Below are links to upcoming free webinars provided by some of the industries leaders.
10-May-1012:00 CST Improve Selection with Candidate Feedback
http://www.hci.org/cfe/communities/866/908
11-May-10 2:00CST The Business Impact of Selecting and Retaining Top Talent
http://www.hr.com/SITEFORUM?t=/contentManager/onStory&e=UTF-8&i=1116423256281&l=0&ParentID=1119974640057&StoryID=1269977205292&active=no2
12-May-10 12:00 CST Recruiting Through Social Media: How To Find Top Candidates
https://ere.webex.com/mw0306l/mywebex/default.do?siteurl=ere
13-May-10 1:00 CST Turning Analytics into Action
http://www.hci.org/cfe/track/human-capital-analytics
13-May-10 1:00 CST Human Capital Analytics Measure the Immeasurable
http://www.hci.org/registration/567622
13-May-10 12:00 CST Green to Gray: Attracting & Selecting Talent Across Generations
http://www.hr.com/SITEFORUM?t=/contentManager/onStory&e=UTF-8&i=1116423256281&l=0&ParentID=1119974640057&StoryID=1271867728256&active=no2
13-May-10 12:00 CST One Region's Efforts to Build Workforce Pipeline
http://www.hci.org/cfe/track/kix
14-May-10 11:00 CST Referral Programs 2.0: How Social Networking Maximizes Referrals
http://www.hci.org/cfe/communities/865/874
19-May-10 1:00 CST Talent Acquisition Systems in 2010: The Game Has Changed, Have You?
https://ere.webex.com/mw0306l/mywebex/default.do?siteurl=ere
25-May-10 12:00 CST A Permanent Solution to Managing Temporary Staffing
http://www.hci.org/cfe/track/human-capital-analytics
26-May-10 12:00 CST Mobile & Recruitment: Are We There Yet?
https://ere.webex.com/mw0306l/mywebex/default.do?siteurl=ere
3-Jun-10 11:00 CST Determining Employee Return on Investment
http://www.hci.org/lib/determining-employee-return-investment
8-Jun-10 12:00 CST Does Cold-Calling Work for Hiring Top Talent?
http://www.hci.org/registration/562067
9-Jun-10 12:00 CST Social Recruiting Step By Step
http://www.hci.org/screening/566069/register
10-Jun-10 12:00 CST Two Talent Streams, One Great Hiring Plan
http://www.hci.org/registration/566008
16-Jun-10 12:00 CST Making Your Employee Referral Program Work Smarter
https://ere.webex.com/mw0306l/mywebex/default.do?siteurl=ere
Friday, May 7, 2010
Monday, May 3, 2010
Increasing Candidate Shelf Life
By Doug Beabout, CPC
The most neglected resource in the personnel services industry is our database of candidates. The database is also commonly considered the most valuable, material asset we possess. Most owners and practitioners would admit that they could do a much better job of keeping their candidate records current. Those same industry professionals believe that 70% of the candidates in their records are current. The reality is most databases are only 20-39% current at best.
Many of us have extensive candidate databases containing thousands of records. The daunting task of calling them all and maintaining current information on the majority of them is often cause for doing nothing. The incidental search through the database to seek a “fit’ for a current search most often results in a lost candidate. He or she has moved on and left no forwarding address with us least of all, a current telephone number. Occasionally we get lucky. We find someone at a previous employer who can lead us to our “lost sheep’. Usually it is a dead end resulting in a deleted candidate.
We also lose many other valuable benefits of continuing and current communication with candidates. First, we are not gaining the referrals they can provide. Second, those that are in a hiring capacity are probably working with your competitor who stayed in touch. Thirdly, our presence in our niche shrinks everyday as our candidates fade away from benign neglect.
The vast majority of our candidates, (estimated by some to be 90% or more), have Email addresses. Many have more than one Email address. This recruiter has about seven. Most of us know that contacting old friends and acquaintances by the occasional Email message is a commonplace practice today.
A simple and inexpensive process will keep our records current and reap all the rewards they can provide. This process requires existing basic resources- such as:
A reasonably updated desktop or portable computer system
Internet access (cable modem or DSL based access preferred)
Email management software (Several exist such as Outlook, Outlook Express, etc.)
Administrative assistance
The process requires the recruiter to obtain the email address of every candidate. Most current recruiter specific, desktop management programs and database programs accommodate email addresses or are modified easily to record them. Once each address is entered into the email management program in the address book the process of sending emails is as simple as sending the group you select.
I recommend that you send them in groups of like disciplines and similar income ranges. Try to send out groups of one hundred at a time. These transmissions of emails can be sent automatically after business hours to minimize cost and the monopolization of fax/modem lines. Your ISP may also prefer bulk emailing to occur during non-primetime hours in consideration of bandwidth usage.
These email messages should contain a simple message stating your desire to stay in close contact and keep the candidate aware of the best opportunities for which they may have an interest in pursuing. Candidates love recruiters who really do stay in touch (Most say so, and then disappear until they need that candidate again. This process molds the candidate perception of our efforts as a positive one. They will appreciate our efforts to keep them in “THE LOOP”.
Limiting our efforts to sending a message that says, in so many words, “I want to know how to reach you.” can backfire when interpreted by a candidate as a self-serving ploy by a recruiter. We can include several things in the Email messages that give the right impression and add value to the candidate who receives it. Some suggested, internally generated additions are:
Articles that offer career and interview advice.
A simple newsletter that provides advice on career moves such as getting a promotion or raise.
Lists of Internet sites and hyper-links to them of interest to professionals.
A questionnaire on what they would like to see in working with a recruiter.
Resume tune-up tips
Results will vary. How we manage the results and secondary efforts can determine the larger part of our success in keeping current with candidates. My experience shows that about 70% of a database is comprised of “lost sheep” candidates. Sending out one email will often prove this true. The second effort to find them includes sending another message to their alternative emails. Many Internet browsers and web sites offer email locator programs that can prove helpful in identifying a second or third Email address, or a candidate’s web site. (My paper carrier even has one!)
A word of caution… sending email messages to our candidates at their place of employment runs the risk of it being reviewed by others and could jeopardize that candidate’s position or at minimum damage their superior’s opinion of their “loyalty”. Exercise great due diligence in gaining your candidate’s permission and clearance to send any Emails to their place of work. In the effort to locate and update a candidate in the database, it is advisable to call their last known employer instead of sending an Email.
The recommended frequency of contacting our candidates to maintain a current record is every 30-60 days. When we include valuable attachments or text helpful to each candidate on a professional and personal level, they will start looking for them and be the first to contact you and let you know they were missed.
At what point do we try other means? I believe in the rule of three, after the third Email we make a few calls to former employers and contacts, perhaps references given to us. Sometimes we get lucky and find the person through old employer contacts. Sometimes we hit the delete key.
Finally, I am not suggesting that a recruiter should compromise valuable prime time activities and efforts to handle this process. Administrative assistance is your best bet. The recruiters and owners should review the results as they come in, advise on the next steps when another fails, and finally make the investigative calls to follow up on the ones that seemed to fall through the cracks. Many secondary opportunities lie within those calls to recruit candidates, initiate client relationships and discover new contacts.
Many candidates get lost in the shuffle. Some just disappear below our “radar screens”. As search practitioners, we can dramatically increase the number of candidates we retain in our active records by simply staying in touch. A candidate, once recruited and subsequently lost through neglect, is an opportunity lost. Sending out emails, and following up on the few that slip between the cracks and assuring absolute currency in our proprietary databases will make us more competitive in the candidate driven marketplace of this new millennium.
As our candidate pool shrinks at a historically high rate, we cannot allow any loss that is within the reach of practical effort. Keep what you find fresh and watch your network grow organically as a result.
About Doug Beabout:
Doug brings thirty years of progressive and highly competitive recruiting success to the training opportunities he presents. Having built many successful recruiting departments and businesses, Doug shares his hands-on experience in what works-today! As owner and president of The Douglas Howard Group in Destin Florida, Doug practices the highest levels of effective recruiting in this challenging candidate pool. Doug speaks to audiences worldwide and brings a no-nonsense, no fluff approach to what works best now and into the next decade.
________________________________________
New and unique in recruiter training resources is Doug’s Taking Your Business to New Heights. This three-hour DVD training system covers the extensive process Doug applies everyday to his client’s most critical requirements.
See the details on Doug’s website at: www.RecruiterElearning.com
________________________________________
For the first time in recruiting history, an interactive, on-demand recruiter training course has been made available! This training program has been widely hailed by both veteran and rookie recruiters.
The Art of the Recruiting Masters eCourse is a comprehensive training program that presents a detailed, high-end service process in demand by most hiring managers. Details on this exciting new way to master the techniques of top recruiters can be seen at: www.RecruiterELearning.com.
Researcher ECourse is a comprehensive and interactive researcher/sourcers training course combining both the art of recruiting with the technologies of 2008. Corporate and third-party participants have gained incredible skill improvements and techniques from this live training course. Details of this unique and convenient, cost-effective training opportunity are found at: www.ResearcherELearning.com
Call Doug today at 850.424.6933 or email him at trainer@recruiterelearning.com , he will take you to your highest recruiting goals.
The most neglected resource in the personnel services industry is our database of candidates. The database is also commonly considered the most valuable, material asset we possess. Most owners and practitioners would admit that they could do a much better job of keeping their candidate records current. Those same industry professionals believe that 70% of the candidates in their records are current. The reality is most databases are only 20-39% current at best.
Many of us have extensive candidate databases containing thousands of records. The daunting task of calling them all and maintaining current information on the majority of them is often cause for doing nothing. The incidental search through the database to seek a “fit’ for a current search most often results in a lost candidate. He or she has moved on and left no forwarding address with us least of all, a current telephone number. Occasionally we get lucky. We find someone at a previous employer who can lead us to our “lost sheep’. Usually it is a dead end resulting in a deleted candidate.
We also lose many other valuable benefits of continuing and current communication with candidates. First, we are not gaining the referrals they can provide. Second, those that are in a hiring capacity are probably working with your competitor who stayed in touch. Thirdly, our presence in our niche shrinks everyday as our candidates fade away from benign neglect.
The vast majority of our candidates, (estimated by some to be 90% or more), have Email addresses. Many have more than one Email address. This recruiter has about seven. Most of us know that contacting old friends and acquaintances by the occasional Email message is a commonplace practice today.
A simple and inexpensive process will keep our records current and reap all the rewards they can provide. This process requires existing basic resources- such as:
A reasonably updated desktop or portable computer system
Internet access (cable modem or DSL based access preferred)
Email management software (Several exist such as Outlook, Outlook Express, etc.)
Administrative assistance
The process requires the recruiter to obtain the email address of every candidate. Most current recruiter specific, desktop management programs and database programs accommodate email addresses or are modified easily to record them. Once each address is entered into the email management program in the address book the process of sending emails is as simple as sending the group you select.
I recommend that you send them in groups of like disciplines and similar income ranges. Try to send out groups of one hundred at a time. These transmissions of emails can be sent automatically after business hours to minimize cost and the monopolization of fax/modem lines. Your ISP may also prefer bulk emailing to occur during non-primetime hours in consideration of bandwidth usage.
These email messages should contain a simple message stating your desire to stay in close contact and keep the candidate aware of the best opportunities for which they may have an interest in pursuing. Candidates love recruiters who really do stay in touch (Most say so, and then disappear until they need that candidate again. This process molds the candidate perception of our efforts as a positive one. They will appreciate our efforts to keep them in “THE LOOP”.
Limiting our efforts to sending a message that says, in so many words, “I want to know how to reach you.” can backfire when interpreted by a candidate as a self-serving ploy by a recruiter. We can include several things in the Email messages that give the right impression and add value to the candidate who receives it. Some suggested, internally generated additions are:
Articles that offer career and interview advice.
A simple newsletter that provides advice on career moves such as getting a promotion or raise.
Lists of Internet sites and hyper-links to them of interest to professionals.
A questionnaire on what they would like to see in working with a recruiter.
Resume tune-up tips
Results will vary. How we manage the results and secondary efforts can determine the larger part of our success in keeping current with candidates. My experience shows that about 70% of a database is comprised of “lost sheep” candidates. Sending out one email will often prove this true. The second effort to find them includes sending another message to their alternative emails. Many Internet browsers and web sites offer email locator programs that can prove helpful in identifying a second or third Email address, or a candidate’s web site. (My paper carrier even has one!)
A word of caution… sending email messages to our candidates at their place of employment runs the risk of it being reviewed by others and could jeopardize that candidate’s position or at minimum damage their superior’s opinion of their “loyalty”. Exercise great due diligence in gaining your candidate’s permission and clearance to send any Emails to their place of work. In the effort to locate and update a candidate in the database, it is advisable to call their last known employer instead of sending an Email.
The recommended frequency of contacting our candidates to maintain a current record is every 30-60 days. When we include valuable attachments or text helpful to each candidate on a professional and personal level, they will start looking for them and be the first to contact you and let you know they were missed.
At what point do we try other means? I believe in the rule of three, after the third Email we make a few calls to former employers and contacts, perhaps references given to us. Sometimes we get lucky and find the person through old employer contacts. Sometimes we hit the delete key.
Finally, I am not suggesting that a recruiter should compromise valuable prime time activities and efforts to handle this process. Administrative assistance is your best bet. The recruiters and owners should review the results as they come in, advise on the next steps when another fails, and finally make the investigative calls to follow up on the ones that seemed to fall through the cracks. Many secondary opportunities lie within those calls to recruit candidates, initiate client relationships and discover new contacts.
Many candidates get lost in the shuffle. Some just disappear below our “radar screens”. As search practitioners, we can dramatically increase the number of candidates we retain in our active records by simply staying in touch. A candidate, once recruited and subsequently lost through neglect, is an opportunity lost. Sending out emails, and following up on the few that slip between the cracks and assuring absolute currency in our proprietary databases will make us more competitive in the candidate driven marketplace of this new millennium.
As our candidate pool shrinks at a historically high rate, we cannot allow any loss that is within the reach of practical effort. Keep what you find fresh and watch your network grow organically as a result.
About Doug Beabout:
Doug brings thirty years of progressive and highly competitive recruiting success to the training opportunities he presents. Having built many successful recruiting departments and businesses, Doug shares his hands-on experience in what works-today! As owner and president of The Douglas Howard Group in Destin Florida, Doug practices the highest levels of effective recruiting in this challenging candidate pool. Doug speaks to audiences worldwide and brings a no-nonsense, no fluff approach to what works best now and into the next decade.
________________________________________
New and unique in recruiter training resources is Doug’s Taking Your Business to New Heights. This three-hour DVD training system covers the extensive process Doug applies everyday to his client’s most critical requirements.
See the details on Doug’s website at: www.RecruiterElearning.com
________________________________________
For the first time in recruiting history, an interactive, on-demand recruiter training course has been made available! This training program has been widely hailed by both veteran and rookie recruiters.
The Art of the Recruiting Masters eCourse is a comprehensive training program that presents a detailed, high-end service process in demand by most hiring managers. Details on this exciting new way to master the techniques of top recruiters can be seen at: www.RecruiterELearning.com.
Researcher ECourse is a comprehensive and interactive researcher/sourcers training course combining both the art of recruiting with the technologies of 2008. Corporate and third-party participants have gained incredible skill improvements and techniques from this live training course. Details of this unique and convenient, cost-effective training opportunity are found at: www.ResearcherELearning.com
Call Doug today at 850.424.6933 or email him at trainer@recruiterelearning.com , he will take you to your highest recruiting goals.
Thursday, April 29, 2010
200+ free Linkedin Group URL's to post your job
Below are ULR's to over 200+ Linkedin groups where you can post your job for free. You'll have to be a member of the group to post your job in the "job tab" and Linkedin limits your groups to a maximum of 50.
http://bit.ly/USAJobBoard
http://bit.ly/USA-Northeast
http://bit.ly/USA-South
http://bit.ly/USA-Midwest
http://bit.ly/USA-West
http://bit.ly/AsiaJobs
http://bit.ly/ANZjobs (Australia / New Zealand)
http://bit.ly/CanadaJobs
http://bit.ly/EUjobs (Europe)
http://bit.ly/IndiaJobs
http://bit.ly/UKJobs (United Kingdom)
http://bit.ly/GreatJobs
BY USA CITY
http://bit.ly/AlbanyJobs
http://bit.ly/AtlantaJobs
http://bit.ly/AustinJobs
http://bit.ly/BatonRougeJobs
http://bit.ly/BirminghamJobs
http://bit.ly/BostonJobs
http://bit.ly/BuffaloJobs
http://bit.ly/CharlotteJobs
http://bit.ly/ChicagoJobs
http://bit.ly/CincinnatiJobs
http://bit.ly/ClevelandJobs
http://bit.ly/ColumbusJobs
http://bit.ly/DallasJobs
http://bit.ly/Denver-Jobs
http://bit.ly/Detroit-Jobs
http://bit.ly/ElPasoJobs
http://bit.ly/Fresno-Jobs
http://bit.ly/GrandRapidsJobs
http://bit.ly/TriadJobs (Greensboro, Winston-Salem)
http://bit.ly/GreenvilleJobs
http://bit.ly/HartfordJobs
http://bit.ly/HonoluluJobs
http://bit.ly/HoustonJobs
http://bit.ly/IndianapolisJobs
http://bit.ly/JacksonvilleJobs
http://bit.ly/KansasCityJobs
http://bit.ly/KnoxvilleJobs
http://bit.ly/LasVegasJobs
http://bit.ly/LittleRockJobs
http://bit.ly/LosAngelesJobs
http://bit.ly/LouisvilleJobs
http://bit.ly/MemphisJobs
http://bit.ly/MiamiJobs
http://bit.ly/MilwaukeeJobs
http://bit.ly/MinneapolisJobs
http://bit.ly/NashvilleJobs
http://bit.ly/NewOrleansJobs
http://bit.ly/NewYorkCity-Jobs
http://bit.ly/OklahomaCityJobs
http://bit.ly/OmahaJobs
http://bit.ly/OrlandoJobs
http://bit.ly/PhiladelphiaJobs
http://bit.ly/PhoenixJobs
http://bit.ly/PittsburghJobs
http://bit.ly/PortlandJobs
http://bit.ly/RaleighJobs
http://bit.ly/RichmondJobs
http://bit.ly/RochesterJobs
http://bit.ly/SacramentoJobs
http://bit.ly/SaltLakeCityJobs
http://bit.ly/SanAntonio-Jobs
http://bit.ly/SanDiego-Jobs
http://bit.ly/BayAreaJobs (San Jose, San Francisco, Oakland)
http://bit.ly/SeattleJobs
http://bit.ly/StLouisJobs
http://bit.ly/TampaJobs
http://bit.ly/TucsonJobs
http://bit.ly/TulsaJobs
http://bit.ly/VirginiaBeachJobs
http://bit.ly/DCJobs (Washington, Baltimore, Northern VA)
BY USA STATE
http://bit.ly/AKJobs
http://bit.ly/ALJobs
http://bit.ly/ARJobs
http://bit.ly/AZJobs
http://bit.ly/CAJobs
http://bit.ly/COJobs
http://bit.ly/CTjobs
http://bit.ly/DEJobs
http://bit.ly/FLJobs
http://bit.ly/GAJobs
http://bit.ly/HIJobs
http://bit.ly/IAJobs
http://bit.ly/IDJobs
http://bit.ly/ILJobs
http://bit.ly/INJobs
http://bit.ly/KSJobs
http://bit.ly/KYJobs
http://bit.ly/LA-Jobs
http://bit.ly/MAJobs
http://bit.ly/MDJobs
http://bit.ly/MEJobs
http://bit.ly/MIJobs
http://bit.ly/MNJobs
http://bit.ly/MOJobs
http://bit.ly/MSJobs
http://bit.ly/MTJobs
http://bit.ly/NCJobs
http://bit.ly/NDJobs
http://bit.ly/NEJobs
http://bit.ly/NHJobs
http://bit.ly/NJJobs
http://bit.ly/NMJobs
http://bit.ly/NVJobs
http://bit.ly/NYJobs
http://bit.ly/OHJobs
http://bit.ly/OKJobs
http://bit.ly/ORJobs
http://bit.ly/PAJobs
http://bit.ly/RIJobs
http://bit.ly/SCJobs
http://bit.ly/SDJobs
http://bit.ly/TNJobs
http://bit.ly/TXJobs
http://bit.ly/UTJobs
http://bit.ly/VAJobs
http://bit.ly/VTJobs
http://bit.ly/WAJobs
http://bit.ly/WIJobs
http://bit.ly/WVJobs
http://bit.ly/WYJobs
BY PROFESSION
http://bit.ly/Consulting-Group
http://bit.ly/Executives-Group
http://bit.ly/Finance-Group
http://bit.ly/HR-Group
http://bit.ly/IT-Group
http://bit.ly/Law-Group
http://bit.ly/Marketing-Group
http://bit.ly/Recruiting-Group
http://bit.ly/Sales-Group
BY INDUSTRY
http://bit.ly/Education-Group
http://bit.ly/Energy-Group
http://bit.ly/Health-Group
http://bit.ly/Hospitality-Group
http://bit.ly/Manufacturing-Group
http://bit.ly/Media-Group
http://bit.ly/NonProfit-Group
http://bit.ly/Tech-Group
http://bit.ly/Telecom-Group
http://bit.ly/Transportation-Group
http://bit.ly/LIJOBS The Job Board
http://bit.ly/LIJACN The Job & Career Network
More at http://TopJobGroups.com
http://bit.ly/USAJobBoard
http://bit.ly/USA-Northeast
http://bit.ly/USA-South
http://bit.ly/USA-Midwest
http://bit.ly/USA-West
http://bit.ly/AsiaJobs
http://bit.ly/ANZjobs (Australia / New Zealand)
http://bit.ly/CanadaJobs
http://bit.ly/EUjobs (Europe)
http://bit.ly/IndiaJobs
http://bit.ly/UKJobs (United Kingdom)
http://bit.ly/GreatJobs
BY USA CITY
http://bit.ly/AlbanyJobs
http://bit.ly/AtlantaJobs
http://bit.ly/AustinJobs
http://bit.ly/BatonRougeJobs
http://bit.ly/BirminghamJobs
http://bit.ly/BostonJobs
http://bit.ly/BuffaloJobs
http://bit.ly/CharlotteJobs
http://bit.ly/ChicagoJobs
http://bit.ly/CincinnatiJobs
http://bit.ly/ClevelandJobs
http://bit.ly/ColumbusJobs
http://bit.ly/DallasJobs
http://bit.ly/Denver-Jobs
http://bit.ly/Detroit-Jobs
http://bit.ly/ElPasoJobs
http://bit.ly/Fresno-Jobs
http://bit.ly/GrandRapidsJobs
http://bit.ly/TriadJobs (Greensboro, Winston-Salem)
http://bit.ly/GreenvilleJobs
http://bit.ly/HartfordJobs
http://bit.ly/HonoluluJobs
http://bit.ly/HoustonJobs
http://bit.ly/IndianapolisJobs
http://bit.ly/JacksonvilleJobs
http://bit.ly/KansasCityJobs
http://bit.ly/KnoxvilleJobs
http://bit.ly/LasVegasJobs
http://bit.ly/LittleRockJobs
http://bit.ly/LosAngelesJobs
http://bit.ly/LouisvilleJobs
http://bit.ly/MemphisJobs
http://bit.ly/MiamiJobs
http://bit.ly/MilwaukeeJobs
http://bit.ly/MinneapolisJobs
http://bit.ly/NashvilleJobs
http://bit.ly/NewOrleansJobs
http://bit.ly/NewYorkCity-Jobs
http://bit.ly/OklahomaCityJobs
http://bit.ly/OmahaJobs
http://bit.ly/OrlandoJobs
http://bit.ly/PhiladelphiaJobs
http://bit.ly/PhoenixJobs
http://bit.ly/PittsburghJobs
http://bit.ly/PortlandJobs
http://bit.ly/RaleighJobs
http://bit.ly/RichmondJobs
http://bit.ly/RochesterJobs
http://bit.ly/SacramentoJobs
http://bit.ly/SaltLakeCityJobs
http://bit.ly/SanAntonio-Jobs
http://bit.ly/SanDiego-Jobs
http://bit.ly/BayAreaJobs (San Jose, San Francisco, Oakland)
http://bit.ly/SeattleJobs
http://bit.ly/StLouisJobs
http://bit.ly/TampaJobs
http://bit.ly/TucsonJobs
http://bit.ly/TulsaJobs
http://bit.ly/VirginiaBeachJobs
http://bit.ly/DCJobs (Washington, Baltimore, Northern VA)
BY USA STATE
http://bit.ly/AKJobs
http://bit.ly/ALJobs
http://bit.ly/ARJobs
http://bit.ly/AZJobs
http://bit.ly/CAJobs
http://bit.ly/COJobs
http://bit.ly/CTjobs
http://bit.ly/DEJobs
http://bit.ly/FLJobs
http://bit.ly/GAJobs
http://bit.ly/HIJobs
http://bit.ly/IAJobs
http://bit.ly/IDJobs
http://bit.ly/ILJobs
http://bit.ly/INJobs
http://bit.ly/KSJobs
http://bit.ly/KYJobs
http://bit.ly/LA-Jobs
http://bit.ly/MAJobs
http://bit.ly/MDJobs
http://bit.ly/MEJobs
http://bit.ly/MIJobs
http://bit.ly/MNJobs
http://bit.ly/MOJobs
http://bit.ly/MSJobs
http://bit.ly/MTJobs
http://bit.ly/NCJobs
http://bit.ly/NDJobs
http://bit.ly/NEJobs
http://bit.ly/NHJobs
http://bit.ly/NJJobs
http://bit.ly/NMJobs
http://bit.ly/NVJobs
http://bit.ly/NYJobs
http://bit.ly/OHJobs
http://bit.ly/OKJobs
http://bit.ly/ORJobs
http://bit.ly/PAJobs
http://bit.ly/RIJobs
http://bit.ly/SCJobs
http://bit.ly/SDJobs
http://bit.ly/TNJobs
http://bit.ly/TXJobs
http://bit.ly/UTJobs
http://bit.ly/VAJobs
http://bit.ly/VTJobs
http://bit.ly/WAJobs
http://bit.ly/WIJobs
http://bit.ly/WVJobs
http://bit.ly/WYJobs
BY PROFESSION
http://bit.ly/Consulting-Group
http://bit.ly/Executives-Group
http://bit.ly/Finance-Group
http://bit.ly/HR-Group
http://bit.ly/IT-Group
http://bit.ly/Law-Group
http://bit.ly/Marketing-Group
http://bit.ly/Recruiting-Group
http://bit.ly/Sales-Group
BY INDUSTRY
http://bit.ly/Education-Group
http://bit.ly/Energy-Group
http://bit.ly/Health-Group
http://bit.ly/Hospitality-Group
http://bit.ly/Manufacturing-Group
http://bit.ly/Media-Group
http://bit.ly/NonProfit-Group
http://bit.ly/Tech-Group
http://bit.ly/Telecom-Group
http://bit.ly/Transportation-Group
http://bit.ly/LIJOBS The Job Board
http://bit.ly/LIJACN The Job & Career Network
More at http://TopJobGroups.com
Monday, March 29, 2010
14 April NWARSP Luncheon Informaiton
Dr. Theres Steifer (Linkedin Profile) is a educator, researcher, speaker and has worked with employers, executives and talent issues for years. Theres has been described as a breath of fresh air and incredibly passionate about teaching others.This NWARSP Luncheon will be held on Wednesday 14 April at the Texas Land & Cattle restaurant at the Promenade in Rogers.Dr. Theres W. Stiefer (PhD, Higher Ed Leadership), is the Director of both the Center for Management and Executive Education and the Reynolds Center for Enterprise Development in the Sam M. Walton College of Business.Theres has extensive hands on experience in admissions, student development, career services, leadership development, executive education and employer-college relations. Theres has served as President of the Oklahoma Assoc of Colleges and Employers, President Southwest Assoc of Colleges and Employers (SoACE) and first Arkansan to be on the executive board of the National Assoc of Colleges and Employers (NACE). Theres has spoken to regional and national organizations and universities throughout the US.
Make your reservations early, seats are limited.
Click here to make your reservations.
This 14 April luncheon will be held in the private dining room at the Texas Land & Cattle Steak House in the Promenade in Rogers, Ar. Eazy on-off I-540 from Promenage exit.Menu selection will include salad, tea, desert, tip and taxes for just $15. Entree choices:
1) 8oz Smoked Sirloin - TLC's signature item.
2) 6oz Salmon Fillet, mesquite grilled
3) Country Fried Steak
4) Grilled margarita chicken
Dessert is an awsome Big Brazos Brownie topped with vanilla ice cream.
You don't want to miss this NWARSP luncheon Seats are limited.
When: Wed, 14 April 2010
Time: 11:30 - 1:00 pm
Cost: $15.00 (salad, entree, dessert, drink, tip, tax)
Who can attend: anyone with reservationsRSVP: Yes, Reservations Required.
Where: Texas Land & Cattle Steakhouse
Address: 2103 Promenade Blvd, Rogers
Venue Website: http://www.texaslandandcattle.com/files/home.aspx
Reservation Request form click HERE.
Credit Card Pre-Payment Option: Here
Time: 11:30 - 1:00 pm
Cost: $15.00 (salad, entree, dessert, drink, tip, tax)
Who can attend: anyone with reservationsRSVP: Yes, Reservations Required.
Where: Texas Land & Cattle Steakhouse
Address: 2103 Promenade Blvd, Rogers
Venue Website: http://www.texaslandandcattle.com/files/home.aspx
Reservation Request form click HERE.
Credit Card Pre-Payment Option: Here
More Information: nwarsp@aol.com
NWARSP Website: nwarecruiter.com
Thursday, March 4, 2010
UofA Football Defensive Coordinator and Recruiter to speak at the 17 March NWARSP Luncheon
Willy Robinson, defensive coordinator for the Arkansas Razorback football team will speak on the highly competitive world of recruiting talent in the SEC Football world. Like recruiters in business, Coach Robinson knows about phone calls, screening, qualifying, offers, negotiation, interviewing, selling, beating competitors, selling NW Arkansas, using your recruiting support team, time management and dealing with the 'war for talent'.
Coach Robinson has over 30 years of coaching and recruiting at both the college and professional level. Robinson has been coach with the New Orleans Saints, 49ers, Seattle Seahawks, Pittsburgh Steelers and St. Louis Rams. He has also coached such college teams as Miami, Oregon State, Fresno State, and San Jose State.
Coach Robinson has coached many teams that went to bowl games, and national championships and worked with many players who went on to Pro Bowl Status.
You don't want to miss this NWARSP luncheon on Wed 27 March at the unbelievable Boi de Ouro in Fayetteville. Seats are limited.
Coach Robinson has over 30 years of coaching and recruiting at both the college and professional level. Robinson has been coach with the New Orleans Saints, 49ers, Seattle Seahawks, Pittsburgh Steelers and St. Louis Rams. He has also coached such college teams as Miami, Oregon State, Fresno State, and San Jose State.
Coach Robinson has coached many teams that went to bowl games, and national championships and worked with many players who went on to Pro Bowl Status.
You don't want to miss this NWARSP luncheon on Wed 27 March at the unbelievable Boi de Ouro in Fayetteville. Seats are limited.
When: Wed, 17 March 2010
Time: 11:30 - 1:00 pm
Cost: $15.00 (salad bar, entree, dessert, drink, tip, tax)
Who can attend: anyone with reservationsRSVP: Yes, Reservations Required.
Where: Boi De Ouro, Brazilian Steakhouse
Address: 741 East Van Ashe Dr, Fayetteville, AR 72703
Venue Website: www.boideouro.com/
You don't want to miss this NWARSP luncheon experience - a Brazilian Steakhouse lunch for just $15 - which includes an amazing international salad bar, roasted vegetables, sides, unlimited choice of meats, a desert, tea, tip and taxes.
A staff of Gauchos go from table to table offering cuts of beef, chicken, lamb, pork and sausage - all slowly roasted and grilled over an open flame. The delicious Boi de Ouro cheese bread is to die for. The desert is definately an international treat that will top off the great meal.
Boi de Ouro is located near NWA Mall, just behind Olive Garden - easy on-off I-540.
A staff of Gauchos go from table to table offering cuts of beef, chicken, lamb, pork and sausage - all slowly roasted and grilled over an open flame. The delicious Boi de Ouro cheese bread is to die for. The desert is definately an international treat that will top off the great meal.
Boi de Ouro is located near NWA Mall, just behind Olive Garden - easy on-off I-540.
Email for more info: nwarsp@aol.com
Link to pay for reservations: http://nwarsp17marchluncheon.eventbrite.com/
NWARSP Website: nwarecruiter.com
Monday, February 15, 2010
Wed 24 February NorthWest Arkansas Recruting Staffing Professionals (NWARSP) Luncheon
Carolina Pagano, (Linkedin Profile) Senior Director of Wal-Mart International Recruiting will be the luncheon speaker at the Wednesday, 24 February 2010 NWARSP luncheon. If you think local or regional recruiting has its challenges - try international recruiting! Carolina will draw from her wealth of experiences in some of the toughest recruiting environments and share her insights and reflections as a Senior Director, leader, senior recruiter, mentor, mother and wife. Carolina has not only worked for the international giant Wal-Mart but she has also recruited for Spencer Stuart, one of the world's leading executive search consulting firms.
You don't want to miss this NWARSP luncheon on Wed 24 February at the very nice RiverGrille in Bentonville. Seats are limited.
When: Wed, 24 February 2010
Time: 11:30 - 1:00 pm
Cost: $15.00 (salad, entree, dessert, drink, tip, tax)
Who can attend: all with reservationsRSVP: Yes, Required.
Where: River Grille
Address: 1003 McClain Road, Bentonville, AR 72712 479-271-4141
Venue Website: http://rivergrillesteakhouse.com/
NWARSP Website: http://www.nwarecruiter.com/
Click here to purchase tickets: http://24feb10luncheon.eventbrite.com
It is still debated what attracts attendees to our NWARSP Luncheons. Is it the NWARSP speakers, speakers topics, networking opportunities, low cost or is it the luncheon venues? If the attraction is the luncheon restaurants - the 24 February luncheon will be at another great one - River Grille in Bentonville. If you have not had a meal yet at the River Grille, this is your chance. It really is one of NWA's finest. RiverGrille is located 1/2 mile off I-540 at Exit 72, right next to the Mariott Courtyard. The price is just $15 for a salad, entree, tea, dessert, tax and tip.
The entree choices are:
1) Seafood Salad: Fresh asparagus, mushrooms, artichokes, red onion, and chick peas served over our house greens and topped with chilled shrimp and lump crab meat. Finished with our homemade honey mustard dressing.
2) Chicken Mediterranean:Pancetta bacon, grape tomatoes, kalamata olives, spinach, and artichoke hearts sautéed with garlicand shallots, tossed in olive oil and sherry wine served over a bed of linguini and topped with grilled chicken.
3) 10oz NY Strip Steak finished with brandied green peppercorn sauce and served with roasted garlic and gournay cheese whipped potatoes.
4) Pork Roulade stuffed with spinach, dried cranberries, cheese and nuts finished with demi-glaze and served with roasted garlic and gournay whipped potatoes.
You don't want to miss this NWARSP luncheon on Wed 24 February at the very nice RiverGrille in Bentonville. Seats are limited.
When: Wed, 24 February 2010
Time: 11:30 - 1:00 pm
Cost: $15.00 (salad, entree, dessert, drink, tip, tax)
Who can attend: all with reservationsRSVP: Yes, Required.
Where: River Grille
Address: 1003 McClain Road, Bentonville, AR 72712 479-271-4141
Venue Website: http://rivergrillesteakhouse.com/
NWARSP Website: http://www.nwarecruiter.com/
Click here to purchase tickets: http://24feb10luncheon.eventbrite.com
It is still debated what attracts attendees to our NWARSP Luncheons. Is it the NWARSP speakers, speakers topics, networking opportunities, low cost or is it the luncheon venues? If the attraction is the luncheon restaurants - the 24 February luncheon will be at another great one - River Grille in Bentonville. If you have not had a meal yet at the River Grille, this is your chance. It really is one of NWA's finest. RiverGrille is located 1/2 mile off I-540 at Exit 72, right next to the Mariott Courtyard. The price is just $15 for a salad, entree, tea, dessert, tax and tip.
The entree choices are:
1) Seafood Salad: Fresh asparagus, mushrooms, artichokes, red onion, and chick peas served over our house greens and topped with chilled shrimp and lump crab meat. Finished with our homemade honey mustard dressing.
2) Chicken Mediterranean:Pancetta bacon, grape tomatoes, kalamata olives, spinach, and artichoke hearts sautéed with garlicand shallots, tossed in olive oil and sherry wine served over a bed of linguini and topped with grilled chicken.
3) 10oz NY Strip Steak finished with brandied green peppercorn sauce and served with roasted garlic and gournay cheese whipped potatoes.
4) Pork Roulade stuffed with spinach, dried cranberries, cheese and nuts finished with demi-glaze and served with roasted garlic and gournay whipped potatoes.
Friday, April 3, 2009
Why can't HR people see the value in data and metrics?
Came across this article. If you are interested in talent management, recruiting, HR metrics - this might be interesting to you also.
Human Capital Data Analysts - Sourcing Samurai
from Boolean Black Belt by Boolean Black Belt
What’s The Sexiest Job in Recruiting?
I recently read this excellent post on the Google blog written by Jonathan Rosenberg, SVP, Product Management at Google, and I was especially excited to read this:
“Hal Varian likes to say that the sexy job in the next ten years will be statisticians. After all, who would have guessed that computer engineers would be the cool job of the 90s? When every business has free and ubiquitous data, the ability to understand it and extract value from it becomes the complimentary scarce factor. It leads to intelligence, and the intelligent business is the successful business, regardless of its size. Data is the sword of the 21st century, those who wield it well, the Samurai.”
Hal Varian gets it.
Google gets it.
So Why Don’t People in the HR and Recruiting Industry?
What am I talking about? That the ability to understand and extract value from data (human capital data in recruiting) is the scarce factor and it leads to intelligence and success in business.
Every day, more information about more people is made available electronically - in the form of data. This comes from people: responding to job postings with resumes and entering them into corporate databases, creating social media profiles online, posting resumes on the Internet and online job boards, being mentioned in press releases, blogging, Tweeting, etc. As such, it is increasingly becoming more important for organizations to be able to leverage these sources of human capital data for talent identification and acquisition.
Whenever I see something written about/hear something said about the e-sourcing function (using human capital data for talent identification), someone is sure to shout, “Yeah - but real recruiting is about relationships!” Another good one is “The BEST people can’t be found in a database or online!”
The last time I checked a calendar, it was 2009. You CAN find anyone either in a database somewhere, online, or simply with a phone - either directly or indirectly through networking or referrals.
Yes, the core of recruiting is about relationships - that will never change. Now that we’ve got that out of the way - I’d like to firmly kick the “relationships” crutch out from under the arm of everyone who needs to wake up and realize that leveraging human capital data for talent identification and acquisition is THE next wave in recruiting. And it’s quickly approaching a shore near you, whether you’re prepared for it or not. Closing your eyes to it won’t stop it from crushing you.
If you can take advantage of and tap into the power of the unprecedented amount of human capital data available to sourcers and recruiters today (which increases and accelerates every day!), you can quickly find and develop relationships with and recruit MORE of the RIGHT people at the RIGHT time. If your definition of success (or acceptable paycheck) is achieving more than 1 to 2 hires per month, you are at a significant competitive advantage if you cannot leverage technology.
If you CAN effectively leverage human capital data for talent identification and acquisition, it is a productivity MULTIPLIER.
Human Capital Data Analysis
I think the term “sourcing” does not do the role/function of leveraging human capital data for talent identification proper justice. I think that what most people refer to as a sourcing function is really more accurately labeled as a human capital data analysis.
Data analysis is defined as a process of gathering, analyzing, and transforming data with the goal of highlighting useful information, suggesting conclusions, and supporting decision making. If you take a look at a typical data analyst job description, you’ll see responsibilities such as:
Collaborate with business process owners to identify opportunities; define business requirements, and design and implement solutions designed to maximize efficiency and productivity.
Perform complex data mining and aggregation; critically examine the results
Accumulate, analyze, and interpret data in understandable terms for the customer from multiple systems
Analyze complex data including: structured, unstructured, and plain text.
Develop analytic approach in collaboration with project staff
Respond to ad-hoc and standing customer requirements
Utilize in-house database applications
Perform data migration
Research new data sources and analytical tools
Support analysis results at customer meetings
Utilize query languages (SQL)
Conduct competitor and benchmarking analyses
Translating “Data Analyst” to “Human Capital Data Analyst:”
Collaborate with managers and business unit owners to identify opportunities, define position requirements, and design and implement talent identification solutions and processes designed to maximize efficiency, productivity, and results
Perform complex talent mining and aggregation; critically examine the results for relevance, qualifications, and proability of match to hiring requirements
Accumulate, analyze, and interpret human capital data in understandable terms for the customer from multiple systems, including, but not limited to the Internet, resume databases, and social media
Analyze complex human capital data including: Resumes, social media profiles, blog posts, press releases, and unstructured plain text
Develop analytic approach in collaboration with project staff
Respond to ad-hoc and standing customer requirements
Utilize in-house Applicant Tracking Systems and database applications
Perform data migration, permanently capturing human capital data from multiple sources and entering them into corporate ATS/Talent Warehouse
Research new human capital data sources and analytical/search tools
Support analysis of search results at customer meetings
Utilize query languages (Boolean)
Conduct competitor and benchmarking analyses
The human capital data analyst function is a critical role in supporting a company’s Talent Intelligence initiatives - applications and technologies that are used to gather, provide access to, and analyze Talent-related (Human Capital) data and information and help organizations develop consistent and “data-based” Talent-related decisions.
Most Appropriately Qualified
A Human Capital Data Analyst is essentially a data analyst that specializes in talent identification and acquisition. This process involves analyzing and interpreting hiring needs and requirements, often with poor or incomplete information, leaving them to piece the puzzle together. Once the needs have been understood, they intelligently assess and strategically select available information resources to leverage, translating hiring qualifications into precise Boolean queries to search targeted sources of talent-related data and quickly retrieve relevant results - human capital data representing people who are likely to meet and ideally exceed the basic qualifications of the hiring needs.
A talented human capital data analyst is capable of leveraging information sources and systems with such speed and precision to enable organziations to achieve Just-in-Time sourcing and recruiting - identifying and acquiring the right talent, in the right amount, at the right time, without the need for having to recruit people ahead of need and building talent pipelines that may not be available when the actual need arises.
Human capital data analysts are capable of searching databases and systems containing data representing millions of people to quickly and precisely uncover, indentify, and tap into the Hidden Talent Pools that exist in every source of human capital data to target people with specific educational requirements, years of experience, current and prior roles and responsibilies in specific environments and in some cases in specific companies. That’s no small feat!
Whereas data analysts respsonsible for working with financial or other types of data are responsible for producing reports and analyzing information for meaning and identifying relationships to assist with stragetic decision making, human capital data analysts are responsible for identifying and assisting in the acquisition of a company’s most precious assets - its talent, and potentially the next “game changing” employees who can take the company to the next level.
Competitive Advantage
Microsoft and most well run companies know that the true scarce resource is talent - and that identifying, acquiring, and retaining top talent is a company’s only true and sustainable competitive advantage . The more ubiquitous human capital data becomes, the more critical it becomes that companies employ human capital data analysts who are capable of leveraging information systems more quickly, precisely, and accurately than the competition to identify top talent and target them for acquisition.
As Jonathan Rosenberg of Google stated, there is significant intelligence and value in data. I would argue that the most critical asset of any company is its human capital - and the most critical step in the human capital supply chain is the process is identifying human capital. You simply cannot attract, develop relationships with, acquire, or retain people you haven’t identified in the first place.
Some people think that the talent identification function can be automated and/or off-shored. Although you can certainly automate searches, there are MANY intrinsic limitations associated with doing so. As far as off-shoring talent identification, I’m going to quote something I read recently, “the sourcing function can be conducted by lower paid resources.” If you want to offshore your most critical function - identifying top talent - please, by all means, do so - but know you are doing so at your own peril. Scraping human capital data and migrating it to your internal database/ATS is a good value proposition. However, I would STRONGLY recommend employing true human capital data analysts to perform talent mining on the aggregated data.
Conclusion
There is a reason why companies pay financial analysts and data analysts very good money - because they are knowledgeable specialists and they perform highly critical functions. I think that the majority of HR/recruiting industry hasn’t yet figured out that analyzing human capital data for talent identification and acquisition is a highly specialized, valuable, and critical function.
Human capital data is the sword of the 21st century - those who wield it well are the Sourcing Samurai.
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