By: Shawn Desgrosellier of Vitality Group
Here we are, week two of the new year and for some reason and I would say some very strange reason resumes have not been flooding my inbox. I wonder why that is, and I wonder why those millions of job seekers that are in the market seeking employment are not pursuing the recruiters who are market makers in a specific industry.
I have heard from the current job seekers that at one time or another I have spoken to, recruited for a position, or placed in a new company- but still the new candidate is the hot candidate as far as a recruiter is concerned and the numbers are way down. Why are they not using every waking moment of every day trying to reach out and connect to those recruiters who have tenure, contacts and relationships, and influence to make or create a job for the right person?
I am quickly approaching 20 years in the recruiting industry and have placed hundreds if not over a thousand people in mid to senior level management positions across a number of industries with an emphasis over the last decade in Commercial Construction and Real Estate. If I get a Linked In request from a job seeker with a track record in my niche and area of specialization I accept them immediately- I want to help them anyway I possibly can and if I have a connection that they need to get a job right now I am happy to be that pathway. Remember the movie "Pay it Forward" it holds true right now and if you take the time to reach out and help someone it is the right thing to do. So why are job seekers not using Linked In and trying to connect with people of like backgrounds and like industries. I have had conversation after conversation with Executive Level contacts in my industry and they are happy to add someone new to their network and connections, but they are busy so the job seekers has to at the very least take the initiative.
If you have been recently been affected by a downsize, lay-off or have been seeking employment for 6-12 months or in some cases even longer- what are you doing about it? Don't give up, suck it up and with a carefully created plan you too can take this time to deepen your network and diversify your industry knowledge and relationships- depth and breadth you can call it. All I ask, is that you get up early and get after it each and every day and give it your best shot, reach out and touch someone and by using the strength of numbers and law of averages you can tap that right person tomorrow or next month- it all depends upon your velocity.
I wish you success out there and hope this inspires you to take action tomorrow!
Sunday, January 10, 2010
Sunday, December 20, 2009
What a whip!
As a recruiter and someone who has posted hundreds if not over a thousand positions on job boards, reviewed thousands of resumes, interviewed thousands of people on the phone and in person from a wide variety of career paths, waited for candidate follow up of really any kind, and then add what I would call, The Multiplier- 10% UNEMPLOYMENT there are just some things you do and don't do to land a job.
My recent hiring experience was mind blowing and I thought I would share it with you as validation that you and your company are not alone. People please, read this.
I posted a position for a part-time work from home Administrative Assistant with the intent to find someone who at one time had a professional career and was trying to balance family and career or someone who wanted to re-enter the workforce. I may have caused my own problems here with this posting and I take full responsibility- but here is what happened.
1. 1,240 resumes received
2. 9 of the responses were actual administrative outsourcing companies- which I thought was a pretty cool idea.
3. 211 of the resumes were from out of state- my posting said they need to physically come to the office one day per week.
4. Over 700 of the resumes (too many to count actually) were absolutely terrible- now if you would have seen my face as I was reviewing resumes I was reminding myself "this person is responding to an administrative position" are you kidding me?
5. I am not sure how many- but most were responding to just satisfy the total applications they need to turn in for unemployment purposes, and some even told me this!
6. Of the 16 I e-mailed asking their availability only 9 responded. Seriously?
7. The 9 I called and actually had a conversation with, I set up interviews with 6 of them.
8. Of the 6 I set up interviews with- 2 of them no-showed. I guess a job is easy to come by these days?
9. The 4 I met with, there were 3 that were very talented, had great experience, and were possible hires.
10. So you thought it was over- here comes the fun part.
So lets call them candidate A, B, C, and D- so you can follow me.
Candidate A- she arrived on time, dressed professionally, seemed eager to work, asked great questions, pulled her chair up closer to my desk as I was showing her projects, again asked great questions and then......we went down a personal path of discussion and I guess she felt comfortable talking to me about her pregnancy, her bed ridden orders from her doctor, her bleeding, the birth of her child, and on and on and on....
Candidate B- she arrived on time, dressed professionally, and engaged immediately- I thought we might have a finalist here and then she started talking about some real estate company and how she also has a mortgage company and a real estate firm and has another part time administrative position for a real estate investor where she deals with tenant related issues for only about 10 hours per week. I was a little surprised because the way her resume read it did not say all those things I learned in the interview. I guess the moral to her story is-- GREAT JOB ON HER RESUME!
Candidate C- she dressed professionally, was quiet and seemed to have a bitterness to her and besides continually adjusting her top (pulling it up) as if her shirt was too small and I think either it was a new shirt and maybe a little small but from the one glance I did take I think her body may have been enhanced since the last time she wore that shirt- I was more uncomfortable in the interview than you can imagine. She proceeded to tell me she was going through a divorce and her husband and his new girlfriend moved into the Big House and she and the kids are in the small house and that a part time 20 hour a week job is all she needed to support her kids. Oh, and she told me her husband- soon to be ex was being investigated or indicted for fraud and she worked for him for the past 8 years.
Candidate D- She had the least amount of experience, was finishing college and needed a part time job, she wanted something that can work into full time when she graduates in 6 months, was getting married in 8 months- stability, she liked marketing and being creative, had good technical abilities, and seemed to be what I would call normal.
Candidate Selected- take a guess?
Contacting all candidates and informing them the position has been filled:
In this job market the one thing that I hear time and time again is the fact that job seekers never do hear back from the employer once they respond to a position so I decided I was going to send every single candidate a message to them directly that the position was filled, thanking them for their application, and wishing them success in their search.
So most responded favorably and were very thankful I sent out the note there were a few that I had to tell you about- here are their responses to my e-mail:
"Thank you anyways, but if it is OK with you, I will list you as one of my 5 contacts for the week I need to do, to keep up for my unemployment purposes. I will just list you as one of my contacts for this week!! Thank you again, and the best of luck to you and the more qualified candidate you selected!! And have a wonderful upcoming weekend, as well as a Happy Holidays to you all!!" - JAMES
"Oh, you missed out on a great employee and the most efficient administrative assistant around, best of luck to you" - MARCIA
"In other words, I'm too old. Don't be concerned. I'm not going to pursue it. It didn't sound like a good fit anyway" - LINDA
I will tell you that there was more drama, more work, and more people who just do not understand what it takes to land a job in this market today. Please people, help yourself to the information out there that will dramatically help your chances of landing a position in this market.
My recent hiring experience was mind blowing and I thought I would share it with you as validation that you and your company are not alone. People please, read this.
I posted a position for a part-time work from home Administrative Assistant with the intent to find someone who at one time had a professional career and was trying to balance family and career or someone who wanted to re-enter the workforce. I may have caused my own problems here with this posting and I take full responsibility- but here is what happened.
1. 1,240 resumes received
2. 9 of the responses were actual administrative outsourcing companies- which I thought was a pretty cool idea.
3. 211 of the resumes were from out of state- my posting said they need to physically come to the office one day per week.
4. Over 700 of the resumes (too many to count actually) were absolutely terrible- now if you would have seen my face as I was reviewing resumes I was reminding myself "this person is responding to an administrative position" are you kidding me?
5. I am not sure how many- but most were responding to just satisfy the total applications they need to turn in for unemployment purposes, and some even told me this!
6. Of the 16 I e-mailed asking their availability only 9 responded. Seriously?
7. The 9 I called and actually had a conversation with, I set up interviews with 6 of them.
8. Of the 6 I set up interviews with- 2 of them no-showed. I guess a job is easy to come by these days?
9. The 4 I met with, there were 3 that were very talented, had great experience, and were possible hires.
10. So you thought it was over- here comes the fun part.
So lets call them candidate A, B, C, and D- so you can follow me.
Candidate A- she arrived on time, dressed professionally, seemed eager to work, asked great questions, pulled her chair up closer to my desk as I was showing her projects, again asked great questions and then......we went down a personal path of discussion and I guess she felt comfortable talking to me about her pregnancy, her bed ridden orders from her doctor, her bleeding, the birth of her child, and on and on and on....
Candidate B- she arrived on time, dressed professionally, and engaged immediately- I thought we might have a finalist here and then she started talking about some real estate company and how she also has a mortgage company and a real estate firm and has another part time administrative position for a real estate investor where she deals with tenant related issues for only about 10 hours per week. I was a little surprised because the way her resume read it did not say all those things I learned in the interview. I guess the moral to her story is-- GREAT JOB ON HER RESUME!
Candidate C- she dressed professionally, was quiet and seemed to have a bitterness to her and besides continually adjusting her top (pulling it up) as if her shirt was too small and I think either it was a new shirt and maybe a little small but from the one glance I did take I think her body may have been enhanced since the last time she wore that shirt- I was more uncomfortable in the interview than you can imagine. She proceeded to tell me she was going through a divorce and her husband and his new girlfriend moved into the Big House and she and the kids are in the small house and that a part time 20 hour a week job is all she needed to support her kids. Oh, and she told me her husband- soon to be ex was being investigated or indicted for fraud and she worked for him for the past 8 years.
Candidate D- She had the least amount of experience, was finishing college and needed a part time job, she wanted something that can work into full time when she graduates in 6 months, was getting married in 8 months- stability, she liked marketing and being creative, had good technical abilities, and seemed to be what I would call normal.
Candidate Selected- take a guess?
Contacting all candidates and informing them the position has been filled:
In this job market the one thing that I hear time and time again is the fact that job seekers never do hear back from the employer once they respond to a position so I decided I was going to send every single candidate a message to them directly that the position was filled, thanking them for their application, and wishing them success in their search.
So most responded favorably and were very thankful I sent out the note there were a few that I had to tell you about- here are their responses to my e-mail:
"Thank you anyways, but if it is OK with you, I will list you as one of my 5 contacts for the week I need to do, to keep up for my unemployment purposes. I will just list you as one of my contacts for this week!! Thank you again, and the best of luck to you and the more qualified candidate you selected!! And have a wonderful upcoming weekend, as well as a Happy Holidays to you all!!" - JAMES
"Oh, you missed out on a great employee and the most efficient administrative assistant around, best of luck to you" - MARCIA
"In other words, I'm too old. Don't be concerned. I'm not going to pursue it. It didn't sound like a good fit anyway" - LINDA
I will tell you that there was more drama, more work, and more people who just do not understand what it takes to land a job in this market today. Please people, help yourself to the information out there that will dramatically help your chances of landing a position in this market.
Sunday, November 15, 2009
Avoid These Interview Killers
By DIANA MIDDLETON
With so much competition for every job listing out there—there are more than 6.1 job seekers for every job opening, according to the latest job-opening and turnover data from the U.S. Department of Labor—wowing a recruiter during a job interview is even more crucial. According to a new survey of nearly 500 human-resources professionals released by the Society for Human Resource Management, there are plenty of ways to derail a job interview—and some of them may surprise you.
The basic don'ts: arriving late to an interview or trashing a previous employer. But some hiring managers say even experienced professionals have made other slip-ups.
Often, job candidates speak in a too-familiar way with hiring managers—a major problem, according to 20% of survey respondents. Mary Willoughby, director of human resources at the Center for Disability Rights in Rochester, N.Y., once interviewed someone who was so comfortable, he commented on a sty she had near her eye.
"My mind was made up at that point," she says. The candidate was not hired.
For 67% of hiring managers who responded to the survey, dressing provocatively is a major deal breaker—even more significant than having a typo in your application materials (58% found this to be an interview killer). Chantal Verbeek, head of enterprise talent at ING U.S. Financial Services, says she'll forgive a typo if the applicant's skills are extraordinary, but revealing or sloppy apparel equals an instant rejection. "You'd think that'd be obvious," she says.
Job seekers have also been blasting HR managers with questions about benefits, vacation time and schedule flexibility much too soon in the interview process, according to the survey. (Thirty percent of hiring managers say it's okay for applicants to inquire about salary in post-interview follow-up conversations.) Some 39% of hiring managers surveyed said applicants shouldn't bring up salary at all—unless the interviewer brings it up first.
"I've had candidates ask if they can work part-time from home right off the bat," Ms. Willoughby says. "Let's figure out if you're the right person for this job before we discuss how little you want to be in the office."
Using clichés like "This is my dream job" are also major turnoffs for hiring managers. Instead of telling an interviewer you think outside the box, actually do it. Ms. Willoughby recalls a job candidate for an IT programmer position who gently pointed out that the Center for Disability Rights' Web site had several programming errors. "He handled it in a way that didn't make us feel ridiculed or demeaned," she says. "It showed that he was really serious about the job."
Shawn Desgrosellier, president of Vitality Group Executive Search, coaches job candidates to go into an interview with something—anything—in their hands. The step maintains focus. (He suggested a pen, a notepad or your résumé.) "It's just awkward going into an interview with nothing," he says.
There's also some good news for people with numerous public profiles online: Although social media sites such as Twitter and Facebook are rife with clues about job candidates' private lives, 75% of HR managers surveyed don't bother to check them.
And the formal thank-you letter after the interview? More than 60% of HR managers who responded say skipping the step is not a big deal. A brief email will suffice—cards and balloons are all overboard.
Write to Diana Middleton at diana.middleton@wsj.com
With so much competition for every job listing out there—there are more than 6.1 job seekers for every job opening, according to the latest job-opening and turnover data from the U.S. Department of Labor—wowing a recruiter during a job interview is even more crucial. According to a new survey of nearly 500 human-resources professionals released by the Society for Human Resource Management, there are plenty of ways to derail a job interview—and some of them may surprise you.
The basic don'ts: arriving late to an interview or trashing a previous employer. But some hiring managers say even experienced professionals have made other slip-ups.
Often, job candidates speak in a too-familiar way with hiring managers—a major problem, according to 20% of survey respondents. Mary Willoughby, director of human resources at the Center for Disability Rights in Rochester, N.Y., once interviewed someone who was so comfortable, he commented on a sty she had near her eye.
"My mind was made up at that point," she says. The candidate was not hired.
For 67% of hiring managers who responded to the survey, dressing provocatively is a major deal breaker—even more significant than having a typo in your application materials (58% found this to be an interview killer). Chantal Verbeek, head of enterprise talent at ING U.S. Financial Services, says she'll forgive a typo if the applicant's skills are extraordinary, but revealing or sloppy apparel equals an instant rejection. "You'd think that'd be obvious," she says.
Job seekers have also been blasting HR managers with questions about benefits, vacation time and schedule flexibility much too soon in the interview process, according to the survey. (Thirty percent of hiring managers say it's okay for applicants to inquire about salary in post-interview follow-up conversations.) Some 39% of hiring managers surveyed said applicants shouldn't bring up salary at all—unless the interviewer brings it up first.
"I've had candidates ask if they can work part-time from home right off the bat," Ms. Willoughby says. "Let's figure out if you're the right person for this job before we discuss how little you want to be in the office."
Using clichés like "This is my dream job" are also major turnoffs for hiring managers. Instead of telling an interviewer you think outside the box, actually do it. Ms. Willoughby recalls a job candidate for an IT programmer position who gently pointed out that the Center for Disability Rights' Web site had several programming errors. "He handled it in a way that didn't make us feel ridiculed or demeaned," she says. "It showed that he was really serious about the job."
Shawn Desgrosellier, president of Vitality Group Executive Search, coaches job candidates to go into an interview with something—anything—in their hands. The step maintains focus. (He suggested a pen, a notepad or your résumé.) "It's just awkward going into an interview with nothing," he says.
There's also some good news for people with numerous public profiles online: Although social media sites such as Twitter and Facebook are rife with clues about job candidates' private lives, 75% of HR managers surveyed don't bother to check them.
And the formal thank-you letter after the interview? More than 60% of HR managers who responded say skipping the step is not a big deal. A brief email will suffice—cards and balloons are all overboard.
Write to Diana Middleton at diana.middleton@wsj.com
Thursday, November 5, 2009
The Successful Team Leader
A team leader requires a unique set of leadership skills and attitudes. Unlike his or her counterpart in other corporate or business structures, a team leader manages a highly talented group of like-minded professionals who know what to do but need leadership to stay motivated and focused. Much like the trainer of a group of thoroughbred horses, a team leader's job is to motivate team members to run a winning race.
Tip: Answer these questions: Are you excited about what you do every day? Do you look forward to your work? Are you clear on the talents you bring that influence your success?
Focus on others’ success Many team leaders find it challenging to shift from creating their own success to recognizing success through the results of others. An individual contributor has a direct impact on revenue and profitability. A team leader achieves revenue and profitability by managing other people’s drive, energy, enthusiasm, passion, and ambition. This means you no longer have direct impact on the results.
Tip: Once you understand your team’s passion and focus, you need to understand each team member’s talent, passion, and focus. Do you have the technical people skills to do so? How do you know?
Lead by having a “let me help” attitude versus a “follow me” attitude. This requires the skills to influence others without domineering. The army sergeant approach will only alienate and de-motivate the typical professional. And, trust me; nothing is worse than a thoroughbred that refuses to perform?
Tip: Which is your natural leadership style “Let me help” leaders need to enhance their performance management skills to succeed. “Follow me” leaders need to learn coaching skills to direct their team to more effective results.
Three distinct mindsets are necessary to become a team leader:
1. Have your game perfected.
2. Have a strong desire and willingness to focus on other people and their success.
3. Use team or practice leadership skills consistent with a “let me help” attitude rather than a “follow me” attitude.
Tip: Answer these questions: Are you excited about what you do every day? Do you look forward to your work? Are you clear on the talents you bring that influence your success?
Focus on others’ success Many team leaders find it challenging to shift from creating their own success to recognizing success through the results of others. An individual contributor has a direct impact on revenue and profitability. A team leader achieves revenue and profitability by managing other people’s drive, energy, enthusiasm, passion, and ambition. This means you no longer have direct impact on the results.
Tip: Once you understand your team’s passion and focus, you need to understand each team member’s talent, passion, and focus. Do you have the technical people skills to do so? How do you know?
Lead by having a “let me help” attitude versus a “follow me” attitude. This requires the skills to influence others without domineering. The army sergeant approach will only alienate and de-motivate the typical professional. And, trust me; nothing is worse than a thoroughbred that refuses to perform?
Tip: Which is your natural leadership style “Let me help” leaders need to enhance their performance management skills to succeed. “Follow me” leaders need to learn coaching skills to direct their team to more effective results.
Meetings are a Whip! How to get the most out of a meeting
When it comes to meetings, they are notorious for being ineffective and time wasters. Here are a few strategies that will make you more effective when conducting and facilitating meetings of all kinds.
Why have meetings?
Only call meetings when you have good reasons to do so.
There are three types of meetings:
Problem solving
Decision making
Informational (try to avoid these unless necessary to build energy around a subject)
Create an agenda:
Open the meeting with authority.
Review the agenda. Get input on agenda and find out if there is anything else the group may want to discuss.
Introduce matters you have deemed important to discuss.
Establish ground rules.
Start on time. End on time.
It should take approximately 30 minutes to cover each subject. Think “flow”.
Agree who can contribute.
Follow the agenda.
Stay on task.
Have a purpose for calling the meeting:
Examples are: Brainstorming, informing, elicit ideas, fix a problem, determine a course of action or clarify roles and responsibilities on a team.
Do not just have a meeting for the sake of feeling like the group is one-big family.
Do not have people attend that do not need to be there-- ask yourself who and why they need to be in the meeting.
Assign roles and responsibilities to members:
Leader-May or may not run meeting but clarifies purpose, objectives, scope of authority and constraints. Takes responsibility for follow up.
Facilitator-Guides the group through discussions.
Scribe-Someone to take notes for future distribution.
Contributor-Participates actively by offering ideas and keeping the discussion on track.
Expert-Contributes expert knowledge on issues AS REQUESTED
Be realistic:
Things will interrupt/disrupt your meeting so be realistic and expect thing like:
People that arrive late or leave early (ask them questions to make sure they are catching up with the group since they missed part of the meeting).
People who whisper or disturb the meeting.
One participant who dominates the meeting and infuriate everyone else.
A group that gets stuck or confused, focusing on only one small point of the issue/meeting and repeats the same point over and over again.
A group that runs out of energy or just falls silent.
A group that commandeers the meeting and begins to focus on items that are off-topic.
Be prepared:
Use active listening and observation to see where your audience is.
If someone is leaning forward, they may have something to say or are actively listening.
If their arms are crossed and they are leaning back in their chair, it is a good sign that they are disengaged in the meeting.
If a participant dominates the discussion:
If you are standing, walk closer to the person. This draws the audience’s attention TO you and AWAY from that person.
Thank him for his input and call on someone else.
Limit/eliminate interruptions.
If he finishes other people’s sentences, encourage him to let them finish what they had to say.
Ask the group to change roles so those that have been quiet take a more active role and the one’s who have been doing all of the talking can take a back-seat.
If someone disturbs the meeting by whispering, talking or interrupting:
Ask a question and then ask the person talking for the answer.
Boomerang:
Return a question to the person who had asked it in order to let the group know that the leader is not the only one responsible for answering questions.
Break into sub-groups:
Break up into smaller groups to elicit more feedback from all members of the meeting.
Ending and ending on time:
When you end on time you gain the trust and appreciation of all participants.
Have someone keep time.
Make sure all points of view are heard.
Periodically remind the group of the items left to discuss and the time left to do so.
Prioritize or postpone agenda items if time is running out.
If you have everything done, end the meeting. Time is too short to keep a large group of people in a meeting in order to fulfill an allotted time for meetings.
Restate and summarize what has been accomplished.
Clarify what comes next.
Get feedback on items missed or that may be important for future meetings.
Ask the group for an evaluation of the meeting. Either in person or via email.
Send out the proposed to do list moving forward.
Why have meetings?
Only call meetings when you have good reasons to do so.
There are three types of meetings:
Problem solving
Decision making
Informational (try to avoid these unless necessary to build energy around a subject)
Create an agenda:
Open the meeting with authority.
Review the agenda. Get input on agenda and find out if there is anything else the group may want to discuss.
Introduce matters you have deemed important to discuss.
Establish ground rules.
Start on time. End on time.
It should take approximately 30 minutes to cover each subject. Think “flow”.
Agree who can contribute.
Follow the agenda.
Stay on task.
Have a purpose for calling the meeting:
Examples are: Brainstorming, informing, elicit ideas, fix a problem, determine a course of action or clarify roles and responsibilities on a team.
Do not just have a meeting for the sake of feeling like the group is one-big family.
Do not have people attend that do not need to be there-- ask yourself who and why they need to be in the meeting.
Assign roles and responsibilities to members:
Leader-May or may not run meeting but clarifies purpose, objectives, scope of authority and constraints. Takes responsibility for follow up.
Facilitator-Guides the group through discussions.
Scribe-Someone to take notes for future distribution.
Contributor-Participates actively by offering ideas and keeping the discussion on track.
Expert-Contributes expert knowledge on issues AS REQUESTED
Be realistic:
Things will interrupt/disrupt your meeting so be realistic and expect thing like:
People that arrive late or leave early (ask them questions to make sure they are catching up with the group since they missed part of the meeting).
People who whisper or disturb the meeting.
One participant who dominates the meeting and infuriate everyone else.
A group that gets stuck or confused, focusing on only one small point of the issue/meeting and repeats the same point over and over again.
A group that runs out of energy or just falls silent.
A group that commandeers the meeting and begins to focus on items that are off-topic.
Be prepared:
Use active listening and observation to see where your audience is.
If someone is leaning forward, they may have something to say or are actively listening.
If their arms are crossed and they are leaning back in their chair, it is a good sign that they are disengaged in the meeting.
If a participant dominates the discussion:
If you are standing, walk closer to the person. This draws the audience’s attention TO you and AWAY from that person.
Thank him for his input and call on someone else.
Limit/eliminate interruptions.
If he finishes other people’s sentences, encourage him to let them finish what they had to say.
Ask the group to change roles so those that have been quiet take a more active role and the one’s who have been doing all of the talking can take a back-seat.
If someone disturbs the meeting by whispering, talking or interrupting:
Ask a question and then ask the person talking for the answer.
Boomerang:
Return a question to the person who had asked it in order to let the group know that the leader is not the only one responsible for answering questions.
Break into sub-groups:
Break up into smaller groups to elicit more feedback from all members of the meeting.
Ending and ending on time:
When you end on time you gain the trust and appreciation of all participants.
Have someone keep time.
Make sure all points of view are heard.
Periodically remind the group of the items left to discuss and the time left to do so.
Prioritize or postpone agenda items if time is running out.
If you have everything done, end the meeting. Time is too short to keep a large group of people in a meeting in order to fulfill an allotted time for meetings.
Restate and summarize what has been accomplished.
Clarify what comes next.
Get feedback on items missed or that may be important for future meetings.
Ask the group for an evaluation of the meeting. Either in person or via email.
Send out the proposed to do list moving forward.
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