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Kristina hypothesizes what recruiting in the near future might look like. Ostensibly it will be a level playing field, she says, but in truth the companies that offer compelling opportunities and initiate long-term communication with passive candidates will attract the very best.
Elizabeth has been making personnel decisions at RIM since the BlackBerry looked more like a pager than a smartphone. She shares over a decade of wisdom and strategies for keeping a startup attitude in a global enterprise.
What does a low credit score say about a potential hire? Would you pass that person over? Are there extenuating circumstances? What if they were otherwise perfect for the job?
Having a great employer reputation is important, says Kristina, but it's only important if top-shelf professionals are the ones who feel good about your company. The trouble with most employer branding she says, is that it focuses on the perks, and not on the quality of the teams or products.
Companies often let good people go because their work and job is easy to quantify. That's not only unjust, says Peter Bregman, but indicative of the willful ignorance that plagues many companies.
A good personal/resume site a tremendous advantage in a highly competitive employment market, says Trevor. He goes on to outline four must-haves for a professional online presence.
Trying to stop headhunters from siphoning talent is a waste of resources, says Kristina. She suggests that it's better to spend time and money on creating a company that people couldn't imagine leaving.
Plenty of Canadian content this week, from comparing moon landings to startup creation to silver linings for both small business and job-seeking boomers.
Alan interviews Cathy Keates, Author of "Not For Sale - Why We Need a New Job Search" about how a job search is something we need to learn how to do.
Kristina compares job-hunting to dating and offers three tips for making the best of an opportunity.
Consider the people you work with on a daily basis: how many would you want working for you as the CEO of a new organization?
He skips meetings, he's late, but he puts in 50-hour weeks and his output and talent is extraordinary. Would you hire this contractor into a full-time position in your company? Take the poll.
All companies want passionate people, says Alan Kearns. So where does Indigo find it's top talent? By making it easy for book lovers to talk to them.
The way companies conduct performance reviews reminds Peter of grade-school report cards. We emphasize weakness and fail to nurture strengths. If nobody is great at everything, he points out, why do we evaluate that way?
Crazies, lazies, pettiness, power plays, power nappers. You've managed them all without a whit of recognition from your own boss. What's your management gripe?
Author Francis Cole Jones shares what she thinks is the single most important secret to creating a positive impression..making the interview as much about the interviewer as it is about you.
There’s much to be said for a resume that stands out. But don’t expect to copy these ambitious and creative CVs and get brought on as a VP of Finance.
"Too experienced, too educated, too expensive", just some of the terms that can give you the dreaded 'overqualified' label. Former hiring manager Randall Hansen outlines a resume and interview strategy for avoiding this kiss of death.