Nearly two-fifths of employees have no conversations whatsoever with their managers about their careers, according to a survey of 700 employees across North America. Furthermore, fewer than one-third have one or more such conversation with their direct-reports per year, indicates the data, compiled by Right Management, a division of Manpower Inc.
Did you ever wonder why some teams really seem to ‘click’ and others don’t? Or why chronic problems persist in some teams, despite coaching, motivational programs, and other interventions?
Share Ryan Leary is an executive talent acquisition consultant with Kenexa Technologies. Leveraging knowledge based recruiting Ryan has been recognized for his expertise in developing priority talent communities, strategic/tactical planning, and competitive intelligence gathering. Ryan is a documented search specialist responsible for the development of key social media and social recruiting strategies for Kenexa’s RPO [...]
Share For over 30 years, Dr. Janice Presser has been focused on teams: how healthcare teams service those in need; how families ‘team’ with each other, and how organizations enable (or inhibit) human synergy in the workplace. All of these pursuits have had, at their core, the desire to understand what really happens between people [...]
In this same crazy, highly competitive executive search firm market, as headhunters, are we continuing to do the right things with grace and ease?
Share Mary Heideman has over 20 years of executive recruitment and selection training experience. At R.H. Macy’s, Inc., Ms. Heideman was responsible for both executive recruitment and training and the campus recruitment program. With the American Management Association, Ms. Heideman developed and conducted seminars internationally on recruitment and selection skills. In addition, she has delivered [...]
More than two-fifths of senior executives currently report job dissatisfaction, finds the Association of Executive Search Consultants’ (AESC) latest BlueSteps Executive Satisfaction survey of 196 such executives worldwide during a 30-day period beginning in late January and ending in late February. Fifty-five percent of them have seen a reduction in their organizations’ revenue, including 20 percent of those surveyed who saw dramatic cuts in their staff. Tellingly, 18 percent report that their level of dissatisfaction stems from “the way their company handled the layoffs that resulted from the recession,” according to a press statement from the AESC. Interestingly, 70 percent report that they are presently seeking employment elsewhere because of these conditions, a finding from the AESC’s research that appears to support data on CEO turnover gathered by Challenger, Gray & Christmas during a similar time period and reported by RecruitingTrends. “Whilst we all understand the dramatic effects of the financial crisis on the senior executive job market,” said BlueSteps Director Della Giles, in the same AESC press statement, “it is particularly shocking to see how executive job satisfaction has been shaken over the past 18 months. As the job market improves and new career opportunities emerge, we will certainly see an increase in executive mobility as these leaders move into more desirable positions.”
As the economy and job market continue to recover, the competition to attract and retain top talent will dramatically increase. Too often interviews are a series of questions and answers. It is important that the individuals conducting interviews share their company’s story. One would need to communicate why someone would want to work for your company.
If you utilize recruiters to identify top talent, they need to know your company’s story as well. It is just as important to sell your company as it is to sell the opportunity you are presenting. What are those top three reasons someone should work for your company vs. your top competitor?
For decades HR managers have been gathering exit data from leaving employees, either in person or by way of an automated system. Much data is collected but little is done with it to improve overall management performance. Why is this?
Perhaps because of the possibility of major changes coming their way through legislation, so far in 2010 the U.S. health care industry has seen the highest turnover of CEOs (35). Following health care are the government and non-profit sectors, with 23 total departures in 2010, thus far — down from the 27 departures these sectors, together, saw during the same period in 2009. Turnover in the third-ranked energy sector has increased year-over-year by more than 100 percent (17 departures) since the onset of 2010.
