IN CASE YOU MISSED IT!

Recruiter News Thursday, March 15 Andrade, Interview process, Lipton & more…

[vc_row][vc_column][vc_column_text]

Recruiter News TLDR / Table of Contents

[/vc_column_text][/vc_column][/vc_row][vc_row el_id=”The-5-most-common-interview-mistakes-and-how-to-correct-them”][vc_column width=”1/2″][vc_separator][vc_column_text]

The 5 most common interview mistakes — and how to correct them

[/vc_column_text][vc_column_text el_class=”topfeed-summary-list”]

  • Being persistent is key, people are busy so stay in front of them, but also make sure to end the interview with a clear understanding of their timeline, any concerns they have about you and next steps for following back up.
  • And having the salary talk can be more nerve wrecking than the interview itself which is why many people dont have it at all.
  • The reasons should not be feeling-based, but always fact-based, like: I have a certain amount of experience, I am relocating from another area, or if there is a long learning curve/ramp time, says Andrade.
  • People should not feel intimidated: ninety-nine percent of the time the hiring manager is expecting this and usually there is wiggle room.
  • – – Many people fear that asking for more money may take their offer off of the table altogether, but Andrade says that shouldnt be a concern.

[/vc_column_text][vc_column_text el_class=”topfeed-tags”]Tags: Andrade, interview process, Allison Andrade, people, time[/vc_column_text][/vc_column][vc_column width=”1/2″][vc_separator][vc_column_text el_class=”topfeed-tweet”]

[/vc_column_text][vc_column_text el_class=”topfeed-embedly”]The 5 most common interview mistakes — and how to correct them[/vc_column_text][/vc_column][/vc_row][vc_row el_id=”2018-Should-Be-the-Year-That-HR-Takes-a-Stand-Against-Workplace-Abuse”][vc_column width=”1/2″][vc_separator][vc_column_text]

2018 Should Be the Year That HR Takes a Stand Against Workplace Abuse

[/vc_column_text][vc_column_text el_class=”topfeed-summary-list”]

  • The approach [companies] have taken in the past has been to focus far more on protecting the rainmakers of their organizations and mitigating risk in rather small and inconsequential ways, says Mark Lipton, professor of management at The New School and author of Mean Men.
  • As senior executives and key employees become outed for bad behavior that remained unchecked over the years, firms are now risking their brands.
  • But over the past few years, there has been an increasing call for boards to take responsibility for ensuring their organizations have healthy, performance-driven cultures in effect, the need to hold the CEO accountable for creating and maintaining these cultures.
  • In the current climate, boards must now oversee organizational culture not only as a risk issue, but as an organizational performance imperative, Lipton says.
  • In this case, the CHRO may have a dotted line reporting to a board committee charged with creating and sustaining a healthy culture for all talent something we are starting to see more movement on, Lipton explains.

[/vc_column_text][vc_column_text el_class=”topfeed-tags”]Tags: Lipton, Mark Lipton, possibility Lipton, powerful male executive, workplace sexual harassment[/vc_column_text][/vc_column][vc_column width=”1/2″][vc_separator][vc_column_text el_class=”topfeed-tweet”]

[/vc_column_text][vc_column_text el_class=”topfeed-embedly”]2018 Should Be the Year That HR Takes a Stand Against Workplace Abuse[/vc_column_text][/vc_column][/vc_row][vc_row el_id=”Making-This-One-Change-to-How-I-Wrote-Job-Descriptions-Made-Me-a-Better-Recruiter”][vc_column width=”1/2″][vc_separator][vc_column_text]

Making This One Change to How I Wrote Job Descriptions Made Me a Better Recruiter

[/vc_column_text][vc_column_text el_class=”topfeed-summary-list”]

  • Since I was acting as a classic used car salesman, the best candidates opted-out and the least best were those who needed the job and the hiring manager was desperate to hire a decent person.
  • I just tossed the skills-based job description aside and used the intake meeting to create a performance-based job description that defined the work a person needed to do rather than the skills needed to do the work.
  • The initial job description required the candidate to have an MBA and CPA, 10+ years of consumer products distribution industry experience with companies of $500 million or more.
  • None matched the exact skillset listed on the original job description, but the CEO agreed before we contacted any of the candidates that these were all viable people.
  • Recognize that these types of job descriptions are not job descriptions at all; theyre people descriptions and by using them you include the best people including all diversity candidates who bring a different mix of skills and experiences to the table.

[/vc_column_text][vc_column_text el_class=”topfeed-tags”]Tags: job description, job descriptions, performance-based job description, skills-based job description, unit general manager[/vc_column_text][/vc_column][vc_column width=”1/2″][vc_separator][vc_column_text el_class=”topfeed-tweet”]

[/vc_column_text][vc_column_text el_class=”topfeed-embedly”]Making This One Change to How I Wrote Job Descriptions Made me a Better Recruiter | LinkedIn Talent Blog[/vc_column_text][/vc_column][/vc_row]