Most recent 99 results returned for keyword: #NRFconf
Most recent 99 results returned for keyword: #NRFconf
If you are still wondering why have you placed the Facebook ‘Like’ button on your home page this will be interesting for you!
If at some stage you got bored checking how many Facebook ‘Likes’ your page got and you have offered an iPhone draw when you reach 10 000 ‘Likes’ this is even more relevant for you.
Remember that job site dressed in social network that have sent you those nice young people to show their fabulous Recruiter Package? The one that cost more than your total advertising budget? Well they would like you to place their button on your Home Page. And guess what-they do not want to you pay for advertising them on your home page. They want to help you get the more followers on their platform. Why? So that they can sell those to you. In a lovely Linkedin Recruiter Package.
Quite a strange sales model from LinkedIn, isn’t it?
Google did something similar some 6 months ago asking all web site owners to put a ‘Google+’ Button. Blogs accepted it because of the simplicity of installation of it. Does it drive any substantial traffic or bring any other benefit? Well no.
Do you think web sites will not get the LinkedIn Follow button?
If you decide to place a LinkedIn Follow button on your page, here are the three nice formats you can choose from:
Will LinkedIn Follow button slow your web site? Yes.
Does the speed of the site affect the site ranking in Google? Yes.
Will you site drop in Google index because you have placed a LinkedIn Follow button. Yes, a bit.
I have to admit the ‘Like’ from Facebook was more original than any of the copycats. They could have really came up with something better in all this time!
The purpose of this high prestigious awards programme is to celebrate outstanding examples of HR Leadership & Innovation and encourage what HR is continuously adapting to – finding new and innovative ways to respond to commercial pressures.
The awards show how HR has gained credibility as a business partner with a deep understanding of the business context and with a proven commercial and political capability to deliver on corporate objectives. This is evident from the 76 submission received, from which three themes emerged:
Congratulations to all our finalists.
The Awards Opening Address was given by Michael McDonnell, Managing Director, CIPD Ireland. This was followed by a speech by the Minister for Social Protection Joan Burton. The Minister also presented the Awards of Special Recognition to the Dublin Simon Community and the Irish Naval Service.
Photographs from the event are available on flickr.
A committed and engaged workforce is essential to sustaining superior business performance. Strategically, Allianz view effective reward as one of the many ingredients that make up engagement. Evidence from two consecutive employee surveys show that engagement levels within Allianz are exceptionally high. However, feedback pointed to an immediate need to renew the existing Performance Management and Reward process.
In early 2011 and following three years of wage restraint, comprehensive and direct dialogue commenced with staff and their union representatives. The agreed outcome is a robust Performance Management process that maximises performance differentiation, optimises the available spend on pay through fixed and variable reward, and benchmarks pay bands on an annual basis. The new process ensures a sustainable and cost efficient solution for the current economic climate and the inevitable upturn
Facing an enormous downturn in the economy, the HR team partnered with the business to enable them to have a clear understanding of their business models and of the financial, people, customer and client challenges. A HR Business Performance team worked with the management in the most challenged areas to develop an action plan for sustainability. The HR team were instrumental in driving change into the business to deliver a commercially flexible workforce. Leadership development and coaching became an integral part of this initiative. As a result, additional levels of support were provided to clients to support ARAMARK with business retention.
EMC is a global leader in enabling businesses and service providers to transform their operations and deliver IT as a service. Through innovative products and services, EMC accelerates the journey to cloud computing, helping IT departments to store, manage, protect, and analyze their most valuable asset-information-in a more agile, trusted, and cost-efficient way. As part of its talent management strategy EMC, partnered with Cork Institute of Technology to develop Ireland’s first undergraduate Degree and Masters Program in Cloud Computing. EMC also designed and developed a Sales Talent Academy to develop graduates through a five month training program to move into sales roles, based both in country and in Ireland COE. These joint initiatives ensure a talent pool is ready to meet the business demands of EMC and provides lifetime learning for employees who are looking to progress their careers within EMC.
This is an initiative that fundamentally changed the way Four Seasons HR manages it labour resources. It involved the creation of a labour tracking ‘job bank’ that allows departmental managers to post and match their weekly resource needs with employees available from other departments. The idea originated amongst employees with previously defined roles who agreed to multi-skill training with more general titles and to become a more flexible workforce; moving between departments as opposed to having no work available. This simple philosophy of having ‘labour in the right place at the right time’ has resulted in labour efficiencies across the hotel and this innovative Irish model has been adopted by the European Group.
HP embarked on an ambitious Employee Engagement initiative to build an environment where the employees re-engaged with the business challenges, are motivated to succeed and are proud to work for HP. At the heart of this HR driven initiative is the ‘5 My’s of Engagement’; My Job, My Career, My Recognition, My Opinion and My Community, each contributing to greater organisation flexibility in adapting to present economic conditions. In essence the model is an enabler for employee motivation, business change management and uniquely, repositioning of the engagement dynamic. HP recognises Ireland as a core site for HP worldwide and this initiative has delivered tangible business improvements for Ireland’s competitiveness, on a global stage.
Intel’s HR Mobility Organisation undertook the (two-way) movement of 700 employees and their families from Ireland to facilitate assignments in the US, China and Israel. At the same time, supporting inbound assignments for 90 employees from China and U.S. sites, together with 112 new hires at the Co Kildare (Leixlip) plant. A mammoth HR logistical undertaking, the initiative also included designing a visa program approved by the US state department which would facilitate permits for training, work, & new hires to Intel. These assignments provided expert temporary support to the global factory network while also enabling our employees increase their knowledge and exposure to the latest technologies in the industry.
MCS Kenny’s international success is founded on ensuring the correct engineering profile to best manage their ever changing business operations. Recognising Ireland’s limitations in training for the oil and gas industry, MCSK made a strategic decision to invest in establishing a comprehensive Performance and Development Framework that focused on an accelerated people development strategy with clear progression guidelines matched to appropriate levels of competence and responsibility. MCSK ensures that the framework supports the growth of potential high revenue business lines.
The thesis of this HR initiative is that Version 1 is a People Business (100% of revenue and 83% of cost comes from its people). It is not surprising therefore that Staff Engagement is foremost in the corporate strategy on a par with Profitability and Customers. The engagement strategy built on a strong consultative process encompasses a range of 50 large and small initiatives introduced over a 3 year period and measured at the end of each quarter; providing a real time picture of their impact. The programme was built on a quarterly rhythm which created a culture of execution and discipline. The result was a 25% uplift in individual performance across the company, which consequently translated into excellent results in Customer Satisfaction and Profitability targets.
HR led initiatives, in partnership with the Site Leadership Team that developed/strengthened forums for employee involvement, which resulted in the creation of an enhanced employee engagement culture. Close links were established between the HR functions from the merging organisations and inclusive interactions with the Employee Consultative Body, Eliance, were fostered. These new forums facilitated employee engagement, improved communications and improved trust at a time of significant change. This resulted in a successful consultation and transition process including managing difficult issues such as pension changes. The Eliance team has remained in place and remains a key consultative forum with the Site Manager and Head of HR. This engagement model facilitated a very successful company merger, valued in the region of $1billion and the creation of a new company, Alkermes plc, headquartered in Ireland.
At the heart of this initiative is the HR team’s expert use of the company’s Continuous Improvement Methodology (DMAIC) to drive key business initiatives delivering cost, service and quality improvements. By using business language and problem solving methodologies the team is embedding a strong continuous improvement culture. This partnership approach has created a strong alignment between HR and their business customers. The HR team is delivering results which are recognised by their internal customers and the company.
Diageo Ireland has a strong belief that the strength of our leadership is a key competitive advantage. This innovation involved HR partnering with the senior leadership team to help them share the latest leadership tools and thinking from their own executive development programme. There were 3 keys to this; leaders bringing the tools to life by sharing their own journey; developing Breakthrough Performance Coaching skills to address real business challenges; achieving deeper self insight through coaching to explore purpose and possibility. This has resulted in a stronger management community, with a clear connectivity and commitment to the business agenda that continues to deliver strong business results.
Established in 1979, The Dualway Group has grown from a one-man operation to employing between 70 and 100 employees depending on seasonal needs. In 2008, a newly appointed HR Manager along with the senior management team embarked on a review of the company resulting in a transformation of its organisational design and delivery capability. Changes embraced accountability through enhanced talent and performance management and where employees are empowered to drive the business forward. The Dualway Group has met its profit targets year on year despite the recession and the declining overseas numbers. An impressive performance recognised through Awards – Coach Operator of the Year 2011 and City Sightseeing Worldwide Tour Operator 2011 in competition with more than 90 other operators throughout Europe.
DAA’s vision is to deliver ‘a Twenty First Century travel experience to the best international standard’. To make this vision a reality required transformation both in terms of physical infrastructure (Terminal 2) and in terms of the DAA business model.
Fáilte Ireland continues to take a more ‘hands on’ approach by delivering a range of tailored practical supports to more than 1,500 tourism businesses and to help them to grow and prosper. To do this, a new framework centred on local “Key Account Managers” was introduced. These Account Managers would support local businesses and assist them to contribute economically as well as generate employment within the local region. With a greater emphasis on high performance targets and a greater focus on what success means to its clients, the challenge for Fáilte Ireland’s HR Department was to ensure these managers were appropriately skilled and mentored to meet the objectives of the new way of working.
The KPMG Business School is best described as a key enabler of the firm’s High Performance Culture strategy and supports KPMG’s ambition to be the best. The school’s emphasis is on ensuring that people can access, through a blend of enhanced classroom and on-line mechanisms, the skill and knowledge development to meet the new performance requirements required by the firm. This initiative has enabled staff to raise the bar by improving individual and collective performance and in the process has impacted positively on employee engagement.
In order to deliver on their company vision to make the world run better, SAP who is the market leader in enterprise application software, recognises that they need the best people with the right skills who are motivated to deliver sustainable and profitably growth. As a result they introduced a People Agenda, which is jointly owned by the Executive Board and focuses on five Game Changing moves in the areas of: Leadership, Performance & Reward Management, People Development, Talent and Organisation Design. The success of their People Agenda has then been measured and validated through their recent Employee Survey with their biggest success being a significant increase in Employee Engagement.
The not for profit sector plays a significant role in our social and economic life. As well as delivering essential services it generates considerable employment and revenue for the state. Dublin Simon Community epitomises all that is good in this voluntary sector. It is run by a team of enormously dedicated, compassionate and enthusiastic employees and volunteers.
From small beginnings over 40 years ago, when a group of Trinity and UCD students provided soup and sandwiches to people who were sleeping rough, the organisation has grown to supply an extensive and sophisticated range of services throughout the stages of homelessness. These include emergency support for rough sleepers, medically assisted treatments, the development of individual care plans and every kind of support service reflecting the contemporary needs of people who are homeless. And, Dublin Simon still provides the soup and sandwiches run 365 days of the year.
Every day brings new challenges for the people in Dublin Simon and the management team knows the value of keeping staff and volunteers motivated in such a demanding and sensitive environment. Under the direction of HR, they set up a Well Being Week of talks, therapies and fun activities for their team aimed at ensuring that Dublin Simon continues to support those who need their services for the next 50 years. The Well Being Week is expected to be a regular feature in their future HR strategies.
Put simply, this is an outstanding organisation with the simple vision of providing a place that individuals’ can call home. It is our privilege to present the first of our two CIPD Awards of Special Recognition to Dublin Simon Community.
The Irish Naval Service vision for 2016 is to be ‘The Smartest, Most Innovative and Responsive Naval Service in the World’ and they are achieving this by building the service as a learning organisation.
In aspiring to be the best, The Naval Service believes that the opportunity for members to gain what here-to-fore would be seen as civilian qualifications, is no longer desirable but essential.
In a recent HR initiative, The Naval Service developed bespoke Certificate and Degree Courses in Leadership, Management and Naval Studies, approved by Cork Institute of Technology. These courses allow NCOs to achieve a qualification for their core and often undervalued skills, knowledge and competencies. The take-up for the courses has been so successful that the template of attaining accreditations for Defence Forces’ courses within the national qualification framework, has been adopted by the Army and Air Corps.
Here tonight, we are acknowledging the vision of the Irish Naval Service in promoting a lifetime learning culture within the Defence Forces with the CIPD Award of Special Recognition for the leadership, vision and professional capability of their personnel.
Galway Hospice is the first hospice in Europe (2010) to receive the CHKS International Quality Improvement Award for its embedded approach to quality patient-centred care, continuous staff development, and significant enhancements in staff welfare and morale. It is also the first Hospice in Ireland to achieve CHKS Accreditation and ISO 9001:2008 Quality Certification. These Awards are the culmination of an integrated staff development strategy – educating and supporting staff, nurturing and rewarding talent, encouraging and acknowledging new initiatives, communicating openly and honestly, working seamlessly as a team to achieve the corporate goal of delivering top quality patient care, validated by external review.
This is an example of a family-owned grocery retailer operating under the SuperValu franchise with 11 stores throughout the North West who set out to drive sales growth, reduce costs and to prove to their customers that they are ‘Different & Better’. They achieved this not only with formal development programmes and an emphasis on communications and participation in overall business goals, but also with ‘thinking outside the box’ Employee Engagement activities that engaged their over 500 employees, customers and communities with the hallmarks of enthusiasm and fun. The outcomes included impressive sales growth well ahead of National trends, substantial fundraising for Charities, National Retailer Awards and a truly committed and engaged workforce.
Statistically less than 10% of recruiters write a blog. Less than 5% wrote more than 100 blog posts. That is one in twenty! There are number of interesting theories why recruiters are rarely bloggers. My own opinion is that by nature of the recruitment as a business it is really about communication and social interaction. I mean recruiters are natural networkers. This is a core skill a recruiter is effectively selling in conjunction with the sales skills. Guess what, bloggers are more often than not, not so good networkers. To write a blog post you need to sit and think and write. Not really a social activity, is it? To write 100 blog posts, quite a lot of this sitting and thinking and typing is involved. And quite often a blogger needs to write a lot to perfect his technique, understand his skills and his audience, before the blog gets any decent traction. And then, and only than it all changes, from the solitude, to online social networking on steroids! A good niche blogger is more known and has far greater influence than the editor of the industry magazine. It is to do with the payroll, with the freedom, with the social aspect of the blog as a publication.
The best recruitment bloggers I have seen have turned their career path completely. They blog. They teach. They train. They do not recruit any more. My best guess is that they have been in the wrong job in the first place.
I have spent my past 5 years preaching blogging to recruiters. I can tell you one thing: It was a tough 5 years! From the largest recruitment agencies to the start-ups I always had the same issue. They will be very excited about starting blogging after the training. But most of the recruiters will just get to that stage, being excited about it. But never post a single blog post. Well one can only bring the horse to the water.
A few clients in the last 5 years have made some extraordinary successes. The one just got published yesterday: A blog post is worth €20,000 by the great Peter Cosgrove. Reading it, just makes me feel good since my last 5 years didn’t go to waste. It’s really fulfilling to see your clients doing things you thought them, and doing them right.
I often get asked about the effectiveness of the video used for the recruitment in Ireland. I always struggle how to explain that it so far never worked for a single recruiter in Ireland. The reason is that it does work really well for some recruiters internationally. I was never really able to define why does video not fork here. I looked at about a hundred different video campaigns for jobs already. Neither really looked impressive. The visitors number as well don’t show impressive numbers. The average is about 3 views a day. There are just a few samples of the top of the YouTube search for the ‘Jobs in Ireland’.
Cut price supermarket chain, Dealz, which has opened stores in Blanchardstown and
Portlaoise says it is planning to open 6 more stores across the …
5 months ago
See www.Recruiters.ie Recruiters – Looking for you. Recruiters is an award winning,
responsive "Recruitment Practice". We recruit for the best …
1 year ago
Video commentary about the latest news including food stamp participation at a 27
year high, Fitch downgrading Ireland's credit, the US private …
1 year ago
Jobs Board got shortlisted for the Irish executives Inspire Ireland 2011 Award. 7 of us got shortlisted and one after another we presented our business plans to the Irish Executives judges today. It was an online event. Video conferencing was used that connected us all. I never presented a business plan to a camera as opposed to the live audience in front of me so it was a bit strange doing it the first time. The video quality regardless how good it is, still makes it harder to ‘read’ your audience. You do not see those fine details of their facial expressions. Also you only see the part of the body that the camera is capturing. I only realised all that at the end of the conference, since although I ‘saw’ the recipient, I could not really confidently say how good did the whole presentation actually work. Was it all convincing? I am not sure actually.
The format is also distracting a bit because the PowerPoint presentation has to be managed by a precise click on the screen, as opposed to the clicker. This makes you look for a second or two at the screen as opposed at the camera, and being aware it does not look right on the other end it made me uncomfortable a bit. A hint if you are developing a video conferencing software. Make sure people can use the keyboard or the clicker for their PowerPoint presentations as opposed to some super small arrow buttons on the screen.
Being shortlisted for the Irish Recruiters Inspire Ireland Award is probably the best thing that could happen to JobsBoard.ie so early in its lifetime. The only better thing would be to actually win the Award! The publicity is what it is all about, and a recognition by the very high level judging panel.
I wish all the best to all other participants, especially those that got shortlisted and interviewed today with me. Regardless of the end results being shortlisted is an achievement we should all be proud of. Let the best man win tomorrow!
LinkedIn is the No. 1 Recruitment Social Recruitment Network in the world. That is the fact. There is no one in the recruitment social networking space that managed to do anything similar on the global space. And there is no shortage of well-funded start-ups who would love to take a bite at that business. When you think online social recruitment – you think of LinkedIn.
I tested the paid Job Seeker Account in the last 30 days, and published my findings in the blog post at the Irish Recruiter blog on LinkedIn Job Seeker Account.
Then we have the Golden Spiders awards that again one has to pay €150 per site to get ‘Nominated’, so the real good work of start-ups is never seen there. Recruiters actually rarely feature there at all with the exception of national job boards that use it for branding.
UK has National Online Recruitment Awards – NORA. In 5 days NORA will be announcing the winner in the long list of categories. Here is a full list of categories and 5 shortlisted candidates for the awards in 2011.
The Finalists for the National Online Recruitment Awards 2011 are as follows:
|Best Generalist Job Board|
|Best Specialist / Niche Job Board|
|Women in Technology||http://womenintechnology.co.uk|
|British Medical Jobs||http://www.britishmedicaljobs.com/|
|Only Marketing Jobs||http://onlymarketingjobs.com|
|Executives on the Web||http://executivesontheweb.com|
|Best Regional Job Board|
|Brighton and Hove Jobs||http://brightonandhovejobs.com|
|Best National Recruitment Agency|
|Best Small Recruitment Agency|
|Detail 2 Retail||http://detail2retail.com|
|Best Major Employer|
|LV Liverpool Vistoria||http://jobs.lv.com|
|Best Small Employer|
|Advanced Resource Managers||http://arm.jobs|
|Best Consumer Publication|
|Express and Star||http://jobs.expressandstar.com|
|Manchester Evening News||http://menmedia.co.uk/manchestereveningnews/jobs/|
|Best Trade Publication|
|Times Educational Supplement||http://tes.co.uk|
|Best Recruitment Advice Website|
|All About Careers||http://allaboutcareers.com|
|Nestle Careers iPad App||http://itunes.apple.com/gb/app/nestlecareers-hd/id451966082?mt=8&ls=1|
|Nestle Careers iPad App||http://itunes.apple.com/gb/app/nestlecareers-hd/id451966082?mt=8&ls=1|
Just looking at the Oracle iPhone jobs application. Note that the Search screen has no free text search. As opposed it has the three ‘pull downs’ for Function, Country and City. It might be slightly unusual for job hunters used to do free text searches on any jobs web site. Should the mobile platform be limiting the job hunters so much? I am not too sure about it.
The ‘Choose’ buttons could be removed as well actually. If you click on an entry in the pull-down – I am guessing you have ‘chosen’ it? Or does this let you do some multiple choice?
It is early days jet and it will be the job seekers who will need to drive the further development. So some form of providing feedback on the apps functionality would also be nice somewhere, especially in the early days.
Congratulations to Oracle who is really leading the way in the recruitment innovation. The Blogging efforts, the communities and this mobile app really set your recruitment team apart any competition in Ireland.
I was talking to some postgraduate business and IT students (Overeducated and under experienced for Jobs of tomorrow) and asked them who has the Facebook account. I wanted to show how deep the Facebook penetration actually is. I got more hands up than that I could count. So I reversed the question – and asked who doesn’t have or didn’t use his Facebook account in the last week. I have 3 hands up. In the group of 80 people.
I asked them if they bought papers (any papers) in the last 7 days. Two bought local classified advertising paper looking for flats to rent. One bought photo magazine and one other bout a gardening magazine. Same 80 people.
All are postgraduate students, and all are looking at the job market. All are exactly those you will want to target with your jobs advertisements. So where will you advertise?
To look into it even further – the question is how will you actually advertise there. Facebook and LinkedIN will gladly take your money. Since those are ‘Cash Hungry’ businesses. Twitter and most other social networks do not provide a facility where you can just bluntly dump your advertising budget. It is a known fact that the proper ‘usage’ of a social networking site will give you far better results that advertising on the same site. Painfully small is a list of jobs filled from the advertisements on Facebook or LinkedIN. The way one sources the candies from the Social Networking sites is by constant branding, inbound marketing, networking – all the opposites from classical advertising.
Facebook seems like the best place to invest 90% of your recruitment marketing budget from todays perspective. Tomorrow? Ahh… it will probably change again… Just remember, it will never be the same as it once was, and the wheel will never start turning back. Where you will invest next year, is most likely into something that does not even exist today.
The social media is leaving scars on the traditional advertising models. How your brand is represented on Facebook is far more important than the article in Irish Times. Why? Simply because of it far greater reach. Far more people read Facebook than Irish Times. Far, far more, and the gap is getting bigger each day.
In recruitment the social media is finding it’s place, and Irish Jobs Sites feel it on their skin. A dozen of small job boards simply vanished during the last year. The big national ones are in the panic mode. Here is the sample from Irish Jobs, how they are reacting to the recruiters and candidates embracing he social media sites, and just leaving their IrishJobs.ie web site. They publish a survey that shows people spend tons of time on Facebook, and less on LinkedIn and Twitter. But they take a protectionist view to try to save their (extincting) industry. So they say that the social media sites, with Facebok leading the game actually costs Irish industry – since people hang out on Facebook as opposed to work. Here is their story:
Findings from IrishJobs.ie’s social networking at work survey
Ninety per cent of all respondents said they used Facebook in general, while 39pc visit YouTube and 15pc use Twitter.
The survey found that workers were against the idea of banning these sites at work. Some 77pc were in favour of some sort of access to them during working hours.
More than half of the respondents felt they are just as productive as ever and 7pc feel that social networking sites make them more productive.
The 7pc claim that short breaks to check these sites help them concentrate better when they returned to work.
Five per cent of respondents claimed they were less productive, as they were constantly distracted.
It was also revealed that large companies were more inclined to have a social networking usage policy during work hours, with 58pc of those within these companies confirming it.
Usage among employees in these companies was lower, with 43pc logging onto social networking during work hours.
Some 27pc of SME employees said their workplace has a social networking policy and as a result, 55pc of employees admitted to using these services at work.
What this press release is supposed to achieve is a knee jerk reaction from the directors and business owners – to shut down access to Facebok (please correct me if I am wrong here)! It is the same surfers that Irish Jobs have lost over the last years, that went to Facebook. Facebook is more fun than boring jobs sites. And Irish Jobs and the likes are losing visitors, losing advertisers, and the revenue. Their business model is actually quite ‘Last Century’ really. And with no future. And it is a hard fact to swallow! Hence the scare tactics here by the Irish Jobs marketing gurus.
According to the Monster Jobs Site, the most used interview question is:
Are you ready to answer the Tell me about yourself question? If not, you should prepare the answer for that most common interview question.
Here is the advice from Monster Jobs Site:
Tell me about yourself – This is usually the opening question and, as first impressions are key, one of the most important. Keep your answer to under five minutes, beginning with an overview of your highest qualification then running through the jobs you’ve held so far in your career. You can follow the same structure of your CV, giving examples of achievements and the skills you’ve picked up along the way. Don’t go into too much detail – your interviewer will probably take notes and ask for you to expand on any areas where they’d like more information. If you’re interviewing for your first job since leaving education, focus on the areas of your studies you most enjoyed and how that has led to you wanting this particular role.
Be aware that if this is a first question it sets the tone for the whole interview. With a well prepared and planned answer you can steer where you want the rest of the interview to go to. Get your answer ready for the Tell me about yourself – today!
A company is hiring a blogger / social media person. Senior management have spent a lot of time defining the position. They couldn’t really make up their mind if that is a web (hence IT) position or a marketing position. Number of different people contributed to the job specification. The required skills list had 50 items. From various program languages, sys admin, and db admin skills, to B2B and B2C, and B2B2C marketing skills. There was of course a lot of Photoshop, Flash and Action Script as well. And PPC. And people management. And CSS.
Their company HR have shortlisted the top 5 candidates, and interviewed them. 4 of them got sent to the next stage with the Managing Director (they are serious about his position!). The managing director is an accountant by profession. He doesn’t understand more than a half of the abbreviations used in the Job specification. As did the HR personnel (none of the skills required for this position are the core skills for the company average employee).
Fortunately the MD is smart enough to realise: How are we to hire someone when we know nothing about what that person should be doing? How are we to determine if one or the other is better or worse between the last few candidates? How to include professionalism as opposed of the ‘Blink Effect’ and just hire the one we like the most as a person?
01 440 1900 rings.
The HR Manager explains the situation. They need a blogger. And a Facebook, Twitter, LinkedIn and (the list was long here) person. And PPC management. And much more. Jet there is no one in the company competent enough to interview a candidate. So they get an idea. To hire a Recruiter. A Social Recruiter. A blogger, a Twitter, a LinkedIn, a Ning,… advanced user – specialist. They need someone to interview the shortlisted candidates and make the professional decision – who is the best match for the company?
How do you hire a blogger today, if you yourself never wrote a single blog post yourself? Or perhaps never even read one?
ADVERTISEMENT: Call 01 440 1900 Today for your Irish Social Media Recruiter – we will help you choose the best candidate for your company!
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