Now that I’ve piqued your curiosity about using writing and speaking to recruit in part 1, let’s discuss the details of who speaks and writes, where to speak and write, and when. Who should speak and write? The best people to speak and write are your hiring managers. I realize that this statement puts you […]
I spoke with a couple of recruiters this week. They’ve been specializing in finding test people for the last 10-15 years. (I used one of them 15 years ago, the last time I was hiring testers.) They both asked a question like this, “With all this Agile stuff, where am I going to find the
I recently spoke with a recruiter new to the high tech field. “So many of these people have suspect experience on their resumes. They’ve been laid off, and then out of work for several years. I can’t believe they would be good for our organization.” If you’ve worked anywhere since 1999, you know some “failures”—people
I have a colleague—a development manager—who blogs about once every week or two, speaks at one or two conferences each year, and gives local talks to professional groups in his area. He says candidates send him email asking for a job. Not all those candidates are reasonable candidates for his open positions, but many are.
Recruiters are people, too. But when they do something not-so-bright, candidates tend to flip the bozo bit–not just on the recruiter, but on the company also. A colleague is looking for a job. His resume clearly states 5 years at BigCompany. Recruiter from BigCompany sends him email in response to his resume posted on a
As candidate evaluations go, you gotta hand it to the 2008 presidential candidates. They are “interviewing” for the job for longer than the apprentices on the TV show. I was watching the news recently about polling results of the 2008 presidential election. I wasn’t surprised at the top few qualifications: experience, competence, values, and character.
See my article on Recruitingtrends.com, Recruiting “Failed” Candidates. You can’t leave comments there so leave them here. (Link updated to point to this site.)
I was recently talking with an executive recruiter. “I’ve been recruiting managers for years, but in the last couple of years, it seems more tricky. My clients don’t exactly know what they want, and it seems as if everyone’s had an ‘untraditional’ career path. What’s going on?” Managers are people too—so why is recruiting managers
At the Better Software tutorial yesterday, several managers said their hardest problem was finding good people. If you haven’t started continuous recruitingyet, it’s time to start.Continuous recruiting is not just the “keeping your eyes open” part of recruiting, it requires your (and possibly your team’s) active participation. It means you bring a couple of hundred
Harvard’s alumni network is legendary. I have colleagues over 50 who’ve never looked for a job outside their Harvard network. But how many of us managed to attend or graduate from Harvard? Not that many, I suspect. On the other hand, many of us have worked for great companies—or at least worked with great people.