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Creative and Industry Insight

Are Your Employees Happy and Engaged?

Let’s get one thing straight: you can have happy employees but not necessarily engaged employees. Engagement is about having employees who are satisfied with their work environment and culture. It’s essential for companies to keep employees motivated and engaged especially with today’s
....view the article

Developing a Hiring Strategy, Part 1 - The Assessment

The decision to hire a new employee is one of the biggest investments a company can make. And yet it is usually the one that is given the least amount of time and attention. A bad hiring decision can cost companies thousands of dollars, along with time, momentum . . . even morale. You can choose to simply refill the open slot and run the risk of repeating past mistakes, or . . . . view the article

Developing a Hiring Strategy, Part 2 - The Decision: A Hiring Checklist

Too often it’s sentiment rather than skills that drives the hiring decision. As many employers will tell you, personality is a poor predictor of future job success. It’s best to focus on candidates who can “get the job done,” not simply “get the job.” Although presentation and poise matter, those qualities don’t necessarily make a good employee. The more orderly and systematic your hiring strategy is, the more likely . . . view the article

The Position Description - Foundation of Your Hiring Strategy

The position description is the “holy grail” of the hiring process. It is the strategy “spring” from which all other activities such as advertising, interviewing, evaluating, and managing the new hire, will flow. When a new position opens up, it presents a unique opportunity to assess your department and upgrade your expectations. It would be a mistake to simply use the same position description you’ve used in the past without comparing it to . . view the article.

The Recruitment Ad, Part 1 - The Approach—Preparation and Placement

Recruitment ads typically run alongside hundreds of similar ads, and they often face limitations in size and presentation. To entice the best candidates, it is critical that these ads be targeted, competitive and compelling. This requires some need to research your market, develop a budget and an action plan, and assess who you are and what you have that would attract a new prospect...view the article.

The Recruitment Ad, Part 2 - The Execution—Writing Elements and Mechanics

The objectives of a recruitment ad are no different from any other type of marketing ad. You want to increase awareness; decrease resistance; improve your image; convey your identity; and substantiate your assets or benefits in order to secure the best possible candidate for the job...view the article.

The Resume Review - Strategies for Finding the Best Person for the Job

When tasked with hiring new talent, a common mistake many people make is not beginning with a clear idea of what it is they’re looking for, or not bothering to update the expectations of the job based on new company or departmental requirements. Hiring managers are human, and like most humans, they have biases and preferences. Without a systematized resume review process in place. . . view the article.

Telephone Screening - A Fact Finding Mission for the Perfect Interview Candidate

An effective telephone screening can reduce the number of in-person interviews you conduct by as much as 50%. It is an extremely effective tool for winnowing down your list of prospects. It also allays any apprehensions you may have about a particular applicant, and arms you against emotional responses during the interview process. This tip sheet outlines 10 steps to take before you invite a potential candidate in for a face-to-face interview. . . view the article.

Interviewing Basics - The Fundamentals of Conducting a Face-to-Face Interview

Seasoned interviewers sometimes make the mistake of adopting a cavalier approach towards the interviewing process. This “been there, done that” attitude may prompt a hiring manager to simply “wing it” when it’s time to conduct first interviews. Think about all the work that has gone into the process thus far—analyzing and clarifying job expectations, fine-tuning the position description, exploring all recruitment options, sifting through the mounds of resumes, the telephone screening, etc. Here we’ve outlined interview fundamentals, including what to do before, during and after, and common traps to avoid. . . view the article.

Great Interviews - Insider Tips and Killer Questions

Everyone who has ever job-hunted has experienced the bad interviewer, someone who would rather hear himself talk than the candidate, who drones on and on about the job in a flat, scripted manner designed to cause narcolepsy. Then there are the combatants, the interviewers who look at the interview as a battleground. They go out of their way to “stump” job candidates, to make them feel awkward or threatened or confused. A good hiring manager won’t even consider these approaches. . . view the article.

The Art of Good Management - Leading, Developing and Troubleshooting

It is not an overstatement to say that a manager can make or break a department, even a company. A poor manager can destroy morale, lower productivity, and be an impediment to growth on both a micro and macro level. Good managers, however, can lead a company to triumph. Studies show that a manager’s style figures more heavily than anything else in keeping employees loyal, successful and on board. Here are 16 tips for management success. . . view the article.

A Great Company is Easy to Work For - A Reputation that Precedes You

Like attracts like. It’s an old maxim, but true. We draw back to ourselves the very thing we give out. The climate of a workplace, or its “culture,” plays a big role in what attracts and retains good employees. There are any number of reasons why a company gets pegged “a great company to work for.” What kind of message does YOUR company leave behind? Here are six steps to building an employer brand that serves you well. . . view the article.

Maximizing Employee Value - Developing the Talent You Have

There are a plenty of good reasons to develop the talent and expertise of your employees. It increases the value of your company’s intellectual assets; it ensures that the most competent people will be ready to move into vacancies when they surface; it nurtures employee satisfaction and retention; and it helps to develop strong leaders and representatives of the company as it evolves and grows over time. Here are eleven ways to build employee value. . . view the article.



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