Monday, 31 July 2017
Thursday, 27 July 2017
Monday, 24 July 2017
Friday, 14 July 2017
Thursday, 13 July 2017
Wednesday, 12 July 2017
Job Application Letter Is Your Worst Enemy. 20 Ways To Defeat It!
The world of job search is changing and has changed for many. With the hiring managers trusting the applicant tracking system, what you require is a ‘game changer' job application letter and resume. Just 6 seconds of attention for each resume and cover letter, your words should impress the recruiter from the very start.
Before you think of writing a job application letter, you have to direct efforts to two important aspects-the applicant tracking system (ATS) and which company/industry.
Let's start with how to rank high and get into the hands of recruiters from the flood of job applications they get.
Top 5 Tips for Mastering Applicant Tracking System [ATS]
1. No Templates: Most of the ATS cannot read .docx, PDF, RTF, and JPG formats, so use a standard Word document.
2. Use Keywords and Phrases relevant to the work and job role in your descriptive achievements.
3. Keep simple formatting and avoid using headers, footers, borders, symbols or shading.
4. Do use the exact job title on top of your job application letter when applying for a position. Even though you have a personal connection, stick to the ‘exact job title' in your cover letter.
5. Be careful inserting special characters and accents as these can be misinterpreted by an applicant tracking system
Well, now let's focus on the company/industry and how to apply the right way.
Before you start writing you application letter, know what the company is looking for and whether you are a right fit to the company culture. Also your experience years decides whether to send a letter with your resume.
If you are a fresh college graduate or an entry-level professional, a well-written cover letter would be of great value. Hiring managers can assess you written skills, specific job skills and attention to details.
Point to be noted: Candidates with 0-3 years' experience can knock off competition with a cover letter submitted with the resume.
What about experienced candidates?
Gaining a few years of work experience, recruiters do pay more attention to your resume. It is better, however, to submit your cover letter with your resume, even if it's not asked for. With a cover letter you can explain clearly pointers that may not be included in your resume.
Point to be Noted: If a company clearly mentions to not submit a cover letter and has their own directions, it's best to follow the guidelines.
How to write a Job Application Letter:
Writing or not writing a cover letter with your resume depends therefore on industry and company. Many candidates also write a boilerplate cover letter which can be added with any job roles and sent to any company.
1. Write your job application letter which talks to the point rather going verbose.
2. Use Business English to write. Keep your creativity for some other time (other than if you belong to a creative field). Letter for creative jobs should be different than a letter to an EPC company.
3. A short cover letter of 3-4 paragraphs including the specific reasons from applicant's for the job role is what most recruiters do read.
4. Focus on skills and experience in your application.
Point to be Noted: Include elements of business letter in your application, even if you are sending an email.
Save your recruiter's time-
Your recruiter has few seconds to spare, given the sea of letter received by job hunters every day.
Do' s
1. Show an interest in the job and company. You words should show familiarity with company's mission and vision.
2. Your application letter should show you are motivated and eager to work in the company. Write what drives you to be part of the company you applied and how you present role fits into what you want to do.
3. Your qualities and skill-sets which are not part of resume should be described. In the limited time of your recruiter, write additional skills which are not clear from your cv.
4. Your recruiter should tell why you are different. Read bios of professionals in the same industry and similar role. Write something not mentioned by them. Differentiate.
5. You have to understand the type of company you are writing and tweak the writing tone. For example- writing in a formal tone for a gaming or food start-up would be boring.
Dont's
1. Attach you resume and not your cover letter. Recruiters read the resume and skip the cover letter. Put your application letter in the email body.
2. Leaving the subject line blank. Many job hunters leave the email subject blank or do not write the apt subject description.
3. Do not cover the same job application again and again. Recruiters can tell.
Before you think of writing a job application letter, you have to direct efforts to two important aspects-the applicant tracking system (ATS) and which company/industry.
Let's start with how to rank high and get into the hands of recruiters from the flood of job applications they get.
Top 5 Tips for Mastering Applicant Tracking System [ATS]
1. No Templates: Most of the ATS cannot read .docx, PDF, RTF, and JPG formats, so use a standard Word document.
2. Use Keywords and Phrases relevant to the work and job role in your descriptive achievements.
3. Keep simple formatting and avoid using headers, footers, borders, symbols or shading.
4. Do use the exact job title on top of your job application letter when applying for a position. Even though you have a personal connection, stick to the ‘exact job title' in your cover letter.
5. Be careful inserting special characters and accents as these can be misinterpreted by an applicant tracking system
Well, now let's focus on the company/industry and how to apply the right way.
Before you start writing you application letter, know what the company is looking for and whether you are a right fit to the company culture. Also your experience years decides whether to send a letter with your resume.
If you are a fresh college graduate or an entry-level professional, a well-written cover letter would be of great value. Hiring managers can assess you written skills, specific job skills and attention to details.
Point to be noted: Candidates with 0-3 years' experience can knock off competition with a cover letter submitted with the resume.
What about experienced candidates?
Gaining a few years of work experience, recruiters do pay more attention to your resume. It is better, however, to submit your cover letter with your resume, even if it's not asked for. With a cover letter you can explain clearly pointers that may not be included in your resume.
Point to be Noted: If a company clearly mentions to not submit a cover letter and has their own directions, it's best to follow the guidelines.
How to write a Job Application Letter:
Writing or not writing a cover letter with your resume depends therefore on industry and company. Many candidates also write a boilerplate cover letter which can be added with any job roles and sent to any company.
1. Write your job application letter which talks to the point rather going verbose.
2. Use Business English to write. Keep your creativity for some other time (other than if you belong to a creative field). Letter for creative jobs should be different than a letter to an EPC company.
3. A short cover letter of 3-4 paragraphs including the specific reasons from applicant's for the job role is what most recruiters do read.
4. Focus on skills and experience in your application.
Point to be Noted: Include elements of business letter in your application, even if you are sending an email.
Save your recruiter's time-
Your recruiter has few seconds to spare, given the sea of letter received by job hunters every day.
Do' s
1. Show an interest in the job and company. You words should show familiarity with company's mission and vision.
2. Your application letter should show you are motivated and eager to work in the company. Write what drives you to be part of the company you applied and how you present role fits into what you want to do.
3. Your qualities and skill-sets which are not part of resume should be described. In the limited time of your recruiter, write additional skills which are not clear from your cv.
4. Your recruiter should tell why you are different. Read bios of professionals in the same industry and similar role. Write something not mentioned by them. Differentiate.
5. You have to understand the type of company you are writing and tweak the writing tone. For example- writing in a formal tone for a gaming or food start-up would be boring.
Dont's
1. Attach you resume and not your cover letter. Recruiters read the resume and skip the cover letter. Put your application letter in the email body.
2. Leaving the subject line blank. Many job hunters leave the email subject blank or do not write the apt subject description.
3. Do not cover the same job application again and again. Recruiters can tell.
Tuesday, 11 July 2017
Monday, 10 July 2017
Thursday, 22 June 2017
Biggest Human Resources Companies In The World
Biggest human resources (HR) consulting companies in the world have handled major personnel decisions, salary strategies, and executive searches for the world’s biggest companies, among other HR-related concerns.
The human resources consulting industry began as an offshoot of management consulting, the practice of assisting organizations in their performance and operations. The companies involved in management consulting, which analyze problems within an organization and propose solutions to those dilemmas, increasingly saw human resource management as an important facet of their overall businesses. From there, human resources consulting emerged, and two special roles were developed: expert resource consulting and process/people consulting. The expert resource consultant can pinpoint human resources problems based on their past experience in the field and can even assist in the implementation of the solution. Meanwhile, the process/people consultant can search for methods that empower companies to solve their own human resources problems. For both types of consultants, human resources fields that they study include employee engagement, compensation, employee benefits, retirement, mergers and acquisitions, and talent mobility.
Back to our current list, we based it on the results of Vault.com’s annual management and strategy consulting survey, under which 17,139 consultants were asked about which consulting firms are the best overall. The survey also includes rankings of the top human resources consulting companies in the world, as well as rankings for other consulting fields such as IT operations, finance, health, and a dozen more, based on votes from consultants. The company that got the most votes in the human resources category garnered 33.1% of the total votes, with the tenth-ranked entry having 12.2%. This signifies that even among the highly regarded human resources consulting firms, there is a significant difference in perception between the top company and other top-ranked companies. Therefore, for the purposes of this list, the companies’ rankings are based on the votes cast by these consultants.
We should note that the size and reputation of the companies surely figured into the voting process, so the rankings of the companies likely reflects, at least partially, the size and stature of each consulting firm in the human resources field.
The human resources consulting industry began as an offshoot of management consulting, the practice of assisting organizations in their performance and operations. The companies involved in management consulting, which analyze problems within an organization and propose solutions to those dilemmas, increasingly saw human resource management as an important facet of their overall businesses. From there, human resources consulting emerged, and two special roles were developed: expert resource consulting and process/people consulting. The expert resource consultant can pinpoint human resources problems based on their past experience in the field and can even assist in the implementation of the solution. Meanwhile, the process/people consultant can search for methods that empower companies to solve their own human resources problems. For both types of consultants, human resources fields that they study include employee engagement, compensation, employee benefits, retirement, mergers and acquisitions, and talent mobility.
Back to our current list, we based it on the results of Vault.com’s annual management and strategy consulting survey, under which 17,139 consultants were asked about which consulting firms are the best overall. The survey also includes rankings of the top human resources consulting companies in the world, as well as rankings for other consulting fields such as IT operations, finance, health, and a dozen more, based on votes from consultants. The company that got the most votes in the human resources category garnered 33.1% of the total votes, with the tenth-ranked entry having 12.2%. This signifies that even among the highly regarded human resources consulting firms, there is a significant difference in perception between the top company and other top-ranked companies. Therefore, for the purposes of this list, the companies’ rankings are based on the votes cast by these consultants.
We should note that the size and reputation of the companies surely figured into the voting process, so the rankings of the companies likely reflects, at least partially, the size and stature of each consulting firm in the human resources field.
Tuesday, 20 June 2017
Indian staffing industry likely to grow
India's staffing sector, with estimated total revenue of Rs 27,000 crore, is expected to register 12 per cent this year, says a report.
According to Indian Staffing Federation, an apex body of flexi staffing industry, the sector which comprises 15 leading firms that account for Rs 270 billion in revenues is projected to grow 12 per cent this year and 10 per cent the next year.
In India, the staffing industry clearly does not have a challenge of addressable market and it is gratifying to witness the rapid growth being shown by each of the organised staffing firms to tap into this opportunity on one hand and enabling rapid job creation on the other, ISF President Rituparna Chakraborty said.
The report noted that the top three firms including two home grown firms TeamLease and Quess along with Swiss headquartered Adecco together account for 20 per cent of the total market share in India.
The five largest staffing companies in India, based on 2015 revenue include TeamLease with a revenue of Rs 1,986.9 crore, Quess Rs 1,959.4 crore, Adecco Rs 1,500 crore, Randstad Rs 1,348.5 crore and Manpower Group Rs 799.1 crore.
Chakraborty further said demonetisation and implementation of GST in recent times shall definitely be a force multiplier to the growth of staffing in India.
The staffing industry provides a platform for recognised employment, work choice, even compensation, annual benefits and health benefits for temporary workforce that constitute a sizeable segment of India's total workforce.
According to Indian Staffing Federation, an apex body of flexi staffing industry, the sector which comprises 15 leading firms that account for Rs 270 billion in revenues is projected to grow 12 per cent this year and 10 per cent the next year.
In India, the staffing industry clearly does not have a challenge of addressable market and it is gratifying to witness the rapid growth being shown by each of the organised staffing firms to tap into this opportunity on one hand and enabling rapid job creation on the other, ISF President Rituparna Chakraborty said.
The report noted that the top three firms including two home grown firms TeamLease and Quess along with Swiss headquartered Adecco together account for 20 per cent of the total market share in India.
The five largest staffing companies in India, based on 2015 revenue include TeamLease with a revenue of Rs 1,986.9 crore, Quess Rs 1,959.4 crore, Adecco Rs 1,500 crore, Randstad Rs 1,348.5 crore and Manpower Group Rs 799.1 crore.
Chakraborty further said demonetisation and implementation of GST in recent times shall definitely be a force multiplier to the growth of staffing in India.
The staffing industry provides a platform for recognised employment, work choice, even compensation, annual benefits and health benefits for temporary workforce that constitute a sizeable segment of India's total workforce.
Saturday, 17 June 2017
Logistics to create maximum jobs in India
The Assocham-Thought Arbitrage Research Institute Paper noted that the country's information technology and IT-enabled services sector may add at best one million jobs in the next five years.
The IT and ITeS, which is under pressure at present, in any case, was to expand at lesser pace in job creation. On the employment base of 3.3 million in 2013, the much-touted sector had an incremental human resource requirement of 2.2 million by 2022, of which about one million have been added in the last 3-4 years, the report pointed out.
It observed that the IT and ITeS is going through fresh challenges of technology upgradation, automation, visa restrictions in the US and increasing skill gaps
Thus, as a country which requires at least 15-20 million jobs a year, we need to look quite broader and at those areas which expand not only in the export market but also within the country
Mapping the job potential, the paper found that on the employment base of 45.4 million in 2013, the building, construction and real estate (including infrastructure) would require 31.1 million incremental human resources.
The sector has been the worst-hit because of multiple factors including high level debts and non-performing assets, delays in delivery of housing projects, and environmental and regulatory hurdles. We need to get these issues out of the way in a manner that it becomes a robust engine of job creation and economic growth
Likewise, organised retail can create incremental level of at least 10-12 million new jobs in the next five years. Textiles and clothing can also be a potential area of job creation, the paper said, underscoring the need for skill upgradation in all those sectors of the economy which are largely focused on domestic demand.
The IT and ITeS, which is under pressure at present, in any case, was to expand at lesser pace in job creation. On the employment base of 3.3 million in 2013, the much-touted sector had an incremental human resource requirement of 2.2 million by 2022, of which about one million have been added in the last 3-4 years, the report pointed out.
It observed that the IT and ITeS is going through fresh challenges of technology upgradation, automation, visa restrictions in the US and increasing skill gaps
Thus, as a country which requires at least 15-20 million jobs a year, we need to look quite broader and at those areas which expand not only in the export market but also within the country
Mapping the job potential, the paper found that on the employment base of 45.4 million in 2013, the building, construction and real estate (including infrastructure) would require 31.1 million incremental human resources.
The sector has been the worst-hit because of multiple factors including high level debts and non-performing assets, delays in delivery of housing projects, and environmental and regulatory hurdles. We need to get these issues out of the way in a manner that it becomes a robust engine of job creation and economic growth
Likewise, organised retail can create incremental level of at least 10-12 million new jobs in the next five years. Textiles and clothing can also be a potential area of job creation, the paper said, underscoring the need for skill upgradation in all those sectors of the economy which are largely focused on domestic demand.
Wednesday, 14 June 2017
HR consultant drive business success
Human resource (HR) management is at the heart of every organisation. It’s the department that keeps processes running smoothly, ensures employees are adhering to goals and maintains compliance. Important though these areas are, a small and growing business may not have the necessary time to invest in HR activities. They need to focus their attention on generating revenue, without which the whole business would crumble. As such, it is generally uncommon for a company of fewer than 100 employees to have a dedicated HR team.
Ignoring HR responsibilities entirely is a recipe for disaster. Employee relation issues and performance management concerns should not fall to a single manager who is unlikely to possess all the necessary skills and knowledge of an HR professional. With this in mind, many growing businesses decide that HR consulting is right for their company. Investing in this expertise can help take businesses from strength to strength, while freeing up management time to focus on increasing profit margins.
HR consultants can help with the recruitment process
Recruitment is no game, and the cost of making the wrong hire can seriously damage a business. On top of the financial commitment, each new hire requires onboarding, with the average new hire taking eight months to reach full productivity. For this reason, there are a number of critical considerations to bear in mind during the recruitment process: essential skills, employment history, communication skills, cultural fit, and attitude, to name a few.
HR consultants are well acquainted with the importance of selecting the right candidate, and they have recruitment down to a fine art. They can assist with the slow, tedious hiring process and conduct interviews that will highlight employees with potential. Importantly, due to their training, they are familiar with what can and cannot be asked during the interview stage.
HR consultants can also advise on what it takes to attract top talent in the future. This all boils down to a combination of company reputation, personalised training, excellent employee experience, productive performance management processes and the incorporation of employee recognition schemes, which will be discussed below.
HR consultants can help to reduce staff turnover
High turnover can impact morale, employee engagement levels and overall productivity. Companies that gain a reputation for high turnover can have difficulties recovering from this image, thereby damaging future recruitment efforts. To make matters worse, it comes at a high financial cost.
Any HR management professional is aware that retention begins with improved recruitment. A business also needs to ensure that employees feel listened to, appreciated and supported. HR consultants can advise on these areas to make sure a company is running smoothly and the employees are engaged and motivated.
HR consultants can assist with organisational change
At times, it is necessary to introduce certain business changes, but when they aren’t handled delicately and with precision, companies can experience widespread negative effects. By nature, people are resistant to change. Organisational change needs to be communicated clearly, slowly and tactfully, while the situation is kept under control. HR consultants are specialists in change management, and they can help with mergers, acquisitions and restructures. They can also assist with the introduction of new processes in relation to performance management.
HR consultants help organise reward and recognition schemes
Over the past few years, businesses have been waking up to the importance of employee recognition. It has been closely linked to employee satisfaction and higher retention levels, yet this critical performance management consideration is often overlooked.
If your business wants to introduce reward and recognition schemes, you want to make sure your bonus and incentive schemes are well-thought-out. HR consultants can help you create a balanced benefits package and roll it out through the company.
HR consultants detect and resolve employee engagement concerns
All modern organisations are well aware of the benefits afforded by increased levels of employee engagement. It has been linked to increased productivity, morale and discretionary effort. But what steps are your company putting in place to make sure employee engagement and employee experience are being prioritised? It might be that you need a consultation with an experienced professional who is aware of the latest research and knows what will positively impact engagement levels.
To determine the status of employee engagement in your company, consultants can help your business design and launch engagement surveys and hold focus groups. This will help you pinpoint areas for improvement, which will significantly improve long-term employee engagement and retention rates.
HR consultants help with performance management
Performance management is a constantly evolving field. As our understanding of psychology and motivation advances, so does our application of it. New HR trends are constantly developing, and companies who fail to keep up ultimately lose out to their competition.
One notable change over recent years is the abandonment of annual performance appraisals for a more agile performance management style. This process incorporates regular performance discussions. When a company decides to hire an HR consultant, this professional can help you design a new appraisal process, develop competency frameworks and ensure you have a suitable goal-setting process. Paying attention to performance management means you will benefit from more motivated employees, who are more empowered to carry out the function of their roles.
Increased adherence to compliance
How can any SME get ahead and thrive when they are forced to spend hours researching and adhering to rapidly evolving employment laws? This is a near-impossible feat, particularly for an unqualified professional. HR consultants can offer peace of mind in this area, as it is their business to know about the current laws regarding hiring, firing, and health and safety processes. Ignorance of these areas could end up costing you dearly in legal fines.
Ignoring HR responsibilities entirely is a recipe for disaster. Employee relation issues and performance management concerns should not fall to a single manager who is unlikely to possess all the necessary skills and knowledge of an HR professional. With this in mind, many growing businesses decide that HR consulting is right for their company. Investing in this expertise can help take businesses from strength to strength, while freeing up management time to focus on increasing profit margins.
HR consultants can help with the recruitment process
Recruitment is no game, and the cost of making the wrong hire can seriously damage a business. On top of the financial commitment, each new hire requires onboarding, with the average new hire taking eight months to reach full productivity. For this reason, there are a number of critical considerations to bear in mind during the recruitment process: essential skills, employment history, communication skills, cultural fit, and attitude, to name a few.
HR consultants are well acquainted with the importance of selecting the right candidate, and they have recruitment down to a fine art. They can assist with the slow, tedious hiring process and conduct interviews that will highlight employees with potential. Importantly, due to their training, they are familiar with what can and cannot be asked during the interview stage.
HR consultants can also advise on what it takes to attract top talent in the future. This all boils down to a combination of company reputation, personalised training, excellent employee experience, productive performance management processes and the incorporation of employee recognition schemes, which will be discussed below.
HR consultants can help to reduce staff turnover
High turnover can impact morale, employee engagement levels and overall productivity. Companies that gain a reputation for high turnover can have difficulties recovering from this image, thereby damaging future recruitment efforts. To make matters worse, it comes at a high financial cost.
Any HR management professional is aware that retention begins with improved recruitment. A business also needs to ensure that employees feel listened to, appreciated and supported. HR consultants can advise on these areas to make sure a company is running smoothly and the employees are engaged and motivated.
HR consultants can assist with organisational change
At times, it is necessary to introduce certain business changes, but when they aren’t handled delicately and with precision, companies can experience widespread negative effects. By nature, people are resistant to change. Organisational change needs to be communicated clearly, slowly and tactfully, while the situation is kept under control. HR consultants are specialists in change management, and they can help with mergers, acquisitions and restructures. They can also assist with the introduction of new processes in relation to performance management.
HR consultants help organise reward and recognition schemes
Over the past few years, businesses have been waking up to the importance of employee recognition. It has been closely linked to employee satisfaction and higher retention levels, yet this critical performance management consideration is often overlooked.
If your business wants to introduce reward and recognition schemes, you want to make sure your bonus and incentive schemes are well-thought-out. HR consultants can help you create a balanced benefits package and roll it out through the company.
HR consultants detect and resolve employee engagement concerns
All modern organisations are well aware of the benefits afforded by increased levels of employee engagement. It has been linked to increased productivity, morale and discretionary effort. But what steps are your company putting in place to make sure employee engagement and employee experience are being prioritised? It might be that you need a consultation with an experienced professional who is aware of the latest research and knows what will positively impact engagement levels.
To determine the status of employee engagement in your company, consultants can help your business design and launch engagement surveys and hold focus groups. This will help you pinpoint areas for improvement, which will significantly improve long-term employee engagement and retention rates.
HR consultants help with performance management
Performance management is a constantly evolving field. As our understanding of psychology and motivation advances, so does our application of it. New HR trends are constantly developing, and companies who fail to keep up ultimately lose out to their competition.
One notable change over recent years is the abandonment of annual performance appraisals for a more agile performance management style. This process incorporates regular performance discussions. When a company decides to hire an HR consultant, this professional can help you design a new appraisal process, develop competency frameworks and ensure you have a suitable goal-setting process. Paying attention to performance management means you will benefit from more motivated employees, who are more empowered to carry out the function of their roles.
Increased adherence to compliance
How can any SME get ahead and thrive when they are forced to spend hours researching and adhering to rapidly evolving employment laws? This is a near-impossible feat, particularly for an unqualified professional. HR consultants can offer peace of mind in this area, as it is their business to know about the current laws regarding hiring, firing, and health and safety processes. Ignorance of these areas could end up costing you dearly in legal fines.
Tuesday, 13 June 2017
Figure out the right time to make a career move
1 Function of Learning
Career move is a function of how much you are learning. The day learning stops, you should move on, says Debashis Patnaik, senior director of HR at Dell EMC. Smart managers know how to motivate their teams by offering new learning opportunities through training or job-role change. If they fail to do so, despite your expressing the need, it might be time to look out, says Dinesh R, chief HR officer, OYO Rooms.
2 Company Growth
Try to assess the company you are associated with. If there are signals of trouble, one should start looking out. Inspect if your company is growing or not. If the company is stable, it means your growth opportunities are also limited and that is a right time to move, says Raman Narula, founder, Formula Group.
3 Stalled Career Graph
In case of no visibility on professional growth in the short term, and in some cases even in the long-term, take the plunge. It is important that you have a clear view on your professional growth two, five or even 10 years down the line, says Dinesh. If this is not moving as committed, you need to re-evaluate your choice against other benefits that come with the role, he says.
4 Loss of Interest
People don’t quit jobs; they quit bosses. When the equation with the immediate manager turns sour, it’s time to quit. When it becomes difficult to work due to immediate manager and immediate co-workers, it is time to quit, says Patnaik. He said one should avoid working in an unfriendly environment as it is detrimental to being productive.
5 Co & Personal Goals
Sometimes, there can be divergence between the organisation’s goals or culture and your own values and ethos. If these are very incompatible or you don’t find yourself very enthused about the big picture, it is time to check out, says Dinesh. But the timing for exit has to be perfect. If you do decide to leave a job, quitting at the wrong time can hit you in the pocket
Career move is a function of how much you are learning. The day learning stops, you should move on, says Debashis Patnaik, senior director of HR at Dell EMC. Smart managers know how to motivate their teams by offering new learning opportunities through training or job-role change. If they fail to do so, despite your expressing the need, it might be time to look out, says Dinesh R, chief HR officer, OYO Rooms.
2 Company Growth
Try to assess the company you are associated with. If there are signals of trouble, one should start looking out. Inspect if your company is growing or not. If the company is stable, it means your growth opportunities are also limited and that is a right time to move, says Raman Narula, founder, Formula Group.
3 Stalled Career Graph
In case of no visibility on professional growth in the short term, and in some cases even in the long-term, take the plunge. It is important that you have a clear view on your professional growth two, five or even 10 years down the line, says Dinesh. If this is not moving as committed, you need to re-evaluate your choice against other benefits that come with the role, he says.
4 Loss of Interest
People don’t quit jobs; they quit bosses. When the equation with the immediate manager turns sour, it’s time to quit. When it becomes difficult to work due to immediate manager and immediate co-workers, it is time to quit, says Patnaik. He said one should avoid working in an unfriendly environment as it is detrimental to being productive.
5 Co & Personal Goals
Sometimes, there can be divergence between the organisation’s goals or culture and your own values and ethos. If these are very incompatible or you don’t find yourself very enthused about the big picture, it is time to check out, says Dinesh. But the timing for exit has to be perfect. If you do decide to leave a job, quitting at the wrong time can hit you in the pocket
Monday, 12 June 2017
An employment agency’s relationship with his candidate
As a recruitment agency and employment business we are responsible for attracting candidates to our client and their job role; we are also responsible for matching the candidates we attract to the right company and the right positions.
Through building strong and open relationships with our clients and candidates we gain a better understanding of the recruitment needs and employment preferences for both parties.
We work closely with our candidates to fully understand the skills and experiences they have as well as the job they are looking for, but we also take the time to understand the sort of person they are, their characteristics and personality traits so we can match the person to the business and not just the skills to the job.
Here at aspire cambridge we class ourselves as one of the most pro-active recruitment agencies and recruitment businesses in Cambridgeshire because we ensure that we treat our clients and candidates extremely well – we always aim for that ‘match made in heaven’ for our placements based on skills and experience as well as personality. A person and a company need to fit for the placement to be successful and enjoyable for both the client and the candidate.
We have seen research that states a candidates biggest frustration when working with a recruitment agency is the lack of feedback; our recruitment consultants here at aspire cambridge ensure that we give feedback wherever possible from the application form right through to the interview; whether the candidate is successful or not. Our recruitment consultants have all been through the recruitment process themselves so they know how important feedback is to a candidate.
We work hard to always provide our candidates with the best possible candidate journey; ensuring that we treat our candidates as we would like to be treated ourselves. We don’t treat our candidates as our next pay check, instead we treat them as our friends and our clients, making sure they get the right job for them as we know this is what makes a successful placement and gains us trust and respect from both the candidate and the client. If the candidate is not happy in the role the client won’t be happy either, so we will never try and force the two together.
Through building strong and open relationships with our clients and candidates we gain a better understanding of the recruitment needs and employment preferences for both parties.
We work closely with our candidates to fully understand the skills and experiences they have as well as the job they are looking for, but we also take the time to understand the sort of person they are, their characteristics and personality traits so we can match the person to the business and not just the skills to the job.
Here at aspire cambridge we class ourselves as one of the most pro-active recruitment agencies and recruitment businesses in Cambridgeshire because we ensure that we treat our clients and candidates extremely well – we always aim for that ‘match made in heaven’ for our placements based on skills and experience as well as personality. A person and a company need to fit for the placement to be successful and enjoyable for both the client and the candidate.
We have seen research that states a candidates biggest frustration when working with a recruitment agency is the lack of feedback; our recruitment consultants here at aspire cambridge ensure that we give feedback wherever possible from the application form right through to the interview; whether the candidate is successful or not. Our recruitment consultants have all been through the recruitment process themselves so they know how important feedback is to a candidate.
We work hard to always provide our candidates with the best possible candidate journey; ensuring that we treat our candidates as we would like to be treated ourselves. We don’t treat our candidates as our next pay check, instead we treat them as our friends and our clients, making sure they get the right job for them as we know this is what makes a successful placement and gains us trust and respect from both the candidate and the client. If the candidate is not happy in the role the client won’t be happy either, so we will never try and force the two together.
Friday, 9 June 2017
Ways to Make Your Ecommerce Startup
The growth of the ecommerce industry remains strong. In the U.S., the industry grew by 15.6 percent to $394.86 billion last year, with ecommerce comprising 42 percent of all retail growth. Consumers have also now shifted to mobile. Mobile ecommerce poses another set of challenges to success which leaves online merchants little choice but to continue adapting. Merchants must be able to leverage the new developments in ecommerce technologies in order to secure an advantage.
Ecommerce startups may find themselves in quite an interesting position. On one hand, they can readily implement cutting edge or mobile-first strategies since they don’t have any legacy issues to deal with. On the other, they also need to enhance their infrastructure with these new technologies. Barebones shopping cart sites and apps just don’t quite cut it anymore.
Here are six ways startups can make their stores stand out.
1. Marketing automation
Even with a good catalog of products, ecommerce startups can’t just expect customers to just turn up and buy. Successful ecommerce efforts are always aided by strong marketing efforts. Ecommerce marketing helps to attract and convert customers, upsell and cross-sell, and generate repeat sales.
Due to the volume of customers companies have to reach, doing marketing tasks such as sending newsletters and following up on abandoned carts can be a tedious process. Marketing automation can be used to streamline these tasks. Automation services can be configured to send out customized offers or newsletters via email or as push notifications on mobile. These can even be sent out at an optimal time based on a user's past behavior so that messages land at the top of their inboxes. Moreover, effective timing can lead to increased email response times. Reminders can also be triggered if customers leave items in the online shopping carts.
2. Advanced analytics
Gone are the days when analytics meant simply tracking a website’s daily visits and how long each visit lasted. For ecommerce, advanced analytics offers means to accurately track each customer’s journey. Trackers can now determine traffic sources and gather data on each click made in the store. These data can be compiled and analyzed in order to generate insights on customer behavior and product and site performance.
Analytics tools can be configured to sync data from multiple sources and trigger actions such as notifications. These can even be integrated with automated marketing services as part of rule-based campaigns. Analytics could also be used to track internal team’s performance to see how quickly orders get fulfilled. Timely decisions and changes can then be made while being guided by solid evidence. Customers, especially loyal ones, could tell if improvements are being done to enhance their experience.
3. Personalization
Customers love being flattered and one way to do this is by offering a personalized experience. Among the simple ways of implementing personalization are automatically changing language and currency settings based on geolocation data and launching push notifications reminding customers of the items they browsed.
Customer data can be utilized to further improve their experience. Developments in machine learning are ushering in hyper-personalization in ecommerce. We are already seeing glimpses of this when store apps would display a targeted selection of products based on recently viewed items. Thirty-five percent of Amazon’s sales come from such recommendations. The combination of analytics and machine learning enables targeted messages and actions based on a customer’s historical information. Soon, machine learning may even be able to anticipate and predict purchases based on buying histories, trends and seasons.
4. Chatbots
Chatbots are an exciting development in ecommerce. Dubbed conversational commerce, messaging apps are now being used to enable ecommerce. One example is Uber’s integration with Facebook Messenger which allowed users to book rides within the chat window. Voice activated home devices like the Amazon Echo can be used to check user’s Capital One account balances and even order pizza from Domino’s.
Future developments would enable users to browse and compare products and even directly place orders within the chat app. Facebook is heavily investing in its Messenger developer platform to enable more partnerships and integrations. Subway has recently unveiled its Messenger bot to enable sandwich orders, and Wells Fargo looks to follow Capital One in allowing customers to access account information through Messenger. Startups could do well investigating how they can make an early splash in using chatbots for ecommerce.
5. Customer support 2.0
Among the pitfalls of doing business online is poor customer service. Digital channels do take away much of the human element of doing business so it is important to put up systems that would allow merchants to connect with customers. Customer support often came in the form of chat widgets and email and messaging systems which allow customers to interact with live agents.
The problem with this is that it can sometimes take a while, especially if the support team is encountering a large volume of transactions. However, being too pushy by bombarding users with messages can turn them off. One way to supercharge customer support is by carefully engineering the points at which these messages come up. Platforms like Giosg can be set to enable live chat to pop up just as a customer abandons the cart. This allows a live agent to address any concerns buyers may have in order to close the sale.
6. Fraud protection
A growing concern among merchants is fraud. Fraudsters often target ecommerce services to launder money by using stolen credit card details to purchase both physical and digital goods. Due to the chargeback system, real owners of the credit card gain a level of protection. Unfortunately, it’s the merchant that has to deal with the loss.
Implementing fraud protection has been gaining traction. But, for some, verifying orders has been a manual process. There are times where legitimate transactions get flagged or denied. While this could be simply a prudent move on the part of the merchant, these can ultimately result in lost customers. Availing of fraud protection services can help automate this process, and using their advanced algorithms, filter out fraudulent purchases while ensuring real purchases get fulfilled.
Providing superior customer experience
Everything considered, what this all boils down to is providing superior customer experience. Ecommerce startups should understand that the industry has become more competitive. These new technologies could be a difference maker but only if used strategically. There’s little point in packing all these features if they aren’t configured to work towards making the whole experience unique, smooth and hassle-free for customers.
Ecommerce startups may find themselves in quite an interesting position. On one hand, they can readily implement cutting edge or mobile-first strategies since they don’t have any legacy issues to deal with. On the other, they also need to enhance their infrastructure with these new technologies. Barebones shopping cart sites and apps just don’t quite cut it anymore.
Here are six ways startups can make their stores stand out.
1. Marketing automation
Even with a good catalog of products, ecommerce startups can’t just expect customers to just turn up and buy. Successful ecommerce efforts are always aided by strong marketing efforts. Ecommerce marketing helps to attract and convert customers, upsell and cross-sell, and generate repeat sales.
Due to the volume of customers companies have to reach, doing marketing tasks such as sending newsletters and following up on abandoned carts can be a tedious process. Marketing automation can be used to streamline these tasks. Automation services can be configured to send out customized offers or newsletters via email or as push notifications on mobile. These can even be sent out at an optimal time based on a user's past behavior so that messages land at the top of their inboxes. Moreover, effective timing can lead to increased email response times. Reminders can also be triggered if customers leave items in the online shopping carts.
2. Advanced analytics
Gone are the days when analytics meant simply tracking a website’s daily visits and how long each visit lasted. For ecommerce, advanced analytics offers means to accurately track each customer’s journey. Trackers can now determine traffic sources and gather data on each click made in the store. These data can be compiled and analyzed in order to generate insights on customer behavior and product and site performance.
Analytics tools can be configured to sync data from multiple sources and trigger actions such as notifications. These can even be integrated with automated marketing services as part of rule-based campaigns. Analytics could also be used to track internal team’s performance to see how quickly orders get fulfilled. Timely decisions and changes can then be made while being guided by solid evidence. Customers, especially loyal ones, could tell if improvements are being done to enhance their experience.
3. Personalization
Customers love being flattered and one way to do this is by offering a personalized experience. Among the simple ways of implementing personalization are automatically changing language and currency settings based on geolocation data and launching push notifications reminding customers of the items they browsed.
Customer data can be utilized to further improve their experience. Developments in machine learning are ushering in hyper-personalization in ecommerce. We are already seeing glimpses of this when store apps would display a targeted selection of products based on recently viewed items. Thirty-five percent of Amazon’s sales come from such recommendations. The combination of analytics and machine learning enables targeted messages and actions based on a customer’s historical information. Soon, machine learning may even be able to anticipate and predict purchases based on buying histories, trends and seasons.
4. Chatbots
Chatbots are an exciting development in ecommerce. Dubbed conversational commerce, messaging apps are now being used to enable ecommerce. One example is Uber’s integration with Facebook Messenger which allowed users to book rides within the chat window. Voice activated home devices like the Amazon Echo can be used to check user’s Capital One account balances and even order pizza from Domino’s.
Future developments would enable users to browse and compare products and even directly place orders within the chat app. Facebook is heavily investing in its Messenger developer platform to enable more partnerships and integrations. Subway has recently unveiled its Messenger bot to enable sandwich orders, and Wells Fargo looks to follow Capital One in allowing customers to access account information through Messenger. Startups could do well investigating how they can make an early splash in using chatbots for ecommerce.
5. Customer support 2.0
Among the pitfalls of doing business online is poor customer service. Digital channels do take away much of the human element of doing business so it is important to put up systems that would allow merchants to connect with customers. Customer support often came in the form of chat widgets and email and messaging systems which allow customers to interact with live agents.
The problem with this is that it can sometimes take a while, especially if the support team is encountering a large volume of transactions. However, being too pushy by bombarding users with messages can turn them off. One way to supercharge customer support is by carefully engineering the points at which these messages come up. Platforms like Giosg can be set to enable live chat to pop up just as a customer abandons the cart. This allows a live agent to address any concerns buyers may have in order to close the sale.
6. Fraud protection
A growing concern among merchants is fraud. Fraudsters often target ecommerce services to launder money by using stolen credit card details to purchase both physical and digital goods. Due to the chargeback system, real owners of the credit card gain a level of protection. Unfortunately, it’s the merchant that has to deal with the loss.
Implementing fraud protection has been gaining traction. But, for some, verifying orders has been a manual process. There are times where legitimate transactions get flagged or denied. While this could be simply a prudent move on the part of the merchant, these can ultimately result in lost customers. Availing of fraud protection services can help automate this process, and using their advanced algorithms, filter out fraudulent purchases while ensuring real purchases get fulfilled.
Providing superior customer experience
Everything considered, what this all boils down to is providing superior customer experience. Ecommerce startups should understand that the industry has become more competitive. These new technologies could be a difference maker but only if used strategically. There’s little point in packing all these features if they aren’t configured to work towards making the whole experience unique, smooth and hassle-free for customers.
Ways to Eliminate Hiring Roadblocks
All employers, no matter what their size, go through it: They screen qualified candidates, advance the best of the best to the interview stage, then offer the job only to see the employee leave or be let go.
Hiring issues continue to plague all industries and are especially detrimental to smaller organizations. In fact, Wasp Barcode Technologies' State of Small Business Report from 2017 found that 50 percent of small business owners surveyed named hiring new employees as their top challenge.
But, like most issues in the workplace, improving hiring requires more than just focusing on the recruitment process. To improve hiring, employers need to look at the whole picture, including workforce planning.
Following are several tips on improving workforce planning and hiring practices:
Improve data analysis.
Data has been a buzzword for a while now and for good reason. Simply put, employers use data for everything from performance management to hiring and more.
For example, Google, which has always led in nontraditional corporate thinking, uses objectives and key results (OKRs) to help employees set their own goals. The company uses People Analytics to assess how effective each person's performance is and to learn how to better his or her performance.
The good news is that performance data isn't reserved for Google-sized organizations. The bad news is that a lot of employers face hurdles in using data in the workplace, which is vital for better hiring.
My own organization, ClearCompany, teamed up with HR.com in 2016 to create a report entitled Workforce Planning: A Forward-Looking Approach to Getting the Right People in the Right Jobs. In our research, we found that 63 percent of HR professionals surveyed cited technology issues as a major challenge to the goal of being a high-performing organization.
What was even more troubling was that 44 percent cited a lack of data (and 33 percent cited unreliable data) as major challenges. In other words, either employers lack the technology they need or don't know how to find data that is accurate and actionable.
Without good data, employers can't improve workforce planning or understand what hiring practices need to be improved
The solution, however, is simple: Invest in proper technology that is easy to use and provides real-time tracking. This helps management track performance and engage in thoughtful 360 reviews and ongoing feedback sessions.
Aside from workforce planning, data also plays a big role in hiring. Unfortunately, only 33 percent of HR pros surveyed said that quality of hire was a common concern at their companies.
This is a missed opportunity because data allows a company to properly assess how well hiring professionals are finding new talent and to identify solutions to improve recruitment. Improving quality of hire as part of the workforce planning strategy, in turn, eliminates higher-level concerns.
That's why it's important to ensure you have good tech in place. That way, you can start a data club of tech-savvy employees who can properly train leadership on how to read data and communicate performance metrics to the staff.
These people should also regularly conduct data seminars to educate everyone on how data can and should be a major factor in day-to-day workforce planning and hiring -- among many other processes.
Close the skills gap
Bringing on new hires who lack certain skills can really slow productivity. Skills gaps are often a complicated matter. They're also a two-sided issue: Current employees need to be competent for their roles, and the company needs to know how to hire skilled talent.
To get current staff up to speed, create a culture centered on education and professional development. Start an education center within the company. There, employees and leadership alike can select skills tracks and teach themselves new competencies through a variety of educational resources.
Next, assign coaching sessions every quarter, where each person gives a short presentation on what skills he or she has learned and how those skills are applied in that person's job.
Another reason for skills gaps, of course, is bad hires, which is why HR needs to review quality of hire reports and find specific aspects of the company's recruiting process that have allowed unqualified talent to earn an offer and advance in the first place.
Use video interviewing to better screen candidates and request that candidates perform a shadow day. They can spend a full work day observing employees in related roles and even participate in tasks and projects to demonstrate their skill set in action.
Streamline talent management.
Inefficiencies in talent management affect employee satisfaction, engagement and productivity. This is especially costly for smaller organizations that can't afford a major disruption in performance.
Smaller companies need to invest in growing their staff as the companies themselves grow. Because employees working at small organizations often wear many hats, management needs to streamline professional development with a clear, straightforward program.
So, use performance-management data to show employees what their strengths are and help them find a path that aligns with the company's growth. Also, give them a voice in how they want to grow so they're passionate about learning.
Pair employees with each other as learning buddies, where they meet weekly and share what they're learning. Such one-on-one sessions are incredibly successful for companies like Buffer.
Every time these employees meet, they review recent achievements and discuss current challenges. Then, their teams' leads offer guidance, and the employees express their opinions about how to improve their performance.
Overall, talent-management strategies need to be smooth for a workforce-planning strategy to be effective. When employers prioritize employee performance and development as a major focus, they better retain talent and maximize productivity.
In sum, hiring touches multiple aspects in workforce planning, which is why both should be looked at simultaneously. All improvements in the workplace,however, should start with data.
Data enables employers to track and improve each employee's performance, identify and close skills gaps and simplify talent management and employee development.
Hiring issues continue to plague all industries and are especially detrimental to smaller organizations. In fact, Wasp Barcode Technologies' State of Small Business Report from 2017 found that 50 percent of small business owners surveyed named hiring new employees as their top challenge.
But, like most issues in the workplace, improving hiring requires more than just focusing on the recruitment process. To improve hiring, employers need to look at the whole picture, including workforce planning.
Following are several tips on improving workforce planning and hiring practices:
Improve data analysis.
Data has been a buzzword for a while now and for good reason. Simply put, employers use data for everything from performance management to hiring and more.
For example, Google, which has always led in nontraditional corporate thinking, uses objectives and key results (OKRs) to help employees set their own goals. The company uses People Analytics to assess how effective each person's performance is and to learn how to better his or her performance.
The good news is that performance data isn't reserved for Google-sized organizations. The bad news is that a lot of employers face hurdles in using data in the workplace, which is vital for better hiring.
My own organization, ClearCompany, teamed up with HR.com in 2016 to create a report entitled Workforce Planning: A Forward-Looking Approach to Getting the Right People in the Right Jobs. In our research, we found that 63 percent of HR professionals surveyed cited technology issues as a major challenge to the goal of being a high-performing organization.
What was even more troubling was that 44 percent cited a lack of data (and 33 percent cited unreliable data) as major challenges. In other words, either employers lack the technology they need or don't know how to find data that is accurate and actionable.
Without good data, employers can't improve workforce planning or understand what hiring practices need to be improved
The solution, however, is simple: Invest in proper technology that is easy to use and provides real-time tracking. This helps management track performance and engage in thoughtful 360 reviews and ongoing feedback sessions.
Aside from workforce planning, data also plays a big role in hiring. Unfortunately, only 33 percent of HR pros surveyed said that quality of hire was a common concern at their companies.
This is a missed opportunity because data allows a company to properly assess how well hiring professionals are finding new talent and to identify solutions to improve recruitment. Improving quality of hire as part of the workforce planning strategy, in turn, eliminates higher-level concerns.
That's why it's important to ensure you have good tech in place. That way, you can start a data club of tech-savvy employees who can properly train leadership on how to read data and communicate performance metrics to the staff.
These people should also regularly conduct data seminars to educate everyone on how data can and should be a major factor in day-to-day workforce planning and hiring -- among many other processes.
Close the skills gap
Bringing on new hires who lack certain skills can really slow productivity. Skills gaps are often a complicated matter. They're also a two-sided issue: Current employees need to be competent for their roles, and the company needs to know how to hire skilled talent.
To get current staff up to speed, create a culture centered on education and professional development. Start an education center within the company. There, employees and leadership alike can select skills tracks and teach themselves new competencies through a variety of educational resources.
Next, assign coaching sessions every quarter, where each person gives a short presentation on what skills he or she has learned and how those skills are applied in that person's job.
Another reason for skills gaps, of course, is bad hires, which is why HR needs to review quality of hire reports and find specific aspects of the company's recruiting process that have allowed unqualified talent to earn an offer and advance in the first place.
Use video interviewing to better screen candidates and request that candidates perform a shadow day. They can spend a full work day observing employees in related roles and even participate in tasks and projects to demonstrate their skill set in action.
Streamline talent management.
Inefficiencies in talent management affect employee satisfaction, engagement and productivity. This is especially costly for smaller organizations that can't afford a major disruption in performance.
Smaller companies need to invest in growing their staff as the companies themselves grow. Because employees working at small organizations often wear many hats, management needs to streamline professional development with a clear, straightforward program.
So, use performance-management data to show employees what their strengths are and help them find a path that aligns with the company's growth. Also, give them a voice in how they want to grow so they're passionate about learning.
Pair employees with each other as learning buddies, where they meet weekly and share what they're learning. Such one-on-one sessions are incredibly successful for companies like Buffer.
Every time these employees meet, they review recent achievements and discuss current challenges. Then, their teams' leads offer guidance, and the employees express their opinions about how to improve their performance.
Overall, talent-management strategies need to be smooth for a workforce-planning strategy to be effective. When employers prioritize employee performance and development as a major focus, they better retain talent and maximize productivity.
In sum, hiring touches multiple aspects in workforce planning, which is why both should be looked at simultaneously. All improvements in the workplace,however, should start with data.
Data enables employers to track and improve each employee's performance, identify and close skills gaps and simplify talent management and employee development.
Thursday, 8 June 2017
Staffing agency producing job
A staffing agency will host a job fair on behalf of 75 light industrial employers next week.
Express Employment Professionals of Grand Rapids, or Express Pros, will host the job fair from 10 a.m. to 3 p.m. on May 24 at the agency’s office in Wyoming, at 1760 44th St. SW.
Express Pros said it will recruit workers for more than 150 jobs in the Grand Rapids area, such as machine operator, assembly, inspection and warehouse roles.
Positions for various shifts and schedules will be available. The agency said candidates of all experience levels are welcome.
We are excited to host this job fair and connect people with new career opportunities, said Jocelyn Hodack, director of talent acquisition, Express Pros.
Registration is not required, and walk-ins are welcome.
Job seekers may learn more by calling Express Pros at (616) 281-0611.
Express Pros
Established in 1996, the local Express Pros office is a franchise of Express Employment Professionals, which helps people find jobs and employers find talent.
In 2016, the Express Pros network helped more than 500,000 people find jobs. It aims to put one-million people to work annually.
The organization has several divisions: professional; administrative; advanced manufacturing; skilled trades; light industrial; and training.
Express Employment Professionals of Grand Rapids, or Express Pros, will host the job fair from 10 a.m. to 3 p.m. on May 24 at the agency’s office in Wyoming, at 1760 44th St. SW.
Express Pros said it will recruit workers for more than 150 jobs in the Grand Rapids area, such as machine operator, assembly, inspection and warehouse roles.
Positions for various shifts and schedules will be available. The agency said candidates of all experience levels are welcome.
We are excited to host this job fair and connect people with new career opportunities, said Jocelyn Hodack, director of talent acquisition, Express Pros.
Registration is not required, and walk-ins are welcome.
Job seekers may learn more by calling Express Pros at (616) 281-0611.
Express Pros
Established in 1996, the local Express Pros office is a franchise of Express Employment Professionals, which helps people find jobs and employers find talent.
In 2016, the Express Pros network helped more than 500,000 people find jobs. It aims to put one-million people to work annually.
The organization has several divisions: professional; administrative; advanced manufacturing; skilled trades; light industrial; and training.
Sunday, 4 June 2017
Essential steps for a successful recruiting process
Whether you are an experienced hiring manager or a new business owner hiring your first employee, there are several factors to consider that will help make your recruiting process a success.
1. Look within
Before embarking on a search for new talent outside the company, consider the talented people you already hired and developed. In some cases, it may be more effective to redeploy an employee who already knows your organization than recruiting externally, especially if an outside candidate with the right skill set is hard to find.
Studies show that employees who are promoted into jobs perform significantly better than workers hired externally into similar roles. In addition to the practical cost and time-saving benefits, hiring from within can help create a culture of loyalty. Employees are more likely to stay with a company if they are given opportunities to improve through training and can see a clear path for career growth.
2. Understand the costs
Employee turnover is expensive. There are external costs to consider such as advertising, recruiter fees, background checks, pre-hire screening, and in some cases travel reimbursements for candidates or cash awards for employee referrals.
Internally, the costs to the business can also add up: downtime and lost productivity, and the increased workload of other employees which may include overtime compensation. After a candidate is hired, there are on-boarding and training costs to consider as well.
Make sure you have recruiting strategies and detailed processes in place for your business to help forecast and manage these costs efficiently.
3. Have a process
Long before you begin interviewing people, there are several necessary steps to take to ensure the hiring process is thorough and transparent. An organization should determine or revisit the primary purpose of an open position, including the operational necessity of the job, its financial impact to the company and the reasons for creating a new role or filling a vacancy.
After the primary purpose is determined, create a job description through an in-depth job analysis:
Create a recruitment plan that clearly articulates the duties to be performed and qualifications required by the organization
Develop a consistent salary structure for the role, based on the relative level of duties, responsibilities and qualifications of each position in the organization
Develop specific hiring criteria and interview questions to be used during the search.
4. Follow the law
Companies are typically aware of their regulatory obligations after an employee is hired, but compliance is just as critical when recruiting and interviewing job candidates. The recruitment process involves ensuring equal employment opportunity.
Nondiscriminatory criteria must be established and included in the written job description and nondiscriminatory strategies should be developed when mapping out the plan to attract qualified candidates.
5. Get technical
These days, technology and recruiting go hand in hand. Using social media sites such as LinkedIn and Indeed can maximize any recruitment strategy by helping to reach a large audience quickly, reduce advertising spend and target the right people.
Some companies also use talent acquisition systems to help build a talent pipeline and engage prospective job seekers during the application process. For example, some talent acquisition solutions allow you to run tests to evaluate skill levels and even measure how well the candidate will fit into the organization’s culture.
Things that really matter in your HR career
1.Give them what they need, not what they want
Many years ago at another company my then Managing Director had a great idea for a leadership program and its content. I delivered it. But the program got terrible feedback and I nearly got fired.
My lesson from this was if you do things only to please people, you are unlikely to help them - or their organisation - to succeed.
2.HR is not about HR
I enjoy working with HR thought leader and academic Dave Ulrich. I’ve found from practical experience his writing about the purpose of HR is spot on: HR is not about HR, the scorecard of HR is the scorecard of the business, and the real customer of HR is the customer of the business.
3.Eat your vegetables before dessert – get the basics right first
I have done a number of HR transformations in my career. Before I get started I always ask four critical questions:
What do we keep?
What needs to change?
What can we do that will make the biggest difference?
How can we build it quickly, cleanly, and simply - and get it to stick?
By answering these questions from the customer perspective, we can build the internal mechanisms to deliver great customer experiences.
I joined NAB in March 2016, and again we are focussed on a handful of key priorities to delight customers and make NAB an even better place to work.
We still have work to do, but we are on our way to executing on a simple (not simplistic), focussed strategy that drives better people and business outcomes.
We know that when people are capable and talented and have good leaders, they will perform. Wrapped around this we must have the right values-based culture to inspire and engage people, and to ensure that the customer is at the heart of everything we do.
There is no cookie cutter approach to this. The things that really matter for success in each organisation will depend on their individual context.
4.HR is the chef, not the waiter
HR is there to help and coach the rest of the business, not to do the important work of line managers.
Line managers with the right skills and aptitude remain absolutely critical in any organisation. Research & experience shows the most important thing for employee engagement and performance is the quality of their immediate leader. HR’s role is support leaders to be their best through tools and frameworks.
5.Be ambitious – for yourself and others
In my 20s I was working in HR for a mining explosives company when I was put forward for an accelerated program. By backing me, before I backed myself, my company changed what I thought I’d be capable of.
To have a high performing organisation, we need to ignite ambition, encouraging people to reach their potential and to have a learning mindset. That’s why we have evolved how we manage performance at NAB to encourage managers to act as performance coaches for their direct reports. We also have a strong focus on developing our high potential talent.
6.Know your stuff and keep learning
I‘ve done three degrees and all of them have helped me in my career. My MBA helped me to speak the language of business, which is very important in HR.
It’s not just about academic learning. Be curious. Meet people in your profession, outside your company, dealing with the same issues. Go for a breadth of career experience. Apply your learning to find better solutions and continue to evolve.
When we get HR right, people benefit, from customers, to employees to shareholders.
I’ll keep learning and stretching myself as an HR leader. As author and cook Julia Child has said You’ll never know everything about anything – especially something that you love.
Many years ago at another company my then Managing Director had a great idea for a leadership program and its content. I delivered it. But the program got terrible feedback and I nearly got fired.
My lesson from this was if you do things only to please people, you are unlikely to help them - or their organisation - to succeed.
2.HR is not about HR
I enjoy working with HR thought leader and academic Dave Ulrich. I’ve found from practical experience his writing about the purpose of HR is spot on: HR is not about HR, the scorecard of HR is the scorecard of the business, and the real customer of HR is the customer of the business.
3.Eat your vegetables before dessert – get the basics right first
I have done a number of HR transformations in my career. Before I get started I always ask four critical questions:
What do we keep?
What needs to change?
What can we do that will make the biggest difference?
How can we build it quickly, cleanly, and simply - and get it to stick?
By answering these questions from the customer perspective, we can build the internal mechanisms to deliver great customer experiences.
I joined NAB in March 2016, and again we are focussed on a handful of key priorities to delight customers and make NAB an even better place to work.
We still have work to do, but we are on our way to executing on a simple (not simplistic), focussed strategy that drives better people and business outcomes.
We know that when people are capable and talented and have good leaders, they will perform. Wrapped around this we must have the right values-based culture to inspire and engage people, and to ensure that the customer is at the heart of everything we do.
There is no cookie cutter approach to this. The things that really matter for success in each organisation will depend on their individual context.
4.HR is the chef, not the waiter
HR is there to help and coach the rest of the business, not to do the important work of line managers.
Line managers with the right skills and aptitude remain absolutely critical in any organisation. Research & experience shows the most important thing for employee engagement and performance is the quality of their immediate leader. HR’s role is support leaders to be their best through tools and frameworks.
5.Be ambitious – for yourself and others
In my 20s I was working in HR for a mining explosives company when I was put forward for an accelerated program. By backing me, before I backed myself, my company changed what I thought I’d be capable of.
To have a high performing organisation, we need to ignite ambition, encouraging people to reach their potential and to have a learning mindset. That’s why we have evolved how we manage performance at NAB to encourage managers to act as performance coaches for their direct reports. We also have a strong focus on developing our high potential talent.
6.Know your stuff and keep learning
I‘ve done three degrees and all of them have helped me in my career. My MBA helped me to speak the language of business, which is very important in HR.
It’s not just about academic learning. Be curious. Meet people in your profession, outside your company, dealing with the same issues. Go for a breadth of career experience. Apply your learning to find better solutions and continue to evolve.
When we get HR right, people benefit, from customers, to employees to shareholders.
I’ll keep learning and stretching myself as an HR leader. As author and cook Julia Child has said You’ll never know everything about anything – especially something that you love.
Wednesday, 31 May 2017
Successfully Calculate Your E-Commerce
You always want to invest money so that you get back more than you originally invested. However, if you don’t know how to properly estimate what it is that you are getting back, you might be missing out on revenue opportunities. Knowing how to properly calculate your return on investment also enables you to make smart decisions when it comes to investing your money.
To accurately calculate your ROI, you need to make sure you have taken the necessary steps to track all sales and conversions. There are two ROIs that will allow you to accurately evaluate how your campaigns are performing.
First, you can track direct sales, meaning that that the user goes to your website and makes a purchase, or a one-click sale. This is not an ideal way to track your sales because most users do not purchase right away. This will be your ROI No.1, which is calculated by finding the difference between the value of sales and the cost, and then dividing that by the cost, or (value of sale – cost)/cost.
In order to track sales that are indirect, you will need to tag your ads. This adds additional values in the URL that do not change the URL destination. They also allow you to see exactly what the user clicked on, such as an ad that led to your homepage, contact page or a specific product. On Facebook and Bing, you can add these as UTM parameters; Google uses auto-tagging.
Most advertisers think the Facebook pixel does this; however, the pixel only tracks direct sales and indirect sales within a short time period. If you were to go back to the website and purchase after a few hours, the UTM parameter would catch this, not the Facebook pixel.
Once you have tags in place, you will then be able to track assisted sales, which brings us to ROI No.2. Assisted sales are those who click your ad, go to your website, leave your website and buy later. For example, if you are shopping for a pair of shoes but leave the website to see if Amazon has a better deal, then go back to the brand website and purchase, this is an assisted sale and can only be tracked by UTM parameters.
Facebook tracks sales through the Facebook pixel. If Facebook tells you that you have eight sales and you go to Google and see you have five sales, then you have a difference of three. Those three conversions are assisted conversions. To see those and know where they came from, you need UTM parameters.
ROI No.2 includes your direct sales and assisted sales so that you have an accurate ROI calculation. It is calculated by adding your direct sales and assisted sales, subtracting the cost from that number, and dividing that difference by the cost, or ((direct sales + assisted sales) – cost)/cost. This is important when analyzing the bottom line of your business. Your ROI No.1 could be negative, leading you to think that you have a negative ROI, but when factoring in the ROI No.2, your business most likely has a positive ROI overall. With this in mind, it is important to know how to accurately optimize your ROI.
To accurately calculate your ROI, you need to make sure you have taken the necessary steps to track all sales and conversions. There are two ROIs that will allow you to accurately evaluate how your campaigns are performing.
First, you can track direct sales, meaning that that the user goes to your website and makes a purchase, or a one-click sale. This is not an ideal way to track your sales because most users do not purchase right away. This will be your ROI No.1, which is calculated by finding the difference between the value of sales and the cost, and then dividing that by the cost, or (value of sale – cost)/cost.
In order to track sales that are indirect, you will need to tag your ads. This adds additional values in the URL that do not change the URL destination. They also allow you to see exactly what the user clicked on, such as an ad that led to your homepage, contact page or a specific product. On Facebook and Bing, you can add these as UTM parameters; Google uses auto-tagging.
Most advertisers think the Facebook pixel does this; however, the pixel only tracks direct sales and indirect sales within a short time period. If you were to go back to the website and purchase after a few hours, the UTM parameter would catch this, not the Facebook pixel.
Once you have tags in place, you will then be able to track assisted sales, which brings us to ROI No.2. Assisted sales are those who click your ad, go to your website, leave your website and buy later. For example, if you are shopping for a pair of shoes but leave the website to see if Amazon has a better deal, then go back to the brand website and purchase, this is an assisted sale and can only be tracked by UTM parameters.
Facebook tracks sales through the Facebook pixel. If Facebook tells you that you have eight sales and you go to Google and see you have five sales, then you have a difference of three. Those three conversions are assisted conversions. To see those and know where they came from, you need UTM parameters.
ROI No.2 includes your direct sales and assisted sales so that you have an accurate ROI calculation. It is calculated by adding your direct sales and assisted sales, subtracting the cost from that number, and dividing that difference by the cost, or ((direct sales + assisted sales) – cost)/cost. This is important when analyzing the bottom line of your business. Your ROI No.1 could be negative, leading you to think that you have a negative ROI, but when factoring in the ROI No.2, your business most likely has a positive ROI overall. With this in mind, it is important to know how to accurately optimize your ROI.
Tuesday, 30 May 2017
Indian staffing industry
New Delhi, Dec 1 (PTI) Indias staffing sector, with estimated total revenue of Rs 27,000 crore, is expected to register 12 per cent this year, says a report.
According to Indian Staffing Federation, an apex body of flexi staffing industry, the sector which comprises 15 leading firms that account for Rs 270 billion in revenues is projected to grow 12 per cent this year and 10 per cent the next year.
In India, the staffing industry clearly does not have a challenge of addressable market and it is gratifying to witness the rapid growth being shown by each of the organised staffing firms to tap into this opportunity on one hand and enabling rapid job creation on the other, ISF President Rituparna Chakraborty said.
The report noted that the top three firms including two home grown firms TeamLease and Quess along with Swiss headquartered Adecco together account for 20 per cent of the total market share in India.
The five largest staffing companies in India, based on 2015 revenue include TeamLease with a revenue of Rs 1,986.9 crore, Quess Rs 1,959.4 crore, Adecco Rs 1,500 crore, Randstad Rs 1,348.5 crore and Manpower Group Rs 799.1 crore.
Chakraborty further said demonetisation and implementation of GST in recent times shall definitely be a force multiplier to the growth of staffing in India.
The staffing industry provides a platform for recognised employment, work choice, even compensation, annual benefits and health benefits for temporary workforce that constitute a sizeable segment of Indias total workforce. PTI DRR SBT SA
According to Indian Staffing Federation, an apex body of flexi staffing industry, the sector which comprises 15 leading firms that account for Rs 270 billion in revenues is projected to grow 12 per cent this year and 10 per cent the next year.
In India, the staffing industry clearly does not have a challenge of addressable market and it is gratifying to witness the rapid growth being shown by each of the organised staffing firms to tap into this opportunity on one hand and enabling rapid job creation on the other, ISF President Rituparna Chakraborty said.
The report noted that the top three firms including two home grown firms TeamLease and Quess along with Swiss headquartered Adecco together account for 20 per cent of the total market share in India.
The five largest staffing companies in India, based on 2015 revenue include TeamLease with a revenue of Rs 1,986.9 crore, Quess Rs 1,959.4 crore, Adecco Rs 1,500 crore, Randstad Rs 1,348.5 crore and Manpower Group Rs 799.1 crore.
Chakraborty further said demonetisation and implementation of GST in recent times shall definitely be a force multiplier to the growth of staffing in India.
The staffing industry provides a platform for recognised employment, work choice, even compensation, annual benefits and health benefits for temporary workforce that constitute a sizeable segment of Indias total workforce. PTI DRR SBT SA
Sunday, 28 May 2017
Things that really matter in your HR career
1.Give them what they need, not what they want
Many years ago at another company my then Managing Director had a great idea for a leadership program and its content. I delivered it. But the program got terrible feedback and I nearly got fired.
My lesson from this was if you do things only to please people, you are unlikely to help them - or their organisation - to succeed.
2.HR is not about HR
I enjoy working with HR thought leader and academic Dave Ulrich. I’ve found from practical experience his writing about the purpose of HR is spot on: HR is not about HR, the scorecard of HR is the scorecard of the business, and the real customer of HR is the customer of the business.
3.Eat your vegetables before dessert – get the basics right first
I have done a number of HR transformations in my career. Before I get started I always ask four critical questions:
What do we keep?
What needs to change?
What can we do that will make the biggest difference?
How can we build it quickly, cleanly, and simply - and get it to stick?
By answering these questions from the customer perspective, we can build the internal mechanisms to deliver great customer experiences.
I joined NAB in March 2016, and again we are focussed on a handful of key priorities to delight customers and make NAB an even better place to work.
We still have work to do, but we are on our way to executing on a simple (not simplistic), focussed strategy that drives better people and business outcomes.
We know that when people are capable and talented and have good leaders, they will perform. Wrapped around this we must have the right values-based culture to inspire and engage people, and to ensure that the customer is at the heart of everything we do.
There is no cookie cutter approach to this. The things that really matter for success in each organisation will depend on their individual context.
4.HR is the chef, not the waiter
HR is there to help and coach the rest of the business, not to do the important work of line managers.
Line managers with the right skills and aptitude remain absolutely critical in any organisation. Research & experience shows the most important thing for employee engagement and performance is the quality of their immediate leader. HR’s role is support leaders to be their best through tools and frameworks.
5.Be ambitious – for yourself and others
In my 20s I was working in HR for a mining explosives company when I was put forward for an accelerated program. By backing me, before I backed myself, my company changed what I thought I’d be capable of.
To have a high performing organisation, we need to ignite ambition, encouraging people to reach their potential and to have a learning mindset. That’s why we have evolved how we manage performance at NAB to encourage managers to act as performance coaches for their direct reports. We also have a strong focus on developing our high potential talent.
6.Know your stuff and keep learning
I‘ve done three degrees and all of them have helped me in my career. My MBA helped me to speak the language of business, which is very important in HR.
It’s not just about academic learning. Be curious. Meet people in your profession, outside your company, dealing with the same issues. Go for a breadth of career experience. Apply your learning to find better solutions and continue to evolve.
When we get HR right, people benefit, from customers, to employees to shareholders.
I’ll keep learning and stretching myself as an HR leader. As author and cook Julia Child has said You’ll never know everything about anything – especially something that you love.
Many years ago at another company my then Managing Director had a great idea for a leadership program and its content. I delivered it. But the program got terrible feedback and I nearly got fired.
My lesson from this was if you do things only to please people, you are unlikely to help them - or their organisation - to succeed.
2.HR is not about HR
I enjoy working with HR thought leader and academic Dave Ulrich. I’ve found from practical experience his writing about the purpose of HR is spot on: HR is not about HR, the scorecard of HR is the scorecard of the business, and the real customer of HR is the customer of the business.
3.Eat your vegetables before dessert – get the basics right first
I have done a number of HR transformations in my career. Before I get started I always ask four critical questions:
What do we keep?
What needs to change?
What can we do that will make the biggest difference?
How can we build it quickly, cleanly, and simply - and get it to stick?
By answering these questions from the customer perspective, we can build the internal mechanisms to deliver great customer experiences.
I joined NAB in March 2016, and again we are focussed on a handful of key priorities to delight customers and make NAB an even better place to work.
We still have work to do, but we are on our way to executing on a simple (not simplistic), focussed strategy that drives better people and business outcomes.
We know that when people are capable and talented and have good leaders, they will perform. Wrapped around this we must have the right values-based culture to inspire and engage people, and to ensure that the customer is at the heart of everything we do.
There is no cookie cutter approach to this. The things that really matter for success in each organisation will depend on their individual context.
4.HR is the chef, not the waiter
HR is there to help and coach the rest of the business, not to do the important work of line managers.
Line managers with the right skills and aptitude remain absolutely critical in any organisation. Research & experience shows the most important thing for employee engagement and performance is the quality of their immediate leader. HR’s role is support leaders to be their best through tools and frameworks.
5.Be ambitious – for yourself and others
In my 20s I was working in HR for a mining explosives company when I was put forward for an accelerated program. By backing me, before I backed myself, my company changed what I thought I’d be capable of.
To have a high performing organisation, we need to ignite ambition, encouraging people to reach their potential and to have a learning mindset. That’s why we have evolved how we manage performance at NAB to encourage managers to act as performance coaches for their direct reports. We also have a strong focus on developing our high potential talent.
6.Know your stuff and keep learning
I‘ve done three degrees and all of them have helped me in my career. My MBA helped me to speak the language of business, which is very important in HR.
It’s not just about academic learning. Be curious. Meet people in your profession, outside your company, dealing with the same issues. Go for a breadth of career experience. Apply your learning to find better solutions and continue to evolve.
When we get HR right, people benefit, from customers, to employees to shareholders.
I’ll keep learning and stretching myself as an HR leader. As author and cook Julia Child has said You’ll never know everything about anything – especially something that you love.
HR solutions platform
Bangalore-based employee onboarding and engagement platform Tydy has raised $275,000 in angel investment from a group of individuals, including existing investor Bhupen Shah, former co-founder of Sling Media. Others who also invested in the firm are Jayesh Parekh, managing partner at Jungle Ventures and co-founder of Sony Entertainment in India and Sanjay Sathe, founder of outplacement firm RiseSmart, which was later acquired by Randstad.
The startup will use the capital for marketing and sales. We have grown to a phase where we can focus on making repeatable profits, therefore, our focus now is more on sales and marketing and managing deployments, Kiran Menon, chief executive and co-founder of Tydy told VCCircle.
Tydy’s mobile-first HR automation solution offers three key components to enterprises – employee onboarding, engagement and retention. ‘Tydy Onboarding’ automates the entire onboarding process, helping enterprises save on costs and strategic resources. For employees, it offers a gamified, mobile-first interface to easily complete the enrolment forms. ‘Tydy Listen’ is an employee engagement tool that helps firms receive regular feedback and sentiment analysis from employees. ‘Tydy Score’ is a predictive engine that collates data points right from onboarding, feedback, and sentiment analysis to create a single profile or score for every employee.
Owned and operated by Pagestitch Inc., Tydy’s client base includes Lowe’s, Taj Hotels, Kotak Mahindra, Sanofi, and Bajaj Finance.
Tydy was founded in 2013 by Menon along with Nikhil Gurjer and Gaurabh Mathure. Menon worked with web browser firm Opera Software and Gurjer was associated with mobile services firm Mobivatar Interactive and Crystera Technologies in the past. Mathure, who handles Tydy’s US operations, previously worked with advertising agency R/GA.
Initially, the firm offered a mobile collaboration tool for sales and marketing teams. The platform helped businesses manage their content and communications. Later, Tydy pivoted its entire product and launched the beta version of the HR tools in December 2015.
We consciously decided to stop that product and relook our assumptions. We did market research again and realised the need for mobility solutions was much higher in the HR departments of organisations and in a few critical processes. That’s when we made the pivot, Menon explained.
The company had raised $138,000 from a group of angel investors, including Sling Media’s Shah, in September 2014 for the sales product.
The startup was part of the maiden edition of IT major Oracle’s startup accelerator programme, which was held last year in June. Other firms that were chosen for the programme are ExpertRec, a plug-n-play search and recommendation engine for online marketplaces; Niyo Solutions, a fin-tech startup focused on alternate payment mechanisms; Ray iCare, an Internet of Things and artificial intelligence-based non-contact health and sleep monitor for babies; and Vear, an AI and VR-based content distribution and marketing platform.
The six-month Oracle Startup Cloud Accelerator Programme (OSCA) provides emerging firms mentorship from Oracle and industry experts, a co-working space, access to Oracle’s customers and partners, and free access to Oracle Cloud including training. On the last day of the programme, startups can pitch their idea to technology investors and leaders.
Friday, 26 May 2017
How to answer: What is your salary expectation?
What is the first thing that comes to mind when you are asked: What is your salary expectation? A number or a figure that’s on your mind from the moment you got an interview call. Our advice, don’t blurt it out. Do not make the mistake of quoting a number without understanding what the interviewer has in mind.
The finest approach to answer the question of salary in an interview is never to be direct or specific. The idea behind this tactic is to gather as much information as possible about the job responsibilities and the benefits that are attached to it before you jump ino thet negotiation dance. Be diplomatic in your answer and try to throw the ball into the interviewer’s court. You should always try to find out more about the job, what it entails, and what number or salary range the interviewer could offer for this position.
But the truth is no matter what experts say; to take things forward, you have to share your salary expectations with the interviewer. And here’s how you should do it if an interviewer insists on a number, which most recruiters generally do.
First of all do not offer a direct answer. There are ways to get around this question. For example: My salary expectations are in line with my experience and qualifications or if this is the right job for me, I am sure we can come to an agreement on salary. Moreover, you may ask for time to understand or learn more about the job first. You may then check various salary tools that provide an indicative salary for a function or position on the basis of years of experience. The Monster Salary Index offers you comprehensive information to evaluate what you’re worth in the job market.
The next best answer is to give a salary range. This could be the maximum compensation you think a company can pay for this position and the minimum salary you think you can settle for. The other way of deciding a range could be based on your current salary and what people in the position you have applied for could be earning.
The Interview Went Well, Now What?
The thank you note is a necessary tool for any job hunting strategy. But should you send it by email or snail mail, handwritten or typed? In this fast-paced computer age, the question baffles even the most sophisticated job hunters. Follow these guidelines to help you through the maze.
Email Thank You Notes
How did the company initially contact you? If you have always corresponded with them via email for setting up the interview and answering questions, then by all means send an email thank you note as soon as you return from an interview. However, make sure to follow it up with a typed note to show that you are not Mr. or Ms. Casual. Email thank you notes have one clear advantage over their snail mail counterpart: They can put your name in front of the interviewer on the same day -- sometimes within hours -- of your interview.
Snail Mail
If the company you interviewed with is formal and traditional, use snail mail to send your thank you note. Should it be handwritten or typed? Typed is standard. Not only will you show that you are business-like, you'll also prove you know how to put together the salutation, format a letter and sign off. Executives want to know their administrative assistants can do this, since writing letters for your boss will be a big part of your job.
Handwritten notes are appropriate if you'd like to extend your thanks to others in the office who helped you out. For example, if a receptionist, assistant, office manager, or other person involved with the interviewing process was especially helpful -- say they took you to lunch or guided you from office to office -- then a handwritten note is a nice gesture to show your appreciation.
What to Say
More important is what you say and how you say it. A standard thank you note should accomplish several things:
- Thank the person for the opportunity to interview with the company.
- Recap some of the conversational highlights.
- Clarify any information you needed to check on for the interviewer.
Email Thank You Notes
How did the company initially contact you? If you have always corresponded with them via email for setting up the interview and answering questions, then by all means send an email thank you note as soon as you return from an interview. However, make sure to follow it up with a typed note to show that you are not Mr. or Ms. Casual. Email thank you notes have one clear advantage over their snail mail counterpart: They can put your name in front of the interviewer on the same day -- sometimes within hours -- of your interview.
Snail Mail
If the company you interviewed with is formal and traditional, use snail mail to send your thank you note. Should it be handwritten or typed? Typed is standard. Not only will you show that you are business-like, you'll also prove you know how to put together the salutation, format a letter and sign off. Executives want to know their administrative assistants can do this, since writing letters for your boss will be a big part of your job.
Handwritten notes are appropriate if you'd like to extend your thanks to others in the office who helped you out. For example, if a receptionist, assistant, office manager, or other person involved with the interviewing process was especially helpful -- say they took you to lunch or guided you from office to office -- then a handwritten note is a nice gesture to show your appreciation.
What to Say
More important is what you say and how you say it. A standard thank you note should accomplish several things:
- Thank the person for the opportunity to interview with the company.
- Recap some of the conversational highlights.
- Clarify any information you needed to check on for the interviewer.
And most importantly, plug your skills. Use the last paragraph as the chance to state, "The job is a good fit for me because of XYZ, and my past experience in XYZ."
Interviewers have short memories. A thank you note is your final chance to stand apart from all of the others who want the same position.
Interviewers have short memories. A thank you note is your final chance to stand apart from all of the others who want the same position.
Avoid the Top 10 Interview Mistakes
The best way to avoid the most common and dangerous interview mistakes is to think ahead and decide not to make them... Read on for a whistle-stop tour of the top ten interview clangers!
1. Lying
Although it's tempting, it doesn't work. By all means gloss over the unflattering things. But out-right fibbing NEVER pays.
Mark Twain said: "If you tell the truth, you never have to remember anything." Think about it. They will catch you out later.
2. Slating your current company or boss
Fed up with your current job and would give anything to leave because they've treated you badly? Your job interview is NOT the time to seek revenge. Bear in mind that the interviewer will be listening to your answers and thinking about what it would be like to work with you. Ask yourself: do you like working with people who constantly criticise others? Isn't it a bit wearing? The trouble is that the interviewer draws massive conclusions from your answers. So your throwaway comment about your boss or employer may be interpreted to be your "standard" way of thinking. It makes you look bad, not your employer.
3. Being Rude
If you find you were accidentally rude, then apologise calmly and genuinely. Then leave it behind you and get on with the rest of the interview. If you dwell on it, it will affect your performance. What's "rude"? Well, that depends on your audience. As a rule of thumb, avoid cracking jokes about potentially sensitive topics and beware of being too "pally" with the interviewer: polite and friendly is enough. After all, you're not in the pub with them. So stay professional. Also bear in mind that everyone you meet could be involved in the selection process. So blanking the receptionist or talking down to the junior members of staff could cost you the job.
4. Complaining
Ok, so your train journey might have been a nightmare and maybe you thought the tube would never arrive, or the tailbacks on the motorway were endless. But your interviewer doesn't want to know that!
Complaining, even in jest, is not a recommended icebreaker. It may be completely harmless, or it might simply make the interviewer switch off. Don't let complaining set the tone for the interview!
5. Talking about people you don't get on with at work
These days, it's common to be asked how you deal with conflict. Companies realise the importance of interpersonal relationships in the working environment. So if they ask you about difficult people or situations, make sure you hold back from character assassination and blaming others for problems because it won't do you any favours! If you accidentally do "break" this rule, apologise and explain what you "really" meant.
6. Not Being Prepared
Re-read the relevant version of your CV and the job advert, just before the interview. You'd be surprised how many people can't remember what they wrote on their CV. And if you remember what type of person the job advert was looking for, it's easier to demonstrate that you have those qualities.
Make sure you've brought with you anything you were asked for. It's fine to bring a note-pad and pen, but make sure they're tidy. It's even ok to bring notes with you; particularly if you have any questions you want to ask. It shows you're taking the job application seriously. Ill-prepared candidates rarely get job offers.
7. Appearing to be too nervous, or too confident
If you appear too nervous they'll think you're not confident enough to do the job. However, appearing too confident will make them think you won't fit into the team. If interview nerves are an issue for you, it's worth getting practical help from a professional, such as an interview coach.
8. Making a weak first impression
Unfortunately, no matter how hard the interviewer tries, a lot of "don't want to hire them" decisions are made in the first few minutes of contact. If you make a strong first impression, the interviewer will be more inclined to overlook "imperfections" in your answers.
9. Not having researched the company
As a general rule, the more famous the brand, the more they will expect you to have done your homework. Researching the company shows you're serious about the job.
10. Putting your foot in it and not noticing
Yes, we know, you didn't mean to put your foot in it. But it doesn't really matter what you intended. What counts is how the other person reacts. So what can you do? Be prepared to simply say "sorry, that's not what I meant!" This requires you to actually be paying attention to the interviewer, rather than your own thoughts and feelings. Once you've apologised, leave it there, take a deep breath to help you relax and move on with the job interview.
