Myth #1: Recruitment can be delegated
Q. Why would someone want to work for your company?
• Initial screening interviews can be done by HR and Executive Recruiters.
• Nothing is more important in your organization than hiring top talent!
• Great Leaders and Managers must be able to Hire Great People!
• 10,000 people in this country celebrate 65th birthday everyday!
• As baby boomers retire there will be a large vacuum create manpower shortages of 5-6 million unfilled jobs – 3 times worse that pre Y2K!
• The hiring landscape is about to become very competitive!
• Recruiting is marketing – NOT selling!
Jack Chapman, author of Negotiating Your Salary: How To Make $1000 a Minute, developed the concept of the Special Reports. I first became aware of the concept when I attended a workshop Jack gave at the International Career Development Conference in November 2001. Jack said it typically results in 10 times the response rate of the typical resume and cover letter. This is consistent with the experiences of my clients and students.
The next time an employer asks, “Why should I hire you?” see the question in a new light — as an opportunity to shine and pull ahead of your competitors.
What hiring managers really want to know is, “What’s special or different about you?” or “How are you different than all the other candidates who have applied for this position?” With this in mind, a good way to approach your answer here is to launch into your best “story” that answers this question: “Will you go the extra mile?”
Has this happened to you? You spend a lot of time networking, but you don’t see many results from it.
I hear this complaint frequently from many people in career transition who are hoping that their networking activities will produce more job leads and referrals. It used to be that people would complain about unproductive networking in the form of attending mixers or scheduling coffee meetings. But now I often hear them voice the same dissatisfaction with social networking online.
Every person has his/her own triggers when it comes to dealing with difficult people. Those triggers stem from your background, perspectives, and from your goals in the situation at hand. But there is good news. There are ways to deal with even the most difficult people that can bring out both their best and your best.
The first step, described by Rick Brinkman and Rick Kirschner in their book, “Dealing With People You Can’t Stand” is to get to know your difficult person—to know what needs that person may be trying to fulfill that causes the problematic behavior. Successful leaders listen carefully to figure out the underlying motives.
The Groups feature of LinkedIn has continued to grow in popularity and utility. Groups are a powerful tool for expanding the depth and breadth of your LinkedIn network. Many Groups treat members similar to FIRST DEGREE connections – allowing you to make direct contact with a Group member without a referral or “Inmail.”
I am currently an active member in over 30 Groups (LinkedIn allows you to join up to a maximum of 50 Groups). I highly recommend finding AT LEAST 10 Groups to join – AND becoming ACTIVE in. Activity is key. Simply joining gives you some benefits but being active in Group news and discussions is where the real value and leverage is.