Imagine an HR department where the recruiter, when meeting a top-notch candidate, says, "I shouldn’t be the first one talking to you, let’s go get the hiring manager."
And the question I'm toying with is whether the knowledge of small-world networks is sufficient to generate enough buzz to grow a brand - that brand being stlrecruiting, but moreso that of the connection between hiring people and tapping into social networks to put the best people with the best corporations.
Other people are asking this question. With finite time and resources, what's the best way to tap our networks to build our corporate brands, and is it possible to build a personal brand in tandem with your corporate identity?
I threw my back out this weekend, reaching for a toy across my body while walking out of a room.
Sent me right to the ground - and without the vicodin, I wouldn't be typing this right now, even while on my back. Excuse any typos.
It reminded me of how many times staffing can be a matter of timing. What would happen if I had a big presentation for an employer that was time sensitive? Say there were two candidates and the other delivers a mediocre presentation but actually made the interview?
We get these stories all the time in staffing - parents dying, cars breaking down, flu striking a family and once, just once, an arrest following a bachelorette party.
As a hiring manager - what do you do?
If you're reading this, there's a 70% chance you're influential.
OKay, it doesn't mean that, but I write for influence, not mathematical accuracy.
This is a very internal piece by Heather from Microsoft, but it speaks to what I ask for from my clients.
My three favorites:
1. Give your recruiter names of companies
2. Write a compelling job description.
9. Bring speaker and attendee lists back from all events you attend and give them to your recruiter.
How would you improve your relationship with a staffing vendor?
First, let’s just say that everyone is busy. Budgets are tightening, time frames are condensed, the work supply is drying up, and your vendors often cannot solve your problems because they are experiencing the same problems themselves.
How do you survive in these conditions? The key idea I want to impress on you is the reversing of the traditional client/vendor relationship.
First, how well do you know your vendors? How well do you know the sales people, and the recruiters, and the contractors and the support staff that supply you with your staff and then bill oftentimes millions of dollars through your department? Why can’t they ensure constant quality?
The answers are too often (1) not very well, (2) not at all, and (3) you have no idea why they can’t constantly give you what they need.
Companies don’t purchase their computers from unknown vendors, but they often do so with staffing. The largest and most volatile part portion of the budget is in your employees, but many companies don’t invest the time to truly be selective.
Yes, time. I know that no one has any left, but the truth is to be selective, you need to put time into your vendors. You need to take your cues from Walmart, who involve themselves in the vendor’s business so deeply that vendors who want to stay in business have to change the way they do business.
But vendor staffing is unlike anything you’ve seen.
George's Employment Blawg has a legal discussion about non-competes.
Here's my take on them regarding staffing.
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Two interesting articles in today's St Louis Post Dispatch. I
The first is an article about blogging about work>. It's old.
Old,old,old,old. But it's better than nothing.
It's the story of the Delta attendant who got fired for blogging by posting provocative pictures of herself on her site.
There were some comments about local blogs - but it was relegated to comments from a local staffing firm who says they don't have policies about blogging and a reference to Ronnocco coffee.
It's a sad state of affairs, but there are blogs in St Louis about specific companies. They're just masked, because most people recognize that their companies would first force them to quit or fire them, as occurred to A ST LOUIS POST DISPATCH BLOGGER.
But I digress.
A big thanks to my main tech support man and the people at Typepad for getting this up an running.
Doug Miller asks what the proper metrics for measuring staffing should be in a talent-gap economy.
I'm just going to talk about staffing firm metrics. I'll answer the question in another post.
Staffing firms are sales organizations, so the use of advanced metrics to measure productivity in a staffing firm is a management requirement that is helpful in finding out areas where managers can point to increase activity. Unfortunately it is not useful in actually driving activity.
The Third Party Vendor Theory.
First Step: Take Managers to Lunch
Third Step: Profit!