Wednesday, August 29, 2007
Tuesday, August 28, 2007
Microsoft Battles for Talent
In case you don't read eWeek magazine (www.eweek.com), I thought I would share a few interesting quotes:
===============================================================
The biggest challenge facing Microsoft today is making sure that it has enough qualified, capable, talented people who can continue to scale with the company.
But the Redmond, Wash., software maker is facing competition for those resources from an unexpected source: the hedge fund industry.
"You have about a third of the number of people entering the IT field than you did during the dot-com era," Microsoft's Chief Operating Officer Kevin Turner told eWEEK. "Also, one of the stiffest competitors we face today are the hedge funds, for staff to support all the major systems and analysis and decision support-type activity they do and which is pretty intensive.
==================================================================
Microsoft is pulling out all the stops to try to correct the growing shortage of IT graduates and the shrinking number of people entering the technology field by doing things like lobbying in Washington for relief.
"It's unfortunate that we can educate people here, but they then have to go home. Also, [Microsoft Chairman] Bill [Gates], [CEO] Steve [Ballmer], myself and others are all speaking at universities to get students excited about getting into the technology field," he said.
The shortage of qualified candidates in the IT space is a concern to the entire industry and the one thing that Turner said he thinks about every day, from the time he gets up in the morning until he goes to bed at night.
==================================================================
Jim Foley, a professor in the College of Computing at Georgia Institute of Technology and former chairman of the Computing Research Association, agrees with Turner that the numbers for college students heading into IT are not looking that good.
CRA research found that entering freshmen who indicated they would major in computer science fell by half from the high of 16,000 in 2000, which was just before the dot-com crash, to some 8,000 by fall 2006. "But the good news is that the decline seems to be leveling off; at Georgia Tech we have a slight uptick," Foley told eWEEK in an interview.
The number of U.S. students graduating with Bachelor of Science degrees peaked at 14,000 in the 2003-2004 academic year, dropping to 10,000 for 2005-2006, he said, noting that interest in computer science and computer engineering as a major has also dropped from about 3.7 percent of entering students in 1999 and 2000 to about 1.1 percent in 2006.
"Again, this does not include all of IT, but in large part these are the students whom Microsoft would like to hire, and there are not enough of them. There will be another lag until entering students realize that computing and IT are good fields with good jobs. That's what Microsoft and lots of other companies are experiencing right now and are worried about," said Foley, in Atlanta.
===================================================================
While the results of that survey, released in May, found that the number of Ph.D. degrees awarded continues to set records, the number of master's and bachelor's degrees awarded has dropped significantly.
===================================================================
While the results of that survey, released in May, found that the number of Ph.D. degrees awarded continues to set records, the number of master's and bachelor's degrees awarded has dropped significantly.
===================================================================
The number of master's degrees awarded, however, was down 13 percent, to 8,074, in the year ending June 2006. The June 2005 number was 9,286, which was "reasonably consistent with the 17 percent drop in new master's students reported two years ago," Zweben said.
Enrollment in master's programs by new students was about the same as last year, while total enrollment was down by more than 10 percent—all attributable to declines in computer science master's programs, he said.
More than half of new master's students came from outside North America, rising to 56.7 percent from 46.5 percent last year.
On the bachelor's degree front, issuance was down more than 15 percent, following the 13 percent decrease reported last year. "From this year's estimates, it would appear that another 16 percent decline is looming. If this holds true, it would represent a drop of more than 40 percent over a three-year period," Zweben said.
But there is some positive news. "When looking at new bachelor's degree students, for the first time in four years the number of new undergraduate majors is slightly higher than the corresponding number last year. This holds true when looking at only the more robust computer science numbers," he said.
================================================================
What is one way that Microsoft is coping with the talent shortage? They opened a center in Vancouver 159 miles from Redmund.
In the seven weeks since Microsoft announced that it intended to open a software development center in Vancouver, British Columbia, which it hoped would "be home to software developers from around the world," it may have gotten more than it bargained for.
In short, wrote Jenna Adorno, technical recruiter for MSN, on Microsoft's JobsBlog on Aug. 22, "Vancouver has worn me out."
Since Adorno first announced the facility July 9, she wrote, she has been "swallowed up by the endless offers and questions around employment at the Microsoft Vancouver Development Centre," which was built to address international workers affected by an inability to obtain a U.S. H-1B visa that would have enabled them to work out of the company's Redmond, Wash., headquarters.
Vancouver was chosen not only for its proximity to Redmond (less than 150 miles) and Canada's significantly fewer hurdles than the United States when it comes to hiring skilled foreign workers.
On July 12, Adorno implored international workers who had accepted a Microsoft offer but had not received an H-1B visa to contact her directly about a potential relocation to Vancouver, should the involved managers be okay with such an arrangement. The Vancouver location was expected to be made up of different employees on different teams that all had counterparts in Redmond. Microsoft assured rejected H-1Bs that there would be space for all of them in Canada, rolling out "new," comparable offers in late July and early August with start dates between September and November.
However, Microsoft hit a classic "remote work" wrinkle--that some roles function more favorably remotely than others. Software designers and developers would be more than welcome in Vancouver while project managers, media specialists and other roles would not.
==================================================================
Labor shortages won't be eliminated in the forseeable future, particularly if there is a recession. What creative ways can you create to prepare for even harder times finding talent?
Jeff Altman
The Big Game Hunter
Concepts in Staffing
thebiggamehunter@cisny.com
© 2007 all rights reserved.
Jeff Altman, The Big Game Hunter, is Managing Director with Concepts in Staffing, a New York search firm, He has successfully assisted many corporations identify management leaders and staff in many disciplines since 1971. He is a retired certified leader of the ManKind Project, a not for profit organization that assists men with life issues, and a practicing psychotherapist.
To receive a daily digest of positions emailed to you, search for openings that The Big Game Hunter is working on, to use Jeff’s free job lead search engine, Job Search Universe, to subscribe to Jeff’s free job hunting ezine, “Head Hunt Your Next Job, or his staffing ezine, “Natural Selection”, or to learn about his VIP program, go to www.jeffaltman.com. Job Search Universe is also available at www.jobsearchuniverse.com To add your firm’s career page to “The Universe” email the url to jobsearchuniverse@gmail.com.
If you would like Jeff and his firm to assist you with hiring staff, or if you would like help with a strategic job change, send an email to him at thebiggamehunter@cisny.com (If you’re looking for a new position, include your resume).
If you have a question that you would like me to answer pertaining to job hunting or hiring, email it to me at: thebiggamehunter@gmail.com
===============================================================
The biggest challenge facing Microsoft today is making sure that it has enough qualified, capable, talented people who can continue to scale with the company.
But the Redmond, Wash., software maker is facing competition for those resources from an unexpected source: the hedge fund industry.
"You have about a third of the number of people entering the IT field than you did during the dot-com era," Microsoft's Chief Operating Officer Kevin Turner told eWEEK. "Also, one of the stiffest competitors we face today are the hedge funds, for staff to support all the major systems and analysis and decision support-type activity they do and which is pretty intensive.
==================================================================
Microsoft is pulling out all the stops to try to correct the growing shortage of IT graduates and the shrinking number of people entering the technology field by doing things like lobbying in Washington for relief.
"It's unfortunate that we can educate people here, but they then have to go home. Also, [Microsoft Chairman] Bill [Gates], [CEO] Steve [Ballmer], myself and others are all speaking at universities to get students excited about getting into the technology field," he said.
The shortage of qualified candidates in the IT space is a concern to the entire industry and the one thing that Turner said he thinks about every day, from the time he gets up in the morning until he goes to bed at night.
==================================================================
Jim Foley, a professor in the College of Computing at Georgia Institute of Technology and former chairman of the Computing Research Association, agrees with Turner that the numbers for college students heading into IT are not looking that good.
CRA research found that entering freshmen who indicated they would major in computer science fell by half from the high of 16,000 in 2000, which was just before the dot-com crash, to some 8,000 by fall 2006. "But the good news is that the decline seems to be leveling off; at Georgia Tech we have a slight uptick," Foley told eWEEK in an interview.
The number of U.S. students graduating with Bachelor of Science degrees peaked at 14,000 in the 2003-2004 academic year, dropping to 10,000 for 2005-2006, he said, noting that interest in computer science and computer engineering as a major has also dropped from about 3.7 percent of entering students in 1999 and 2000 to about 1.1 percent in 2006.
"Again, this does not include all of IT, but in large part these are the students whom Microsoft would like to hire, and there are not enough of them. There will be another lag until entering students realize that computing and IT are good fields with good jobs. That's what Microsoft and lots of other companies are experiencing right now and are worried about," said Foley, in Atlanta.
===================================================================
While the results of that survey, released in May, found that the number of Ph.D. degrees awarded continues to set records, the number of master's and bachelor's degrees awarded has dropped significantly.
===================================================================
While the results of that survey, released in May, found that the number of Ph.D. degrees awarded continues to set records, the number of master's and bachelor's degrees awarded has dropped significantly.
===================================================================
The number of master's degrees awarded, however, was down 13 percent, to 8,074, in the year ending June 2006. The June 2005 number was 9,286, which was "reasonably consistent with the 17 percent drop in new master's students reported two years ago," Zweben said.
Enrollment in master's programs by new students was about the same as last year, while total enrollment was down by more than 10 percent—all attributable to declines in computer science master's programs, he said.
More than half of new master's students came from outside North America, rising to 56.7 percent from 46.5 percent last year.
On the bachelor's degree front, issuance was down more than 15 percent, following the 13 percent decrease reported last year. "From this year's estimates, it would appear that another 16 percent decline is looming. If this holds true, it would represent a drop of more than 40 percent over a three-year period," Zweben said.
But there is some positive news. "When looking at new bachelor's degree students, for the first time in four years the number of new undergraduate majors is slightly higher than the corresponding number last year. This holds true when looking at only the more robust computer science numbers," he said.
================================================================
What is one way that Microsoft is coping with the talent shortage? They opened a center in Vancouver 159 miles from Redmund.
In the seven weeks since Microsoft announced that it intended to open a software development center in Vancouver, British Columbia, which it hoped would "be home to software developers from around the world," it may have gotten more than it bargained for.
In short, wrote Jenna Adorno, technical recruiter for MSN, on Microsoft's JobsBlog on Aug. 22, "Vancouver has worn me out."
Since Adorno first announced the facility July 9, she wrote, she has been "swallowed up by the endless offers and questions around employment at the Microsoft Vancouver Development Centre," which was built to address international workers affected by an inability to obtain a U.S. H-1B visa that would have enabled them to work out of the company's Redmond, Wash., headquarters.
Vancouver was chosen not only for its proximity to Redmond (less than 150 miles) and Canada's significantly fewer hurdles than the United States when it comes to hiring skilled foreign workers.
On July 12, Adorno implored international workers who had accepted a Microsoft offer but had not received an H-1B visa to contact her directly about a potential relocation to Vancouver, should the involved managers be okay with such an arrangement. The Vancouver location was expected to be made up of different employees on different teams that all had counterparts in Redmond. Microsoft assured rejected H-1Bs that there would be space for all of them in Canada, rolling out "new," comparable offers in late July and early August with start dates between September and November.
However, Microsoft hit a classic "remote work" wrinkle--that some roles function more favorably remotely than others. Software designers and developers would be more than welcome in Vancouver while project managers, media specialists and other roles would not.
==================================================================
Labor shortages won't be eliminated in the forseeable future, particularly if there is a recession. What creative ways can you create to prepare for even harder times finding talent?
Jeff Altman
The Big Game Hunter
Concepts in Staffing
thebiggamehunter@cisny.com
© 2007 all rights reserved.
Jeff Altman, The Big Game Hunter, is Managing Director with Concepts in Staffing, a New York search firm, He has successfully assisted many corporations identify management leaders and staff in many disciplines since 1971. He is a retired certified leader of the ManKind Project, a not for profit organization that assists men with life issues, and a practicing psychotherapist.
To receive a daily digest of positions emailed to you, search for openings that The Big Game Hunter is working on, to use Jeff’s free job lead search engine, Job Search Universe, to subscribe to Jeff’s free job hunting ezine, “Head Hunt Your Next Job, or his staffing ezine, “Natural Selection”, or to learn about his VIP program, go to www.jeffaltman.com. Job Search Universe is also available at www.jobsearchuniverse.com To add your firm’s career page to “The Universe” email the url to jobsearchuniverse@gmail.com.
If you would like Jeff and his firm to assist you with hiring staff, or if you would like help with a strategic job change, send an email to him at thebiggamehunter@cisny.com (If you’re looking for a new position, include your resume).
If you have a question that you would like me to answer pertaining to job hunting or hiring, email it to me at: thebiggamehunter@gmail.com
Sunday, August 19, 2007
So, How Do You Choose Your Human Capital Vendors?
An old client of mine and I spoke this week for the first time in about a year. After chatting about life, the universe and everything, he lamented (at least I think it was a lament) about how his HR organization selects vendors to work with. It seems that every year he is asked for recommendations that they don't act on.
Firms who are contacted are required to complete an extensive form that does little to evaluate or assess the worthiness of the firm to provide service delivery. Although he didn't voice this, I don't work for the firm so I am not encumbered by chain of command or the need to be conciliatory so I will ask the question: Whose human resources are they managing--his or theirs?
This scenario is not unique to this firm.
A state government contacted me two months ago about entering their vendor program. I completed thirty some odd online forms, submitted notarized documentation and then asked, "OK, where is the work for me?" Their answer, "Oh! We're just the vendor management program. We have nothing to do with that!" Huh?
If they are trying to help him, they should at least report back on their contact with his recommendations . . . and they don't. When he has asked the recruiter whether they have been contacted, the typical answer is, "No." So, let's assume you do want to evaluate and assess potential recruiters, what can you ask them? Don't just Google for a business name like "Sales Bananas" that suggests an expertise.
Here are some things to do:
1. I am of the opinion that you can't ask them directly how much experience they have because it is too easy for a beginner to lie and say they have more experience than they have. Instead, ask them, "Where did you go to school? When did you graduate? With what degree? What did you do upon graduation?" Continue through until you have the chronology of their experience. Some may still get through lying, but you will catch others. By all means, if you are in human resources, ask your managers with whom they have had a good experience and what made it good. Then contact them!
2. Do you belong to a trade group? An industry association? A medium where you speak with others doing your job at another firm? Ask them for their contacts. The specific person, not the firm. If you contact the firm in general, you may wind up with the rookie of the day to work with. Why should you break them in?
3. Do you need a specialist or a generalist? There are virtues to working with both. A specialist ostensibly knows the specific type of work you to have done. A generalist can cover a broad arena removing the necessity of you working with many different firms and breaking them all in.
My own history involves extensive recruiting in technology since 1972 but, in 2002, clients asked me to work in different sectors which led me to many new fields. In 2006, I even filled a position for a wood procurement specialist for a liquor company (to purchase hard woods for the casks their liquor was aged in); it was a search like none I had done before but intrigued me (frankly, I thought it was a fun job and took some time and filled it).
Like the mutual fund advertising ads said, "Past performance doesn't guaranty future returns." Ask questions like:
1. Tell me about some of the searches you've done in the last year? (Ask this question BEFORE you tell them about the positions you have open in order to preclude them from repeating back your job as one they just completed).
2. Is your firm a multi-office operation? Does it do local, regional or national searches? At what scale does it operate? Scale may be important if you are trying to find a resource for 2000 positions as part of a ramp up. Multi-office operation may mean that your contact person may get help supporting your work in Timkuktoo or not; many recruiters only work on their own assignments, preferring to keep 100% of commissions instead of half. As a result, your contact person with the 50 offices may not get as much support as it sounds.
3. What can I expect of you? What steps will you take to locate, assess and refer someone?
4. What is your firm's practice about recruiting from a client? What is a client company to you? Who are your current clients (and this, who is off limits)
Since entering this field what seems like a hundred years ago, I have seen how firms do nothing to evaluate and assess the firms that will supply their talent and then wonder why they don't like the results they get. It's like hiring someone who you never interview. Does that make sense to you? Of course not. Yet isn't how you have accepted working with many vendors?
Firms who are contacted are required to complete an extensive form that does little to evaluate or assess the worthiness of the firm to provide service delivery. Although he didn't voice this, I don't work for the firm so I am not encumbered by chain of command or the need to be conciliatory so I will ask the question: Whose human resources are they managing--his or theirs?
This scenario is not unique to this firm.
A state government contacted me two months ago about entering their vendor program. I completed thirty some odd online forms, submitted notarized documentation and then asked, "OK, where is the work for me?" Their answer, "Oh! We're just the vendor management program. We have nothing to do with that!" Huh?
If they are trying to help him, they should at least report back on their contact with his recommendations . . . and they don't. When he has asked the recruiter whether they have been contacted, the typical answer is, "No." So, let's assume you do want to evaluate and assess potential recruiters, what can you ask them? Don't just Google for a business name like "Sales Bananas" that suggests an expertise.
Here are some things to do:
1. I am of the opinion that you can't ask them directly how much experience they have because it is too easy for a beginner to lie and say they have more experience than they have. Instead, ask them, "Where did you go to school? When did you graduate? With what degree? What did you do upon graduation?" Continue through until you have the chronology of their experience. Some may still get through lying, but you will catch others. By all means, if you are in human resources, ask your managers with whom they have had a good experience and what made it good. Then contact them!
2. Do you belong to a trade group? An industry association? A medium where you speak with others doing your job at another firm? Ask them for their contacts. The specific person, not the firm. If you contact the firm in general, you may wind up with the rookie of the day to work with. Why should you break them in?
3. Do you need a specialist or a generalist? There are virtues to working with both. A specialist ostensibly knows the specific type of work you to have done. A generalist can cover a broad arena removing the necessity of you working with many different firms and breaking them all in.
My own history involves extensive recruiting in technology since 1972 but, in 2002, clients asked me to work in different sectors which led me to many new fields. In 2006, I even filled a position for a wood procurement specialist for a liquor company (to purchase hard woods for the casks their liquor was aged in); it was a search like none I had done before but intrigued me (frankly, I thought it was a fun job and took some time and filled it).
Like the mutual fund advertising ads said, "Past performance doesn't guaranty future returns." Ask questions like:
1. Tell me about some of the searches you've done in the last year? (Ask this question BEFORE you tell them about the positions you have open in order to preclude them from repeating back your job as one they just completed).
2. Is your firm a multi-office operation? Does it do local, regional or national searches? At what scale does it operate? Scale may be important if you are trying to find a resource for 2000 positions as part of a ramp up. Multi-office operation may mean that your contact person may get help supporting your work in Timkuktoo or not; many recruiters only work on their own assignments, preferring to keep 100% of commissions instead of half. As a result, your contact person with the 50 offices may not get as much support as it sounds.
3. What can I expect of you? What steps will you take to locate, assess and refer someone?
4. What is your firm's practice about recruiting from a client? What is a client company to you? Who are your current clients (and this, who is off limits)
Since entering this field what seems like a hundred years ago, I have seen how firms do nothing to evaluate and assess the firms that will supply their talent and then wonder why they don't like the results they get. It's like hiring someone who you never interview. Does that make sense to you? Of course not. Yet isn't how you have accepted working with many vendors?
Jeff Altman
The Big Game Hunter
Concepts in Staffing
jeffaltman@cisny.com
© 2007 all rights reserved.
Jeff Altman, The Big Game Hunter, is Managing Director with Concepts in Staffing, a New York search firm, He has successfully assisted many corporations identify management leaders and staff in technology, accounting, finance, sales, marketing and other disciplines since 1971. He is a practicing psychotherapist and is a retired certified leader of the ManKind Project, a not for profit organization that assists men with life issues.
To receive a daily digest of positions emailed to you, search job openings, use his free job lead search engine, Job Search Universe. to subscribe Jeff’s free job search ezines, Head Hunt Your Next Job and/or Natural Selection (his free recruiting ezine), or to find out about his VIP Personal Search Agent service, go to http://www.jeffaltman.com.
If you would like Jeff and his firm to assist you with hiring staff or locating consultants, or if you would like help with a strategic job change, send an email to him at thebiggamehunter@cisny.com (If you’re looking for a new position, include your resume).
Friday, August 03, 2007
Is Your System Set Up to Select Mediocre People?
How does your firm choose who to hire?
Often the promise is somewhat ad hoc--a position description is crafted and approved with minimal questioning except to insure that it conforms to process. From there, someone, sometimes from HR, sometimes from the department, does an initial screen by telephone. The person is evaluated based upon their ability to string a few sentences together that relate to the job description.
From there, an in-person interview is constructed where the person is quizzed on one or two things that relate to the job, and quite a few that are extraneous. From there, the person is pused up the chain of command until, ultimately, they are rejected or hired.
Why were they rejected? They were "too light." In other words, they were judged by a person earning less than they earn, who was "winging it" through the interview, rather than asking questions that mattered to the manager and follow ups that were irrelevant to job performance.
Have you ever heard the old saying, "A camel is a horse designed by a committee?
What can you do?
Before you ask a question, before you ask a subordinate to ask questions, make it clear to them what you want them to cover in the interview. BE SPECIFIC!
Unless you make it clear what you are looking for, you will wind up like one of my clients who rejected a job applicant based upon criteria that in no way shape or form related to the position description (and, no, the issue was not about "fit").
Look at your hiring process in advance of interviewing and be clear with everyone what you are looking for and how you want them to screen and what you want them to screen for.
Otherwise, you will wind up with the best person who can get through the committee, rather than the person who is best qualified to do the job.
Often the promise is somewhat ad hoc--a position description is crafted and approved with minimal questioning except to insure that it conforms to process. From there, someone, sometimes from HR, sometimes from the department, does an initial screen by telephone. The person is evaluated based upon their ability to string a few sentences together that relate to the job description.
From there, an in-person interview is constructed where the person is quizzed on one or two things that relate to the job, and quite a few that are extraneous. From there, the person is pused up the chain of command until, ultimately, they are rejected or hired.
Why were they rejected? They were "too light." In other words, they were judged by a person earning less than they earn, who was "winging it" through the interview, rather than asking questions that mattered to the manager and follow ups that were irrelevant to job performance.
Have you ever heard the old saying, "A camel is a horse designed by a committee?
What can you do?
Before you ask a question, before you ask a subordinate to ask questions, make it clear to them what you want them to cover in the interview. BE SPECIFIC!
Unless you make it clear what you are looking for, you will wind up like one of my clients who rejected a job applicant based upon criteria that in no way shape or form related to the position description (and, no, the issue was not about "fit").
Look at your hiring process in advance of interviewing and be clear with everyone what you are looking for and how you want them to screen and what you want them to screen for.
Otherwise, you will wind up with the best person who can get through the committee, rather than the person who is best qualified to do the job.
Email resume in Word to thebigamehunter@cisny.com. Please include the job code for the position with your resume.
NO RELOCATION. NO VISA TRANSFERS. NO OVERSEAS RESUMES. NO 3RD PARTIES.
I Have That Person in My Data Base (a brief rant)
I can accept the notion that a person has been spoken with or contacted.
I cannot accept the answer that they are in your data base.
Respectfully, so what if it is in your data base?
I am not investing resources to be a firm's tickler system, prompting them to contact potential employees.
Place yourself in another's shoes.
You are spending time (money) to find, evaluate, assess and refer someone. That person has not been contacted by the client (you) yet and then you are told, "They are in my data base."
Is that the way you want your firm to do business?
Is that fair? Do you believe you are being honest when you have failed to take action on someone and use someone to remind you to call them?
I understand that mistakes happen. I make them and you make them. Everyone does. Don't punish someone who works for free to help you unless they are successful by setaling their efforts.
----------------------------------------------------------------------------------------------------------
Jeff Altman, The Big Game Hunter has been a recruiter for more than 40
years.
Sign up for a complimentary subscription to No B.S. Job Search Advice at TheBigGameHunter.us.
Connect with me on LinkedIn.
Trying to hire someone? Email me at JeffAltman@TheBigGameHunter.us.
Subscribe to TheBigGameHunterTV on YouTube for advice about job hunting and hiring. Like videos, share and comment.
Listen to Job Search Radio, No B. S. Job Search Advice Radio and No B. S. Hiring Advice Radio in iTunes and other podcast directories and apps.
Do you someone at a manager level or above and need more in-depth job search coaching? Join my VIP Personal Search Agent program.
Are you someone who would not fit my VIP program and would like to ask me a
question via email, chat, or phone? Reach me via LivePerson
Like this article, podcast or video and others from The Big Game Hunter? Make a donation through PayPal to TheBigGameHunter@gmail.com
I cannot accept the answer that they are in your data base.
Respectfully, so what if it is in your data base?
I am not investing resources to be a firm's tickler system, prompting them to contact potential employees.
Place yourself in another's shoes.
You are spending time (money) to find, evaluate, assess and refer someone. That person has not been contacted by the client (you) yet and then you are told, "They are in my data base."
Is that the way you want your firm to do business?
Is that fair? Do you believe you are being honest when you have failed to take action on someone and use someone to remind you to call them?
I understand that mistakes happen. I make them and you make them. Everyone does. Don't punish someone who works for free to help you unless they are successful by setaling their efforts.
----------------------------------------------------------------------------------------------------------
Sign up for a complimentary subscription to No B.S. Job Search Advice at TheBigGameHunter.us.
Connect with me on LinkedIn.
Trying to hire someone? Email me at JeffAltman@TheBigGameHunter.us.
Subscribe to TheBigGameHunterTV on YouTube for advice about job hunting and hiring. Like videos, share and comment.
Listen to Job Search Radio, No B. S. Job Search Advice Radio and No B. S. Hiring Advice Radio in iTunes and other podcast directories and apps.
Do you someone at a manager level or above and need more in-depth job search coaching? Join my VIP Personal Search Agent program.
Like this article, podcast or video and others from The Big Game Hunter? Make a donation through PayPal to TheBigGameHunter@gmail.com
What are Your Values? How would You Decide?
In some situations, there is no right or wrong. Sometimes, a person just need to be conscious of their values when they make a decision (and their biases but that is another article).
A client had two finalists for a position, both with comparable professional skills.
As they went into the final round they were left with an interesting decision.
What criteria should we use to choose between the two.
One is a relatively experienced person. The other has several years less experience.
Advantage to the experienced person
The less experienced person has been a consultant for several years (advantage to the experienced person) but with one client for several years (advantage shifts to the less experienced one.
The experienced person has been working in industry where he is knowledgeable and has done an extremely good job; the else experienced one is extremely service oriented. As a consultant, he understands that everything he does should be done with service at heart and wears that as a badge of honor and responsibility. Not every consultant does, but he does..
What would you do to decide?
A client had two finalists for a position, both with comparable professional skills.
As they went into the final round they were left with an interesting decision.
What criteria should we use to choose between the two.
One is a relatively experienced person. The other has several years less experience.
Advantage to the experienced person
The less experienced person has been a consultant for several years (advantage to the experienced person) but with one client for several years (advantage shifts to the less experienced one.
The experienced person has been working in industry where he is knowledgeable and has done an extremely good job; the else experienced one is extremely service oriented. As a consultant, he understands that everything he does should be done with service at heart and wears that as a badge of honor and responsibility. Not every consultant does, but he does..
What would you do to decide?
Jeff Altman
The Big Game Hunter
Concepts in Staffing
thebiggamehunter@cisny.com
© 2007 all rights reserved.
Jeff Altman, The Big Game Hunter, is Managing Director with Concepts in Staffing, a New York search firm, He has successfully assisted many corporations identify management leaders and staff in technology, accounting, finance, sales, marketing and other disciplines since 1971. He is a former certified leader of the ManKind Project, a not for profit organization that assists men with life issues, and a practicing psychotherapist.
To subscribe to Jeff’s free job search ezine, Head Hunt Your Next Job, or receive a daily digest of positions emailed to you, go to http://www.jeffaltman.com
If you would like Jeff and his firm to assist you with hiring staff, or if you would like help with a strategic job change, send an email to him at jeffaltman@cisny.com (If you’re looking for a new position, include your resume).
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