Die traditionelle Form der Personalsuche basiert immer noch auf der Systematik des ausschließlichen Schaltens eines Inserates. Die Wahrscheinlichkeit, mit diesem Inserat eine Fach- bzw. Führungskraft zu interessieren, ist als gering anzusehen.
Welche erfolgreiche, in guter Position bestellte Führungskraft wird diese Annonce überhaupt wahrnehmen? Für das suchende Unternehmen entstehen Kosten, Kosten und nochmals Kosten, insbesondere wenn sich dieser Suchprozess über Monate hinzieht.
Das worst-case Szenario einer Fehlbesetzung stellt überhaupt das kostenintensivste „Waterloo“ dar.
Bei der Suche nach Fachpersonal und Führungskräften, insbesonders grenzüberschreitend und international, wird der Einsatz eines hochspezialisierten Headhunters unumgänglich.

Engpässe? – Nicht bei uns!

Die Tageszeitungen sind voller großer Anzeigen, in denen Fach- und Führungskräfte gesucht werden.

Unternehmen stellen immer häufiger fest, dass selbst geschaltete Anzeigen nicht den gewünschten Erfolg haben.

Die Direktansprache als der alternative direkte Ansatz beseitigt Engpässe. Wolfgang Wögerer, Partner bei SAM Headhunting Austria: „Wir betrachten Suche und Auswahl als ein gut entwickeltes Führungswerkzeug, das allzu lange nur der Direktorenebene vorbehalten war“.

Innovation oder nicht – die Direktansprache bringt positive Ergebnisse.

Direktansprache ist wirkungsvoll

Ein international tätiges Headhunting-Unternehmen hat dank seiner umfassenden Kontaktfläche ständig einen großen Pool kompetenter Leute, die neue Herausforderungen suchen. Wolfgang Wögerer von SAM Headhunting Austria: „In kürzester Zeit können wir einen Kontakt zwischen dem Unternehmen und einer Anzahl kompetenter Bewerber für eine bestimmte Funktion vermitteln.

Von der Erstellung des Qualifikationsprofils, einer Verhaltensprofilanalyse bis zur Durchführung von Gesprächen mit geeigneten Kandidaten – wir bieten unseren Kunden einen Service, der sie noch erfolgreicher macht“.

Direktansprache ist kostengünstig

Es ist günstiger, es dem Headhunting zu überlassen, den geeigneten Kandidaten für eine Position zu finden.

Wolfgang Wögerer, SAM Headhunting dazu: „Unsere Kunden schalten keine teuren Anzeigen, bearbeiten nicht hunderte von Bewerbungen. Unsere Kunden müssen keine Zeit investieren, mit vielleicht nur bedingt interessierten Kandidaten zu sprechen, Absagen und eine Vielzahl von Briefen an alle Bewerber zu verschicken. Wir übernehmen den gesamten Prozess – zu einem günstigen Honorar, mit Erfolgskomponente.“

SAM Headhunting™ – “Think global, act local!”
In nur wenigen Jahren hat SAM Headhunting eine führende Rolle auf dem Headhunting-Markt erreicht. Das Unternehmen hat in den letzten Jahren international bewiesen, dass Headhunting für Unternehmen, die qualifizierte Mitarbeiter suchen, hervorragende Lösungen bietet. Ob Geschäftsführer, Spezialist oder Top-Manager, SAM Headhunting bietet seinen Kunden einen gewinnbringenden Service. Durch ein internationales Team von erfahrenen Beratern, starken Netzwerken, einer aktuellen Datenbank und der wirkungsvollen Direktansprache ist SAM Headhunting auf dem europäischen Markt und in Asien erfolgreich tätig.

“Think global, act local!” und “Success fee” ist die Philosophie, die den Erfolg bei Kunden und Kandidaten garantiert!

Wolfgang Wögerer
Ms.SMP
Associate Partner

SAM Headhunting Austria GmbH
Schubertstr.3b, A – 9500 Villach

Tel.: + 43 664 4555 320 Fax: +43 820 94949413008
E-mail: wow@samheadhunting.com
Web-site: www.samheadhunting.at
Philosophie: direkte Suche

persönl.Profil: woegerer
Jobangebote: Jobs

A SAM Group company
Austria • Belarus • Belgium • Caribbean • China • Czech Republic • Denmark • Faroe Islands • Finland • France • Greenland • Germany • Iceland • Ireland • Italy • Luxembourg • México • The Netherlands • Norway • Poland • Russia • Slovakia • South Africa • Spain • Sweden • Switzerland • Ukraine • United Arab Emirates • United Kingdom • USA (18.09.2009)

Dear BOB:

            Thank you for the opportunity to discuss your opening for a Project Manager with XYZ School.   It was a pleasure speaking with you today and learning more about both the position and XYZ.  I was impressed with the projects that the company is developing, as well as your plans for its future.  The fact that you have a team of core Project Managers speaks volumes to the success and growth potential of your company.

 I am enthusiastic about the possibility of working with you.  The position sounds like a perfect match for my skills and experience, especially with regard to the eight years of Program Management in developing and managing the eprojectsupport.com website and program staff for IBM.  I feel that my enthusiasm, “can do” attitude, and strong Program Management skills will be invaluable assets in contributing to the growth of both myself and XYZ.  I am available until approximately 3:00 p.m. on Tuesday, November 24, 2009, if you would like to have a personal interview prior to my departure.  I will also be available via telephone if you wish to contact me during the time period that I will be out of the country.

Should you have any questions, please do not hesitate to contact me.  I look forward to hearing from you.

Sincerely,

Christopher Bailey, Creative Director@Burberry — Technology is our Present and our Future. IRillustrated http://ping.fm/VFTYo

So, you’re a little nervous. Okay, so you’re A LOT nervous. That’s to be expected. But following these simple guidelines should take the edge off interviewing and leave you prepared for anything.

The Day Before, inspect your interview attire.  Review your C-A-R statements, to help you successfully answer questions and articulate your achievements.  Assemble your notebook/portfolio, copies of your resumes, copies of your reference list, a list of questions, a couple of pens and samples of your work (if requested).  Have the address and directions of the interview site ready. If you’re not familiar with the area, take a test drive to scout it out.

Get plenty of sleep!!

Below, I’ve described some sample job situations, and then broken them down into the challenge the employee faced, the action he/she took and the results achieved. Let’s discuss the C-A-R approach which should really help those folks which find themselves trying to explain what it is they have been doing for the last 10+ clients, or 12 years with the previous company…

Sample Accomplishment, When I began as a new Recruiting Manager, the IT Department averaged a 28% turnover rate for the last 5 years. Employees were being terminated without prior warning, and no formal corrective action was being taken to discipline them and improve their behavior. I created a disciplinary warning system for the department managers. Within an 8-month period of my new system’s implementation, it had decreased the IT department’s turnover rate by 19%.

C – The IT department’s turnover rate averaged 28% over the last 3.5 years.

A – I developed a formal verbal and written warning policy for department managers to follow. It required managers to provide each employee with a written copy of their job description. Furthermore, it directed managers to review these job descriptions with their employees and verify that their employees understood them. I also incorporated a requirement for all managers to write a development plan for each employee, with goal setting in mind, to be addressed during their semi-annual performance appraisals.

R – Within an 8-month period, I had decreased the turnover rate in the IT Department by 19%.

Sample Accomplishment, I joined the management of a magazine after its subscriber numbers had decreased from 11 million to 8 million. Unless we took a detour fast, we were on our way over the cliff. Under my leadership, the century-old organization was re-invigorated by shifting up to new sources of revenue. We adopted newsstand distribution, foreign language editions, a cable-TV channel, an online store, and new corporate partnerships. These strategic decisions helped us increase our subscriber base to 20 million.

C – After 10 years of declining revenue and a shrinking subscriber base, a once venerable magazine was threatened with extinction.

A – I made a series of strategic decisions that included the development of new corporate partnerships, and expansions into new media channels such as newsstands, foreign language editions, a cable-TV channel, and an online store. This in turn refurbished the magazine’s identity.

R – My strategic decisions helped the magazine increase its subscriber base from 8 million to 20 million.

Sample Accomplishment, The optical network technology company, where I am vice-president, was the best performing IPO (Initial Public Offering) in 2002. However, in less than 30 days, our strategic merger with a telecom company fell through, and our stock plummeted from $63 per share to an all-time low of $13 per share. In the face of disaster, I convinced my partners to make a bold move. Not one engineer left our team, but rather stayed as we built our own optical network. Initially, we needed to acquire two companies to support our technical growth and increase our client base. Today, we offer full-service optical network solutions to companies like XYZ Corporation. Our customer roster is now three times what we had in 2002, and our stocks have risen to more than $300 per share.

C – Our company was ranked 1999’s best performing IPO. After a strategic merger fell through, we saw our stock price dive from $63 to $13 per share.

A – I convinced my partners to respond to this business challenge by making a bold move, rather than scaling back. Capitalizing on our company’s best assets—its employees’ talent, passion and loyalty—we set off to build our own full-scale optical network.

R –As a result of this bold move, our customer roster has tripled since 1999, and our stocks have risen to more than $300 per share. Today, we are able to offer full-service optical network solutions to companies like XYZ Corporation.

Remember, acheivement and results are the new in. Focus on the amount of time or money which you have saved prior organizations – and if you think you are really highspeed, tie or wrap that cost savings or revenue generating experience into the overall pain of the hiring manager which you are speaking to. He’ll be saying, ’nice, this person knows how to solve my problem. They have been here before and have the experience necessary. ONE HUGE TIP, try to find out the reason this position is being added prior to launching into the C-A-R method. Once you have identified the overall reason behind the hiring manager’s pain, taylor your answers to similar situations or use examples that help position you as the obvious expert.

HAPPY HUNTING & HAPPY THANKSGIVING~~

Eric Licht

Dear ,

 This is to inform you that I have accepted a position with another company.

 This decision was not an easy one and it involved a great deal of thoughtful consideration, particularly with respect to my own plans for my future.  Nevertheless, my decision is final.

 I want to assure you of my appreciation for a rewarding professional association during my employment with Current Employer.  My main priority now is to work as hard as possible to wrap up my affairs here and to turn over my responsibilities as you direct.

 However, I would like to join my new employer as soon as possible but not later than Insert Date.  Therefore, I would like to discuss specific steps that need to be taken to expedite the turnover of my responsibilities.

Thank you for allowing me the opportunity to grow within the Current Company’s organization.With sincere thanks and best wishes for the future.

On the 7th August I wrote that we have started to look for 11 senior technical developmental roles for our Korean client, HYOSUNG (see http://samheadhunting.wordpress.com/2009/08/07/11-senior-developmental-technical-roles-in-wind-power-attractive-postings/)

Given the complex nature of this search, I thought it would be interesting to review what we had to do and how we’ve got the job done:

It was complex because:

• The client wants very experienced hands-on candidates from a truly international, relatively young (particularly in very large turbines up to 5MW), diverse industry. Candidates will not be falling out of the trees!
• The technical nature of the roles being filled would challenge our ability to engage candidates, understand industry language, and make sure we were delivering on the specific technical  skills required.
• The international scope of the search with the candidates coming from Europe, North America and Asia, and getting the interview timetable to work with a client from Korea with interviews (mainly) in Germany.
• Co-ordinating our own resources to be effective while ensuring every role had the right number of candidates.

We ‘re now almost 3 months in and very close to completing the early phase of this project. How have we done?

It looks like we have all roles filled, or candidates lined up for the last gearbox and drive train roles, with dates being finalised for those candidates needing to go to Korea.

I’ve been working with Jens Peters (from SAM Germany) and Per Krenk and Sten Appelon Petersen (from SAM Denmark) to get this assignment completed. I think our headline achievements have been:

• We’ve found a huge number of candidates and managed to get under the skin of a sophisticated sector with a massive range of skills spread around the industry itself, as well as within it’s hugely international spread of specialist suppliers and developers.
• We’ve kept track of each other’s progress and managed to share best practice quickly and efficiently.
• We seem to have found the knack of understanding the clients technical requirements, while also meeting their cultural needs.
• Overcome our challenges by talking openly with each other.
• Built a network that should stand us in good stead for future work.

We would normally pride ourselves that we could get a search done within 6 weeks. This has taken a little longer, but that’s been more down to getting a lot of busy people to co-ordinate diaries internationally, than it has been to identify target candidates and get them engaged.

There are parts of this I would do differently, but I’m proud to be part of a team that can just get this done, and I can see we can use it as a wonderful reference for more co-ordinated international work in the future.

When the world of the headhunter is so tough generally, it’s very encouraging to have something so positive that will add real value to our Partnership in the months and years to come.

Written by Martin Ellis – me@samheadhunting.com

SAM – wir über uns
Effizienz und Engagement

SAM Headhunting Austria
A part of the SAM Headhunting Group

Executive Search & Headhunting
Argentina · Australia · Austria · Bahrain · Belarus
Belgium · Caribbean · China · Czech Republic
Denmark · Finland · France · Germany · Greenland
Iceland · India · Ireland · Italy · Kuwait · Luxembourg
Mexico · Netherlands · New Zealand · Norway
Poland · Qatar · Russia · Saudi Arabia · Slovakia
South Africa · Spain · Sweden · Switzerland · Taiwan
Ukraine · United Arab Emirates · United Kingdom · USA

SAM Headhunting Österreich
SAM Headhunting Österreich ist ein Unternehmen der SAM A/S – Dänemarks größtes Personalberatungsunternehmen im Bereich der Direktansprache.
Unternehmen unterschiedlicher Größe und Branche nutzen unsere Erfahrung und unsere erprobten Instrumente zur Gewinnung ihrer Fach- und Führungskräfte.
Wir beschaffen Ihnen die für Ihre Geschäftsentwicklung notwendigen Human Resources. Es ist unsere Aufgabe, Sie bei der Suche und Auswahl Ihrer neuen Mitarbeiter so zu unterstützen, dass Sie die für Ihr Unternehmen und die jeweilige Position richtigen Mitarbeiter finden. Mitarbeiter, mit denen Sie sich weiterentwickeln können.
Neben der erhöhten Sicherheit in der Auswahlentscheidung profitieren Sie von unserem Kontaktnetz und unserem Kandidaten-Pool. Damit erhalten Sie schnell und ohne größere Administration Ihre neuen Mitarbeiter.
Partnerstruktur
Seit der Gründung des Unternehmens ist es unser Ziel, ein Managementunternehmen neuen Typs zu schaffen, das von Effizienz und Engagement geprägt ist. Die Mittel sind ein partnerschaftlicher Organisationsaufbau und die maximale Ausnutzung neuer Technologien.
Nach diesem Konzept haben wir eine effiziente Organisation aufgebaut. Die Direktoren und Berater von SAM arbeiten vom eigenen Schreibtisch aus, alle müssen ihr eigenes Gehalt verdienen. Dies führt zu einem Höchstmaß an Effizienz und extrem niedrigen Fixkosten, die unseren Kunden zugute kommen.
Darüber hinaus bietet diese Organisationsform ein Höchstmaß an Flexibilität. Wir werden nicht von einer schwerfälligen Organisation gehemmt und sind jederzeit in der Lage, schnell auf die Möglichkeiten in unserem Umfeld zu reagieren.

Hitta lediga jobb på JobbTorget

Om du inte vill ha en jobbcoach just nu utan själv vill prova lyckan när det gäller jobbletande så är här ett tips. För JobbTorget är en portal som förädlar kraften i det som hela arbetsmarknaden har att erbjuda. JobbTorget är en neutral bärare av information som underlättar för arbetssökande att hitta lediga jobb. Här hittar du närmare 100 aktörer som erbjuder rekrytering, bemanning, headhunting och ren och skär arbetsförmedling. De har även en blogg Jobbtorget Forum som diskuterar arbetsmarknaden i allmänhet och ger tips och råd i synnerhet.

Executive Search is the process of  recruiting  individuals to fill executive positions in organizations. Executive search may be performed by an organization’s board of directors, by executives in the organization, or by an outside executive search organization.

Executive search is a systematic methodology to identify and select qualified senior-level executives or professionals. The consultants in this team specialize in identifying and placing superior candidates at the highest levels. The combined use of investigative market research, focused networking, and the sensory of the relevant search consultant who combine business acumen with experience, enable the executive search organization in offering world class executive search services.

Using only one way of locating suitable candidates does not guarantee success. Combined use of a massive database, networking and headhunting should be used effectively. The expertise should range across industries and functions.

AccFin Business Solutions Pvt. Ltd. offers professionally managed Executive Search for recruitment and placement of top talents with clients in the IT, ITES, BPO, Telecom, FMCG, Financial Services and Manufacturing Industries. AccFin’s business philosophy is to add value to client’s business by providing a solution most appropriate to the business context.

Here is quite a list of questions. I want you to read it one time thoroughly first, then sit back. Close your eyes, ask yourself…who’s interviewing who here???? I mean, right? I have encountered hiring managers who became defensive due to their ego or maybe they were new with the company and flat out didn’t even know 1/3rd of the answers!!!

Either way, I don’t think many experts would disagree with me. The whole hiring manager community in general or as a whole lacks the basic ability to customize an efficient ‘interview process’ which can support healthy onboarding of properly vetted & qualified resources. Would you feel comfortable answering these questions and accept it as part of a candidate’s right to interview your organization? Many folks get hung-up on the whole candidate interviewing my organization. There is no doubt an air of ’you don’t intervew us, we interview you.’ Piss anyone off during this process and your not getting to the next step in our ‘onboarding process’. Blah, barf, halb, burrrrr. Anyway, some of the following questions do provoke some thought. And my rule of thumb has always been, if thought provoking it must mean something to someone. I can’t be the only loser thinking this, LOL! 

Questions Stars May Ask

1. What’s the gross profit margin of the division I will be working in? What percentage of the total profit from the company does it generate? Is it increasing or decreasing?
2. What’s your company’s “killer application”? What percentage of the market share does it have? Will I be working on it?
3. Can you give me some examples of the best and worst aspects of the company’s culture?
4. What makes this company a great place to work? What outside evidence (rankings or awards) do you have to prove this is a great place to work? What is the company going to do in the next year to make it better?
5. What would I see if I stood outside the front door at five o’clock? Would people be smiling? Staying late or leaving early? Would everyone be taking work home?
6. Lots of your competitors have great products and people programs. What is the deciding factor that makes this opportunity superior? Are you able to say any things that you will do to make this a great experience for me if I accept the position?
7. Can you show me that the company has a diverse workforce and that it is tolerant of individual differences? Does it have affinity groups or similar programs that I might find beneficial? Is there a dress code? Can you give me an example of any “outrageous conduct” this firm tolerates the competitors would not?
8. Does your company offer any “wow!” benefits? Does it pay for advanced degrees? Does it offer paid sabbaticals? On-site childcare? Relocation packages? Mentor programs? How are these superior to those of your competitors? What about job sharing? Flex-time arrangements? Telecommuting? Workout facilities?
9. When top performers leave the company, why do they leave and where do they usually go?

10. When was the last significant layoff? What criteria were used to select those to stay?

11. Does the company have a program to significantly reward individuals who develop patents/great products? Is there a program to help individuals “start” their own firms or subsidiary? Will I be required to fill out non-compete agreements?

12. How many approvals would it take (and how long) to get a new $110,000 project idea of mine approved? What percentage of employee-initiated projects in this job were approved last year?

13. How many days will it take for you (and the company) to make a hiring decision for this position?

14. Who are the “coolest” people on my team? What makes them cool? Can I meet them? Who is the best and worst performer on the team, and what was the difference in their total compensation last year? Sell me on this team and the individuals on it that I get to work with. What makes my closest coworkers fun great people to work with?

15. What is your “learning plan” for me for my first six months? What competencies do you propose I will develop that I don’t currently have?

16. Which individual in the department can I learn the most from? What can he or she teach me? Can I meet that person? Does the company have a specific program to advance my career?

17. Could I miss a day without your advance permission? What percentages of the people in this position telecommute? Has anyone in the group been allowed to take a month off (unpaid) to fulfill a personal interest?

18. Give me some examples of the decisions I could make in this job without any approvals. Can you show me the degree of autonomy and control I have in this position?

19. How many hours a week do you expect the average person on your team to work? How many hours does the average person in fact work? Are there work-life programs in place to promote a healthy work-life balance?

20. How will my performance be evaluated? What are the top criteria you use? What percentage of my compensation is based on my performance? Is there a process where the employees get to assess their supervisor? If I do a great/bad job in the first 90 days, how, specifically, will you let me know? What are the steps you would take to help me improve? How do you discipline team members?

21. What is the first assignment you intend to give me? Where does that assignment rank on the departmental priorities? What makes this assignment a great opportunity?

22. How many hours of your time can I expect to get each week for the first six months on the job? How often will we have scheduled meetings?

23. If I were frustrated about my job, what specific steps would you take to help me overcome that frustration? How about if you were frustrated with me? Can you show me examples of what you have done for others in your group in the past year to overcome any frustration?

24. What are the “wows!” of this job? What are the worst parts? And what will you do to maximize the former and minimize the latter? If I asked the incumbent what stinks about the job, what would he or she say? Can I talk to him or her?

25. What will make my physical work environment a fun and stimulating place to spend time?

26. What inputs do employees get in departmental decisions? In hiring and assessing coworkers?

27. Could I get a chance to see the team in action? Can I sit in on a team meeting? Shadow someone for a day?

28. What are the biggest problems facing this department in the next six months and in one year? What key competencies have you identified that I will need to develop in the next six months to be successful?

29. What do you see in me? What are my strongest assets and possible weaknesses? Do you have any concerns that I need to clear up in order to be the top candidate? What is the likelihood — maybe in percentage terms — that I’ll get an offer?

30. I have really enjoyed meeting with you and your team, and I am very interested in the opportunity. I feel my skills and experience would be a good match for this position. What is the next step in your interview process?

CANDIDATE PREP – INTERVIEW QUESTIONS TO ADDRESS WITH CLIENTS

1. Why do you enjoy working for this company?
2. What attracted you to this organization?
3. Can you describe the work environment here?
4. How do you describe the philosophy of the company or organization?
5. What do you consider to be the organization’s strengths and weaknesses?
6. Can you tell me more about my day-to-day responsibilities?
7. How soon are you looking to fill this position?
8. How do my skills compare with those of the other candidates you have interviewed?
9. Before I leave, is there anything else you need to know concerning my ability to do this job?

10. In your opinion, what is the most important contribution that this company expects from its employees?

11. Is there a structured career path at the company?

12. What are my prospects for advancement? If I do a good job, what is a logical next step?

13. Assuming I was hired and performed well for a period of time, what additional opportunities might this job lead to?

14. Do the most successful people in the company tend to come from one area of the company, such as sales or engineering, or do they rise from a cross section of functional areas?

15. I know that for the position for which I am interviewing, the company decided to recruit from outside the organization. How do you decide between recruiting from within and going outside?

16. How does this position relate to the bottom line?

17. What advice would you give to someone in my position?

18. What major problems are we facing right now in this department or position?

19. Can you give me a formal, written description of the position? I’m interested in reviewing in detail the major activities involved and what results are expected.

20. Does this job usually lead to other positions in the company? Which ones?

21. Can you please tell me a little bit about the people with whom I’ll be working most closely?

22. As I understand the position, the title as ________, the duties are _______, and the department is called ________. I would report directly to __________. Is that right?

23. Can you talk about the company’s commitment to equal opportunity and diversity?

24. Who are the company’s stars, and how was their status determined?

25. How are executives addressed by their subordinates?

26. What can you tell me about the prevailing management style?

27. If you hired me, what would be my first assignment?

28. Does the company have a mission statement? May I see it?

Do you have team members that are ill-suited to their current position?

Do you have team members that do not gel?

Are you happy with your team dynamics?

Are you concerned that you are selecting the right person when bringing in new staff?

Our new service, INSIGHT, gives you just that – an insight into the people that you are currently employing or are planning to employ. It will give you an objective view of your team characteristics

It can provide a clear Insight into:

• What makes people tick 
• Who would work best with who 
• Who are team players
• Who work better on their own

This can be extremely revealing and very beneficial to the effectiveness of an individual, a team or a whole company. This is based on the science of NLP (Neuro Linguistic Programming), and gives the ability to not just undertake snap shots, but to continually monitor the behavioural characteristics that make your team tick – and keep them ticking.

For more information, contact Ralph Warren on +44 (0)7788 561 299 (email rw@samheadhunting.com), or Martin Ellis on +44 (0)7823 887982 (email me@samheadhunting.com), or go to http://www.samheadhunting.dk/headhunting/saminsight-en.aspx

Written by Martin Ellis me@samheadhunting.com

1. Network! Think of the people you know — relatives, friends, professors, classmates, co-workers at summer jobs, and others. Make more of an effort to meet with people, and use these conversations to ask their advice, to make them aware of your job search, to learn more about their jobs or their organizations, and to get the names of others who might be useful in your job search.

2. Target your Résumé. Make sure your résumé is targeted to the employers who receive it. Make sure your résumé is easy to read and the most important details stand out. Make more than one résumé if you are applying to more than one industry.

3. Be prepared. You should have a copy of your résumé at all times. It is also a good idea to have fresh copies of your résumé prepared in case you are called to an interview at the last minute.

4. Create a contact database. Write down all the employers you contact, the date you sent your résumé, any contact made, people you talk to, and notes about those contacts. Keep a notepad with you at all times — take notes as soon as you hear about an opportunity or when you leave an interview. Get into the habit of updating your database daily.

5. Learn how to talk about yourself. Throughout your job search you will speak with many people at different levels. You must be comfortable having conversations about yourself with other people. Keep in mind that you never know who may end up being useful to your job hunt.

6. Prepare an elevator speech. You never know who you’ll meet in an elevator, in line at the coffee shop, or on the street. Know what your skills are and how to communicate them. You should be able to tell prospective employers and others you meet what you can offer. You should also be able to talk about how your skills relate to the industries that interest you.

7. Find out all there is about employers in your field. Remain current on any issues or developments in the field, read trade journals or professional publications, and read the newspaper. It is extremely impressive during an interview if you know about the latest merger or coup in the industry.

8. Follow-up with leads immediately. If you find out about a position late in the day, call right then. Don’t wait until the next day.

9. Stay confident. Job hunting takes time and energy. Remain confident, but prepare yourself for challenges ahead. Don’t get disgruntled if you are still looking for a job and it seems like everyone you know has an offer. Most students find their jobs after graduation.

http://www.thetopjobsites.com/Job-Tips.html

]]> http://notme01.wordpress.com/2009/09/22/laughter-is-good-for-the-soul/ Wed, 23 Sep 2009 01:34:22 +0000 notme01 http://notme01.wordpress.com/2009/09/22/laughter-is-good-for-the-soul/ http://compartiendoconocimiento.wordpress.com/2009/09/20/tema-1-%c2%bflider-o-nini-tu-eliges/ Sun, 20 Sep 2009 12:07:17 +0000 Jose Sande http://compartiendoconocimiento.wordpress.com/2009/09/20/tema-1-%c2%bflider-o-nini-tu-eliges/

Esta semana comentamos la importancia de formarse, para crecer personal y profesionalmente en la vida.

En concreto hablamos del empresario-líder de Bennis y Scheim, y como para ser un experto en algo, hay que trabajar muy duro.

También mencionamos la importancia de la empatía y la inteligencia emocional. En El País , suplemento de Negocios:

“Los sueldos más altos los perciben quienes gestionan mejor las emociones”

Conoce y gestiona tus emociones

Una alumna me preguntaba, qué profesión habría elegido de no ser profesor. Contesté que Cazatalentos y se lo tomó en broma…

En el suplemento de Mercados de El Mundo tenemos a Luis Conde, uno de los mejores Cazatalentos (headhunting) de España:

«En un directivo busco el esfuerzo; no me interesa ni el ‘glamour’ ni la brillantez»

Cambiando de tema…

Siempre os digo que no hay que mirar ni las salidas de una carreras, ni los sueldos.

Mi consejo es:

Hazte muy bueno en algo que te guste, disfrutarás más en la vida y como efecto colateral tendrás un buen sueldo.

Ser muy bueno en algo  implica muchas horas de  esfuerzo. Si no te gusta tu trabajo, tu vida laboral será una verdadera  tortura.

Pero como soy realista, y sé que no me hacéis mucho caso:

En el mismo suplemento tenemos Salidas profesionales con… presente, una vez más, sigue reinando ADE.

y… Si estudias más te pagarán mejor, completo artículo con muchos datos interesantes sobre estudios y sueldos.

Por último, te queda la opción cómoda de opositar a “Nini” (ni estudio, ni trabajo)…

El problema es que en  un par de años quizá pienses como Sergio. Nos cuenta en La Voz de Galicia, que  se quedó a una asignatura de finalizar Bachillerato:

«Entonces pensé que, para lo que me podía aportar, no valía la pena acabar.

Ahora ya no lo veo igual»

The Nagas are a group of tribal people inhabiting the Indian state of Nagaland, parts of Manipur, Assam and Arunachal Pradesh and the northwestern hill tracks of Myanmar such as the Sagaing Division. The numerous Naga languages (sometimes classified as dialects) belong to the Tibeto-Burman languages group of the Sino-Tibetan languages family. Nagas traditionally are tribally organized, with a strong warrior tradition.

One of the most striking social characteristics of the Nagas was the practice of headhunting. Alva Bowers described the Naga hills as the “paradise of headhunters.” Most villages had a skull house and each man in the village is expected to contribute to the collection. The taking of a head is symbolic of courage and men who could not were dubbed as women or cows. There is nothing more glorious for a Naga than victory in battle by bringing home the severed head of an enemy.

The word Naga has evolved from the word Nagna, which means naked. It is so because the Nagas are known by the paucity of their clothes. Some also say that the word Naga originated from Naga meaning Snake or king of snakes. Mythlogically, princess Ulupi was a Naga Kanya, that is daughter of the king of snakes. Ulupi`s residence is generally identified in the southwest of Nagaland. Since this area was under the Naga raj, the people are known as Naga.

The Nagas belong to the Indo-Mongoloid family. The fourteen major Naga tribes are the Angami, Ao, Chakhesang, Chang, Khemungan, Konyak, Lotha, Phom, Pochury, Rengma, Sangtam, Sema, Yimchunger and Zeliang. The Chakhesangs were earlier known as Eastern Angamis and are a combination of the Chakri, Khezha and Sangtam sub-tribes. Each tribe has its own specific language and culture. There is no caste system among the Nagas or anyone of the non-Naga tribes. But each of the Naga tribes is divided into several or as many as twenty clans. Clans are mainly based on forefathers or such other things by which one group of people is differentiated from others.

The bigger the tribe, the more is the number of clans. The Naga`s have different stories about their origin. The Angamis, Semas, Rengams and the Lotha`s subscribe to the Kheza-Kenoma legend. It is said that the village had a large stone slab having magical properties. Paddy spread on it to be dried doubled in quantity by evening. The three sons of the couple who owned the stone used it by rotation. One day there was a quarrel between the sons as to whose turn it was. The couple, fearing bloodshed, set fire to the stone, which as a result cracked. It is believed that the spirit in the stone went to heaven and the stone lost its miraculous properties.

The three sons thereafter left Kheza-Kenoma, went in different directions and became the forefathers of the Angami, Sema and the Lotha tribes. According to another legend, to which the western Angamis subscribe, the first man evolved from a lake called Themiakelku zie near Khonoma. The Rengmas believe that until recently they and Lothas formed one tribe. The Aos and the Phoms trace their origin to the Lungterok (six stones) on the Chongliemdi hill.

The Nagas are hardworking, sturdy, with a high standard of integrity and a strong sense of self respect. The Angamis are politically the most conscious group. The Zeliang and Pochury tribes in Kohima district are comparatively simple and unsophisticated. The Tuensang tribes are un-spoilt children of nature. A striking characteristic of the Naga tribes is their hospitality and cheerfulness. To be greeted with a smiling face while traveling on the roads is a common experience.

These days I take a lot of calls from middle and senior managers who find themselves out of work for no fault of their own. Many of them have had long careers and didn’t think they’d be looking for a new job after their commitment to their employers cause over so many years. They’re not ready for the hunt, and their CV and interview techniques need to be polished up.

My top tip to anybody new to the job market is to get on LinkedIn. Not next week…..not tomorrow… not later……DO IT NOW! (Go to http://www.linkedin.com/)

Then…

1. Enter your profile…
2. ……Do it properly!…..
3. ….use the search facility to find old colleagues and friends and invite them to join your network……
4. ….when they’ve joined you, look at their network for new contact and people you’d forgotten……
5. ….and when you’ve done that, look at people who have also viewed your network’s network…..
6. …..then use the search facility to look at groups (it’s in the drop-down menu on the right half of the screen in the top white bar) enter some key words that describe the sectors that interest you…..
7. ….apply to join them……
8. …..then look at their job boards. There are stacks of opportunities laying there.

For those of you who are LinkedIn savvy you’ll think I’m crazy giving out such juvenile advice. Sadly I have this conversation, almost daily, with people who are getting to grips with the job market, sometimes for the first time in decades, and there are too many people who aren’t aware of the opportunity LinkedIn offers.

If you’ve not played with it – DO!.

I would not advise prostituting yourself. Be selective and be active. Don’t get sucked in and do everything, but do decide what you really think might be relevant and work at it.

LinkedIn is a great resource. If it doesn’t find you real career opportunities I guarantee it will re-unite you with old friends, and that’s never a bad thing.

Written by Martin Ellis – me@samheadhunting.com

There’s no doubt the world is shrinking, and the internet enables companies to operate without many of the old geographic and physical boundaries we were born to. More companies have broader international structures and managements, and Headhunters have to respond to changing organizational structures to provide services that work in this global economy.

If you’re considering an international placement, here are some of the issues and questions you should be aware of as you choose who to help you in your search:

1. Is the international structure and network the headhunter claims real, or is it convenient loose network of smaller organizations trying to look bigger? These days is very easy to construct a virtual network that presents an international impression, but where the systems, processes and organizational values are not aligned. Test the headhunter you’re talking to. See who they really know in the network and ask them who they’d work with again. Ask them if they have common systems and process and look for evidence that supports their claims.
2. Is the Headhunter you’re meeting aware of the consequences of cultural and governmental issues that impact on international and cross-border management structures, and activities? While nobody will be aware of every issue in every country, they should be able to give you real examples that illustrate their awareness. This may include the provision of pensions (which can be different country to country), the provision of company cars (did you know the purchase tax on new vehicles is 198% in Denmark – v. frightening!), or that in the UK for example, London prices and wages tend to be higher by around 10% than in the rest of the country?
3. What are the headhunters access to language skills? Having a network doesn’t mean the members can communicate with clarity between themselves. Does the company or network have a preferred language. For example, despite being Danish based, SAM’s company language is English. 
4. If you’re searching across borders utilizing a number of headhunters at one time, will they be able to deliver a consistent delivery of candidate, reported in a standard format, with the same systems (such as psychometric analysis) so you can really benchmark your candidate options? This is vital. Make sure you understand how the shortlist will be measured and reported before they’re presented to you.

It could be argued that IT systems and the internet makes the presentation of an international network easy to present. The reality of it’s values, processes and understanding have to be tested if you are to have the best chance of a well executed search assignment.

Buyer beware!

Written by Martin Ellis – me@samheadhunting.com

Walter Zamudio is the Headhunting Division Director of SALES HUNTERS in Madrid, Spain

An appropriate response to this question brings us, firstly, to the word etymology and the annals. The headhunter word comes from the English language and literally means a person who hunts heads. As a consequence, headhunting accurately is the practice of removing and preserving human heads as trophies and this custom has been followed worldwide by different ethnic groups in historical times. The origin of the use of both words in the Business field is dated after World War II in the United States of America, in particular in New York City, when a prestigious and highly skilled professional in the Management Strategy Consulting Sector, Sidney Boyden, Consultant of Booz Allen & Hamilton, observes with great surprise that his Client Companies begin to ask him to identify and recruit on behalf of them those individuals who are the heads of organizations or key professionals to occupy management positions, by virtue of the profound knowledge he has of the market and the professionals who hold positions of responsibility. 

The business world paradoxes make that Mr. Boyden, thus becomes the first headhunter in history, when he detects an excellent business opportunity and decide to found in 1.946 the first Firm specialized in searching Executives asking the payment of a retainer fee. The Chronicles says that Mr. Boyden starts to hunt these heads of corporations by making phone calls…from a telephone booth!!!! The professional activity Initiated by Mr. Boyden, headhunting, is also known as Executive Search. 

We have referred to the terminological issue and the historical records, but nowadays, what do we call a headhunter? A headhunter is a specialized Consultant in the search of executives and highly qualified professionals or top performers. 

The recourse to a headhunter is not only justified, but also is necessary at the time that the demand of a specific professional profile exceeds supply in the Market. In other words, the headhunting services are needed at the same instant that is verified by a Company the shortage of unique professionals in a definite market. That paucity makes the recruitment of these professionals unworkable through conventional means: insertion of ads in newspapers, databases of the Departments of Human Resources, personal contacts, etc. To the scarcity factor should be added that these professionals are in active, employed by determined Companies, occupying key positions and are not typically seeking a job. On top of that, these professionals are performing their duties and responsibilities in an excellent way and are being paid in a manner consistent with that performance. Therefore, they are content with the work undertaken by them and are also content with their employers. On the other hand, their current employers, similarly, are content and satisfied with this type of professional performance. 

The real scarcity factor in the market of professionals with a high degree of qualification and a high salary who are not seeking employment, means that the only procedure that a company has for recruiting these professionals and fill a specific position is given by the use of a headhunter, who will approach to the Market -one can say he will make a real attack- in a proactive and direct way in order to identify, locate and attract those professionals whose profiles are suitable for the Client Company that has hired his services. It is important to say that the headhunter typically safeguard absolute confidentiality regarding the identity of the Client Company in his approach.

 As we can understand, the sale of the professional opportunity which represents the position to be filled and the work of persuasion and positive influence to be done by the headhunter are critical in the Search Process, since not only has to be capable of producing an impact on the most suitable Candidate, attracting his or her interest, but also needs to develop the ability of convincing him or her, always in a positive way, that the post offered by the Client Company constitutes a real professional opportunity for him or her and the desirability, therefore, of leaving his or her current company.

 In conclusion, we can affirm that the Client Company represented by the headhunter must be in a position for offering an attractive professional project and making an economic offer which really improves the current remuneration package of the Executive to be hired.

The first time I heard the term “headhunter” I couldn’t help but see a vision of a headless horseman riding into the dark in pursuit of a head. But don’t be misled, the term “headhunter” isn’t one those in the profession use. They prefer employment recruiters. Christine Kovacs, 25, — who went to the University of Toronto to study sociology and psychology but wanted to pursue sales and marketing — had a positive experience with headhunting.

“After graduating, I was able to get an administrative-type job fairly easily, but I wanted a sales/marketing-type job with growth potential. It can be hard to get out of the ‘admin ghetto,’” she says.

However, after more than six months of applying for jobs she became frustrated. Each job application she sent out was met with the same response of a lack of work experience and an unrelated degree.

“I knew I just needed to get my foot in the door. I knew that once they talked to me, instead of just seeing my resumé among tons of others, they’d give me a chance. I knew that recruiters — headhunters — could help ‘sell’ me to a
client … But I thought headhunters only worked with highlevel executives, not with juniors like me.”

After talking to a friend’s older brother — who said some headhunters do work with more junior people — she decided to give it a shot. What’s the catch? Well, like any other service, it doesn’t come for free. Typically, the employer pays the recruiting agency a fee of 20 per cent of the new hire’s starting salary, according to Paul Dodd, president of Head2Head recruiting firm. In other words, if a company hires someone who was sent to them by a recruiting agency, and that person’s starting salary is $50,000 a year, the company pays the recruiting agency $10,000.

“That $10,000 fee does not come out of the new hire’s salary. It’s paid by the employer in addition to the salary they pay the new hire,” says Dodd, who has 20 years of recruiting experience. For Dodd, recruiters are just another tool at the hands of new graduates.

“All job seekers, and especially new grads or people new to the workplace, need to use as many job-seeking tools or resources as they can. Using a headhunter is a great resource to add to things like job boards and networking,” he adds.

And the more tools you utilize in building your career, the better.