaluating other possible escape routes. Suddenly I recalled a classic Lynyrd Skynyrd song that sounding a little like this… . ” Gimme 3 steps – Gimme 3 steps Mister… Gimme 3 steps towards the door… Gimme 3 steps – Gimme 3 steps Mister and you'll never see me no more. For sure. Show me the back door… ” And they did. I left the building only to realize I was standing in the middle of the parking lot. This was, however, no regular parking lot. Not a chance. This was a designated parking zone only for executives . The higher up in the organization - the closer you parked to the employee entrance door. I guess the minions just walked through the rain and heat, suffering the elements when they arrive or depart from work each day while the upper echelon quickly dart in and out of their car, just a few steps away from the door. Sweet. Such is the life of a non-executive. Are you kidding me? It's 2010 people. Another reason to pass on (ok – run from) this relationship. It would be tough (okay – impossible) to sell this culture.   The next time I do a site visit I think I'll do a quick walk around the building before I get too far into the excitement of taking on a new client. Sometimes you learn a lot and know if there's a good fit and real chemistry in the client/search firm relationship just by walking around the parking lot. Editor's Note   – Tim Tolan is a partner at Sanford Rose Associates and specializes in Executive Search in Healthcare IT.  He's a closer, and you really don't want to call him unless you're ready to bring out the bazooka to bag some big game…   

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Tags: business, development, firm, Industry Chat, leadership development, phase, practice, recruiting, result, search, things, tim tolan

What does online advertising mean? Depends who you ask…

Before we open a new req at Microsoft, the recruiter sits down with the hiring manager and discusses the role, the business problem to be solved and where we might find this person. (Shocking, game changing, inside information I know, but bear with me… ). The reason I bring this up though, is that in my Advertising R&D -Development org, the problems we’re trying to solve sometimes have very little to do with the domain of Online Advertising

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What does online advertising mean? Depends who you ask…

Tags: Advertising, business, development, microsoft, online, person, platform, scalability, search, search-market

Let clients give performance feedback, too

Most employers give workers internal feedback on performance, but those who are concerned about “the big picture” will welcome feedback from clients and customers too, says Paramount Training and Development principal David Alssema.

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Let clients give performance feedback, too

Tags: customers-too, david, development, employers-give, feedback-on-performance, paramount-training, the-big, will-welcome, workers-internal

Does your grad program allow time for coffee?

The key to taking your graduate program to “a whole other level” could be as simple encouraging managers and graduates to grab a coffee together, says Development Beyond Learning director Josh Mackenzie.

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Does your grad program allow time for coffee?

Tags: beyond-learning, coffee-together, development, graduate, graduate-program, learning, level, simple-encouraging

Revamp your induction program to engage graduates from day one

Employers whose graduate induction programs are little more than a one-off “information dump” miss an important opportunity to engage new employees from day one, says Development Beyond Learning director Josh Mackenzie.

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Revamp your induction program to engage graduates from day one

Tags: beyond-learning, day-one, development, engage-new, important-opportunity, induction-programs, learning