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Graphic provided by: www.topexecutivesearchfirms.com
There are certain attributes exceptional candidates have in common, and it’s up to the recruiters to recognize them and fight for them. Not all candidates possess all of these talents, nor do they need them all, but if there are candidates that naturally encompass a few of them, they are bound to become a rising star at whichever company fights the hardest for them. In no particular order, here they are:
With big data being at the forefront of a company’s growth, candidates should be able to crunch numbers, analyze data and explain what those numbers mean. This skill proves intuition, analytical abilities and top-notch problem solving skills. You’re not looking for a robot, rather someone who knows what numbers mean, not just what their numerical value is worth.
All employees, from every company, represent their employer. The best employees communicate intelligently on a social, public and interpersonal level. Whether this candidate is giving a presentation to hundreds, or having a one on one meeting, they communicate sincerely, accurately and professionally. Businesses can’t function without great communication, and it all starts with their employees.
This trait comes in many forms. The ability to influence the growth of a business, the ability to influence a group at a meeting, or even the ability to influence the business your company is in. If a candidate can influence, they have the ability to lead. And, if you’re candidate can’t lead, they can’t grow.
Being able to make a decision, and follow through on that decision, is one of the most admirable traits a candidate can possess. So many others are coy when it comes to decisions because they don’t want to be held responsible if something went awry. Great leaders make decisions, and if they’re the wrong ones, they are the first to understand why and they’re the first to work towards a solution.
Original Article found HERE.
Quality of Hire
We’re now in a era of job recruiting where not only can we cross reference a candidates professional references, but we can also investigate a candidates “endorsements” on LinkedIn. We can see who is giving this individual praise for a specific skill or pool of knowledge. Are these endorsers their friends from college, or are they their co-workers and clients? We’re able to get the highest quality candidate as long as we put in a little more effort and utilize resources that are at our fingertips.
Social Network Utilization/Mobile Friendly
In a talentculture.com article, they noted that 94% of recruiters are using LinkedIn, and only 66% of recruiters are using Facebook. Those numbers make sense, but Facebook can be utilized in other ways than simply recruiting. You can look at candidate’s previous places of employment; check what other search firms are doing and more. Get creative! Also, when it comes to recruiting, your website, applications and forms have to be mobile friendly. With the standard desktop computer becoming a thing of the past, your platforms have to be responsive. If not, you’re making it hard for a potential candidate to navigate and use your website, making you look bad, and giving you a 0% chance at landing that perfect candidate.
Being on The Offensive
The previous two trends come together and work as the backbone of this final recruiting trend. In order to find that quality hire, you may need to use those social networks and be on the offensive. Rather than sitting back, and waiting for those quality candidates to float to the top, actively pursue a candidate that might not necessarily be looking for a new position. Maybe you have the perfect position for them that they’ve always wanted. This is a great strategy because it gets your name out there to people who may be on the fence, but also those individuals you reach out to may have a co-worker or a friend they know could be perfect for the job.
As a professional social network for finding quality candidates, LinkedIn has secured its position as top dog. However, you may be using it wrong. With thousands of executive level candidates out there, and more and more joining every day, it can be hard to find an ideal candidate in a timely fashion. Here are some tips that can help you in your executive search.
#1 Be Personable. Talk Like a Human.
This is a must. No longer is it acceptable to send a potential candidate a bland, general, and impersonal automated email or message. If you’re simply copying and pasting the same message to every person you contact, you’re not going to have bland, general and terrible results. Sure, you can use some similar information, like your background, company history, etc. But, when it comes to reaching out to someone, send a personal message about how you found them or questions you want to ask them. The likelihood of a conversation sprouting from a personal message is exponentially greater than that of an automated and impersonal message.
#2 Be Active. Follow Up.
Don’t think you’re pestering someone if you follow up with him or her. It shows genuine interest, your proactive nature and your overall go-getter attitude. This tip is in direct congruence with #1. You have to be personal. Follow up with a sincere message of interest as to why you’re following up and what your purpose of following up is. Let them know you want to set up a teleconference, set up a face-to-face meeting, or simply set up a phone conversation. The more active you are at targeting candidates, the more active the candidates will be to follow up with you.
#3 Be Professional. 1st Impressions Matter.
Sounds cliché, but the outlandish and simply inappropriate messages that often get sent over LinkedIn is mind-boggling. It’s one thing to pick up on similar interests, collegiate background or career history. But, don’t lead with, “Hey man! Great Braves game last night. We really took it to Boston hey?!” And no, you don’t have to portray a posh tone, but use your head. Too casual of a disposition can come off as sophomoric, unprofessional and amateurish. Be yourself, maintain a professional demeanor and gauge your audience.
Not only are their needs getting more specialized, but the field of candidates is widening as the economy goes global. Jean Guilbault, co-founder of the Montreal-based executive search firm GXB Leadership, says companies need to change how they view the search process.
The old way of doing things was to “find the right person from your network of contacts,” he said in a recent interview. “Now what we’re looking for is a business solution.” Instead of trying to find the right individual, it’s all about asking the right questions, he says. Companies need to identify what challenges they face — whether it’s growing the business through acquisitions, restructuring, downsizing or productivity — before looking for a person who can contribute to those goals.
Read the full article here.
Written By: Peter Hadekel, Special To Montreal Gazette
The job recruiting arena has changed tenfold from where it was a few years ago. No longer is “casting the widest net” an intuitive, or effective approach. Finding the specific candidate takes a specific approach. The Internet is by far the most effective tool for finding those perfect candidates, but how you use the Internet is where the effectiveness lies. As mobile phones and tablets surpass desktop use, executive search firms need to adapt their online advertising, marketing and overall presence to become mobile friendly, properly search engine optimized and much more.
1. Make sure your careers portal, if not your entire website, uses responsive design. This gives web pages the fluidity to scale and reorganize to fit any kind of screen, while still looking sharp.
2. Make it easy for candidates to upload résumés from a mobile device. At DT we allow people to upload directly from LinkedIn, Monster.com, Indeed, Dropbox, Google Drive, Box or OneDrive. Note that this also ties mobile in with your social media strategy. Alternatively, candidates can copy and paste, or provide a URL to an online version of their résumé.
3. If you use questionnaires, provide radio buttons rather than pull-down lists. Not only is this easier for mobile users, but it also readily displays all the available choices.
4. To keep up with emerging best practices, do what you probably are doing already: monitor blogs and white papers from leaders in the digital recruitment space. There are webinars available as well. And here’s a unique idea: get feedback from candidates who are mobile users.
5. To ensure online images translate well to a small screen, use CSS (cascading style sheets — your IT team will know) to fit images to scale. You want to be sure images aren’t set to a fixed screen size or allowed to default to their “native” size.
6. Videos are relatively easy, thanks to services like YouTube, Vimeo, Viddler, and others. They provide “embed codes” that handle scaling for multiple devices.
Above all else, make sure your website and online initiatives are built with responsive design. So weather someone is looking at your site on their iPone, iPad, desktop or laptop, everything appears flawless and navigation is simple and easy to use. Take a look through our website on multiple devices, it’s a 100% responsively designed website.
Read Jay Barnett’s full article here.
From: Mashable Online
Things are looking up for job seekers. Unemployment numbers are down, the economy is improving and more opportunities are opening up. As professionals gain their financial and career stability back, many are looking at their options and considering what else is out there. In a survey conducted by Jobvite in November 2014, 45% of employed respondents said they would switch to a new job, even though they were satisfied with their current role.
The hype surrounding passive job seekers has grown as more recruiters struggle to find active job seekers with the right experience for specialized positions. But are employers actually succeeding in attracting passive talent?
Recruiting passive candidates is fundamentally different from targeting those who are actively pursuing a new position, and recruiters often neglect the following two major pieces of the passive hiring puzzle.
Start with relationships
What you’re doing wrong: Stalking passive candidates whose skills and experience match your open position online and sneak-attacking them is a dead-end. Digging deep online like some kind of recruiting secret agent to find any and all background information on your suspect — I mean perfect candidate — is ineffective, in addition to creepy.
The alternative: Instead, focus on building relationships organically. Passive candidates who are willing to make a job change will be open to talking with a recruiter. So talk with them.
What’s more, 15% of job seekers are reaching out to their personal networks about opportunities. Be in their professional network.
Another option is to find passive candidates in person by attending industry events/conferences to meet and network with talented professionals. Know where your target talent is congregating virtually as well: 46% of U.S. companies (according to LinkedIn) surveyed said social professional networks were one of the most important sources for quality hires.
Finding, connecting and building relationships with passive and active candidates on professional networking and job search sites should become second nature. Passive talent who routinely lead or contribute to conversations may be in the market for new opportunities. In these conversations, both face-to-face and online, the focus shouldn’t be on recruiting, convincing candidates to leave their current roles, or even advertising your employer brand. Instead, attempt to build genuine connections and learn about stand-out professionals.
The results: In this way, you will build a pipeline of passive candidates and, when you do have positions to fill, you will know exactly which qualified professionals to approach. They’ll be more likely to discuss the opportunity if you’ve already built some rapport. If the candidate does turn down the opportunity, your relationship with him or her will keep the door open for future positions.
Personalize your approach
What you’re doing wrong: Research shows that passive candidates are looking for more benefits and perks, work-life balance and opportunities to move their careers forward. In fact, in a survey of medical sales representatives conducted by MedReps.com, respondents ranked salary as the most important factor when evaluating a new employer.
So here’s the common mistake: When talking with passive candidates, you focus on the salary, job perks and title. You harp so much on all of the benefits that come with the job, the conversation sounds more like a sales pitch rather than a discussion about the candidate’s career goals.
The alternative: When recruiting employed professionals, the conversation should center around them. While trends show what passive job seekers are looking for as a whole, they don’t tell you what will motivate an individual to leave a job in which he or she is already happy.
Although you do want to discuss the details, you should be listening more than talking at first. Encourage the candidate to talk about him or herself so you can learn about his or her needs, wants and ambitions. Use this information to guide your conversation about the actual position. Discuss how the role and the employer meet those unique needs.
The results: Using this strategy, candidates won’t be bombarded with a laundry list of job benefits, but they will envision how they can realistically fit within the company and position. This information will be more meaningful when considering a new opportunity.
From: Recruiting Trends Online
According to Challenger, Gray & Christmas, the brighter employment and housing markets have made relocating a more feasible option for job candidates. Their numbers reveal that the percentage of job seekers relocating for new positions in the last half of 2014 rose to its highest level in five years.
The latest relocation rate is the highest it has been since the first half of 2009, when an average of 16.3 percent of job seekers moved in the immediate wake of the recession.
“Relocation activity plunged after the first half of 2009 as home values continued to decline, which made it virtually impossible to sell an existing home without taking a significant loss. The housing market is still recovering in most regions, but the progress made last year clearly is encouraging more job seekers to expand their searchers geographically,” said John A. Challenger, Chief Executive Officer of Challenger, Gray & Christmas.
Moving is proving to be on the rise for senior employees
An average of 15 percent of job-seeking managers and executives moved for new positions over the last two quarters of 2014, according to the new report. That was up from an average of 11.4 percent in the first two quarters of the year. In 2013, the relocation rate among job seekers averaged 13 percent.
The Challenger relocation rate is based on a quarterly survey of approximately 1,000 job seekers.
Relocation is hardly ever desirable from a job candidate’s point of view. But especially in hard times in housing, it most often is ruled out. Job seekers need to maintain their safety nets.
“Relocation is rarely the most desirable option for job seekers. There is a lot of cost and risk involved. The collapse in the housing market, which was a primary factor behind the recession, made relocation even more unattractive, as many job seekers were stuck in homes with market values well below what was owed on the mortgage. Starting in 2013, we saw a rebound in home buying and home prices. That trend continued in 2014, leading to the upturn in relocation among job seekers,” said John A. Challenger, Chief Executive Officer of Challenger, Gray & Christmas.
Metropolitan Areas See Gains
A recent report from the National Association of Realtors indicates that a majority of metropolitan areas experienced steady year-over-year gains in home prices in the fourth quarter of 2014. The Association attributed slightly stronger price growth to a decline in housing supply and an uptick in demand fueled by lower interest rates and a stronger job market.
The number of cities with low unemployment continues to grow. In December, there were 158 metropolitan areas with unemployment rates below 5.0 percent. Only 78 metro areas could say the same, a year earlier.
“At the end of last year, there were more than 70 metropolitan areas with an unemployment rate of 4.0 percent or lower. That number is growing every month. Employers in these areas are undoubtedly struggling to find workers from the local talent pool. So, for job seekers who are willing to relocate, the list of cities with good opportunities keeps getting longer,” said Challenger.
Which Cities Top of the List for Highest Quality of Living?
One stat especially important to job candidates is the quality of life in the new city to which they may be drawn. Vancouver is the highest-ranking city in North America and the region’s only city in the top 10. Singapore (26) is the highest-ranking Asian city, whereas Dubai (74) ranks first across the Middle East and Africa. Montevideo in Uruguay (78) takes the top spot for South America, according to the Mercer 2015 Quality of Living rankings.
San Francisco (27), Boston (34), and Honolulu (36) are the highest-ranking US cities.
Vienna has the world’s best quality of living. Overall, European cities dominate the top of the ranking along with major cities in Australia and New Zealand. Zurich, Auckland, and Munich are in first, second, and third places respectively.
Mercer conducts its Quality of Living survey annually to help multinational companies and other employers compensate employees fairly when placing them on international assignments.
“Taking a short- or long-term work assignment in a new country is both an exciting and challenging experience for employees and their families,” said Slagin Parakatil, Principal at Mercer. “Cultures, societies, and comparatively different climates, as well as political instability, high crime rates, and poor infrastructure can be difficult to navigate and settle down in for employees and their families. Employers need to assess whether their staff and families will encounter any drop in quality of living when relocating and ensure they are fairly compensated for it.”
According to Mercer, it evaluates local living conditions in more than 440 cities it surveys worldwide. Living conditions are analyzed according to 39 factors, grouped in 10 categories:
- Political and social environment (political stability, crime, law enforcement, etc.)
- Economic environment (currency exchange regulations, banking services)
- Socio-cultural environment (media availability and censorship, limitations on personal freedom)
- Medical and health considerations (medical supplies and services, infectious diseases, sewage, waste disposal, air pollution, etc)
- Schools and education (standards and availability of international schools)
- Public services and transportation (electricity, water, public transportation, traffic congestion, etc.)
- Recreation (restaurants, theatres, cinemas, sports and leisure, etc)
- Consumer goods (availability of food/daily consumption items, cars, etc)
- Housing (rental housing, household appliances, furniture,
- Natural environment (climate, record of natural disasters)