hat we face today, the need for better communication being one. Yet even without the technology and tools that we use today, they managed to craft a pretty important document. Let there be a lesson there for all of us.…
"Cowboys & Indians" and everyone knew who were the good guys and the bad guys. More importantly history is the story of adaptation and survival on the individual, family, community, tribe, town, city, region...national...global level.
The "SWEDE" is the new and interesting character in terms of bad people in positions of power. The talent scout who found and recommended him for the role had any eye for a spell-binding bad guy character. He'll go far.…
irca 1872) by John Gast called American Progress, is an allegorical representation of the modernization of the new west. Here Columbia, a personification of the United States, leads civilization westward with American settlers, stringing telegraph wire as she sweeps west; she holds a school book. The different stages of economic activity of the pioneers are highlighted and, especially, the changing forms of transportation. Native Americans and animals flee in terror. (Wikipedia)
Hell on Wheels has a mix of story lines that depict the trials and tribulations of people involved with and affected by the building of a railroad destined to link East to West.
Stark reality kicked off the series with a revenge killing that set the tone for a hard look at how it use to be for settling scores after the Civil War and taming the Wild West. Pioneers, good and bad, abound.…
lly replaced, the bulk of income would still be earned by the Senior-level people who aren't doing any of the dirty-work anyway... You need to learn to market yourself as more than a mere 'finder'-- you are also the rainmaker/negotiator/deal-maker and management consultant that makes the whole process come together. If recruiters see themselves as 'management consultants' (one of the highest-paying professions), they add a lot of value to what they provide a client.
Another example: "What about cameras?" The mere fact that anyone can buy and easily operate a camera doesn't mean that there is no such thing as charging for photography. In fact, if anything, the technological advances in cameras have actually made photography much more lucrative for people who are specialists in photography. The operator is at least as important, if not more important, than the technology itself.…
tem called Sales Inventory Profile, or SIP, and even recruit for other recruiters for their own team. Why? Because being able to see that 10% of the sales profession who can cold call was like winning the lottery. That's not 10% of the working population that's just 10% of those folk who sell for a living or have the confidence to move to sales.
I have recruited over 300 sales people and 70% are still in those positions because they really can do it. My primary client base is Real Estate and their retention rate is historically 10%
and welcome back.
mployer companies are working more and more with RPO organisations where historically they would typically use recruitment agencies / consultants to do their hiring. Some still do. This number is in decline. Similarly, employers are beginning to set up their own in-house resourcing teams.
To me, this means we need to make an active choice. Accept that change is here now, that we are competing for a smaller pie and look at new and innovative ways of finding talent for our clients (directly or via 3rd parties). Alternative? Deny change is upon us / carry on the way we have historically.
I'm choosing the former and by doing so, looking to collaborate with RPO organisations, who, in my humble opinion are somewhat of an unusual hybrid - customer / partner / competitor.
I also believe, a belief backed up in my conversations with people within the RPO's, that there is a need for them to work with specialist recruiters. Specialists who know the market, the employer companies, the candidate and professional community (in my case, marketing) and share and educate through this. That is the area of "value add" that they tell me they are looking for - and as a true specialist in my field, one we can offer and aim to improve upon to give outstanding service.
In turn, we seek to develop more meaningful, in depth and trusting relationships with our RPO partners. They won't always need to brief us, as we recognise that there is a significant drive towards direct sourcing etc. But where there is that trusting relationship and expertise that I can provide, then it's more likely that when they do have a brief to share externally, they will speak to me before they engage a cold call or a list of hopefuls on an unnecessarily inflated PSL.
Hope that helps to clarify. I do understand the sensitivities that some have around the RPO model and it's potential conflict with agencies, but I do passionately believe that there is high potential to work together and collaborate for mutual benefit.…
Added by Andy Young at 6:30pm on November 23, 2010
ing the mechanics of the craft -- I was faced with a tricky situation in which sound judgment was required. It was at that point I realized what a "world class" profession recruiting can be.
As I mulled over the possible ways to reach a consensus that were equitable, not only in a business sense but that also considered other people's feelings, I constantly asked myself, "What would a very WISE person do in a situation like this?" Time and again, I used my father as a principal role model. But I also considered historical and political figures I had studied, and compared my options to what I imagined they might do.
In the end, I made the right call, and I never looked at the people I worked with again without feeling a responsibility for how my actions affected their lives.
Employers and candidates, of course, can be a pain at times. And that's where parenting experience can be valuable. I almost wrote a recruiting book called, "Everything I Know I Learned from My Teenager." Or, to put it another way, never expect anyone to thank you for what you did for them -- until much, much later.…
on homogeneous for fear of reverse discrimination? This happens to be the way of the world glaringly noticeable in most, not all, group, team and executive board pictures for a majority of employers.
Employers who fail to make a concerted effort to identify, pursue and attract highly qualified individuals representing people of color, women, and people from "a certain background” (as you put it) get to perpetuate the idea that what currently exists is okay. Respecting the concept of "diversity" on one hand but not being diversely represented on the other is a roundabout way of accepting the status quo, particularly if an employer assumes diversity representation occurs naturally—it doesn’t.
What compounds the issue is the pervasive assumption that people of color, women and other protected groups, who make their way up the career ladder, were somehow advantaged thanks to Affirmative Action. That kind of thinking taints and even thwarts recruiting and retention efforts for better diversity results in an organization. There is simply no heart in the effort and the results bare that fact out when the count and the picture shows diversity is lacking.
Yes, reverse discrimination is wrong. But so is historical discrimination that literally took a Presidential Executive order to open the door for better diversity outcomes. The struggle continues.…
seasonal peaks etc. Companies historically have argued that contract staff are less expensive in the long run because they do not have to pay for things like benefits, government programs and severance costs associated with permanent employees.
In the future that may change, and companies may think twice about using contractors. Governments are cracking down on companies who use contractors effectively as permanent employees but circumvent the costs and benefits of employees. We can see this in the Microsoft decision, and many others.
In addition, governments are enacting legislation that requires companies/agencies pay contractors notice of termination and severance for longer term contractors, and are beginning to take away the tax advantages associated with being a contractor.
All of this may actually lead to people being less willing to be a professional contract, and companies wanting to use contractors less. Or it may simply lead to the need for more creative solutions in engaging contractors through "professional services" companies and the like.
However way you slice it, these are interesting times.…