day I decided to quit...I quit my job, my relationship, my Spirituality... I wanted to quit my life.
I went to the woods to have one last talk with God. "God", I said. "Can you give me one good reason not to quit?"
His answer surprised me..."Look around", He said. "Do you see the fern and the bamboo?""Yes",
I replied."When I planted the fern and the bamboo seeds, I took very good care of them. I gave them light. I gave them water. The fern quickly grew from the earth. Its brilliant green covered the floor.
Yet nothing came from the bamboo seed. But I did not quit on the bamboo.
In the second year the Fern grew more vibrant and plentiful. And again, nothing came from the bamboo seed. But I did not quit on the bamboo."
He said."In year three there was still nothing from the bamboo seed. But I would not quit. In year four, again, there was nothing from the bamboo seed. I would not quit."
He said."Then in the fifth year a tiny sprout emerged from the earth. Compared to the fern it was seemingly small and insignificant...But just 6 months later the bamboo rose to over 100 feet tall.
It had spent the five years growing roots. Those roots made it strong and gave it what it needed to survive. I would not give any of my creations a challenge it could not handle."
He said to me."Did you know, my child, that all this time you have been struggling, you have actually been growing roots?""I would not quit on the bamboo.
I will never quit on you.""Don't compare yourself to others." He said. "The bamboo had a different purpose than the fern. Yet they both make the forest beautiful.""Your time will come",
God said to me. "You will rise high""How high should I rise?" I asked."How high will the bamboo rise?"
He asked in return."As high as it can?" I questioned"Yes."
He said, "Give me glory by rising as high as you can."
. I hope these words can help you see that God will never give up on you.He will never give up on you!
Friday, October 21, 2005
Interview Questions
As an employer, did you ever face the difficulty of selecting the right candidate?
By preparing a relevant list of interview questions based on the job requirements, you can find out more specific and relevant information about your candidates to help you make your selection decision.
A list of interview questions below to help you in your interview preparation.
Behavioural
This section helps you to assess a candidate’s behavioural traits by posing questions that test the candidate’s ability to interact with superiors, peers and subordinates. You should be looking at traits such as:
· Critical thinking
· Adaptability
· Willingness to learn
· Self-confidence
· Time management
· Professionalism
· Risk taking
· Courteous
- What has given you the greatest sense of achievement at work? Why?
- How will you handle a situation that requires you to do a number of things at the same time?
- Can you describe some examples of work which frustrate you?
- Would you clearly voice your opinion if you disagreed with the views of your boss or supervisor?
- How do you handle conflict?
- How would you describe your leadership style?
- What is the greatest risk that you've taken?
- Describe the biggest challenge you've had in your last job and how did you handle it.
- Give me an example of a time when you set a goal and were able to meet or achieve it.
- Give me an example of a time when you motivated others.
- Tell me about a difficult decision that you've made in the last year.
- Tell me about a time when you worked effectively under pressure.
- Tell me about a time when you had to go above and beyond the call of duty in getting a job done.
- Tell me about a team project when you had to take the lead or take charge of the project? What did you do?
- How did you do it? What was the result?
Career Goals
When you set out to employ a person, you would want to know whether the candidate’s goals are in sync with that of the company. These traits should be important:
· Dedication
· Ambition
· Involvement
· Loyalty
· Planning & Strategy
· Interest in self development
- What are the good and worst things you have heard about our company?
- What do you wish to gain from our company?
- Why do you think you would be good at this profession?
- What is your long-term employment or career objective?
- What career options do you have at the moment?
- What would you most like to accomplish if you had this job?
- If you could start your career again, what would you do differently?
- How would you describe the essence of success? How successful have you been so far?
- What kind of books & publications do you read?
Education
A candidate’s present level of education may or may not have a bearing on his/her employability or ability to perform in the assigned position. However, it is important to know how committed is the candidate in developing himself/herself further. You should also get an insight into how well-informed is the candidate on current affairs and development in his/her field of study.
· Capability
· Strengths
· Interest in self development
- Why did you choose your major?
- Describe your academic strengths and weaknesses.
- What classes did you like the most in school? Why?
- What activities did you engage in at school?
- What special aspects of your education or training have prepared you for this job?
- What have you read recently in your field?
- What have you done outside of formal education to improve yourself?
Skills & Abilities
There are various types of skills that you consider in a candidate. The popular ones are listed here, and your knowing how well the candidate possesses them will help you decide his/her fit in your organisation.
· Independence
· Creativity
· Organisational skills
· Decision making and problem solving skills
· Leadership and interpersonal skills
· Oral presentation & written communication skills
- What are your major strengths and weaknesses?
- In which area do you need to make the improvement in?
- What steps have you taken to improve your job skills?
- What is your biggest accomplishment?
- What skills and abilities do you possess that will help make you successful in today's job market?
- What can you contribute to our organisation?
- What steps can be taken to insure quality in any operation?
- What steps do you take when analysing complex problems?
- To perform your duties more efficiently and reduce interruptions, what steps should be taken when given a new assignment?
- Please tell me about your communication skills (or, problem solving skills, leadership style).
- Have you made any individual presentations recently?
- Describe a specific situation that illustrates how you set objectives to reach a goal.
- What approach do you take in getting your people to accept your ideas or department goals?
- How do you deal with difficult people?
- What does "customer service" mean to you?
- How can you keep your existing customers and win back the ones you've lost?
Management/Supervisory
Questions such as these will help you determine whether a candidate possesses the supervisory ability to lead his/her colleagues in achieving a given task. You will want to gauge whether the candidate has the ambition to advance to a higher position within the organisation too. These traits will come into play:
· Leadership
· Stability & maturity
· Decisiveness
· Planning & strategy
· Flexibility
· Work standards
· Confidence
- Would you consider yourself a born leader?
- Do you consider yourself to be thoughtful, analytical or do you usually make up your mind fast?
- What was the most significant change made in your company in the last six months which directly affected you?
- Would you rather write a report or give a verbal report? Why?
- What approach do you take in getting your people to accept your ideas or department goals?
- How can you involve staff in changing and implementing the revised policy and procedure?
- What steps can be taken to insure quality in any operation and to increase employee productivity?
- How can a supervisor establish effective communications with staff?
- What can a supervisor do to enhance an employee’s job and the employee’s motivation?
- Have you hired staff? What qualities did you look for?
- What factors or characteristics are most important to you when judging the performance of your subordinate?
- How can a supervisor establish effective communications with staff?
- What can a supervisor do to enhance an employee’s job and the employee’s motivation?
- What type of problem did you encounter with your staff and how did you handle it?
- How do you deal with an unhappy or frustrated employee?
- What are the guidelines to follow in constructively criticising an employee?
- What are the steps involved in disciplining an employee?
- Have you ever terminated or suspended an employee?
- What will you do if an employee is not performing the assigned tasks correctly?
- What will you do if an employee continues to make careless mistakes?
- What will you do if an employee consistently turns in incomplete assignments?
- What will you do if an employee is continually on the telephone for personal telephone calls?
- What will you do to insure that the service levels are not affected during holiday seasons?
Motivation
Motivation is a powerful force that accomplishes task. Has the candidate the hunger for the job? You will want a person who is motivated beyond his/her normal call. Traits such as these will be useful:
· Finding a fit between the individual and the job
· Initiative
· Tolerance for stress
· Achievement of personal satisfaction
· Ability to learn
· Range of interests
- What motivates you?
- What is your career goal?
- How do you motivate yourself to complete unpleasant assignments?
- What can a supervisor do to enhance an employee’s job and the employee’s motivation?
- Describe a time when you motivated an unmotivated person to do something you wanted them to do.
- Can you give some examples of job experience that you felt were satisfying?
- How do you keep up with what's going on in your company, your industry and your profession??
Salary & Benefits
Probing questions such as this will reveal how a candidate expects to be compensated for investing his/her time and future in your company.
· Expectations
- What kind of salary do you think you are worth?
- When comparing one company offer to another, what factors will be important to you besides salary?
- If you were offered this job, what factors will dictate whether you accept it or not?
- When would you expect your next promotion?
- What do you think it takes to be successful in an organisation like this?
- What challenges do you think you'll face in this job?
Self Assessment
Critical self assessment is difficult. Questions such as these will help you reveal more about the candidate and how the candidate works to solve problems within and without.
· Range of interests
· Motivation
· Decisiveness
· Team style
· Intelligence
· Stress tolerance
· Learning style
· Work standards
· Flexibility
- What do you like to do best and least?
- How would you describe yourself?
- Do you feel pressure in your job?
- How do you handle stress?
- What kind of things do you feel most confident in doing?
- What are your standards of success in your job? How successful have you been so far?
- What was the most significant change made in your company in the last six months which directly affected you?
- Give me an example of how you have effectively solved an unexpected problem in a previous job.
- How did you handle situation when mistake was made and what was the resolution?
- What did your supervisor suggest that you needed improvement in your last review? And what have you done about it?
- How do you keep up with what's going on in your company, your industry and your profession?
Team Work
No man is an island. You will need to work with people around you. What better way is there to gauge whether a candidate is a team worker or not than to ask how he/she deals with team work.
· Delegation
· Confidence
· Integrity
· Problem solving
· Leadership
· Motivation
· Interpersonal skills
- What things make a good team member?
- Do you work better by yourself or as part of a team?
- How do you maintain an effective working relationship with your coworkers?
- What actions can a supervisor take to establish teamwork in the organization?
- Describe a situation in which your work was criticized and how did you respond to the criticism.
- What would you do if one of your team members was affecting the performance of the team and would you work overtime to complete a team project?
- How do you handle disagreement with coworker?
Work History & Experience
Don’t get caught out by unknown skeletons in a candidate’s cupboard. Knowing his/her work history and experience can reveal the candidate’s habits, bad and good, and enable you to decide whether he/she has the ability to fit into your organisation.
· Knowledgeable
· Accomplishments
· Responsibilities
· Job performance
· Decision-making
- Why do you want to change jobs?
- How are you qualified for this job?
- What makes you more qualified than the other candidates?
- What type of decisions do you make in your current position?
- What were your greatest accomplishments on your last job?
- What is the most difficult assignment you have had?
- What are some things you particularly liked about your last job?
- What are the areas that you need improvement on?
- What steps have you taken to improve your job skills?
- Describe a challenging work issue you had to face, and how you dealt with it?
- What kind of people do you find it most difficult to work with? Why?
Reference Check
QuestionsReference checks enable supervisors to verify the truthfulness of the information provided on a Resume or during a job interview and to collect first-hand information about the past performance of candidates.
- How long and well have you known the candidate?
- How would you describe him/her as a person?
- Why did the individual leave your company?
- Why might the candidate be considering a career move now?
- How would you describe the candidate's overall performance?
- What are the candidate’s major strength and weakness?
- Does the candidate communicate well orally and in writing?
- Did the candidate get along well with management, subordinates and peers?
- What is your assessment for the candidate’s suitability for the position?
- If given the opportunity, would you rehire the candidate again? Why and why not?
- Are there any additional comments you can share with me?
By preparing a relevant list of interview questions based on the job requirements, you can find out more specific and relevant information about your candidates to help you make your selection decision.
A list of interview questions below to help you in your interview preparation.
Behavioural
This section helps you to assess a candidate’s behavioural traits by posing questions that test the candidate’s ability to interact with superiors, peers and subordinates. You should be looking at traits such as:
· Critical thinking
· Adaptability
· Willingness to learn
· Self-confidence
· Time management
· Professionalism
· Risk taking
· Courteous
- What has given you the greatest sense of achievement at work? Why?
- How will you handle a situation that requires you to do a number of things at the same time?
- Can you describe some examples of work which frustrate you?
- Would you clearly voice your opinion if you disagreed with the views of your boss or supervisor?
- How do you handle conflict?
- How would you describe your leadership style?
- What is the greatest risk that you've taken?
- Describe the biggest challenge you've had in your last job and how did you handle it.
- Give me an example of a time when you set a goal and were able to meet or achieve it.
- Give me an example of a time when you motivated others.
- Tell me about a difficult decision that you've made in the last year.
- Tell me about a time when you worked effectively under pressure.
- Tell me about a time when you had to go above and beyond the call of duty in getting a job done.
- Tell me about a team project when you had to take the lead or take charge of the project? What did you do?
- How did you do it? What was the result?
Career Goals
When you set out to employ a person, you would want to know whether the candidate’s goals are in sync with that of the company. These traits should be important:
· Dedication
· Ambition
· Involvement
· Loyalty
· Planning & Strategy
· Interest in self development
- What are the good and worst things you have heard about our company?
- What do you wish to gain from our company?
- Why do you think you would be good at this profession?
- What is your long-term employment or career objective?
- What career options do you have at the moment?
- What would you most like to accomplish if you had this job?
- If you could start your career again, what would you do differently?
- How would you describe the essence of success? How successful have you been so far?
- What kind of books & publications do you read?
Education
A candidate’s present level of education may or may not have a bearing on his/her employability or ability to perform in the assigned position. However, it is important to know how committed is the candidate in developing himself/herself further. You should also get an insight into how well-informed is the candidate on current affairs and development in his/her field of study.
· Capability
· Strengths
· Interest in self development
- Why did you choose your major?
- Describe your academic strengths and weaknesses.
- What classes did you like the most in school? Why?
- What activities did you engage in at school?
- What special aspects of your education or training have prepared you for this job?
- What have you read recently in your field?
- What have you done outside of formal education to improve yourself?
Skills & Abilities
There are various types of skills that you consider in a candidate. The popular ones are listed here, and your knowing how well the candidate possesses them will help you decide his/her fit in your organisation.
· Independence
· Creativity
· Organisational skills
· Decision making and problem solving skills
· Leadership and interpersonal skills
· Oral presentation & written communication skills
- What are your major strengths and weaknesses?
- In which area do you need to make the improvement in?
- What steps have you taken to improve your job skills?
- What is your biggest accomplishment?
- What skills and abilities do you possess that will help make you successful in today's job market?
- What can you contribute to our organisation?
- What steps can be taken to insure quality in any operation?
- What steps do you take when analysing complex problems?
- To perform your duties more efficiently and reduce interruptions, what steps should be taken when given a new assignment?
- Please tell me about your communication skills (or, problem solving skills, leadership style).
- Have you made any individual presentations recently?
- Describe a specific situation that illustrates how you set objectives to reach a goal.
- What approach do you take in getting your people to accept your ideas or department goals?
- How do you deal with difficult people?
- What does "customer service" mean to you?
- How can you keep your existing customers and win back the ones you've lost?
Management/Supervisory
Questions such as these will help you determine whether a candidate possesses the supervisory ability to lead his/her colleagues in achieving a given task. You will want to gauge whether the candidate has the ambition to advance to a higher position within the organisation too. These traits will come into play:
· Leadership
· Stability & maturity
· Decisiveness
· Planning & strategy
· Flexibility
· Work standards
· Confidence
- Would you consider yourself a born leader?
- Do you consider yourself to be thoughtful, analytical or do you usually make up your mind fast?
- What was the most significant change made in your company in the last six months which directly affected you?
- Would you rather write a report or give a verbal report? Why?
- What approach do you take in getting your people to accept your ideas or department goals?
- How can you involve staff in changing and implementing the revised policy and procedure?
- What steps can be taken to insure quality in any operation and to increase employee productivity?
- How can a supervisor establish effective communications with staff?
- What can a supervisor do to enhance an employee’s job and the employee’s motivation?
- Have you hired staff? What qualities did you look for?
- What factors or characteristics are most important to you when judging the performance of your subordinate?
- How can a supervisor establish effective communications with staff?
- What can a supervisor do to enhance an employee’s job and the employee’s motivation?
- What type of problem did you encounter with your staff and how did you handle it?
- How do you deal with an unhappy or frustrated employee?
- What are the guidelines to follow in constructively criticising an employee?
- What are the steps involved in disciplining an employee?
- Have you ever terminated or suspended an employee?
- What will you do if an employee is not performing the assigned tasks correctly?
- What will you do if an employee continues to make careless mistakes?
- What will you do if an employee consistently turns in incomplete assignments?
- What will you do if an employee is continually on the telephone for personal telephone calls?
- What will you do to insure that the service levels are not affected during holiday seasons?
Motivation
Motivation is a powerful force that accomplishes task. Has the candidate the hunger for the job? You will want a person who is motivated beyond his/her normal call. Traits such as these will be useful:
· Finding a fit between the individual and the job
· Initiative
· Tolerance for stress
· Achievement of personal satisfaction
· Ability to learn
· Range of interests
- What motivates you?
- What is your career goal?
- How do you motivate yourself to complete unpleasant assignments?
- What can a supervisor do to enhance an employee’s job and the employee’s motivation?
- Describe a time when you motivated an unmotivated person to do something you wanted them to do.
- Can you give some examples of job experience that you felt were satisfying?
- How do you keep up with what's going on in your company, your industry and your profession??
Salary & Benefits
Probing questions such as this will reveal how a candidate expects to be compensated for investing his/her time and future in your company.
· Expectations
- What kind of salary do you think you are worth?
- When comparing one company offer to another, what factors will be important to you besides salary?
- If you were offered this job, what factors will dictate whether you accept it or not?
- When would you expect your next promotion?
- What do you think it takes to be successful in an organisation like this?
- What challenges do you think you'll face in this job?
Self Assessment
Critical self assessment is difficult. Questions such as these will help you reveal more about the candidate and how the candidate works to solve problems within and without.
· Range of interests
· Motivation
· Decisiveness
· Team style
· Intelligence
· Stress tolerance
· Learning style
· Work standards
· Flexibility
- What do you like to do best and least?
- How would you describe yourself?
- Do you feel pressure in your job?
- How do you handle stress?
- What kind of things do you feel most confident in doing?
- What are your standards of success in your job? How successful have you been so far?
- What was the most significant change made in your company in the last six months which directly affected you?
- Give me an example of how you have effectively solved an unexpected problem in a previous job.
- How did you handle situation when mistake was made and what was the resolution?
- What did your supervisor suggest that you needed improvement in your last review? And what have you done about it?
- How do you keep up with what's going on in your company, your industry and your profession?
Team Work
No man is an island. You will need to work with people around you. What better way is there to gauge whether a candidate is a team worker or not than to ask how he/she deals with team work.
· Delegation
· Confidence
· Integrity
· Problem solving
· Leadership
· Motivation
· Interpersonal skills
- What things make a good team member?
- Do you work better by yourself or as part of a team?
- How do you maintain an effective working relationship with your coworkers?
- What actions can a supervisor take to establish teamwork in the organization?
- Describe a situation in which your work was criticized and how did you respond to the criticism.
- What would you do if one of your team members was affecting the performance of the team and would you work overtime to complete a team project?
- How do you handle disagreement with coworker?
Work History & Experience
Don’t get caught out by unknown skeletons in a candidate’s cupboard. Knowing his/her work history and experience can reveal the candidate’s habits, bad and good, and enable you to decide whether he/she has the ability to fit into your organisation.
· Knowledgeable
· Accomplishments
· Responsibilities
· Job performance
· Decision-making
- Why do you want to change jobs?
- How are you qualified for this job?
- What makes you more qualified than the other candidates?
- What type of decisions do you make in your current position?
- What were your greatest accomplishments on your last job?
- What is the most difficult assignment you have had?
- What are some things you particularly liked about your last job?
- What are the areas that you need improvement on?
- What steps have you taken to improve your job skills?
- Describe a challenging work issue you had to face, and how you dealt with it?
- What kind of people do you find it most difficult to work with? Why?
Reference Check
QuestionsReference checks enable supervisors to verify the truthfulness of the information provided on a Resume or during a job interview and to collect first-hand information about the past performance of candidates.
- How long and well have you known the candidate?
- How would you describe him/her as a person?
- Why did the individual leave your company?
- Why might the candidate be considering a career move now?
- How would you describe the candidate's overall performance?
- What are the candidate’s major strength and weakness?
- Does the candidate communicate well orally and in writing?
- Did the candidate get along well with management, subordinates and peers?
- What is your assessment for the candidate’s suitability for the position?
- If given the opportunity, would you rehire the candidate again? Why and why not?
- Are there any additional comments you can share with me?
Thursday, October 20, 2005
Here are 5 tips to help you hire a great employee:
1. When you review a resume, look for length of time on the job: a candidate with several short- term employers (less than a year) could mean a lack of commitment on their part. Of course, with all the recent lay-offs, it could just mean they got caught in the fallout.
It isn't necessarily a given that they were laid off because the company was cutting back. Star performers are not laid off if the company can avoid it. Be sure to check those references carefully, especially if the company is still in business. You don't want someone else's "deadwood".
2. Look for gaps in employment and ask for an explanation. Long periods out of work could signal a time out to update their education - or it may indicate some criminal background.
3. Watch the employment dates for "overlaps". This could be a simple error, but also might indicate that the candidate is not being truthful about previous employers. Ask the person to explain it, and be sure to call those employers and verify dates of employment with them.
4. Have a copy of the job description at hand when you review the resumes. The more skills that match your job description, the more likely you will be to have a great match. Focus on what they have done in the past that matches what you want them to do. If you need cold calls to develop new business, watch for that on their resume. Write a list of things you want them to do and then ask questions that will get those answers (or the lack thereof).
5. Sort your likely resumes into two "stacks" - one for those that look perfect to you, the other for those that look good. Call the perfect ones on the phone and ask them why they want to work for your company. Pay attention to your instincts - if you need a Receptionist, it is important that the person has a pleasant phone voice, that they are enthusiastic and articulate. If they don't make you feel good when you're speaking to them on the phone, they won't make a very good first impression on the customers who call your company.
While these tips aren't the whole picture in hiring a great employee,using them increases your chances that you will hire the perfect match for your company. With the present restrictions on information that a previous employer is allowed to give you, it is important to pay attention to all the details you get from the candidate. It will make the difference between having a GREAT employee working for you, or just having a GOOD one.
It isn't necessarily a given that they were laid off because the company was cutting back. Star performers are not laid off if the company can avoid it. Be sure to check those references carefully, especially if the company is still in business. You don't want someone else's "deadwood".
2. Look for gaps in employment and ask for an explanation. Long periods out of work could signal a time out to update their education - or it may indicate some criminal background.
3. Watch the employment dates for "overlaps". This could be a simple error, but also might indicate that the candidate is not being truthful about previous employers. Ask the person to explain it, and be sure to call those employers and verify dates of employment with them.
4. Have a copy of the job description at hand when you review the resumes. The more skills that match your job description, the more likely you will be to have a great match. Focus on what they have done in the past that matches what you want them to do. If you need cold calls to develop new business, watch for that on their resume. Write a list of things you want them to do and then ask questions that will get those answers (or the lack thereof).
5. Sort your likely resumes into two "stacks" - one for those that look perfect to you, the other for those that look good. Call the perfect ones on the phone and ask them why they want to work for your company. Pay attention to your instincts - if you need a Receptionist, it is important that the person has a pleasant phone voice, that they are enthusiastic and articulate. If they don't make you feel good when you're speaking to them on the phone, they won't make a very good first impression on the customers who call your company.
While these tips aren't the whole picture in hiring a great employee,using them increases your chances that you will hire the perfect match for your company. With the present restrictions on information that a previous employer is allowed to give you, it is important to pay attention to all the details you get from the candidate. It will make the difference between having a GREAT employee working for you, or just having a GOOD one.
Things That Set Great Recruiters Apart From the Average
Anyone can call themselves a recruiter. There are no university degrees in recruiting, no laws that require you to pass a test or be certified like those required to become an accountant or lawyer. All it takes is a job title and a business card.
To compound the problem, most people who enter recruiting do so in order to use the job as a stepping stone to some other future HR job. Some even view recruiting as a "necessary evil" they must endure in order to be promoted to the real job they want as an HR generalists or OD consultant. Unfortunately, because many recruiters merely view their current job as a temporary assignment, they don't strive to become experts in recruiting.
Recruiting Managers Are Part of the Problem
Recruiting managers often compound the problem by hiring "junior," inexperienced people as recruiters and then putting them into recruiting positions with little or no classroom training. In fact, it's quite common to hire a rookie and tell them just to shadow another recruiter in order to learn the tricks of the trade. All this means is that they may take on many of the bad habits of mediocre recruiters, thus eliminating any chance of eventually becoming a great recruiter themselves.
For those who are currently recruiters or who have recently entered the field and wish to make it a career, it is important to identify what differentiates a great recruiter from an average one. Great performers excel in each of eight following areas. In this piece I will discuss those broad areas and reveal the 31 specific things that it takes to become a truly great recruiter.
Great Recruiters Make Fact-Based, Data-Driven Decisions
Most business functions have shifted from experience-based to fact-based or data-driven decision-making. Supply chain management, customer relationship management, and the production functions, for example, have all shifted to fact-based decision-making.
The same needs to be true in recruiting. The very best recruiters don't rely on hunches or opinions but instead base their decisions on facts and data. Data is not only helpful in making more accurate sourcing and recruiting decisions but it also assists in making the business case for recruiting.
They track source quality and shift resources to ensure that the most effective sources are used the most frequently.
They actively track quality of hire (where quality of the hire means the on-the-job performance of the new hire). They stop looking at the cost of hire and instead measure any potential business gains (economic impact) that result from hiring a higher percentage of top performers.
To compound the problem, most people who enter recruiting do so in order to use the job as a stepping stone to some other future HR job. Some even view recruiting as a "necessary evil" they must endure in order to be promoted to the real job they want as an HR generalists or OD consultant. Unfortunately, because many recruiters merely view their current job as a temporary assignment, they don't strive to become experts in recruiting.
Recruiting Managers Are Part of the Problem
Recruiting managers often compound the problem by hiring "junior," inexperienced people as recruiters and then putting them into recruiting positions with little or no classroom training. In fact, it's quite common to hire a rookie and tell them just to shadow another recruiter in order to learn the tricks of the trade. All this means is that they may take on many of the bad habits of mediocre recruiters, thus eliminating any chance of eventually becoming a great recruiter themselves.
For those who are currently recruiters or who have recently entered the field and wish to make it a career, it is important to identify what differentiates a great recruiter from an average one. Great performers excel in each of eight following areas. In this piece I will discuss those broad areas and reveal the 31 specific things that it takes to become a truly great recruiter.
Great Recruiters Make Fact-Based, Data-Driven Decisions
Most business functions have shifted from experience-based to fact-based or data-driven decision-making. Supply chain management, customer relationship management, and the production functions, for example, have all shifted to fact-based decision-making.
The same needs to be true in recruiting. The very best recruiters don't rely on hunches or opinions but instead base their decisions on facts and data. Data is not only helpful in making more accurate sourcing and recruiting decisions but it also assists in making the business case for recruiting.
Some of the ways the great recruiters use data include:
They track source quality and shift resources to ensure that the most effective sources are used the most frequently.
They actively track quality of hire (where quality of the hire means the on-the-job performance of the new hire). They stop looking at the cost of hire and instead measure any potential business gains (economic impact) that result from hiring a higher percentage of top performers.
Great Recruiters Utilize Market Research
A great recruiter uses the latest market research tools in order to identify what it takes to interest and sell a candidate. This market research might come in the form of interviews, surveys, or focus groups. It's important for top recruiters to realize that, since the demands of candidates often change rapidly, market research must be a continuous process.
The very best recruiters identify the candidate\'s job acceptance criteria at the very start of the recruiting process.
Top recruiters do a survey of all hires and ask them why they accepted the job and what the factors were that "almost" caused them to say no (i.e. what worked and what didn\'t).
Great recruiters do a survey of all rejected offers and find out what the deciding factors were for these candidates. \n\n\nGreat recruiters do internal customer satisfaction surveys to see what managers, applicants, and recent hires want more of and less of..
Because we live in a fast-changing world, it is no longer sufficient to react to events. Most recruiting related crises are a result of failing to anticipate! Great recruiters learn from the past, gather data on trends, and accurately anticipate upcoming recruiting possibilities. They accurately forecast upcoming labor shortages and surpluses. They also tell managers when hiring should be curtailed and when it should be accelerated.
Great Recruiters Get Managers More Involved
Traditionally, most recruiting has been done by recruiters. However, in a rapidly changing world, it is increasingly more difficult for any recruiter to keep abreast of the skills required for most jobs. In addition, new technologies allow managers to have laptop access to most recruiting tools. Because they are closer to the job they frequently can do a better in convincing a candidate to say yes.
Great recruiters build a strong business case and sell hiring managers on the impact that recruiting has on the bottom line. By convincing managers to spend more time and resources on recruiting, a recruiter dramatically increases the chances of getting a successful hire.
Smart recruiters prioritize their key jobs and key managers. The best recruiters realize that all jobs do not have an equal impact on the business. As a result, they prioritize their activities around those with the highest business return on investment. The best also prioritize managers and respond rapidly to the high priority ones. They regularly survey these high priority managers to see what they want more of or less of.
Great recruiters shift the responsibility for most recruiting to managers and employees, because they are the ones who suffer if a bad hire is made. \nGreat Recruiters Complete a Competitive Analysis
Recruiting can\'t be done in isolation. Once a recruiter develops a best practice tool, it is almost certain to be copied by a talent competitor. The very best recruiters track what the competition is doing, forecast what they will do next, and anticipate the possibility a competitor will copy any new recruiting practices they may develop.
Some of the things that great recruiters do in the area of comparative analysis include:
They provide managers with better information about the actual offers made by talent competitors and how their organization\'s offers are superior or inferior to the offers made by others.
Great recruiters do side-by-side competitive analysis between major talent competitors and their own organization. They identify areas of weakness and they develop a continuous improvement plan to ensure that they continually maintain a competitive advantage in everything they do.
Smart recruiters prioritize their key jobs and key managers.
The best recruiters realize that all jobs do not have an equal impact on the business. As a result, they prioritize their activities around those with the highest business return on investment. The best also prioritize managers and respond rapidly to the high priority ones. They regularly survey these high priority managers to see what they want more of or less of. Great recruiters shift the responsibility for most recruiting to managers and employees, because they are the ones who suffer if a bad hire is made.
Great recruiters shift the responsibility for most recruiting to managers and employees, because they are the ones who suffer if a bad hire is made.
Great Recruiters Complete a Competitive Analysis
Recruiting can't be done in isolation. Once a recruiter develops a best practice tool, it is almost certain to be copied by a talent competitor. The very best recruiters track what the competition is doing, forecast what they will do next, and anticipate the possibility a competitor will copy any new recruiting practices they may develop.
Some of the things that great recruiters do in the area of comparative analysis include:
They provide managers with better information about the actual offers made by talent competitors and how their organization's offers are superior or inferior to the offers made by others.
Great recruiters do side-by-side competitive analysis between major talent competitors and their own organization. They identify areas of weakness and they develop a continuous improvement plan to ensure that they continually maintain a competitive advantage in everything they do.
Great Recruiters Use Leading-Edge Sourcing Tactics
You have to find a candidate before you can sell them on the job. Of course, great recruiters do both — but they must start with great sourcing tools and strategies. The very best do the following:
They start with the premise that the hardest people to attract (currently employed people) are, in fact, the most desirable candidates. Great recruiters focus almost exclusively on employed top performers. The very best also realize that top performers are hardly ever unemployed and that it takes an impressive sales pitch before they will even consider leaving their current job for any new job. Great recruiters view their role as primarily a sales job, where they develop effective sales pitches that convince top candidates first to apply and then to accept their job offer.
Great recruiters seek out the best candidates on a global basis. They realize that the best candidates might live in another region or country. They also realize that the tools, strategies, and approaches that work in the \nU.S. are unlikely to be equally as effective in other countries.
Great recruiters develop processes and metrics in order to isolate which sources produce the top candidates and which sources are costly and ineffective.
Great recruiters identify the best sources for diversity candidates. In addition, they also help make the business case for having a diverse workforce.
Great recruiters create "feeder channels" for future hires by identifying which firms can become their "farm teams" (i.e. firms that are lower in prestige but that still attract, train, and develop employees whom they should target).
Great Recruiters Use Leading-Edge Sourcing Tactics
You have to find a candidate before you can sell them on the job. Of course, great recruiters do both — but they must start with great sourcing tools and strategies.
The very best do the following:
They start with the premise that the hardest people to attract (currently employed people) are, in fact, the most desirable candidates. Great recruiters focus almost exclusively on employed top performers. The very best also realize that top performers are hardly ever unemployed and that it takes an impressive sales pitch before they will even consider leaving their current job for any new job. Great recruiters view their role as primarily a sales job, where they develop effective sales pitches that convince top candidates first to apply and then to accept their job offer.
Great recruiters seek out the best candidates on a global basis. They realize that the best candidates might live in another region or country. They also realize that the tools, strategies, and approaches that work in the U.S. are unlikely to be equally as effective in other countries.
Great recruiters develop processes and metrics in order to isolate which sources produce the top candidates and which sources are costly and ineffective.
Great recruiters identify the best sources for diversity candidates. In addition, they also help make the business case for having a diverse workforce.
Great recruiters create "feeder channels" for future hires by identifying which firms can become their "farm teams" (i.e. firms that are lower in prestige but that still attract, train, and develop employees whom they should target).
They develop "personal courting" and relationship-building programs with pre-identified prospects. By pre-identifying and pre-qualifying talent, great recruiters not only decrease their response time when a position does open, but they also increase the time to have available in order to sell the candidate on the company.
They help build their employment brand by speaking (and encouraging others to speak) at conferences and industry events. Great recruiters also coordinate their recruiting efforts with the company\'s PR events in order to increase applicant flow as a result of good press coverage.
Great recruiters build continuous candidate referral networks. By building a network of contacts both inside and outside the company that continually supply them with the names of top talent, recruiters can develop a "talent pools."
Great Recruiters Learn Quickly
Great recruiters realize that they work in a rapidly changing profession. The knowledge required to do their job and the tools that actually work can go out of date within a matter of months. If you are to excel in recruiting, you need to learn rapidly from the successes and failures of others. This means using the web to access information fast. Join recruiting-related list servers and chat rooms to learn and get answers rapidly. Subscribe to electronic recruiting and business newsletters in order to read about business and recruiting trends. The best develop a small, personal, learning network of business and HR professionals so they can test ideas and share "what works" solutions rapidly.
They develop "personal courting" and relationship-building programs with pre-identified prospects. By pre-identifying and pre-qualifying talent, great recruiters not only decrease their response time when a position does open, but they also increase the time to have available in order to sell the candidate on the company.
They help build their employment brand by speaking (and encouraging others to speak) at conferences and industry events. Great recruiters also coordinate their recruiting efforts with the company's PR events in order to increase applicant flow as a result of good press coverage.
Great recruiters build continuous candidate referral networks. By building a network of contacts both inside and outside the company that continually supply them with the names of top talent, recruiters can develop a "talent pools."
Great Recruiters Learn Quickly
Great recruiters realize that they work in a rapidly changing profession. The knowledge required to do their job and the tools that actually work can go out of date within a matter of months. If you are to excel in recruiting, you need to learn rapidly from the successes and failures of others. This means using the web to access information fast. Join recruiting-related list servers and chat rooms to learn and get answers rapidly. Subscribe to electronic recruiting and business newsletters in order to read about business and recruiting trends. The best develop a small, personal, learning network of business and HR professionals so they can test ideas and share "what works" solutions rapidly.
\nThe very best constantly experiment and try new things. If you are to continually improve, its essential that you experiment with new sources and tools. Great recruiters take calculated risks by trying new variations and then rapidly gathering data in order to identify what works.
Great Recruiters Make Use of Technology \nThe extensive use of technology in recruiting allows us to speed up our hiring and to do it on a global basis. Top recruiters utilize the web and the latest recruiting software to find, assess, and sell candidates in ways that were not possible before the recent advances in recruiting technology. The very best recruiters do as much as 75% of their sourcing through the Internet.
Some of the things the best do include: \n\n\nGreat recruiters frequently visit Internet chat rooms and list servers in order to identify top talent and to develop relationships with any prospects they have identified.
The very best recruiters use the Internet to build long-term relationships with potential candidates long before they are needed. They push jobs to them and use electronic newsletters to educate candidates about the great aspects of their firm and the jobs it has to offer.
In a world where the speed of change increases literally every day, individuals must learn to do everything faster while maintaining the same level of quality. This invariably means the use of technology in everything you do. Great recruiters become experts in using technology to identify candidates and to effectively sort and track resumes.
Traditionally, all hiring was done on a face-to-face basis. Candidates came to the office and interviewed in front of the owner or manager. Great recruiters utilize technology to assess and sell candidates remotely, without the expense (in time and money) of having to bring them into the office.
The very best constantly experiment and try new things. If you are to continually improve, its essential that you experiment with new sources and tools. Great recruiters take calculated risks by trying new variations and then rapidly gathering data in order to identify what works.
Great Recruiters Make Use of Technology
The extensive use of technology in recruiting allows us to speed up our hiring and to do it on a global basis. Top recruiters utilize the web and the latest recruiting software to find, assess, and sell candidates in ways that were not possible before the recent advances in recruiting technology. The very best recruiters do as much as 75% of their sourcing through the Internet.
Some of the things the best do include:
Great recruiters frequently visit Internet chat rooms and list servers in order to identify top talent and to develop relationships with any prospects they have identified.
The very best recruiters use the Internet to build long-term relationships with potential candidates long before they are needed. They push jobs to them and use electronic newsletters to educate candidates about the great aspects of their firm and the jobs it has to offer.
In a world where the speed of change increases literally every day, individuals must learn to do everything faster while maintaining the same level of quality. This invariably means the use of technology in everything you do. Great recruiters become experts in using technology to identify candidates and to effectively sort and track resumes.
Traditionally, all hiring was done on a face-to-face basis. Candidates came to the office and interviewed in front of the owner or manager. Great recruiters utilize technology to assess and sell candidates remotely, without the expense (in time and money) of having to bring them into the office.
\nOther Practices of Great Recruiters
Great recruiters consider retention as part of their job. Instead of dropping all contact after a candidate is hired, the best keep in touch because they realize that their insight into why the candidate accepted a job can be used to keep the new hire satisfied once they\'re in it.
Not all recruiting programs are equally effective, so great recruiters determine which activities, programs, and sources they should spend their limited time and resources on. They prioritize their recruiting programs based on their success rate and ROI. They focus their budgets, time, talent, and money on the highest priority areas, and delegate, drop or outsource the lowest.
Great recruiters are also great business people. They realize that recruiting, if it is to be effective, must vary with the economy. Top recruiters monitor the company\'s sales projections and the unemployment rate in order to develop a workforce plan and a recruiting strategy that best fits the current and forthcoming economic conditions.
Conclusion \nIn my work with over 100 recruiting functions, I have unfortunately found that there are relatively few great recruiters in our profession. Most recruiters focus on the administrative and assessment aspects of recruiting, while the top ones focus on sourcing passive candidates and then selling them on the company and the job. The very best are also data driven and make fact-based decisions.
If you are currently a recruiter who is striving to be among the best in your field, it is essential that you "unlearn" and "relearn" recruiting. Emulating the above 31 ways top recruiters differ from the norm will guarantee you a spot at the top of your profession. And what better time to start than now!\n",1]
Other Practices of Great Recruiters
Great recruiters consider retention as part of their job. Instead of dropping all contact after a candidate is hired, the best keep in touch because they realize that their insight into why the candidate accepted a job can be used to keep the new hire satisfied once they're in it.
Not all recruiting programs are equally effective, so great recruiters determine which activities, programs, and sources they should spend their limited time and resources on. They prioritize their recruiting programs based on their success rate and ROI. They focus their budgets, time, talent, and money on the highest priority areas, and delegate, drop or outsource the lowest.
Great recruiters are also great business people. They realize that recruiting, if it is to be effective, must vary with the economy. Top recruiters monitor the company's sales projections and the unemployment rate in order to develop a workforce plan and a recruiting strategy that best fits the current and forthcoming economic conditions.
Effective manager
1. CreativityCreativity is what separates competence from excellence. Creativity is the spark that propels projects forward and that captures peoples' attention. Creativity is the ingredient that pulls the different pieces together into a cohesive whole, adding zest and appeal in the process.
2. StructureThe context and structure we work within always have a set of parameters, limitations and guidelines. A stellar manager knows how to work within the structure and not let the structure impinge upon the process or the project. Know the structure intimately, so as to guide others to effectively work within the given parameters. Do this to expand beyond the boundaries.
3. Intuition Intuition is the capacity of knowing without the use of rational processes; it's the cornerstone of emotional intelligence. People with keen insight are often able to sense what others are feeling and thinking; consequently, they're able to respond perfectly to another through their *deeper understanding. * The stronger one's intuition, the stronger manager one will be.
4. Knowledge A thorough knowledge base is essential. The knowledge base must be so ingrained and integrated into their being that they become *transparent, * focusing on the employee and what s/he needs to learn, versus focusing on the knowledge base. The excellent manager lives from a knowledge base, without having to draw attention to it.
5. Commitment A manager is committed to the success of the project and of all team members. S/he holds the vision for the collective team and moves the team closer to the end result. It's the manager's commitment that pulls the team forward during trying times.
6. Being Human Employees value leaders who are human and who don't hide behind their authority. The best leaders are those who aren't afraid to be themselves. Managers who respect and connect with others on a human level inspire great loyalty.
7. Versatility Flexibility and versatility are valuable qualities in a manager. Beneath the flexibility and versatility is an ability to be both non-reactive and not attached to how things have to be. Versatility implies an openness this openness allows the leader to quickly *change on a dime* when necessary. Flexibility and versatility are the pathways to speedy responsiveness.
8. Lightness A stellar manager doesn't just produce outstanding results; s/he has fun in the process! Lightness doesn't impede results but rather, helps to move the team forward. Lightness complements the seriousness of the task at hand as well as the resolve of the team, therefore contributing to strong team results and retention.
9. Discipline/Focus Discipline is the ability to choose and live from what one pays attention to. Discipline as self-mastery can be exhilarating! Role model the ability to live from your intention consistently and you'll role model an important leadership quality.
10. Big Picture, Small Actions Excellent managers see the big picture concurrent with managing the details. Small actions lead to the big picture; the excellent manager is skillful at doing both: think big while also paying attention to the details.
2. StructureThe context and structure we work within always have a set of parameters, limitations and guidelines. A stellar manager knows how to work within the structure and not let the structure impinge upon the process or the project. Know the structure intimately, so as to guide others to effectively work within the given parameters. Do this to expand beyond the boundaries.
3. Intuition Intuition is the capacity of knowing without the use of rational processes; it's the cornerstone of emotional intelligence. People with keen insight are often able to sense what others are feeling and thinking; consequently, they're able to respond perfectly to another through their *deeper understanding. * The stronger one's intuition, the stronger manager one will be.
4. Knowledge A thorough knowledge base is essential. The knowledge base must be so ingrained and integrated into their being that they become *transparent, * focusing on the employee and what s/he needs to learn, versus focusing on the knowledge base. The excellent manager lives from a knowledge base, without having to draw attention to it.
5. Commitment A manager is committed to the success of the project and of all team members. S/he holds the vision for the collective team and moves the team closer to the end result. It's the manager's commitment that pulls the team forward during trying times.
6. Being Human Employees value leaders who are human and who don't hide behind their authority. The best leaders are those who aren't afraid to be themselves. Managers who respect and connect with others on a human level inspire great loyalty.
7. Versatility Flexibility and versatility are valuable qualities in a manager. Beneath the flexibility and versatility is an ability to be both non-reactive and not attached to how things have to be. Versatility implies an openness this openness allows the leader to quickly *change on a dime* when necessary. Flexibility and versatility are the pathways to speedy responsiveness.
8. Lightness A stellar manager doesn't just produce outstanding results; s/he has fun in the process! Lightness doesn't impede results but rather, helps to move the team forward. Lightness complements the seriousness of the task at hand as well as the resolve of the team, therefore contributing to strong team results and retention.
9. Discipline/Focus Discipline is the ability to choose and live from what one pays attention to. Discipline as self-mastery can be exhilarating! Role model the ability to live from your intention consistently and you'll role model an important leadership quality.
10. Big Picture, Small Actions Excellent managers see the big picture concurrent with managing the details. Small actions lead to the big picture; the excellent manager is skillful at doing both: think big while also paying attention to the details.
Tuesday, October 11, 2005
Cost of recruitment
My favorite formula for cost of attrition is: Cost of recruitment+Cost of knowledge lost bcs ofattrition.
Cost of recruitment: Cost of recruitment instrument(s)/proportional cost ofrecruitment instrument(S). (Proportional) cost of recruiter time, measured byrecruiter salary.
(Proportional) cost of management time, computed bytime spent on selection process * gross salaryapplicable for the time.
(Proportional)Cost of common induction. - company costand recruit's salary cost. Cost of role specific induction. - salary cost of newemployee+salary cost of trainer+ company resourcecosts, if any.
Cost of on the job trng before the employee becomesfully productive. On an average, about 1 month shouldbe enough. i.e., one month's salary.
If the position is a replacement position, this costof recruitment becomes an input into the cost ofattrition, which then becomes: Cost of recruitment+Cost of Knowledge lost +Cost of any unrealised trngs given to the employee. Cost of knowledge lost can be directly computed on thebasis of employee's tenure in the current role.I also like to add a premium for long stayingemployees, bcs they have carried out with them a longstanding knowledge of the company's culture. Of course, all these costs only apply to involuntaryattritions.
People who are asked to leave will get alower figure on the knolwedge lost factor. At the end of this, the figures do appear to be verysubjective, don't they? :-) Puting a number on these figures does bring somestunning results.. but its also equally important toremember that not all the knowledge is in numbers.
Cost of recruitment: Cost of recruitment instrument(s)/proportional cost ofrecruitment instrument(S). (Proportional) cost of recruiter time, measured byrecruiter salary.
(Proportional) cost of management time, computed bytime spent on selection process * gross salaryapplicable for the time.
(Proportional)Cost of common induction. - company costand recruit's salary cost. Cost of role specific induction. - salary cost of newemployee+salary cost of trainer+ company resourcecosts, if any.
Cost of on the job trng before the employee becomesfully productive. On an average, about 1 month shouldbe enough. i.e., one month's salary.
If the position is a replacement position, this costof recruitment becomes an input into the cost ofattrition, which then becomes: Cost of recruitment+Cost of Knowledge lost +Cost of any unrealised trngs given to the employee. Cost of knowledge lost can be directly computed on thebasis of employee's tenure in the current role.I also like to add a premium for long stayingemployees, bcs they have carried out with them a longstanding knowledge of the company's culture. Of course, all these costs only apply to involuntaryattritions.
People who are asked to leave will get alower figure on the knolwedge lost factor. At the end of this, the figures do appear to be verysubjective, don't they? :-) Puting a number on these figures does bring somestunning results.. but its also equally important toremember that not all the knowledge is in numbers.
Career Mapping
Career Mapping: Don't Get Lost Along the Way
Just as companies who use a business plan as a "road map" find the path easier to negotiate, people who use a "career map" have a much better chance of reaching their destination.
Think about it. If you're in Winnemucca and you want to get to Wichita, a map is a handy thing to have. Without it you might eventually end up Wichita. Might. Eventually. But it could take much longer than it needs to and it most likely will be a forgettable trip. Sound familiar?
Making a career map can be beneficial at any stage of the game for many of us.
If you're just entering/re-entering the workplace, or perhaps been in the fray for decades, career mapping can prove to be an invaluable tool. Particularly if you are thinking of switching fields.More importantly, the "C-Map" is necessary to help you better navigate the rapidly changing workplace rules.
Changes like continuing record layoffs, mergers and acquisitions, the advent of technology and it's impact on many of our jobs
.When I talk about developing a career map, I'm referring to an actual document. Typically, it's a one or two page piece, a summary of your career strategy going forward. It's a road map. A guide. It doesn't mean youabsolutely have to go by that route. If you get to someplace in your travels and the road's under construction, you may have to take a detour. Your company has been sold? Your department has been outsourced? Your position is being eliminated? Not to worry (too much). You have a plan. A strategy.The career mapping plan I've developed, which has worked wonders for the many clients I have worked with, is made up of nine specific steps as follows:An Overview: This first step consists of a ten thousand-bart view of what you want to accomplish in the future. One year, five years -- whatever makes sense for you. There are times when the map will need to be changed suddenly. Perhaps your significant other finds a great job in another city,or you realize that the new boss and you don't jive.
Identifying Your Market: The next step is to identify who your market is. It's the same step a business goes through. Decide which industries or companies are most likely to continue to grow and need you.
The Marketing Plan: If you are working long hours, not making the money you want, and are quite unhappy, it may be a matter of focus. Decide which aspect of your profession is the most appealing for you and develop a plan to market your knowledge, skills and experience to get the position you want.
Identifying Your Strengths and Weaknesses: The idea is to maximize your strengths and minimize your weaknesses. But first you have to know what they are. Ask the people in your life you most respect to help you with this one. Put them down on paper. It may give you a new understanding of you.The Positioning Statement: In order to be good at what we do, we have to know what business we are in. The positioning statement is no more than one paragraph long. It spells out here's who I am, and here's how I'm going to position myself going forward, and here are my capabilities, and here's howI fit into my industry or company.
The Action Plan: Now that you know what you want to do for the next year or two, you need to identify the tactics you use to carry it out. You might include research, talking to experts in your industry, and mirroring people who are already successful doing what you plan to do.
The Financial Plan: The key here is to understand that a change in career direction may have an impact of your finances. I recommend you determine up-front what could happen, good or not so good, and have a plan to deal with it.
The Review: How often should you stop along your journey? Take a look at where you are on your map: check weather patterns and road conditions. If you are new to "mapping," I suggest you do it once a week. Once you are more comfortable with the process, once a month is probably often enough. The key is to set a pattern for regularly looking at your progress.
Today's job market is changing so rapidly that the people who hope to do well are those who have an idea about where they are going and how they are going to get there. I see too many of us making career decisions without a real strategy behind them. It's a little like Ready! ... Fire! ... Aim!Occasionally you'll get lucky and hit the target. Most often you won't.
Just as companies who use a business plan as a "road map" find the path easier to negotiate, people who use a "career map" have a much better chance of reaching their destination.
Think about it. If you're in Winnemucca and you want to get to Wichita, a map is a handy thing to have. Without it you might eventually end up Wichita. Might. Eventually. But it could take much longer than it needs to and it most likely will be a forgettable trip. Sound familiar?
Making a career map can be beneficial at any stage of the game for many of us.
If you're just entering/re-entering the workplace, or perhaps been in the fray for decades, career mapping can prove to be an invaluable tool. Particularly if you are thinking of switching fields.More importantly, the "C-Map" is necessary to help you better navigate the rapidly changing workplace rules.
Changes like continuing record layoffs, mergers and acquisitions, the advent of technology and it's impact on many of our jobs
.When I talk about developing a career map, I'm referring to an actual document. Typically, it's a one or two page piece, a summary of your career strategy going forward. It's a road map. A guide. It doesn't mean youabsolutely have to go by that route. If you get to someplace in your travels and the road's under construction, you may have to take a detour. Your company has been sold? Your department has been outsourced? Your position is being eliminated? Not to worry (too much). You have a plan. A strategy.The career mapping plan I've developed, which has worked wonders for the many clients I have worked with, is made up of nine specific steps as follows:An Overview: This first step consists of a ten thousand-bart view of what you want to accomplish in the future. One year, five years -- whatever makes sense for you. There are times when the map will need to be changed suddenly. Perhaps your significant other finds a great job in another city,or you realize that the new boss and you don't jive.
Identifying Your Market: The next step is to identify who your market is. It's the same step a business goes through. Decide which industries or companies are most likely to continue to grow and need you.
The Marketing Plan: If you are working long hours, not making the money you want, and are quite unhappy, it may be a matter of focus. Decide which aspect of your profession is the most appealing for you and develop a plan to market your knowledge, skills and experience to get the position you want.
Identifying Your Strengths and Weaknesses: The idea is to maximize your strengths and minimize your weaknesses. But first you have to know what they are. Ask the people in your life you most respect to help you with this one. Put them down on paper. It may give you a new understanding of you.The Positioning Statement: In order to be good at what we do, we have to know what business we are in. The positioning statement is no more than one paragraph long. It spells out here's who I am, and here's how I'm going to position myself going forward, and here are my capabilities, and here's howI fit into my industry or company.
The Action Plan: Now that you know what you want to do for the next year or two, you need to identify the tactics you use to carry it out. You might include research, talking to experts in your industry, and mirroring people who are already successful doing what you plan to do.
The Financial Plan: The key here is to understand that a change in career direction may have an impact of your finances. I recommend you determine up-front what could happen, good or not so good, and have a plan to deal with it.
The Review: How often should you stop along your journey? Take a look at where you are on your map: check weather patterns and road conditions. If you are new to "mapping," I suggest you do it once a week. Once you are more comfortable with the process, once a month is probably often enough. The key is to set a pattern for regularly looking at your progress.
Today's job market is changing so rapidly that the people who hope to do well are those who have an idea about where they are going and how they are going to get there. I see too many of us making career decisions without a real strategy behind them. It's a little like Ready! ... Fire! ... Aim!Occasionally you'll get lucky and hit the target. Most often you won't.
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