Friends got this article online... Thought it can help us a little bit.....
Kiran..........
Best (Hiring) Practices
In today's tight job market, recruiters should avoid alienating
potential candidates—who may share their bad impressions with others
When Sarah Breiner interviewed for a prestigious post-college program
at General Electric (GE), she figured she'd spend the majority of her
on-site meeting discussing her internship and academic experience.
Boy was she wrong.
One recruiter she met with asked hardly any questions about her and,
instead, arrogantly talked about his own work experience and how he
achieved his career goals. "He was tooting his own horn," says
Breiner, a graduate of New York University's Stern School of
Business. "I got a bad taste in my mouth. So throughout the day,
while meeting with other people, I asked more probing questions."
Because of Breiner's negative interviewing experience, GE lost her to
investment bank JPMorgan Chase (JPM). At JPMorgan and Goldman Sachs
(GS),where she currently works, Breiner feels that teamwork and her
background were valued more highly during the interview process.
SELLER'S MARKET. Contrary to popular belief, the employer isn't
always in the driver's seat. And, as the job market continues to
improve and more candidates receive multiple offers, companies have
to work harder to attract a large, high-quality pool of applicants
(see 5/15/06, "Never Too Late to Find the Right
Job"). In fact, many candidates have increased confidence about
receiving choice job offers, so they're conducting a more focused
search and forgoing back-up options, according to WetFeet's 2006
Winning Campus Marketing Strategies Report, which came out this
summer. Unfortunately, some organizations are still forgetting to
factor in job-seeker satisfaction when playing the hiring game.
Hiring is never a one-way street, and applicant happiness should be
considered from initial interaction until the end of the process,
whether it leads to employment or not. Often a candidate isn't
contacted quickly enough after an interview, which can lead the
person to assume the manager is uninterested. "There's a need for
urgency. Candidates today have multiple offers on the table. One
possibility could be very compensation-focused. Another opportunity
could offer a different variable," says Erin Barriere, vice-president
for staffing at Monster Worldwide. "If you don't close, the candidate
could go to another company" (see 3/21/06, "The
Jobs Come Looking for Grads").
STAY PROFESSIONAL. During an interview, a recruiter may fail to
create a warm atmosphere and opt instead for a condescending or
unprofessional tone, sometimes without even realizing it. Lauren
Kossak knows that scenario all too well. When interviewing for a
sales position at a computer company, Kossak says the recruiter
treated her more like a friend than a potential employee. "The office
was located near my apartment, so he asked me what I did the night
before and where I hang out," says Kossak. "He was very intrusive."
Kossak's recruiter didn't make her feel comfortable in the work
environment—a common mistake. So what can companies do to make
candidates feel more at ease? Fostering communication tops the list.
During the interview process at Deloitte & Touche USA, entry-level
candidates meet with all types of employees, from recent college
graduates to senior members of the organization. That way, the
company ensures that potential hires get relevant information on a
wide range of subjects from diverse sources.
"A candidate might ask a staff person about policy on vacation and
might hesitate to ask the same vacation question of a partner," says
Bill Ziegler, director of recruiting for the Big Four accounting
firm. "Candidates relate to different people on different levels"
That communication should continue right through the employee's first
day on the job. Often, there's a long gap between the time when a
person accepts an offer and follow-up from the employer. "It's a
strange dead time. You've got a candidate who is pretty sure he has a
job but doesn't have anything in writing or a start date, and feels
very vulnerable," says Marcie Schorr Hirsch, partner of HirschHills
Associates, a Newton (Mass.) boutique management consulting firm.
WORD OF MOUTH. Even if a company is not interested in a candidate,
recruiting personnel should make some type of effort. A poor
impression of a company can only translate to one thing—a candidate
sharing a negative perception with friends and co-workers, all of
whom are potential employees. "The PR part of the job is a continuous
thing whether or not you like a candidate," says Bob Eubank,
president of the Harvard (Mass.) Swift Murdock, a general management
and human resources consulting practice.
These and other mistakes can be avoided through preparation and
training. "Most managers will sit there and do a decent job of
verifying surface-level information from a resume. 'OK, you were a
tech consultant. How'd that go?' That's not digging. That is really
almost an administrative job," says Dan Kilgore, director of talent
acquisition for North America at Getronics, an IT services company.
Preparation can come in the form of weeklong intensive classes,
daylong seminars, or simple run-throughs with higher-ups to identify
exactly what is needed from a candidate. Kilgore says the minority of
hiring managers go through training and it is often outdated.
Mistakes like these are just the tip of the iceberg. Check out
BusinessWeek.com's slide show on 12 common hiring mistakes and ways
to avoid them.
http://images.businessweek.com/ss/06...s/index_01.htm
From India, Hyderabad
68Kiran..........
Best (Hiring) Practices
In today's tight job market, recruiters should avoid alienating
potential candidates—who may share their bad impressions with others
When Sarah Breiner interviewed for a prestigious post-college program
at General Electric (GE), she figured she'd spend the majority of her
on-site meeting discussing her internship and academic experience.
Boy was she wrong.
One recruiter she met with asked hardly any questions about her and,
instead, arrogantly talked about his own work experience and how he
achieved his career goals. "He was tooting his own horn," says
Breiner, a graduate of New York University's Stern School of
Business. "I got a bad taste in my mouth. So throughout the day,
while meeting with other people, I asked more probing questions."
Because of Breiner's negative interviewing experience, GE lost her to
investment bank JPMorgan Chase (JPM). At JPMorgan and Goldman Sachs
(GS),where she currently works, Breiner feels that teamwork and her
background were valued more highly during the interview process.
SELLER'S MARKET. Contrary to popular belief, the employer isn't
always in the driver's seat. And, as the job market continues to
improve and more candidates receive multiple offers, companies have
to work harder to attract a large, high-quality pool of applicants
(see 5/15/06, "Never Too Late to Find the Right
Job"). In fact, many candidates have increased confidence about
receiving choice job offers, so they're conducting a more focused
search and forgoing back-up options, according to WetFeet's 2006
Winning Campus Marketing Strategies Report, which came out this
summer. Unfortunately, some organizations are still forgetting to
factor in job-seeker satisfaction when playing the hiring game.
Hiring is never a one-way street, and applicant happiness should be
considered from initial interaction until the end of the process,
whether it leads to employment or not. Often a candidate isn't
contacted quickly enough after an interview, which can lead the
person to assume the manager is uninterested. "There's a need for
urgency. Candidates today have multiple offers on the table. One
possibility could be very compensation-focused. Another opportunity
could offer a different variable," says Erin Barriere, vice-president
for staffing at Monster Worldwide. "If you don't close, the candidate
could go to another company" (see 3/21/06, "The
Jobs Come Looking for Grads").
STAY PROFESSIONAL. During an interview, a recruiter may fail to
create a warm atmosphere and opt instead for a condescending or
unprofessional tone, sometimes without even realizing it. Lauren
Kossak knows that scenario all too well. When interviewing for a
sales position at a computer company, Kossak says the recruiter
treated her more like a friend than a potential employee. "The office
was located near my apartment, so he asked me what I did the night
before and where I hang out," says Kossak. "He was very intrusive."
Kossak's recruiter didn't make her feel comfortable in the work
environment—a common mistake. So what can companies do to make
candidates feel more at ease? Fostering communication tops the list.
During the interview process at Deloitte & Touche USA, entry-level
candidates meet with all types of employees, from recent college
graduates to senior members of the organization. That way, the
company ensures that potential hires get relevant information on a
wide range of subjects from diverse sources.
"A candidate might ask a staff person about policy on vacation and
might hesitate to ask the same vacation question of a partner," says
Bill Ziegler, director of recruiting for the Big Four accounting
firm. "Candidates relate to different people on different levels"
That communication should continue right through the employee's first
day on the job. Often, there's a long gap between the time when a
person accepts an offer and follow-up from the employer. "It's a
strange dead time. You've got a candidate who is pretty sure he has a
job but doesn't have anything in writing or a start date, and feels
very vulnerable," says Marcie Schorr Hirsch, partner of HirschHills
Associates, a Newton (Mass.) boutique management consulting firm.
WORD OF MOUTH. Even if a company is not interested in a candidate,
recruiting personnel should make some type of effort. A poor
impression of a company can only translate to one thing—a candidate
sharing a negative perception with friends and co-workers, all of
whom are potential employees. "The PR part of the job is a continuous
thing whether or not you like a candidate," says Bob Eubank,
president of the Harvard (Mass.) Swift Murdock, a general management
and human resources consulting practice.
These and other mistakes can be avoided through preparation and
training. "Most managers will sit there and do a decent job of
verifying surface-level information from a resume. 'OK, you were a
tech consultant. How'd that go?' That's not digging. That is really
almost an administrative job," says Dan Kilgore, director of talent
acquisition for North America at Getronics, an IT services company.
Preparation can come in the form of weeklong intensive classes,
daylong seminars, or simple run-throughs with higher-ups to identify
exactly what is needed from a candidate. Kilgore says the minority of
hiring managers go through training and it is often outdated.
Mistakes like these are just the tip of the iceberg. Check out
BusinessWeek.com's slide show on 12 common hiring mistakes and ways
to avoid them.
http://images.businessweek.com/ss/06...s/index_01.htm
From India, Hyderabad
To avoid these mistakes as potential HR professionals, why not we innovate few recruiting practices. There is already a topic posted on this, that, Are interviews the real test? So just visit it, and express how you would recruit innovatively.
Regards,
VINAY
From India
Regards,
VINAY
From India
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Innovative HR Practices-.doc