The year we really joined a global, borderless workforce: 2011 in review – Reports Chris Riley

By Chris Riley , General Manager, Sales & Marketing, ManpowerGroup Australia & New Zealand

Tags: chris, december 2011, Expert Advice, Industry Chat, manager, result, riley, sales

My Christmas Wishlist for HR Tech Vendors…

There was some “news” this week that broke about acquisitions in the HR technology space. SAP acquired Success Factors which acquired Jobs2Web . Whale eats fish . As an everyday HR gal in the trenches, do these acquisitions really mean anything to me? As a customer of none of those products, not so much. I watch and follow along though just so I can be conversant enough, just because acquisitions in general are fascinating to me. And one thing I happened to catch, which is kind of interesting, is that Halogen, a SuccessFactors competitor, is offering customers who are “looking for an alternative, a soft landing” the opportunity to make the switch to Halogen with all software fees waived for the remainder of the customer’s current term of their SuccessFactors contract. Wow, right? That’s kind of ballsy. And nice of them. Good move. But while help with costs is absolutely a nice gesture, I started thinking a bit more about such an offer and I wondered… costs aside, what else would I really need and want in order to actually make the switch from one system to another? After all, system conversions are never painless. So with Christmas around the corner, I thought I’d pause in light of these Whale-eats-fish moves we’ve seen this week and offer a wish list to Santa of what I really want from my HR tech vendors – I want a dedicated customer support manager who isn't bogged down by dozens of clients. I hate submitting Help Desk tickets. Sometimes you just want to pick up the phone and talk through an issue rather than taking a number as you would at the meat counter. I want personal service – someone who gets my business and how we use the technology – intimately. I am tech savvy enough to manage systems so you better know even more than me and be an advisor and strategist both. I also need you to understand my company’s internal dynamics including possible bureaucracy or politics. But in order for my customer support person to know me that well? Well, that means he would have had to have fulfilled wish number two… I want you to be involved in my implementations or conversions in a meaningful way. A checklist to implement is nice but not enough. I want you to help me think through process re-engineering. I want you to help me with developing if not directly co-training end users. I also want help with communicating around changes. It could be templates; it could be simply check-lists for whom to remember to communicate with. But that’s not too much to ask, is it? If I’m a midmarket company, chances are implementations or conversions are still largely done in a bootstrap way. Help me think it through. Help make it easier for me. I likely have limited resources dedicated to doing a conversion or implementation. I want you to help me optimize how we use your technology on an ongoing basis. Sometimes it’s hard to step back when you’re deep in the trenches. Sometimes I need data put in my face to help me see what’s what. I want you to give me insightful information and data about how we are or are not using your technology. A semi-annual check-in? Okay! I’ll take it. Tell me about system improvements, give me a recap of issues we’ve encountered and how they are being addressed, share with me what other customers are doing and how I might learn a thing or two from them. I know you send me customer email communications and updates… but when you are bombarded daily with email from everyone and their momma’s… it’s just another email. So yes, at the end of the day, it’s just some attention I’m looking for. I know. I’m a needy, needy gal. But bells and whistles or waived fee considerations only get you so far. Sometimes it’s simply about great service and relationships. Editor's Note – Jessica Lee is the Vice President of Talent Acquisition at APCO Worldwide, a global integrated communications consultancy in D.C. (Okay, you could call it a PR firm, too.) She spends most of her time recruiting, but she's an HR generalist at heart. So go ahead – throw an employee relations issue her way! She's not scared. When Jessica's not hammering a candidate to determine Motivational Fit, she's updating her spreadsheet to determine her lifetime “time to hire” and “cost per fill” and conspiring how to avoid ever paying for job postings… because she's cheap. But she doesn't have a problem admitting that at all.

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Tags: conversant, customer, fish, jessica lee, list, manager, support, trenches

FOT PODCAST 2: The Penn State Whistle-Blower and Why HR Never Worries About Their Bonus…

Our 2nd FOT podcast, nicknamed  THE CYA REPORT, is up for your listening pleasure… Highlights:  We talk about the Penn State whistle-blower and what him being on administrative leave means, what him being a Redhead means (seriously…).  We also talk a lot about HR bonuses, why HR people never worry about their bonus, why the whole thing is lame , and find ourselves so frustrated that we call our FOT incentive expert (Paul Hebert) to talk about what real bonus criteria for an HR Manager/Director/VP might look like. Bonus – we play “Is KD going to hell ” in the first couple of minutes and share positive/neutral/negative reactions to the pilot podcast…. Here's the timestamps so you can jump to what you want to hear.  Timestamp 3:18 – Is KD Going to Hell? 5:50 – Reader feedback from the pilot podcast.  It's good and bad.   10:22 – The news with Holland Dombeck – Penn State Whistle-blower, what admin leave and red hair means for that guy… 20:30 – More News – HR Execs think they're getting a big bonus.  What the hell does that mean? 28:10 – Paul Hebert joins us to talk about the best way to influence HR Pros through the structure of your bonus program… He loves you people… 43:40 – What we learned from doing our 2nd podcast… Drop us a comment with what you like, what was awful and what you'd like to see, etc.  Email us if it's too personal for public consumption… Check out the CYA Report Below! Can't see the player?   Click Here to Listen Now! 

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Tags: blower, couple, cya report, dawn hrdlica, Industry Chat, manager, minutes, paul, pilot, podcast, redhead, state, tim sackett, Whistle

Three ways to tell if your selection system is too complicated

by Bruce Watt, PhD, Managing Director, DDI Australia Does your selection system need a serious dose of complexity reduction? If your system is overly complicated it can lead to a loss of focus, wasted time and, ultimately, a big headache. Selection systems consist of the tools and processes that we use to hire and/ or promote people throughout all levels of an organisation but over time these systems can grow into increasingly complex arrangements that incorporate the legacies of prior systems. Alongside the accumulation of prior processes is the fact that each new hiring manager tends to install a new process in an attempt to please stakeholders. Add to this the adoption of ‘best practice’ models and you can end up with too many ‘practices’ and no clear plan about how talent acquisition fits with the talent management strategy. There are three particular areas that drive unnecessary complexity. Wasted effort in these areas leads to increased costs and time with no improvement in quality of hire. However, if addressed properly, you could save countless hours of wasted effort. 1. Too many competencies are included in the selection process If a job has 15 competencies in the success profile, does the selection process need to assess all 15 competencies? One way to streamline a hiring process quickly is to reduce the number of competencies measured. When competencies do not differentiate job candidates because all candidates score at a satisfactory level; or when all new hires will be trained in a particular competency, there is less need to include the competency in the hiring process. While consistency is critical there is no hard and fast rule for including all competencies from a success profile. Include only those competencies that are critical, that differentiate job candidates and that are more difficult to train. By reducing the overall number of competencies included, you can reduce the amount of administration time for assessments and interviews and increase the amount of time you focus on critical competencies. 2. Too many hiring managers want to do their own thing Whether it is asking their own interview questions, insisting on using their favourite test or requiring a panel interview when all others conduct individual interviews, hiring managers who have their own unique way of vetting candidates can cause complexity overload. Customising processes means that electronic management systems don’t do their job – the applicant tracking system is driven by manual rather than automated management and recruiters must learn and accommodate the individual quirks and idiosyncrasies of different hiring managers. By defining the hiring process to include consistent steps, candidate knock-out points, specific assessments that are sanctioned (and validated), a target number of interviews and how final hiring decisions will be made make for a much more efficient system. Allow hiring managers to configure their process by suggesting recommendations for the candidate sourcing strategy, picking their own interview questions or by choosing who to include in the interview process (within the boundaries of the selection system design). 3. There is no clear agreement on standards for candidate performance How often do you get one of these responses when discussing candidate performance? “I liked the candidate, but there is something that just doesn’t seem right and it doesn’t really fit for my job opening.” “I know the cut-off on the assessment is 75%, but I really need someone that scores at the 80% level.” “I really liked this candidate and he/she is perfect, but I want to see what else is out there.” These comments can drive the best recruiters crazy. Some hiring managers believe that there are so many people looking for work that you should be able to find the absolutely ideal person for them. It is important to ensure hiring managers understand the processes involved in the hiring procedure to open their eyes to the business implications of their decisions. Increasing understanding about trainable and non-trainable aspects of the success profile as well as what is available in terms of on-boarding and early career development options for new employees will help hiring managers make decisions about when and who to hire. Lastly, quantifying for hiring managers the cost of their decisions in terms of time and money is also important. Like any good business plan, a Talent Acquisition (TA) Road Map will guide effort and keep the recruitment team focused. The roadmap should cover what’s in the selection system (and possibly what’s out), what TA stands for (driving values and core processes), and the customer/stakeholder service scorecard (to set expectations with hiring managers, recruiters and candidates) as a starting point. Advanced TA will include a strategic TA analytics framework and will provide tight (explicit) links to the business and downstream talent management processes – starting with on-boarding. Significant business impact attributed to the selection system implementation is the desired outcome. Elegant simplicity is the way to achieve it. Have you veered off your talent acquisition road map to a land of selection complexity? Visit www.ddiworld.com to learn more about how you can leverage selection tools to streamline your processes.

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Three ways to tell if your selection system is too complicated

Tags: Acquisition, complexity, issues, Legacies, management, manager, november 2011, practice, process, reduction, result, satisfactory, selection, strategy, systems

Three ways to tell if your selection system is too complicated

by Bruce Watt, PhD, Managing Director, DDI Australia Does your selection system need a serious dose of complexity reduction? If your system is overly complicated it can lead to a loss of focus, wasted time and, ultimately, a big headache. Selection systems consist of the tools and processes that we use to hire and/ or promote people throughout all levels of an organisation but over time these systems can grow into increasingly complex arrangements that incorporate the legacies of prior systems. Alongside the accumulation of prior processes is the fact that each new hiring manager tends to install a new process in an attempt to please stakeholders. Add to this the adoption of ‘best practice’ models and you can end up with too many ‘practices’ and no clear plan about how talent acquisition fits with the talent management strategy. There are three particular areas that drive unnecessary complexity. Wasted effort in these areas leads to increased costs and time with no improvement in quality of hire. However, if addressed properly, you could save countless hours of wasted effort. 1. Too many competencies are included in the selection process If a job has 15 competencies in the success profile, does the selection process need to assess all 15 competencies? One way to streamline a hiring process quickly is to reduce the number of competencies measured. When competencies do not differentiate job candidates because all candidates score at a satisfactory level; or when all new hires will be trained in a particular competency, there is less need to include the competency in the hiring process. While consistency is critical there is no hard and fast rule for including all competencies from a success profile. Include only those competencies that are critical, that differentiate job candidates and that are more difficult to train. By reducing the overall number of competencies included, you can reduce the amount of administration time for assessments and interviews and increase the amount of time you focus on critical competencies. 2. Too many hiring managers want to do their own thing Whether it is asking their own interview questions, insisting on using their favourite test or requiring a panel interview when all others conduct individual interviews, hiring managers who have their own unique way of vetting candidates can cause complexity overload. Customising processes means that electronic management systems don’t do their job – the applicant tracking system is driven by manual rather than automated management and recruiters must learn and accommodate the individual quirks and idiosyncrasies of different hiring managers. By defining the hiring process to include consistent steps, candidate knock-out points, specific assessments that are sanctioned (and validated), a target number of interviews and how final hiring decisions will be made make for a much more efficient system. Allow hiring managers to configure their process by suggesting recommendations for the candidate sourcing strategy, picking their own interview questions or by choosing who to include in the interview process (within the boundaries of the selection system design). 3. There is no clear agreement on standards for candidate performance How often do you get one of these responses when discussing candidate performance? “I liked the candidate, but there is something that just doesn’t seem right and it doesn’t really fit for my job opening.” “I know the cut-off on the assessment is 75%, but I really need someone that scores at the 80% level.” “I really liked this candidate and he/she is perfect, but I want to see what else is out there.” These comments can drive the best recruiters crazy. Some hiring managers believe that there are so many people looking for work that you should be able to find the absolutely ideal person for them. It is important to ensure hiring managers understand the processes involved in the hiring procedure to open their eyes to the business implications of their decisions. Increasing understanding about trainable and non-trainable aspects of the success profile as well as what is available in terms of on-boarding and early career development options for new employees will help hiring managers make decisions about when and who to hire. Lastly, quantifying for hiring managers the cost of their decisions in terms of time and money is also important. Like any good business plan, a Talent Acquisition (TA) Road Map will guide effort and keep the recruitment team focused. The roadmap should cover what’s in the selection system (and possibly what’s out), what TA stands for (driving values and core processes), and the customer/stakeholder service scorecard (to set expectations with hiring managers, recruiters and candidates) as a starting point. Advanced TA will include a strategic TA analytics framework and will provide tight (explicit) links to the business and downstream talent management processes – starting with on-boarding. Significant business impact attributed to the selection system implementation is the desired outcome. Elegant simplicity is the way to achieve it. Have you veered off your talent acquisition road map to a land of selection complexity? Visit www.ddiworld.com to learn more about how you can leverage selection tools to streamline your processes.

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Three ways to tell if your selection system is too complicated

Tags: Acquisition, competencies, complexity, countless, hiring, issues, Legacies, manager, Models, process, reduction

Management versus innovation

Chris Riley, General Manager, Sales & Marketing, ManpowerGroup Australia & New Zealand We’ve been hit from all sides in the last month with more negative economic news. Business confidence fell sharply in August, the unemployment rate is marginally higher and Australia’s growth forecasts have stalled. This news is rounded out by the latest Manpower Employment Outlook Survey results, showing Australian employer optimism has hit a two-year low for the fourth quarter. Economic uncertainty plays havoc in organisations and puts increasing pressure on managers. Growth and hiring plans are often tossed aside, with existing staff expected to pick up the slack. Many companies hadn’t quite got their head count back up to normal after the last financial crisis, so lots of employees are already working longer hours, on more projects and across more functions. In fact, according to the latest Working Australia Census 2011, over 60% of workers in Australia work more hours than they’re paid for. In times like these, how do you increase productivity and unleash the potential of existing staff? Is it even possible to squeeze more from your employees? A new way of looking at innovation A single-minded focus on increasing productivity can create innovation like we’ve never seen before. As companies look to do more with less, they should be looking to their managers to identify ideas on working smarter. The recent RCSA International Conference looked at targeting innovation for productivity. And it couldn’t have been a more appropriate topic for the times. Now, more than ever, managers and companies need to understand how innovation can be embedded in their workforce. In the past, human ingenuity, endeavour and innovation led to a new technology. But as talent becomes the most important factor in business success, and economic conditions put heavier demands on that talent, it’s the ideas developed by people and for people, that will have the greatest impact. The problem with innovation is that it’s vague. It’s a fluffy word that can mean many different things to different people. So telling employees that you want to see “innovation” isn’t going to cut it. Working with, not for The world is changing, and employee expectations placed on companies are gaining weight. People don’t want to work ‘for’ a company anymore. They want to work with a company. They want to share an ideal and believe in the work they’re doing. For managers in this new environment, the challenge with be working with people, not simply trying to direct them. Understandably, innovation works best in a ‘with’ environment. Employees who feel connected to their company will inevitably look at their work in a different light; they’ll be open to new ideas and looking for ways that make the work they do more meaningful. Creating space for innovation It’s one thing to say that a company is “innovative”. It’s another to actually be innovative. To do it properly, managers in particular must allow room for innovation to rise to the surface. A stifled, overly riskadverse or highly structured culture doesn’t leave much room for new ideas. And the ideas don’t need to be big. Innovation isn’t all about raking in the big bucks with a new product or service. It can be a tweak to a process, a change of colour in packaging, a new way of conducting meetings that make them more productive. In uncertain economic times, one of the most important things a company can do is work with their talent, and increase their productivity. That can’t be done just by increasing workload. Creating a dialogue that allows employees to bring ideas to the table, and encouraging them to think outside the box on the way they work is the first step to unleashing the true potential of the people you have. Dare to do it For many managers letting go of some control can be very uncomfortable. In times like these, the default position is to take the safe option, but sharing control, pushing the policy boundaries and shaking things up now can uncover new ways of thinking with the potential to help staff and management get through the tough times more efficiently. Ultimately, good management is about calculated risk: providing opportunities and trusting your employees to find the best way to do their jobs within the space you’ve given them. And sometimes that means crossing your fingers and waiting for a response. Someone once said “the man who never made a mistake, never made anything”. My advice is dare to do it and your people will follow you.

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Management versus innovation

Tags: chris, cover story, Industry Chat, issues, manager, october 2011, result, riley, sales

Anatomy of the Counter Offer – What the Employee Hears

A top candidate of mine just had “the talk” with his boss. He put in his notice, and the response was so very predictable. The boss offered apologies, promised raises and talked about new roles to keep him, but the candidate politely declined and finalized his start date…just the way we had prepped him. Counter offers have been used by Google , defended by top HR pro Lance Haun and lampooned in Forbes , so I won’t talk here about whether they are effective or not. I can, however, confidently state that the notice conversation, the point where a valued employee tells the manager he/she is leaving, is typically so poorly handled that it comes across as pathetic, lame and predictable. It all sounds plausible, and in fact, sometimes it’s even genuine. The problem, of course, is that the talk comes too late, so it feels fake. Here is a typical manager response when a top performer tells him she is leaving: Wow, Sally…that really catches me by surprise. Look, you’re way too valuable to us to have you leave. You have to know that, right? I mean, we’ve been really busy, so maybe I have not given you the right recognition or been able to bring you up to speed on the conversations we had last month at the leadership retreat. You’re very important to us. We had even talked about expanding your role. You’re that important. And me, I’m probably moving up in the next 6-12 months, and you’re the lady on the succession plan. Let me talk to the CEO and get you some time on her calendar next week, when she gets back from Asia. I know we can accelerate the raise we had already planned for you, plus another bump when you get promoted into my role. Just hang in there, Sally. Things are right around the corner. Big things. Don’t make any firm decisions yet. It comes across as so fake, in fact, that this is what the candidate actually hears from the manager: Initial surprise—I have been paying absolutely zero attention to you recently as you have completely disengaged from your work. The big secret plan—we either had a plan and failed to act on it, or more likely, never ever had a plan for your development. We can expand your role now—we have a group of unwanted, barely productive, high maintenance employees who no one else wants to manage. They’re yours. More money, right now—we would rather pay you what we should have been paying you rather than start a search. We will absolutely throw money at this problem. The big move…later—if we increase market share 67%, cut costs, and our four biggest competitors catch on fire, you’re in. Just not right away. Don’t make any firm decisions—even though you have worked tirelessly for me for years, I am asking you to delay your shot at greatness until someone else comes up with a plan to keep you. I am exaggerating a little, but I have used stories like this to tip off candidates ahead of time. Humor helps make the point. That way, they should be able to examine the counter conversations with an impartial eye. If you can prepare them for typical counter topics, maybe they can take the emotion out of the game to understand what’s real and what’s nonsense. 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: Apologies, boss, bump, Forbes, initial, lampooned, manager, performer, sally, succession, surprise, typical

The bigger the company the dodgier they are

I am working for one of the largest consultancies in the world. They have recently been bought out and i have worked for them before.

5 minutes ago i was called and told that i am no longer allowed on site. I have been here 3 weeks and left a fulltime job for this. I am really frustrated because my ex manager called me and told me to come back to work on other projects.

I moved from Sydney to canberra now this. What can i do?

Tags: ACT, called, frustrated, fulltime, manager, moved, projects, really, sydney, weeks

HR have not approved this and we’re not going to pay….

Im not exactly an old hat to the recruitment and consulting world, but, have come across something that I’d love some advice on.

The issue is that I have placed a candidate with a line manager of a top tier blue chip corporate. The line manager interviewed my candidate, made an offer and than hired the resource.

We sent an invoice to HR and the HR manager has sent back an email stating -

“Because your business xxx, is not a preferred supplier of xxx, and due to the fact that you have not received any official confirmation from our business that you are engaged to provide any such services, and or individuals to our business, your invoice is considered NULL and XXX will not be making any payment for services you claim to have rendered.”

I’ve never seen this before ? Can they do this? Has anyone else ever had a company try this on them?

Tags: business, candidate, Confirmation, Invoice, manager, official, preferred, received, stating, supplier

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?

Tags: competitive, development, issues, london, manager, recruiters, search, talent, technology

Australian hiring managers suffering from tunnel vision

Many Australian companies are limiting their access to talent by slavishly sticking to hiring protocols that require candidates to have worked in similar jobs in the past, or to have a specific qualification, says CBA national executive recruitment manager Ian Dunbar.

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Australian hiring managers suffering from tunnel vision

Tags: dunbar, Industry Chat, jobs, manager, national, protocols, result

DeafDigest Blue – June 12, 2011 » Deafdigest

DHHARC selects applicants for employment based on job related knowledge, skills and abilities without regard to race, color, gender, national origin, religion, age, disability, sexual orientation, or political affiliation. …. If interested for any of these positions then please submit resume and application to: Jeff Fetterman Human Resources Manager Greater Los Angeles Agency on Deafness, Inc. 2222 Laverna Avenue Los Angeles, CA 90041 …

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DeafDigest Blue – June 12, 2011 » Deafdigest

Tags: agency, greater, Industry Chat, laverna, manager, national, orientation, resources

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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At the moment there is growing interest in using social media as a recruitment tool. Is this a passing fad and a distraction to productivity, a cheap job board or a way of the future?

Marc Ansell Director of Firebrand Talent Search in Europe Depending on who you are and what you do to both of the options could apply. We have probably all been guilty of jumping on the social media bandwagon without a) truly understanding what it can and should be used for and b) without having a strategy in place to make sure we get the best from it. Social media is undoubtedly an effective way to target a defined audience with opportunities that are right for them or for their network; however, to see it as the easy and cheap option not only encourages lazy recruitment but also runs a significant risk of damaging both the individual and their company’s reputation. Working within the creative and digital sectors means that our talent pool are often experts in social media and consequently have large and established networks across a number of social media platforms. We must tap into these networks to be successful in the digital age. To just mindlessly blast this network with our latest jobs, although maybe generating some initial success, will ultimately be counterproductive as at best we are ignored and at worst we are labelled as a bad recruiter. Posting jobs can certainly be part of a strategy but this needs to be enhanced with further content, opinion and information. Yes, social media is now an integral part of recruitment practice and its influence will continue to grow; but we, as an industry, just make sure that we treat our networks and the communities that we join with respect and care and not as a way to make a fast buck. 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. ___________________________________ Linda Simonsen CEO & Founder, FuturePeople Recruitment Using social media as a recruitment tool is not a passing fad. In my opinion, it is the single biggest shift since the industrial revolution and the question is not do we embrace it but how well do we leverage it. 50% of the world’s population is under 30 years old and 96% will have joined a social network. Yet the average social media user is 35-44 years old. 54% of Fortune 500 companies have a facebook page and, in 2010, Australia was declared the social networking capital of the world with 10 million users. Networking has always been the most powerful way to both fill a job and obtain a job. Good people know good people. As a result, 60% of jobs come via networking. Social networking is a new and more powerful way of networking that has a unique ability to get the right information to the right person at the right time; better than any job board ever can. Whether an organisation consciously chooses to use social networking for recruitment purposes or not, social networking will have an impact on recruitment. Your employer brand is ‘out there’ – the good, the bad and the ugly. Choosing to develop a strategy to embrace and leverage social media rather than reacting to it is the smart way to recruit and it offers immense opportunity if leveraged well. Agencies can use it to reduce reliance on job boards and significantly reduce the cost of candidate acquisition whilst improving the quality of applicants. There is the opportunity to create online communities of talent who will market your brand and your job opportunities for you. Social media will have a huge impact on the way the recruitment industry operates. Reputation will be everything. 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. ___________________________________ Richard Earl Managing Director, Talent International There is no bigger buzz word in today’s business world than “social media”. Is it a good thing? Is it a bad thing? How do we harness it? How do we control it? It seems that everywhere you turn there is a forum, article or discussion either singing its praises or warning of its perils. Small recruiters and internal recruitment teams may see it as a way to inexpensively advertise new roles and level the candidate attraction playing field between themselves and larger players with vast databases and deep pockets. Even as larger recruitment firms embrace LinkedIn, Twitter and the myriad of other sites popping up everyday, we should all stop and ask ourselves what value is this adding to our industry and our business? Just as internet job boards quickly gained popularity, so did the number of recruiters who no longer knew how to write good quality advertisements to attract the right candidates. It became so easy to “pop an ad on Seek” that the standard of recruitment advertising diminished. In the same way, those who are now adopting social media as the next big thing must learn how to use it properly so that it adds value to their brand and their business. Social media is not a panacea, it does not suit everyone or all types of recruitment; however, those that are smart about their approach can blend their use of social media with their established recruitment practices to take advantage of all of the potential benefits that social media offers. Few of us would return to the days before internet job boards. Likewise social media is rapidly becoming a permanent part of the recruitment landscape and will continue to evolve and become increasingly sophisticated. 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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At the moment there is growing interest in using social media as a recruitment tool. Is this a passing fad and a distraction to productivity, a cheap job board or a way of the future?

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Interpro Australia

Interpro Australia Interpro | it's the people we know Home About Interpro Why Choose Interpro Our Services Careers With Us Our Values Contracting With Us Our Divisions Key Accounts Technology Job Search Search Vacancies Job Searching Advice Working In Australia Register Locations Asia Pacific Europe nbsp nbsp nbsp it’s the people we know Welcome to Interpro the IT recruitment specialists Do you need an IT specialist Interpro will find the right person for you and your project We have been working with the team at Interpro for the past 7 years and in that time we have engaged a large number of contract and permanent resources The time frames to deliver applicants are always tight and because of Interpro’s specialist approach they quickly gain an understanding of the requirements and provide quality applicants within our time lines I can confidently recommend Interpro as a quality driven responsive and efficient recruitment company Development Manager Online Media Company I have been working closely with Interpro for over 2 years During this time Interpro have shown an active interest in our business actively recruiting a number of candidates Contract and Permanent for us within the J2EE DBA and BA spaces Their professionalism coupled with a good sense of humour and a willingness to take on a task have made working with them an enjoyable experience I recommend Interpro highly to anyone who is serious about recruiting IT professionals Manager of Information Systems Financial Services Firm I have formed a highly successful partnership with Interpro over the past year specifically in the recruitment of J2EE professionals for both technical and team lead positions The staff at Interpro have always shown a keen interest and ability to understand our business culture and values As a result they have delivered quality candidates on a regular basis When it comes to recruiting professionals there’s no-one better than Interpro Manager Technology Solutions Wealth Management Firm Interpro have restored my faith in recruitment agencies Their approach in securing me one of the best and most suitable positions I have ever had was handled professionally and efficiently I have worked for the same company as a contractor for over a year and that contract has recently been converted to a permanent position Interpro is well respected by this company for placing the correct candidate in the many positions that have been filled by them Interpro will be my first choice of agencies Interpro Contractor INTERPRO’S HOT JOBS raquo Project Manager raquo PMO Lead Permanent raquo C Developer Immediate 3 month contract raquo Windows Specialist raquo Online Systems Consultant Banking and Finance raquo Sharepoint Developer raquo Solution Designer Technical Architect Infrastructure Hosting raquo System Analyst Oracle raquo Project Manager raquo Business Analyst With AML Experience Required raquo Web Developer raquo Mid-Level C#.NET Developer raquo Senior Front End Web Developer 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Developer Online Specialist raquo Senior Java Developer Identity Management raquo Banking Sydney Technical BA raquo Test Analysts Multiple roles c$85k Brisbane financial services raquo Applications Analyst raquo Business Analyst raquo Project Officer Coordinator IT PMO raquo Telco Consultant raquo GIS Developer raquo Senior Ruby on Rails Developer raquo IT MANAGER RETAIL raquo Test Analyst raquo Senior Websphere Technical Specialist raquo Business Analyst With Fund Management/Superannuation Experience raquo Software Engineer raquo SAP Project Manager raquo Senior Sharepoint Consultant raquo SAP ANALYST raquo ANDROID DEVELOPERS ARCHITECTS Java J2EE raquo Senior Network Specialist raquo Java/J2EE Developer raquo Infrastructure Project Manager::Contract raquo Infrastructure Team Lead raquo Technical Operations Team Lead raquo .Net Developer raquo Identity Access Management Anlayst Enterprise Level ITIL raquo Technical Specialist Analyst Programmer AccuRev experience raquo Desktop Support raquo Project Manager Finance Infrastructure raquo Technical BA Infrastructure raquo Business Analyst raquo DBA Oracle Unix experience raquo Project Manager raquo URGENT Cobol Developer raquo Project Coordinator Large Employer raquo Online Technical Business Analyst raquo Business Analyst With Fund Management/Superannuation Experience raquo Junior Developer raquo TEAM LEADER LINUX ADMINISTRATOR CONTRACT raquo Server Administrator raquo Junior Unix Administrator raquo Staffing Advisor raquo WWW.INTERPRO.COM.AU copy;Interpro 2010 All Rights Reserved Privacy | Unsubscribe web design by typeshape ABOUT INTERPRO Our Services Why Choose Interpro Careers With Us Our Values Contracting With Us CONTACT US info@interpro.com.au Our Office Locations

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Dear Katie…. you make me compelled to reply!

Having seen two Dear John letters from Katie McNab who is Talent Acquisition Manager at PepsiCo (UK, Ireland & South Africa) I wanted to reply. Not on behalf of the recruitment agency sector but from a loftier perch of seeing both sides of the fence. The interesting thing I find is that we have an In-house Recruiter telling agencies what they should be doing to get business from corporates. Valid points I'm sure but how do both compare? Specialise Like job boards and agencies; some do some don't. But do In-house teams specialise in any way? The majority I see do NOT specialise as they do not have big enough teams so they end up as administrators. Market your brand I agree how many In-house teams 1) do this and 2) even know how? Particularly when I see In-house on social networks stating their employer name but “all comments are my own and not the views of my employer.” Talk about brand confusion. So I say on twitter do this but hey, you don't need to pay any attention as it's only my view. #fail Prioritise candidate experience But forgive me when I make the application experience as clunky as possible. Or make my jobs impossible to find on Google. I could go on…… Have some respect for in-house teams OK respect I can live with but surely, they are competing with the agencies? This makes for a very interesting relationship. Gamekeeper also does a bit of poaching when it's right in their sight but leave to more difficult beast to the real experts?!

Tags: Acquisition, dear, direct recruiting, Industry Chat, john, katie, letters, manager, mcnab, Pepsico, result, talent

Byron Thomas Recruitment – Finance And Accounting Recruitment Specialists

Byron Thomas Recruitment – Finance And Accounting Recruitment Specialists Home | Accounting Recruitment Solutions Jobs and Career Advice Byron Thomas Recruitment About UsAccounting JobsCareer AdviceMarket NewsContact UsWork for usSite Map Home Main Menu HomeAccounting JobsCareer AdviceAbout UsMarket NewsContact UsRegister with us Login Form Submit CV Username Password Remember Me Forgot your password Forgot your username Create an account Networks ImageSlideShow requires Javascript ImageSlideShow requires Javascript Designed by Joomla Templates Byron Thomas Recruitment Job Search and Career Advice The Exclusive Accounting Recruitment Company View our exclusive jobs on nbsp;&nbsp nbsp;&nbsp Byron Thomas Recruitment specialises in exclusively recruiting finance and accounting personnel in the below key areas Finance Director CFO Business Commercial Analyst Commercial Manager Cost Accountant Financial Controller Assistant Accountant Shared Services Manager Management Accountant Financial Accountant Finance Manager Accounts Payable Officer Supervisor amp Manager General Manager Payroll Officer Supervisor amp Manager Group CFO Credit Officer Supervisor amp Manager nbsp Featured Jobs ImageSlideShow requires Javascript ImageSlideShow requires Javascript Proudly Supporting ImageSlideShow requires Javascript Polls What is your biggest motivator during your job search Money Location Company Size Stability Career Progression Working Environment Company Culture nbsp Who’s Online We have 4 guests online Accounting Recruitment Solutions Jobs and Career Advice Byron Thomas Recruitment Powered by Joomla and designed by SiteGround web hosting Valid XHTML and CSS

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Not Everyone is on LinkedIn and Not Every Job is ‘Critical’ Either

Not every job is ‘critical’. The latest opening you are working for an IT technician to hold down the fort on the second shift might not require a nationwide search, the engagement of a third party search firm, or heck, even a posting on Careerbuilder or Dice. You may be able to find a great candidate by just creating the smallest incentive for your shipping manager to send you the resume of his cousin (who may or may not know anything about IT, but the dude from shipping swears he is ‘good people’). Or you may in fact fall back to the battle-tested, seemingly trapped in the 1990’s strategy of posting the job on Monster or Careerbuilder or one the myriad other job board options that are out there – some organized by geo-location,‘ TopJobsinWestSarsaparilla.com ’, or industry, ‘ SecondShiftHelpDeskGigs.com ’. Fact is, there are typically a wide variety of positions you’re trying to fill at any point, even in these still less than stellar economic times, and I think it only makes sense for corporate talent acquisition professionals to attempt to best match their candidate sourcing and engagement strategies with the specific challenges that each requirement, or category of positions they typically work on demand. Sure, you may really want to leverage your vast networks on LinkedIn and Twitter to find, attract, and convert the right prospects for all your spots, but the truth is not everyone is out there to be found on those networks, and even if they were it still might more sense from a job importance/availability of ‘good enough’ candidates/timing matrix to still throw the job up on Dice or Craigslist anyway. Just because you ‘prefer’ to source and connect in a particular way doesn’t mean it is the best or right way, (and probably more importantly it may not be where and how your target candidates want to operate). This is the whole ‘fish where the fish are’ maxim rearing its smelly head again. And if you buy in to the findings of the latest version of the CareerXroads Sources of Hire study ,(PDF), you’ll see this rationalization borne out – for all the talk about the ‘death’ of job boards large and small, almost a quarter of all hires are attributable to these sources. I know, these ‘source of hire’ metrics are at worst, crap, and at best dubious. They mostly rely on candidate self-reporting during an online application process, or recruiter interviews during a phone screen. They are not perfect. But until more companies get on board with technologies and process changes that track and report candidate’s activity online, e.g., unique and trackable URL’s everywhere a particular job is advertised, these self-reported and interview-based metrics are the best we have. And even if they are a little bit off, they are still likely directionally correct, and for now still have value as an overall barometer of the question of ‘how people find out about job openings’. The continuing survival of the large job boards, and the proliferation of the so-called ‘niche’ boards, combined with the latest source of hire information compiled by CareerXroads at the macro level tell us one thing – despite the ‘fish’ metaphor, candidates really don’t behave like fish, simply following each other around in giant schools hoping to be snapped up by the proverbial (and hopefully benevolent) whale that is your organization. Some are on LinkedIn, some are surfing Craigslist, some are hanging out on StackOverlfow, and some, well some are even on ‘ TopJobsinWestSarsaparilla ‘.

Tags: Craigslist, job-boards, manager, monster, professionals, prospects, search, Target

Ambition Recruitment & Contracting

Ambition Recruitment & Contracting

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Move Over "Time to Fill" Metrics…

Admittedly, I’m not a metrics gal. There are others who are experts in this space while I continue to operate off of my gut. Wear a coat today? Well, I don’t really feel like it… who cares about checking the weather report? It doesn’t look cold outside! And on the staffing front, when it comes to metrics, I’m not necessarily gung-ho about time to fill or cost per hire – those run of the mill, standby metrics. So what is important to measure? It all depends, right? It depends on what is important to your organization or its executives. But that said, I do wonder if we should try to think about metrics and performance indicators a little differently.  A few weeks back, I was part of an interesting discussion with godfathers of HR like Kevin Wheeler , John Sumser and Gerry Crispin . For Kevin, he shared that his favored staffing metric is  time to present a candidate. Which actually makes a lot of sense to me. A recruiter’s effectiveness isn’t necessarily about the time it takes for them to fill a requisition – there are way too many variables that can be beyond their control once qualified candidates are put in front of a hiring manager. So, the time it takes for them to open a req and then present a slate of qualified candidates to the hiring manager – that's the clincher.  But that too got me thinking. It does seem like a smarter metric. But if we drilled down deeper – what exactly is it that holds up the time to fill a req between the point a hiring manager is presented a candidate and the point in time where an offer is accepted? Well… The hiring manager has too much on their plate to focus on interviewing. The other interviewers involved in evaluating candidates don't provide feedback or opinions on candidates to help with the decision making. The hiring manager can't make a decision on who they want to bring into the team. The candidate takes a while with their decision to act upon an offer presented. I could go on and on with the excuses, er, reasons… but you get my drift. There indeed are a lot of different variables that delay a position being filled. But can these variables be controlled? Maybe yes. What if a recruiter had a high level of influence with their hiring manager? With other interviewers? With the candidate? How could a recruiters influencing people to take action and make decisions come into play? Let's take those four common “snags” in the hiring process and apply an effectively influential recruiter to those scenarios — The hiring manager has too much on their plate to focus on interviewing. Says the influential recruiter, “But Mr. Hiring Manager – we could lose these stellar candidates if we don't move on them quickly. The job market is heating up and our competitors are recruiting for these same positions too. Let's look at the resumes I sent over to you together and talk about them and make some decisions about who we'd like to move forward with.” The other interviewers involved in evaluating candidates don't provide feedback or opinions on candidates to help with the decision making.  Says the influential recruiter, “But Miss Interview Panelist, we really need your input. This could be your future teammate and we wouldn't want to move forward with a candidate who you didn't support.” The hiring manager can't make a decision on who they want to bring into the team.  Says the influential recruiter, “So, Ms. Hiring Manager, let's weigh out the pros and cons of these candidates together. Let's also think about each candidate's growth opportunities here and whether we can meet their long term needs. And why don't we also talk through team dynamics and how candidate A versus B will impact your group.” The candidate takes a while with their decision to act upon an offer presented.  Says the influential recruiter, “Oh, Candidate Jones, you need two weeks to evaluate this offer? Can you talk me through your decision making process and what the drivers are for your decision? By the way, would your spouse be interested in learning more about some of the schools in our community that many staff members' children also attend?” I know we often say that it is a recruiter's job to sell, sell, sell… but what if we began thinking about their ability to influence as a measurable performance indicator instead? Could time to fill a req be impacted for the positive if a recruiter effectively influenced people to take action and make decisions? I think yes. Some snafus will be beyond a recruiter's control regardless of influence – budget challenges for one. But on the whole, I think there's gotta be room to think about staffing metrics at a recruiter individual contributor level more qualitatively… starting with this idea of influence. Or at least my gut thinks so.. Hit the comments section with your reaction.  Editor's Note – Jessica Lee is a Senior Employment Manager for APCO Worldwide, a global integrated communications consultancy in D.C. (Okay, you could call it a PR firm, too.) Like most upscale HR pros, she spends half of her time on recruiting, the other half on ER, Training and OD. When she's not hammering a candidate to determine Motivational Fit, she's thinking about the future of HR and wondering how she can avoid using the job boards to fill the next spot in her organization…

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Tags: crispin, influence, jessica lee, john, manager, Metrics, Slate, sumser, weather