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The average American worker today stays at his or her job a mere 4.4 years, according to a recent Forbes article, while Gen Y’ers (those born between 1977 and 1997) are leaving in a fraction of that time—91 percent expect to stay in a job fewer than three years.

Published in Recruiting
Thursday, 25 July 2013

8 Bad Mistakes New Managers Make

Many new leaders are thrust into supervisory positions quickly, with no real management training to speak of.  So as you would expect, they make lots of mistakes.  Here are a few of the most common.  Hopefully, just being aware of them will help you and your colleagues do things differently!

Published in Workforce Management
Wednesday, 22 May 2013

Another Generation Rises

Another Generation Rises: Looking Beyond the Millennials

A new generation without an official moniker and relatively unknown to the larger corporate society of the United States is trudging through the American education system just like millions of others before them, and they are just starting to think about what they want to do with their lives.

Published in Human Resources
Tuesday, 19 November 2013

Are You Ready for Generation Z?

The Key Characteristics of Generation Z and how they’ll impact talent management

Published in Human Resources

Reasons for the heightened use of temps, contractors and the like begin with the shaky business climate. Despite growth and profits, companies have been loath to hire full-time and part-time staff in case the economy suddenly tanks again.

Using temporary workers at the start of a recovery is nothing new. But other factors behind the contingent expansion are less tied to the business cycle. These include cost-savings. Although contractor fees can exceed the hourly wage of a regular employee, especially in the United States where employer-provided health care is standard, the total compensation of a regular employee typically exceeds that of contingents.

Published in Staffing

No organization’s culture is perfectly healthy.

But there are some organizations where the culture is toxic — way beyond the “normal dysfunctional” level. These cultures tolerate or encourage behaviors that suck the life out of people. And no matter how great a business’s strategy, marketing, and financial operations are, a toxic culture will poison business success.

How do you know if your company culture is toxic?

Here are a few signs:

Published in Human Resources


Full cycle recruiting means a Recruiter knows how to obtain a search and evaluate the parameters of that job order, negotiate the fee, find an ideal candidate, manage the interview, offer, and acceptance process, close the deal, and get paid within 10 days preferably. Today there are thousands of people in the business world calling themselves Recruiters who, ironically, don't know the fundamentals of recruiting!


If a person wants to work as a Recruiter, in my opinion, the first thing they should do is get some training related to the recruiting process. New Recruiters need to understand the process from start to finish before they can be effective. I've seen many corporations push people into positions with the title of 'Recruiter', without any training. Noone is served well when this happens.


If you're interested in becoming a Recruiter here are 10 reasons to "learn it all".


1. Once one knows how to handle each facet of the process they can focus on enhancing their strengths or improving their weaknesses. Recruiters who know how to recruit effectively can easily find the best niche in the industry for their personality.


2. Knowing what needs to be done during each step of the process gives a Recruiter confidence and the tools they need to evaluate their own performance. They can look back over each placement process and see specifically where they could have said something different to expedite the process or eliminate a roadblock. Their skills allow them to approach passive candidates most effectively.


3. Recruiters with FCR (full cycle recruiting) skills offer the best value to employers, candidates, and themselves. Knowledge is power when it comes to recruiting.


4. FCR is the pathway to make the most money in this industry.


5. When a recruiter is proficient in all the steps of FCR, they can work with other Recruiters to double, maybe triple the number of placements, they could make on their own. Working with a strong team of Recruiters can be both rewarding and lots of fun.


6. Full cycle Recruiters have the skills that are most in demand. The average company in the United States has about 24% turnover a year! That kind of turnover costs companies unnecessary billions each year. Employee retention begins with good hiring practices. If an employee senses they mean nothing to an employer (and many HR departments are famous for making new hires feel like faceless numbers) then new hires feel no obligation to those employers in return


7. When a Recruiter knows FCR they have the most control over their earnings, lifestyle, working conditions, and job satisfaction.


8. FCR is emotionaly, intellectually, and financially rewarding, in my opinion.


9. The skills a Recruiter acquires when they learn FCR are transferable to other areas of work and life. Knowing how to ask questions and listen effectively can help keep a person with teenagers sane. These skills can improve relationships with spouses, neighbors, relatives, and co-workers. These principles apply when one is negotiating to buy a company, car, home, etc.


10. Recruiters who master their craft have less stress and fewer frustrations related to 'lost' deals. They are more effective and successful than those who don't know FCR.


Less than 20% of Recruiters have been trained in full cycle recruiting. That leaves those with full cycle recruiting skills with a tremendous opportunity and vast potential to excel in those industries that attract them most. Don't try and 'wing it' with your career. Make regular investments in your personal recruiter education and it will pay you back countless times over.


Published in Human Resources

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Companies need to understand what motivates Generation Y workers if they want to retain them and grow them into new leadership roles. The problem is that companies are still treating them like older generations and are losing them to competitors. The average Gen Y employee leaves after two years of working.  In the book, Happiness at Work: Maximizing Your Psychological Capital for Success, the authors unveiled new research by the iOpener Institute about this important demographic. They found that they are motivated to stay with their employer and are willing to actively recommend their company to friends based more on job fulfillment than pay. The survey of 18,000 Gen Y’s uncovered that a belief in the firm’s economic or social purpose, and pride in the organization and its work, had a strong correlation with staying at a company.  The report also confirmed that there was no connection between retention and compensation. Here are five things you can do to help them achieve more fulfillment at work:

Published in Workforce Management
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