The One Question Performance Based Interview

When you become a really good interviewer, you realize the interview is the best sourcing, recruiting, and closing tool ever invented.

Back in the early ’80s when I launched my recruiter career, I was filling senior staff positions (engineers, accountants) and mid-level managers, and quickly realized these few common truths about human nature:

Read Full Article Here

Expat Packages Becoming Less Common

In the past, expatriate packages in Asia have typically included a wide range of benefits such as housing allowances, education reimbursement, tax equalization and car allowances. However, cost-cutting measures resulting from the recent global economic downturn have caused many companies to reduce expenditures on excessive expat packages.

Read Full Article Here

Your Own Personal "Jerry McGuire".

Whenever it comes to negotiating the next "bank-breaking" sports contract, a professional athlete always utilizes a top-notch sports agent. Athletes realize that agents are specialists in the art of negotiation, however they also go a long way in crafting an athlete's image. Wouldn't it be nice if you could have a top-notch agent representing you the next time you consider a making a career change. Well, agents do exist for star performers in the business world...they are called executive recruiters. So how can an executive recruiter be your "Jerry McGuire"?

Read Full Article Here

Sales Executive & Management Recruiting On The Rise

Several key indicators in the economy are going in the right direction. Many companies are starting to shake off the ice and snow of winter along with the much longer lasting freeze of the recession. Depending on your industry, your geographical location, or other factors, your organization may also be feeling the thaw.

Read Full Article Here

Top 10 Recruitment Predictions and Trends

At a time when no business is exempt from the challenging economic market, companies are being forced to innovate and restructure at an unprecedented rate in order to achieve a competitive advantage in the market place. The recruitment industry can be no exception: 2010 is ripe for a recruitment revolution.

Read Full Article Here

Active vs. Passive Job Seekers

Anyone who has done recruiting understands the difference between active and passive candidates. An active candidate is currently seeking a new employment opportunity, while a passive candidate is not. It’s that simple.

Read Full Article Here

Laid Off And Looking

(Source: The Asian Times - January 4th, 2010)

With so many qualified professionals still seeking work, even the slightest misstep can cause you the job. During the screening process, it’s best to pay attention to even the smallest details — think through potential cultural differences, be aware of eye contact, and avoid rambling replies. Keep in mind that anxiety about being out of a job for a long period of time can also add to the potential for mistakes.

Read Full Article Here

Job seekers' prospects Improving

(Source: Bangkok Post)

Dec. 3--Job applicants will have a better chance of finding work next year but employers will be more selective and set tougher contractual terms and targets.

Several industry sources have seen signs of improvement in the job market in the past few months. They also agree with the National Economic and Social Development Board that unemployment next year will be 1.4 percent, down from a projected 1.7 percent for 2009.

Several business sectors have recruited and recalled workers since the global downturn hit Thailand late last year, driving unemployment up to 2.4 percent.
The electronics, automotive and garment sectors have resumed production thanks to recovering export demand.

But the market next year will be an employers' market, similar to 2009. Not all the signs favor job applicants. Companies will set conservative hiring budgets. They will be more selective about candidates' qualifications and will move slowly on new recruitment.

Dynamic employment in 2010 will happen in fast moving consumer goods, food and trading thanks to the economic rebound, she said. The insurance, pharmaceutical and energy sectors are also expected to see high demand for staff.

Industry sources have added that the job market's recovery next year should also improve graduates' prospects of finding a job.

Why Recruiters Don’t Always Reply When You Want Them To

Too many candidates, not enough headhunters

Don’t always expect an immediate or personalized reply when you send your resume to recruiters. Try looking at things from their perspective…

The job market is still crowded with thousands of candidates who were retrenched earlier this year, says Guy Erricker Business Week – Hong Kong.

But the financial crisis has shrunk the size of many recruitment agencies, so the consultants who survived the cull are now overworked. They may simply not have enough time to give you an immediate, informative response.

Candidates from outside Asia are also helping to clog up consultants’ inboxes. “There’s a large supply of overseas talent looking to relocate to Asia. Candidates are still finding the US market very challenging. They have heard that Asia is starting to bounce back quicker and are trying to hedge their bets here,” says Katie Hogue, consultant, Astbury Marsden.

Read The Full Article Here

Use of Job Simulations Rising Steadily

By testing employees out rather than just interviewing them, companies are finding they can reduce turnover, improve succession planning and improve the chances of hiring high performers. By Eilene Zimmerman, Workforce Management, October 10, 2009

Most job candidates can talk a good game when it comes to interviews, and it’s become difficult to verify someone’s past job performance because of a growing fear of lawsuits. That’s causing more hiring managers to use simulations, where candidates take part in activities that simulate the experience of the job for which they are applying. The data gives a realistic preview of what an applicant will be like on the job and separates those that interview well from those that interview and perform well.

Read The Full Article Here

Equal Right Employment Practices

Embracing fair employment practices and diversity could solve your talent attraction woes

For the last three years, Fortune magazine has been compiling a list of the top 100 companies to work for in the United States. The list was compiled by surveying nearly 100,000 employees of some 1,500 firms. In today's talent crunch, no employer would want to miss the chance of being among the shortlisted companies on the list. Getting ranked as a top employer is like winning half the battle for the war for talents. But what makes these organizations talent magnets? And what makes them so appealing?

While perks and pay could be some of the possible incentives why talents are attracted to these companies, but they are not the only reasons why they are on one of the most coveted lists in the business world. One evident trait among these employers is that they understand that talent comes in all shapes and sizes. These employers have a hiring policy that values diversity. They recruit based on a fundamental principle of equal opportunity for all – may the best person get the job.

It is not hard to understand why these great companies adopt these practices; they have become a tool for survival in the 21st century business environment. With talent becoming more mobile and scarce, diversity is no longer optional. Therefore, it is in the best interest of companies that they work towards this approach.

Take Starbucks Coffee Company as an example. Jumping 21 notches from 29th position in 2006 to 8th in 2008, they recruit and select employees based on merit and welcome all qualified applicants regardless of personal attributes like race, gender, age, religion, disability, and marital status. By observing fair employment practices, Starbucks strives to create a work environment that is conducive to attract and retain its talent.

To be non-discriminatory employer, firms need to practice consistent and fair selection criteria throughout all stages of the recruitment process. During the recruitment process, the selection criteria must be specific and relevant to the job requirements. Employers could state the amount of experience, the specific skills and educational qualifications required for the job. Employers should, however, refrain from using age, race, language, gender, marital status and religion as selection criteria as they are irrelevant to the job. In cases where the job is physically demanding, employers should state clearly that the job entails candidates to handle heavy loads.

In addition, while it is in human nature to be surrounded by people we are familiar and comfortable with, such behavior should not be encouraged as it is not effective or efficient in the business world.

The tight labor market has made recruitment a long and at times, an expensive process. It is not uncommon for employers to place several advertisements before they are able to fill an internal position.

With fair and merit-based hiring, employers cast a wider net to capture the potential talent and this increases the chances of hiring the best qualified person for the job. Placing repeated recruitment advertisements is reduced and opportunity cost is also trimmed as the lead time is shortened while waiting for the new employee to come on board. And needless to say, such practices boost productivity because the talent is able to perform and deliver results with minimal training and the human resources department is able to focus on more strategic and productive issues instead of operational tasks.

Besides recruitment, employers should also be fair in remuneration. Pay should be reflective of the value of the work, performance and contribution of the employee and free from any subjective aspect such as age and gender. Finally, employers should also have a fair and objective performance appraisal system in place to ensure all staff are evaluated impartially and rewarded appropriately.

It may seem like a tall order to embrace fair employment practices, but with the aging population and shrinking birth rate, employers can no longer rely on its old practices. The sooner employers embrace fair employment practices and diversity, the better equipped they will be to handle the new set of business challenges. Ultimately, the reward is a more competitive workforce hired based on talent, which in today's business environment, allows a company to differentiate itself from competitors.

Forty-five Percent of Employers Use Social Networking Sites to Research Job Candidates, CareerBuilder Survey Finds

As social networking grows increasingly pervasive, more employers are utilizing these sites to screen potential employees. Forty-five percent of employers reported in a recent CareerBuilder survey that they use social networking sites to research job candidates, a big jump from 22 percent last year. Another 11 percent plan to start using social networking sites for screening. More than 2,600 hiring managers participated in the survey, which was completed in June 2009.

Of those who conduct online searches/background checks of job candidates, 29 percent use Facebook, 26 percent use LinkedIn and 21 percent use MySpace. One-in-ten (11 percent) search blogs while 7 percent follow candidates on Twitter.

The top industries most likely to screen job candidates via social networking sites or online search engines include those that specialize in technology and sensitive information: Information Technology (63 percent) and Professional & Business Services (53 percent).

Why Employers Disregarded Candidates After Screening Online

Job seekers are cautioned to be mindful of the information they post online and how they communicate directly with employers. Thirty-five percent of employers reported they have found content on social networking sites that caused them not to hire the candidate. The top examples cited include:

There is only one purpose of a Resume: to get you an interview with a prospective employer or recruitment firm. You need to present your skills and experience in the best possible way and then stress why you fit the job. You need to impress the reader, whether the HR department or a recruitment company, so do not keep the best to last. It is worthwhile to spend some time on preparing an effective and error-free document that will immediately impress an employer. Use the KISS technique = Keep it short and simple.

Why Recruiters Don’t Always Reply When You Want Them To

Too many candidates, not enough headhunters

Don’t always expect an immediate or personalized reply when you send your resume to recruiters. Try looking at things from their perspective…

The job market is still crowded with thousands of candidates who were retrenched earlier this year, says Guy Erricker Business Week – Hong Kong.

But the financial crisis has shrunk the size of many recruitment agencies, so the consultants who survived the cull are now overworked. They may simply not have enough time to give you an immediate, informative response.

Candidates from outside Asia are also helping to clog up consultants’ inboxes. “There’s a large supply of overseas talent looking to relocate to Asia. Candidates are still finding the US market very challenging. They have heard that Asia is starting to bounce back quicker and are trying to hedge their bets here,” says Katie Hogue, consultant, Astbury Marsden.

Read The Full Article Here

Use of Job Simulations Rising Steadily

By testing employees out rather than just interviewing them, companies are finding they can reduce turnover, improve succession planning and improve the chances of hiring high performers. By Eilene Zimmerman, Workforce Management, October 10, 2009

Most job candidates can talk a good game when it comes to interviews, and it’s become difficult to verify someone’s past job performance because of a growing fear of lawsuits. That’s causing more hiring managers to use simulations, where candidates take part in activities that simulate the experience of the job for which they are applying. The data gives a realistic preview of what an applicant will be like on the job and separates those that interview well from those that interview and perform well.

Read The Full Article Here

Equal Right Employment Practices

Embracing fair employment practices and diversity could solve your talent attraction woes

For the last three years, Fortune magazine has been compiling a list of the top 100 companies to work for in the United States. The list was compiled by surveying nearly 100,000 employees of some 1,500 firms. In today's talent crunch, no employer would want to miss the chance of being among the shortlisted companies on the list. Getting ranked as a top employer is like winning half the battle for the war for talents. But what makes these organizations talent magnets? And what makes them so appealing?

While perks and pay could be some of the possible incentives why talents are attracted to these companies, but they are not the only reasons why they are on one of the most coveted lists in the business world. One evident trait among these employers is that they understand that talent comes in all shapes and sizes. These employers have a hiring policy that values diversity. They recruit based on a fundamental principle of equal opportunity for all – may the best person get the job.

It is not hard to understand why these great companies adopt these practices; they have become a tool for survival in the 21st century business environment. With talent becoming more mobile and scarce, diversity is no longer optional. Therefore, it is in the best interest of companies that they work towards this approach.

Take Starbucks Coffee Company as an example. Jumping 21 notches from 29th position in 2006 to 8th in 2008, they recruit and select employees based on merit and welcome all qualified applicants regardless of personal attributes like race, gender, age, religion, disability, and marital status. By observing fair employment practices, Starbucks strives to create a work environment that is conducive to attract and retain its talent.

To be non-discriminatory employer, firms need to practice consistent and fair selection criteria throughout all stages of the recruitment process. During the recruitment process, the selection criteria must be specific and relevant to the job requirements. Employers could state the amount of experience, the specific skills and educational qualifications required for the job. Employers should, however, refrain from using age, race, language, gender, marital status and religion as selection criteria as they are irrelevant to the job. In cases where the job is physically demanding, employers should state clearly that the job entails candidates to handle heavy loads.

In addition, while it is in human nature to be surrounded by people we are familiar and comfortable with, such behavior should not be encouraged as it is not effective or efficient in the business world.

The tight labor market has made recruitment a long and at times, an expensive process. It is not uncommon for employers to place several advertisements before they are able to fill an internal position.

With fair and merit-based hiring, employers cast a wider net to capture the potential talent and this increases the chances of hiring the best qualified person for the job. Placing repeated recruitment advertisements is reduced and opportunity cost is also trimmed as the lead time is shortened while waiting for the new employee to come on board. And needless to say, such practices boost productivity because the talent is able to perform and deliver results with minimal training and the human resources department is able to focus on more strategic and productive issues instead of operational tasks.

Besides recruitment, employers should also be fair in remuneration. Pay should be reflective of the value of the work, performance and contribution of the employee and free from any subjective aspect such as age and gender. Finally, employers should also have a fair and objective performance appraisal system in place to ensure all staff are evaluated impartially and rewarded appropriately.

It may seem like a tall order to embrace fair employment practices, but with the aging population and shrinking birth rate, employers can no longer rely on its old practices. The sooner employers embrace fair employment practices and diversity, the better equipped they will be to handle the new set of business challenges. Ultimately, the reward is a more competitive workforce hired based on talent, which in today's business environment, allows a company to differentiate itself from competitors.

Forty-five Percent of Employers Use Social Networking Sites to Research Job Candidates, CareerBuilder Survey Finds

As social networking grows increasingly pervasive, more employers are utilizing these sites to screen potential employees. Forty-five percent of employers reported in a recent CareerBuilder survey that they use social networking sites to research job candidates, a big jump from 22 percent last year. Another 11 percent plan to start using social networking sites for screening. More than 2,600 hiring managers participated in the survey, which was completed in June 2009.

Of those who conduct online searches/background checks of job candidates, 29 percent use Facebook, 26 percent use LinkedIn and 21 percent use MySpace. One-in-ten (11 percent) search blogs while 7 percent follow candidates on Twitter.

The top industries most likely to screen job candidates via social networking sites or online search engines include those that specialize in technology and sensitive information: Information Technology (63 percent) and Professional & Business Services (53 percent).

Why Employers Disregarded Candidates After Screening Online

Job seekers are cautioned to be mindful of the information they post online and how they communicate directly with employers. Thirty-five percent of employers reported they have found content on social networking sites that caused them not to hire the candidate. The top examples cited include:

There is only one purpose of a Resume: to get you an interview with a prospective employer or recruitment firm. You need to present your skills and experience in the best possible way and then stress why you fit the job. You need to impress the reader, whether the HR department or a recruitment company, so do not keep the best to last. It is worthwhile to spend some time on preparing an effective and error-free document that will immediately impress an employer. Use the KISS technique = Keep it short and simple.

The Coming Knowledge Drain

Offering flexibility may help persuade workers to stay on longer, but some firms might have to revamp the way they do business in order to cope with the exodus.

By Patrick J. Kiger, Workforce Management, November 21, 2005

Imagine having to deal with this nightmare scenario: One-fifth of the executives, managers and workers with critical skills that your company needs to survive have walked out the door.

Unfortunately, that’s the real-life predicament that companies could face as soon as 2010 because of the aging of the baby boom generation, according to Mary Sue Rogers, global leader of IBM Business Consulting Services’ Human Capital Management group.

"It’s like the Y2K problem," she says. "If you don’t start early enough in preparing for it, you’ll reach a point where no matter how much money you throw at the problem, it won’t be enough."

Rogers says that over the next decade, mature companies in the U.S., Europe and Japan will be hit by a double whammy--difficulty in retaining aging workers, and possible shortages of workers in certain key job categories and skill sets. That’s why IBM is unveiling a package of consulting services that will help companies figure out how to cope with the coming crisis.

Rogers says there isn’t a one-size-fits-all answer. Some companies may need to redesign the work culture and/or financial and benefits incentives to lure older employees into staying, while for others the answer will be to recruit replacement workers and train them to fill critical jobs that will become vacant in a few years. For other companies, she says, the answer may be to alter their business strategy to reduce the importance of the jobs held by retiring workers.

Read The Full Article Here

Use of Job Simulations Rising Steadily

By testing employees out rather than just interviewing them, companies are finding they can reduce turnover, improve succession planning and improve the chances of hiring high performers. By Eilene Zimmerman, Workforce Management, October 10, 2009

Most job candidates can talk a good game when it comes to interviews, and it’s become difficult to verify someone’s past job performance because of a growing fear of lawsuits. That’s causing more hiring managers to use simulations, where candidates take part in activities that simulate the experience of the job for which they are applying. The data gives a realistic preview of what an applicant will be like on the job and separates those that interview well from those that interview and perform well.

Read The Full Article Here

Equal Right Employment Practices

Embracing fair employment practices and diversity could solve your talent attraction woes

For the last three years, Fortune magazine has been compiling a list of the top 100 companies to work for in the United States. The list was compiled by surveying nearly 100,000 employees of some 1,500 firms. In today's talent crunch, no employer would want to miss the chance of being among the shortlisted companies on the list. Getting ranked as a top employer is like winning half the battle for the war for talents. But what makes these organizations talent magnets? And what makes them so appealing?

While perks and pay could be some of the possible incentives why talents are attracted to these companies, but they are not the only reasons why they are on one of the most coveted lists in the business world. One evident trait among these employers is that they understand that talent comes in all shapes and sizes. These employers have a hiring policy that values diversity. They recruit based on a fundamental principle of equal opportunity for all – may the best person get the job.

It is not hard to understand why these great companies adopt these practices; they have become a tool for survival in the 21st century business environment. With talent becoming more mobile and scarce, diversity is no longer optional. Therefore, it is in the best interest of companies that they work towards this approach.

Take Starbucks Coffee Company as an example. Jumping 21 notches from 29th position in 2006 to 8th in 2008, they recruit and select employees based on merit and welcome all qualified applicants regardless of personal attributes like race, gender, age, religion, disability, and marital status. By observing fair employment practices, Starbucks strives to create a work environment that is conducive to attract and retain its talent.

To be non-discriminatory employer, firms need to practice consistent and fair selection criteria throughout all stages of the recruitment process. During the recruitment process, the selection criteria must be specific and relevant to the job requirements. Employers could state the amount of experience, the specific skills and educational qualifications required for the job. Employers should, however, refrain from using age, race, language, gender, marital status and religion as selection criteria as they are irrelevant to the job. In cases where the job is physically demanding, employers should state clearly that the job entails candidates to handle heavy loads.

In addition, while it is in human nature to be surrounded by people we are familiar and comfortable with, such behavior should not be encouraged as it is not effective or efficient in the business world.

The tight labor market has made recruitment a long and at times, an expensive process. It is not uncommon for employers to place several advertisements before they are able to fill an internal position.

With fair and merit-based hiring, employers cast a wider net to capture the potential talent and this increases the chances of hiring the best qualified person for the job. Placing repeated recruitment advertisements is reduced and opportunity cost is also trimmed as the lead time is shortened while waiting for the new employee to come on board. And needless to say, such practices boost productivity because the talent is able to perform and deliver results with minimal training and the human resources department is able to focus on more strategic and productive issues instead of operational tasks.

Besides recruitment, employers should also be fair in remuneration. Pay should be reflective of the value of the work, performance and contribution of the employee and free from any subjective aspect such as age and gender. Finally, employers should also have a fair and objective performance appraisal system in place to ensure all staff are evaluated impartially and rewarded appropriately.

It may seem like a tall order to embrace fair employment practices, but with the aging population and shrinking birth rate, employers can no longer rely on its old practices. The sooner employers embrace fair employment practices and diversity, the better equipped they will be to handle the new set of business challenges. Ultimately, the reward is a more competitive workforce hired based on talent, which in today's business environment, allows a company to differentiate itself from competitors.

Forty-five Percent of Employers Use Social Networking Sites to Research Job Candidates, CareerBuilder Survey Finds

As social networking grows increasingly pervasive, more employers are utilizing these sites to screen potential employees. Forty-five percent of employers reported in a recent CareerBuilder survey that they use social networking sites to research job candidates, a big jump from 22 percent last year. Another 11 percent plan to start using social networking sites for screening. More than 2,600 hiring managers participated in the survey, which was completed in June 2009.

Of those who conduct online searches/background checks of job candidates, 29 percent use Facebook, 26 percent use LinkedIn and 21 percent use MySpace. One-in-ten (11 percent) search blogs while 7 percent follow candidates on Twitter.

The top industries most likely to screen job candidates via social networking sites or online search engines include those that specialize in technology and sensitive information: Information Technology (63 percent) and Professional & Business Services (53 percent).

Why Employers Disregarded Candidates After Screening Online

Job seekers are cautioned to be mindful of the information they post online and how they communicate directly with employers. Thirty-five percent of employers reported they have found content on social networking sites that caused them not to hire the candidate. The top examples cited include:

There is only one purpose of a Resume: to get you an interview with a prospective employer or recruitment firm. You need to present your skills and experience in the best possible way and then stress why you fit the job. You need to impress the reader, whether the HR department or a recruitment company, so do not keep the best to last. It is worthwhile to spend some time on preparing an effective and error-free document that will immediately impress an employer. Use the KISS technique = Keep it short and simple.