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Why the Old Recruiting Skills Are Dead, and Four Essential New Ones

There has never been a more challenging time to be a corporate recruiter. Hiring managers are very demanding and expect fast, personalized service by knowledgeable recruiters. Given the current unemployment rate and the perceived availability of talent, they may be unrealistic in what they expect. Nonetheless, they are the primary customer and need to be provided service at a high level. Candidates, too, are not what they used to be. The talented and highly in-demand candidates also want to be given fast, personalized service by an ethical and in-the-know recruiter.

All of this means that the skills that once defined a successful corporate recruiter are not sufficient. Indeed, those skills may even be detrimental to success.

A corporate recruiter has always had a different skill set than a recruiter working in an agency or as an independent. While agency recruiters have focused on building relationships (often in deep, vertical job families), on tapping into new sources of candidates, and on assessing candidates against a variety of criteria, the corporate recruiter has evolved three very different set of competencies over the years.

The first is the ability to facilitate hiring. These recruiters are adept at dealing with the corporate bureaucracy and legal issues. They are formidable navigators of the corporate landscape. They know every hill and valley, every bomb and sinkhole. These skills are unique to a particular company and do not transfer well. Recruiters with these competencies are most likely to have worked for the same firm for many years. Every bureaucracy has created people with these types of skills and could not function without them. The internal knowledge they have, and their ability to get things done in systems resistant to getting things done, makes them valuable, but only in that system. While this may seem as if it is practical and useful, the skills usually fail completely to help the recruiter navigate a talent-constrained marketplace, find the rare candidates, or convince them to work for the organization.

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¿Cómo implementar un buen sistema de selección de personal?

Muchas decisiones de contratación se toman por factores subjetivos como “me gustó su cara” o “parecía una buena persona”. Sin embargo, para que el proceso sirva realmente a los objetivos de la empresa, es necesario un cuidadoso plan de contratación…

Por Alejo Canton | //

Pocas áreas tienen un impacto más inmediato y duradero sobre las organizaciones que el reclutamiento y selección de los empleados. Sin embargo, muchas empresas toman decisiones de contratación sin un plan coherente. Y, en última instancia, esto deriva en la captación de empleados que no sirven a los objetivos de la empresa.

Para evitar esta situación, es necesario implementar un sistema de provisión de personal que ofrezca un patrón, un modelo y un proceso a quienes reclutan, eligen, entrevistan y contratan a los nuevos empleados.

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How to Build a Killer Online Resume for Free

One of the emerging ways to put together a great resume is to use an online resume generator. Not only do you save time, but your productivity increases. This allows you to spend more time searching for work and less time putting together a resume that is attractive. Some of these services do charge a nominal fee, others are available to use free of charge. While it’s a good idea to keep your resume updated in terms of skills and experience, it’s also not a bad idea to freshen it up every once in a while. Below we’ve listed 6 services that allows you to build a killer online resume that gets you noticed – without you having to dip into your pocketbook.

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¿Existe la igualdad entre hombres y mujeres en el mercado laboral?

Así lo constató Mariana, una profesional que encontró frenos a la hora de escalar posiciones en la empresa en la que se desempeñaba. “En algunas organizaciones ni siquiera teniendo una carrera universitaria y estudios de posgrado se tienen las mismas oportunidades que un hombre. Algunos piensan que una mujer puede ser sólo secretaria. Mi jefe mi dijo una vez ¿Project Manager? Lo tenés complicado siendo mujer y de estatura media. Creo que hay empresas muy machistas, que quieren aparentar no serlo contratando muchas mujeres, pero impidiéndoles llegar a posiciones importantes”.

Para Estela Díaz, coordinadora del Cemyt, “cambiar la situación actual se vuelve difícil porque la discriminación es “de hecho y no de derecho”, y no existe ninguna prohibición legal para que ese sector no pueda ocupar puestos ejecutivos o de mayor jerarquía.

Esa subordinación, opina, se debe a factores culturales. “La desigualdad entre los sexos está presente como factor que estructura las relaciones de producción y la división del trabajo”, afirmó y explicó que las mujeres siguen siendo hoy quienes mayoritariamente se hacen cargo del hogar y del cuidado familiar.

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Should You Search Social Media Sites for Job Candidate Information?

Social media is becoming a great way for recruiters to announce job openings and find qualified candidates. The conversational nature of social media allows you to interact with potential applicants and learn more about their professional backgrounds, experiences, and goals. That being said, it also opens the door to learning a lot about applicants that you might not discover during a traditional interview.

Which begs the question: If a candidate applies and you don’t know a lot about them, should you do a little detective work via social media?

We talked to recruiting and legal experts about when it is and is not appropriate to search social sites for job candidates. Here are some pointers on why and when to turn to social media for applicant information.
Understand the Purpose of Your Search…

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Prepping Candidates and Taming Hiring Managers

Most candidates — even high-level executives — need to be prepped before the interview. The reason for this is obvious: they all think they’re great interviewees. Most aren’t. Making matters worse, the hiring managers they’ll be meeting think they’re endowed with some special instinct that allows them to accurately assess candidate competency. Most aren’t.

Since I don’t like to present great candidates who get inadvertently excluded for dumb reasons, I need to prep both my hiring manager clients and my candidates to increase the likelihood the candidates are appropriately and accurately evaluated. This way I don’t have to do searches over again and rely on luck to make placements.

To be taken seriously on this point I had to write a book: Hire With Your Head. Basically it describes a process on how to get hiring managers and candidates on the same page. From the hiring manager’s perspective, it’s describing the work as a series of performance objectives required for on-the-job success. (I refer to these as performance profiles.) From the candidate’s perspective, it’s having them describe a comparable accomplishment for each performance objective. For example, let’s assume the job required the new product marketing manager to develop and launch 25 new iPad apps over the course of the next year. During the interview you’d ask the candidate to describe in detail some comparable product-marketing-related accomplishment. I suggest spending 10-15 minutes getting lots of details for each accomplishment. (Here’s my one-question interview article I wrote for ERE in 2001 on how to do this.) These performance objectives can be split among the hiring team; then, during the collective debrief, the team can rank the candidate on how well the accomplishments compare.

At least that’s the theory. In the field other things happen to mess up this plan.

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5 Things Recruiters Should Stop Doing

First the good news: many companies are hiring again. Now the bad news: if your company is among them, you’re probably looking at too many requisitions and too few hands on deck to fill them. And, even if you’re not in that boat, you’re probably feeling the pressure to do more with less.

In either case, your team can benefit from persuading recruiters to eliminate the five time-wasters below. By streamlining their work, recruiters will have more time to focus on the most valuable aspects of the hiring process. The results will be:

* Better hiring decisions
* An improved candidate experience
* A more cost-effective approach to talent acquisition

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Gabriel Catalano

septiembre 2015
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