Recruiters World

1 Overanalyzing resumes Resumes are by nature imperfect and are poor representations of a person’s experience and capabilities, so apply what I call the “10 second rule:” Don’t read resumes - scan them. If you can’t absolutely disqualify/rule out a candidate based on reviewing their resume in 10 seconds, pick up the phone and call them. You’ll be pleasantly surprised. 2 Running overly generic/basic searches You’ll get correspondingly generic and basic results, typically what I’ve overheard people refer to as “too many.” People making this mistake unknowingly increase the size of the Hidden Talent Pool of candidates they don’t find. 3 Making assumptions about candidates from their resumes Ever hear the phrase “don’t judge a book by its cover?” 4 Not spending at least 10 minutes thinking about and researching your search strategy before you start running searches and making calls You should always take time to analyze your search criteria to assess the possibility that your search terms

1. SHIFTS IN TRADITIONAL "JOB BOARDS" A SHIFT TO SEARCHING FOR PASSIVES , NOT ACTIVES. Most people placing resumes on the current job boards are "actively" seeking employment. However the most desirable candidates are currently employed top performers who are much less likely to post their resume on a large job board. Job boards and e-services will have to be able to demonstrate the percentage of "passives" and top performers in their databases. Also as a result, information only "learning sites" will be become popular tools in drawing employed top performers "close to" the jobs site. FOCUS ON QUALITY, NOT VOLUME . Currently little effort is made to show the quality of the applicants on a job board. As recruiters become more sophisticated, they will demand a smaller volume of resumes and a higher quality of candidate. Because online recruiting automatically generates easily usable recruiting data, recruiting will shift from being "

When Internet Recruiting 1.0 was >>> - Resume Databases - Job Postings - Corporate Websites - ATS Technology Internet Recruiting Web 2.0 is now o Data Portability o Social Media o Wireless o The Long Tail o Meta Search and Deep Web o Open Source o Social Networks o RSS o Word of Mouth Internet Recruiting Trends Optimization The Social Web Talent Communities Recruiting Conversations Information Management is based on Pulling , Pushing, Digging, Hacking Which involves v Workforce Planning v Candidate Profiling v Employer Branding v Sourcing Strategy v Screening/Assessment v Candidate Assessment v On boarding/Engagement v Performance Management v Retention Programs Data is Ø Ownership Ø Privacy Ø Security Ø Compliance Ø Integrity Cyber Sleuthing is based on v Research v Competitive Intelligence v Candidate Sourcing v Screening Tools and Technology holistically used to - Resume Extraction - Job Distribution - Widgets & Gadgets - Sticks & Stones Is the future bright for Web

It was a humid June morning on David Perry's fourth day of masquerading as a snack-food vendor inside an industrial park. He had one day left on the canteen truck he'd rented for $500. The executive recruiter, wearing a hairnet and an apron, finally got a customer to tell him what he needed to know: the identity of a technology guru a client had hired Mr. Perry to poach from a competitor. Mr. Perry's client didn't know this person's name. So for days, the recruiter had been asking every coffee, cigarette and sandwich buyer who the "genius" was behind the large, publicly traded company's top-selling piece of software. Finally, an unsuspecting patron spilled the beans, and Mr. Perry got his man. " It was real hard detective work, but it was fun ," he says. Executive recruiters typically rely on networking and corporate contacts to court prospects. But for those like the 48-year-old Mr. Perry -- a small subset of the multimillion-dollar industr

In our daily life as recruiter these are certain flaws we make it in the name of networking .This is to help others to do a proactive networking rather termed as bad recruiter…. Here are the ones we do it regularly Contact collectors They use their so-called "network" to establish their credibility in the industry and people actually congratulate them for it. These are the people that try to connect with you via some networking tool, but there's never any exchange of info. You are a number to them ("Let's all congratulate so-and-so on their one-thousandth person in their network"). I don't connect with these people. Really, how valuable can their "network" of 1500 people be, given that they asked me to join and I don't know them? One thing I have noticed about the people that do this is that they try to establish their industry in other ways too (creating cool sounding titles that don't exist, working feverishly to book speaking engagem

Basic Principles of Recruiting and Talent Management The following is a list of basic principles, laws, or guidelines to help you design and implement effective recruiting strategies and approaches: 1) A well-defined strategy. The foundation of any recruiting effort is a clearly defined and communicated strategy that illustrates the brand message, target candidates, primary sources, and most-effective closing approaches (the who, what, when, and how). Poorly defined or communicated strategy elements results in wasted resources and weak hires. In addition, the best strategies have the capability of “shifting” as the economy and the demand for candidates change. 2) Pipeline approach. The most effective recruiting approach is to build a steady stream of applicants (a pipeline). In order to build a continuous “talent pipeline,” use a “pre-need” approach that includes workforce planning, branding, continuous sourcing, and onboarding. 3) Competitive. The most effective recruiting approach

7 Mistakes Internal Recruiters Make In an increasingly competitive business climate, companies are scrutinizing their HR departments like never before. Internal recruiters need to take a hard look at how effective they are at filling key positions, and they need to get past the conventional recruiting methods that are holding them back. From a headhunter's perspective, here are seven mistakes internal recruiters make. 1. They don't recruit. Because of the sheer volume of "resume flow", internal recruiters don't identify and pursue the people they want. Instead, they take what comes along. That is, they limit their hires to the those people who "come to them". Corporate recruiting has become a paper-shuffling, passive process. Recruiters need to act more like headhunters. A company should have two tiers of recruiters: those who handle applicants, and those who actively pursue the top people in the field. 2. They rely too much on ads. The best candidates a

In the early 1990’s, Dr. Robert Kaplan of the Harvard Business School developed a new approach in strategic management called the ‘balanced scorecard’. The balanced scorecard is a management system used to assist organizations in measuring their vision and strategy from both a financial and non-financial perspective. It provides feedback on internal business processes and external outcomes to provide a foundation for assessing strategic performance. The balanced scorecard suggests four individual views of an organization to develop metrics, collect data, and provide analysis – Learning and Growth, Business Process, Students and Parents, and Financial. How does this work? An organization must identify what their objectives are and how they wish to measure them from the four perspective quadrants – Learning and Growth, Business Process,Students and Parents, and Financial. There is an old adage that says, “What gets measured gets managed.” For example, an objective that many institutions

Like any other professional service that deals with the public, recruiters continuously struggle with the issue of control. The same way doctors wrestle with “patient control” and lawyers boast about “client control,” so recruiters agonize over “candidate control. ” If you look at recruiting realistically, you’ll recognize that you can no more “control” the actions of another person than you can control a speeding vehicle . The best you can hope for is that you’ve selected the right vehicle for the trip and that your preparation, training and reflexes will guide you safely towards your destination. Your degree of control, in other words, is relative to a variety of external factors, the most important of which is the candidate’s true motivation for change Revealing the Source of Discontent • Personal. The candidate’s relationships with those at work are unfulfilling. Perhaps the peers and/or supervisors are incompatible with the candidate, or they have different goals. Or maybe there

Oracle Corp. the world''s largest enterprise software vendor, has announced the availability of Oracle iRecruitment, a new module for the Oracle(r) Human Resources Management System (HRMS), a key component of the Oracle E-Business Suite. Oracle iRecruitment is a full-cycle recruiting solution focused on the manager-recruiter-candidate hiring relationship that fully automates the entire recruitment process. The integration of Oracle iRecruitment with the Oracle HRMS and Oracle E-Business Suite allows users to leverage existing capabilities delivered by the Oracle E-Business Suite while taking advantage of the functionality created by this new offering. Oracle iRecruitment delivers to both managers and recruiters the ability to manage all aspects of the recruiting cycle via a self-service interface . These functions include the ability to: - create requisitions; - define job postings for internal and external publication; - attract and search for appropriate candidates; - manage

To get better at recruiting passive candidates, you first need to assess yourself (or your team, if you're a recruiting manager) against some best practices “you don't need to be fearless to make cold calls — you just need to be better prepared.” There are five basic metrics you need to track to see how well you're doing recruiting passive candidates. Daily tracking is part of this, since it allows you to quickly determine how well your changes are working. For our purposes, passive candidates are people who are not actively looking for work — so you need to call them. Five Metrics : -Number of cold calls made per day -Percent returned calls -Percent yeses -Percent worthy candidates -Number of worthy referrals per call Number of cold calls made per day. Whether you're using a list developed using ZoomInfo, competitive intelligence, or some Shally Steckerl Internet data-mining technique, you should be able to leave 30-50 calls per day. Try to limit these calls only to wo

This is defined as Software and online services help recruiters mine their contacts for candidates and referrals. Social networking technology” refers to software and web-based services that enable users to leverage their personal relationships for networking, hiring, employee referrals and references . Social networking took off in 2002 with Friendster. MySpace, which has since reached critical mass and was acquired by News Corp. last year for $580 million, and Facebook, born out of a Harvard dorm room, followed. And in the past year, the space has turned into a packed, wall-to-wall party: SnowboardGang for snowboarders, Pearl Harbor Stories for survivors and their friends and family, Zebo for people who like to list what they own, even Hamsterster for hamster owners. Here the partial list of Social Networking : Catster (www.catster.com) A site for cat lovers and their friends. Dogster (www.dogster.com) A site for dog lovers and their friends. Hamsterster (www.hamsterster.com) A site

Internet Sourcing Techniques The search strings for each of these search engines will vary and therefore to maximize your search please do read the tutorials in advance from the respective search engines site. What techniques to use and when and under what circumstances to use will depend on how well you master each techniques. To achieve optimum success one must also have a fairly good idea about the recruitment industry, the specific job requirement, the key words within the requirement and also differentiate the "mandatory skills" from "good to have skills." Some of the most common internet search techniques are as given below. X-RAYING: A method of looking inside a specific web site to find what's there. Using this technique, recruiters can find documents and web pages that aren't directly accessible via links on the main public home page. When you 'x-ray' a website, you effectively get to examine every document that resides there so long as they