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Wonder what is a Performance Appraisal?

Contributing Author: Sean Lee | Consulting Director | InTalent Consulting |IPTER Malaysia

No matter the level of your company, it is mandatory to conduct performance appraisals with your employees, in order to have a clearer view of which of your employee is happy and which one is hardworking.

First of all, let’s start by addressing the terms “performance appraisal”. A performance appraisal, also known as employee appraisal or performance review, is a regular review of an employee’s performance and contribution in a company. It evaluates an employee’s skills, achievements, and growth or even areas of lacking. They can be conducted annually, semi-annually, or even quarterly.

Conducting performance appraisal in your company helps you determine which of your employees has contributed the most to company’s growth, which can also help you determine how to reward your employees according to their work rate.

It can also help you as a company and your managers create a plan for employee development through additional training and increased responsibilities as well as identifying employees’ shortcomings that could be resolved.

TYPES OF PERFORMANCE APPRAISAL

There are quite a number of ways in which you can assess your employees; the most popular ones are discussed in this context, which includes:

  1. Self Assessment: This is a type of appraisal in which your employees are allowed to rate their job performances and behavior. Typically, prior to meeting with an employee, the manager (or the person conducting the appraisal) will ask the employee to complete an evaluation form on their own.
  2. Peer Assessment: This is a type of appraisal where your employee is assessed by the people they interact with in the working environment or in the company.
  3. 360 degree feedback assessment: This is when the employee is assessed by their supervisors and peers and allows for input from the employee who is being evaluated.

Things that should and shouldn’t be done during or after Performance Appraisals

  • Appraisals can be carried out by the managers, supervisors or even third party HR firms, that being said, there are some things that should be abstained from while carrying out employee appraisals on employees.
  • Performance appraisals that work well on one job might not suit the other; therefore, do not use the same appraisal format for different sectors and departments.
  • Do not be bias, giving an underperforming staff a good review will lead to failure in addressing weakness and problems of the employee which will affect the company’s production power.
  • In order to please their employers or avoid losing their jobs, employees tend to alter and tailor their inputs and fail to address any issues. Therefore, as a manager, or a company, do not address the employees evaluation results with anger, rather, listen to what they have to say, improve on suggested areas, this way employee retention will not be a problem.
  • Last but not the least, take and treat the reviews and evaluation of your employees seriously.

We at inTalent Consulting strongly want to develop people and by using this tool to appraise them, we can gauge and inform the employees where the gaps exist for them to improve and regularly celebrate others success.

PEOPLE MATTER MOST.

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Finding opportunity in adversity – women entrepreneurship through the pandemic

Contributing Author: Deeksha Gandotra | Managing Director, Versatile Consultancy DMCC | IPTER Dubai, UAE

Advancing the role of women in society and the economy is a key driver of change in the middle east and the world, women worldwide especially working women have been more negatively impacted by the covid pandemic than men, but out of adversity also stems opportunity and this global event has proven to be a facilitator of positive change for many.

Many people believe incorrectly that starting up as a female in the Middle East is particularly difficult, that you will be at a disadvantage but a quick google search will show you that many of the most promising startups in the region are led by women and many talented women sit on the boards of and run multi-million dollar companies.

Let’s be clear though starting any business regardless of your gender and location is a tremendously difficult feat. Luckily there are multiple initiatives by governments and corporate businesses to support entrepreneurs with access to funds and technical support. It is the ideal meeting of minds. Smaller businesses are traditionally where we look for job creation and bold ideas, but larger businesses have been around long enough to have better understandings of issues such as market strategy, best practice, and compliance. Collaboration and healthy competition are the magic mix to success.

A key tenet of entrepreneurship is dealing with uncertainty on a daily basis, uncertainty that stems from market conditions, lack of funding, lack of acceptance and this is further amplified by self-doubt, it is no different for women entrepreneurs. In fact, women have to contend with additional challenges such a being taken seriously, societal norms and building a support network. But the outlook is not completely bleak with many countries boasting about their successful women entrepreneurs who have reached the heights of success.

The pandemic provided us with a blank canvas for fresh thinking and new ways of doing business. Somethings we can do to stay ahead of the curve:

1) Digital! Digital! Digital!- Post the pandemic businesses realized the urgency of digital transformation and forced entrepreneurs to accelerate. Evaluate where you stand in the digital ecosystem and make changes where necessary.

2) Rethinking traditional business spaces– the global crisis has made us realize that you can do work whilst sitting in any remote corner of the world. Its time to adapt to hybrid models of working and transform your operations.

3) Building Financial resilience- many businesses had to shut because of working capital deficit therefore, it is very important to have contingency funds to curb any unforeseen circumstances.

4) Not all eggs in one basket– evaluate what other streams of income you can generate by diversifying your business or expanding into new markets

5) Don’t be afraid to ask for help- You might be the best in what you do but we all do need a mentor, a guide at some point. Don’t shy to reach out to collaborate with peers, getting a mentor or just reaching out to a senior in your trade to understand where you are and reposition yourself.

It is imperative that women understand no industry, role or sector is out of bounds for them to succeed in and disrupt and as a society it is our collective responsibility to encourage the next generation to not only dream big but to empower them to succeed.

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Top Tips When Working From Home

Author: Alyson Emmerson | International Recruitment Specialist, Carousel Consultancy |  IPTER, England, United Kingdom 

For a lot of companies, prior to the government’s Stay at Home initiative in response to the COVID-19 pandemic, the idea of allowing employees to work from home filled them with dread.

Overnight companies had to re-think the norm, problem-solve outside the box and allow those that could, the immediate ability to work from home. 

At Carousel, we’ve been lucky enough to be able to work remotely for over 10 years.

We have made it work well for us and have proven that working remotely doesn’t affect our productivity or overall success. We have worked hard, we have worked smart and we have worked as a team, even when we’re not all in the same room.

 Here are Team Carousel’s top tips to working successfully from home:

 Location: Creating a designated space at home in which to work is key to getting the balance right and ensuring you can work efficiently and successfully. Set up as large an area as your home allows and your role requires, near to power sources, with your PC/laptop and phone and any files and folders you may need. Ensure you are away from distractions (TV, housemates, family members) and ensure that noise can be eliminated easily when you need peace and quiet or to answer a call.

 Routine: Create a routine for your working day. If you have no longer have to undertake your daily commute, use this bonus time wisely. Could you use this time to go for a run, join an online fitness class or spend time enjoying breakfast with your family or flatmates?

Do you need to split your day up to allow for the school run? Perhaps you have to re-think your working day completely and schedule hours of work in the evening once your children are in bed? Or are you able to stick to your standard working hours and, therefore, as close to your usual routine as possible?

However you need to work, a basic routine is key to ensuring a focused and productive mind.

 Get Dressed: It may sound obvious, but getting dressed and making yourself look and feel ready for work is key. Plus, if a colleague calls an impromptu video meeting you’re ready to go and won’t need a last minute dash to get showered and out of your pyjamas.

 Be Organised: Ensure you have all the technology, facilities and information you need to be able to work remotely. This is the time to get IT savvy – ensure you know how to use your PC packages and any new apps/websites as you get introduced to them. You may be lucky and have IT support at the end of the phone but it won’t be the same as having your IT Helpdesk on hand at the drop of a hat.

Outline your workload, tasks and targets for the day/week ahead, then set yourself mini-goals to keep motivated and to stay on track.

 Take Breaks: Make sure you step away from your desk with short and regular breaks; use the time to clock up steps on your step counter, to rehydrate and to feed both your body and mind.

If the children are home too, try to join them for lunch or play with them in the garden for half an hour. It can become too easy to stay sat at your desk for hours on end, scheduling in breaks is crucial.

 Communicate: Keep up regular communication with your team mates whether by email, video call or telephone; maintain a sense of team spirit in whichever way works best for your company and your colleagues.

We have weekly ‘TLC’ meetings where our CEO checks in to ensure each of us is OK; we cover what is happening in the world and it is also an opportunity to boost morale and team spirit and ensure our company communication lines remain open. 

 Maintain Focus And Discipline: If you’ve created the right environment in which to work, you’ve scheduled your working day and have all the equipment and information you need to get the job done, then the most important thing to do is to keep focused and maintain discipline.

Self-motivated planning and the desire to prove your capabilities, even more when you’re not in the office, are paramount to ensuring you don’t get distracted and allow time to run away with you.

 We are still in unprecedented times. The world as we knew it changed overnight with the emergence of Covid-19, and a vast majority of employees were thrown into a new, virtual working world. Creating the right environment to succeed at remote working is key as the pandemic has changed the way many companies will operate for the long term.

 

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Are you happy?

Author: Carol Yong | CEO and Founder, Exquisitz Asia Pte Ltd | IPTER Singapore

In LinkedIn’s 2021 Workforce Confidence Index, it reveals that a high 56% of people says that the nature of job function impacts how much they enjoyed their job. Those in command-and-control positions like business development tend to find more joy in their work compared to those in support admin functions. This stimulates me to share my experience with many executives from diverse professions across all levels.

Exquisitz Asia is an APAC leader in Executive Search and HR Consulting headquartered in Singapore. We are driven by help clients find sustainable talent and also help candidates find sustainable careers. To achieve this, we prequalify candidates by putting them through a set of designed pre-assessment questions. Truly revealing as it helps us to be razor sharp in placing candidates in best fitted positions.

This is where we discover the concept of Personal Happiness Index – an index that defines 5 critical factors impacting happiness and also career’s success. Against the 5 factors, do a personal scoring of 1-5. Five being the highest.

  • Meaningful Purpose
    • Assess the Mission & Vision of Company & also the KPIs expected of your Role. Is it purposeful, fulfilling and meaningful to you?
  • Control to Influence
    • Assess the Level of Control you have in making a difference in your Role?
  • Personal Passion
    • Assess how passionate you are in your current Role? Is it aligned to your personal hunger & thirst be it in influencing lives, driving sales/profitability etc.?
  • Strengths to Thrive
    • Assess if you have the character strengths and core competencies to thrive on your current Role? You may lack the needful experience or tick all the boxes in terms of ideal competencies. It is ok as Rome is never built in one day. Deep inside, assess if you have the potential to thrive on the role. Talk to trustworthy people who have known you and have worked closely with you. Ask them to be brutally honest.
  • Hunger & Grit
    • Assess how gritty and hungry are you to take on challenges, risks, unknowns and uncertainties of a new Role, higher or same? No one is 100% ready for a new “happy” role. How gritty are you?

Take leave, find dedicated time to do a soul-searching reflection and scoring of the above 5 factors.

I hope you know your Personal Happiness Index. Are you ready NOW to go for your next Career Profession? Remember, you will naturally thrive when you are most happy.

#happinessatwork #happinesscoach #executivesearch #exquisitzasia #ipter

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Has your approach to the feel and shape of work changed? Part 2

Author: Tristan Peralta | Managing Director, PsychApps Consultancy | IPTER Manila, Philippines

Super teams:

With the escalating problems brought about by the COVID 19 pandemic, top management of companies were forced to readjust their business priorities. Reevaluation of what is important to their respective stakeholders and how to deliver them were the utmost priority. To adapt to these changing conditions companies, employed different kinds of ways of working. One of which is the development of special teams. Super teams are the combination of people and technology leveraging on both of their capabilities to achieve fast and efficient solutions. As 61% of executives will focus on work reimagination rather than work optimization and redesign. The team and authors in Deloitte suggested that companies need to create an environment that super teams can flourish.

  • Set audacious goals. Focus on defining new aspirations and outcomes
  • Re-architect the work and put reimagination at work
  • Look at technologies broader potential and emphasize its impact on work
  • Utilize technologies to help employees reach their potential and perform at their best
  • Integration of different departments in creating a super teams.

 

Governing workforce strategies

The use of traditional metrics illustrates the limitation of the current workforce and the organizations’ ability to adjust and keep up to workplace disruptions. With the onset of the Covid- 19 pandemic, a number of organizational issues ranging from employee safety and well- being, new working arrangements, staffing levels and employee retention wasn’t addressed by the traditional metrics. Thus, creating the need for organizations to have an access to insightful and future-oriented workforce data. As reported in the 2020 special report of Deloitte “Returning to work in the future of work: Embracing purpose, potential, perspective and possibility during COVID-19”. To be able to address and shed light to emerging workforce issues. companies need to ask different questions and set different ways to measure and solve these problems.

  • Capitalizing on Work Potential – As the global pandemic exposes the need for organizations to be more fluid in addressing current and future issues. Companies need to develop questions that aims to address: Job Evolution, Future Work Readiness, Change Ability and Agility and Future Leader Readiness to be able to capitalize worker potential.
  • Tapping into the Entire Talent Ecosystem – As employees became pivotal to the survivability of companies, organizations realized that expansion of job responsibilities and multi skilling of employees is quintessential in helping their respective organizations to keep up with the demands of their stakeholders and ensure corporate survivability. Questions about workforce footprint, internal talent market health, talent ecosystem health and retention drivers are inquiries that are needed to be asked in order to successfully tap into the entire talent ecosystem.
  • Translating in Values into Action – Organizational values experienced a renewed interest. Values such as ethics, fairness and inclusivity became a focal point of discussion among companies across the globe. 69% of executive in the survey conducted by Deloitte said that the empowerment of employees to integrate the personal and professional lives were put in place most especially during the COVID – 19 crisis. Companies need to ask the right questions for values to be successfully translated into actions. Questions about workforce social contract, meaningful diversity, human capital brand and culture risk sensing must be asked in order for companies to successfully translate and implement values into action

 

Accelerating the shift to re-architecting the work

The challenges that the COVID 19 crisis brought introduced as to unique situations that reshaped and made us re-evaluate how we look at work. The importance of HR’s ability to help organization survive the crisis was pushed to the forefront. HR became the bridge between issues concerning workforce and business problems. According to the Deloitte Survey, confidence of Executives and Business Leaders in HR’s ability to navigate future changes in the next three to five years have increased. Re- architecting is how organization will be able to put into action and operationalize the reimagining of work. To successfully re-architecture, organizations will need to implement several changes on how Both HR and the company’s approach with work, teams and capabilities. The authors gave example of these changes namely:

  • Changing and shifting focus of work from outputs to outcomes
  • Embracing the re-architecture of work as an ever evolving and changing process rather than a one-time initiative.
  • Championing teams and super teams for the new ways of working
  • Identifying, cultivating and capitalizing worker potential of the workforce development
  • Leveraging on the integration of human and technological capabilities
  • Recognize and be proactive in the management of leadership and cultural implications that comes with the new ways of working.

One of the cornerstones that made us human beings successful at what we do is resilience. Resiliency in the face of adversity, the COVID 19 crisis has reshape and forced us to undergo a paradigm shift on how our respective companies will thrive into the future. In a world disrupted, work re-architecting is the key moving forward.

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The ideal way to apply for a position that we absolutely want

Author: Claudio Magnabosco | Senior Executive Search Consultant, MAGNA Executives | IPTER, Zurich Switzerland

Often, I am asked how many pages a good CV should consist of. My answer is always: It doesn’t matter for as long as the relevant information is on the first page!

To understand the right way to apply, we must understand the recruiting process: An employer is looking for the best fit to a position. The selection criteria are listed in the job description under the title: “For this job you must be/must have….” The best way to getting a job interview is to answer straight with quantitative bullet point – sentences how good you match these criteria. Many candidates make the mistake to send a general CV with all assets, experiences, and titles they are bringing. The employer should then pick out the relevant information that he/she deems as relevant. By doing this, the HR manager screening the CVs gets the impression that the candidate is a generalist with overall skills but does not possess specific knowhow to that specific job and may not be the ideal fit. Often by reading general skills and info’s, the person screening the CVs won’t be able to determine if someone is a potential candidate with a good fit: The risk is that the CV ends on the “B/C – candidates pile”. The candidate will not get an invitation to an interview.

To do a good application, it is important to recognize all relevant aspects of the job and to put oneself in the position of the employers HR – manager. Ask yourself: “who would I look for if I had to recruit someone for that position”.

Start with your relevant personal data. Put the relevant Information: Address, phone, email (sometimes it is useful to use an email address with a local ending. E.g., if you are applying for a job in Germany, use an address ending with “.de”).

In some countries it is not common to put a picture on the CV. In my country – Switzerland – CVs come with the candidate’s picture. In that case I would recommend using a picture according to the company culture: For a banker or consultant-job, use a formal dress-code for the picture. For an IT-position or an engineer, use a more smart-casual dress-code for the picture.

Under your personal data, make a subtitle – short profile. Here you will answer to all required qualifications with quantitative dimensions. So please don’t use adjectives like “good, advanced, professional….” Meaning that you use “5 years experiences in XYZ” and “3 years’ experience in ABC”. Here it is very important to use the same wording as the employer is using in the job description.

Use bullet-points to answer the requirements and to list your short profile. Typically, you’ll need 5 to 8 bullet points to list your short profile. When you do this listing, you make a synthesis of the experience during your previous career: If people-management experience is a requirement and if you had 2 previous jobs – “Job A” with 2 years people-management and “Job B” with 3 years of people-management – you will list “5 years’ experience in people-management”. On this short profile you should list: Education, relevant background, relevant experiences (in years) from previous job’s, relevant certificates and courses, languages, citizenship/working permit and/or other required criteria. All this should fit in the first page.

The following CV – pages with your previous job’s, studies, certificates, etc. can certainly have redundant information: The first page should be a short and relevant information – specific to that job.

Also write a specific motivation letter explaining who you are, why you want this job, what is your motivation and what is your USP (unique selling proposition) for this job. Please note that the motivation letter is not for listing again the information of your CV. The CV is to explain that you are the “right candidate” and the letter is to explain why you are applying. It is important to understand that the HR – manager will typically start by first screening the CVs and if the CV is a fit, she/he will read then the motivation letter.

Put an order in your application dossier. Start with a cover-page, then a motivation letter, then your CV (with your important 1st page), recommendation letters (if you have), diplomas and certificates. The aim is to open the doors for the first interview!

Follow this simple advice and you will note that you will get an invitation to your dream-job. Good luck!

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Has your approach to the feel and shape of work changed? Part 1

Author: Tristan Peralta | Managing Director, PsychApps Consultancy | IPTER Manila, Philippines As we gear towards 2 years of pandemic the Covid 19 Crisis has influenced how companies from various industries approach the feel and shape of work. It catapulted the way we work years into the future. Companies are forced to adjust their ways of working from migrating traditional work practices into the digital workspace to the emphasis of mental health and workplace well-being. In a paper by (Deloitte Global Human Capital Trends, 2021) They have identified 5 strategies into how companies transition from survive to thrive namely:

  • Designing work for well being
  • Beyond reskilling- beyond workers potential
  • Super teams
  • Governing workforce strategies
  • Accelerating the shift to re-architecting the work

Designing work for well-being – The end of work life balance. As companies transitioned from office based to working at home arrangements the demarcation between working hours and non-working hours begins to blur. Gone are the days were when we log out and go outside the working premises our work life ends and our personal life begins. Nowadays the kind of “always on” work mentality puts a toll and compromises employee well-being. Furthermore, with the lockdowns and implementations of working at home and the ever-increasing availability of communication companies can easily contact with their employees regardless of what day and time it is. Resulting to a lesser work life balance, with the former overwhelming the later. Countries are taking action in order to mitigate the effect of the “always on” working mentality to employee well- being. As an example, the “right to disconnect” a concept that initiated a 2017 French Law limiting workers to entertain phone calls and emails during non- working hours.  (Fisher, 2021). To be able for companies to integrate employee well-being into the work they must take into consideration 3 emerging priorities for companies based on the three levels – individual’s, team and organizations.

  • Individual – Organization must help employees set work and life boundaries through training and any other employee engagement initiatives. Furthermore, they must develop policies and procedure that aims to balance individual, team and company needs.
  • Team – The ability to connect to people is pivotal in achieving the teams’ collective potential. To be able to achieve these members need to be aware and honor everyone’s well-being thus creating a collaborative environment leading to collective efficiency
  • Organizations – Investing and promoting workplace well-being is not only the responsibility of company leaders but also designing and making well-being as important as any factor that affects the bottom line is quintessential in integrating employee well-being in the workplace.

Beyond reskilling- beyond workers potential Pre pandemic, organizations have reported that the primary challenge in achieving a successful organizational transformation was the inability to have the right skillset. This notion was changed when the world succumbed to the COVID-19 crisis. During the pandemic, organizations didn’t have the luxury of time in redesigning job descriptions and job requirements as well as moving employees where they are needed the most. Companies must rely on the existing workforce; Fast adjustment and redeployment of their human resource was critical to their success. In the 2021 survey conducted by Deloitte on the Global Human Capital Trends, 72% of executives have identified that the “ability of their people to adapt, reskill and assume new roles” as one of the top solutions to navigate future disruptions. Another 41% of the executives has said that upskilling, reskilling and mobility are key in building workforce capability. The transformation of the working environment rests in the organizations capacity to fully utilize its human potential. (Deloitte, 2021) has identified 3 areas namely:

  • Shift the supply and demand equation– Organizations needs to consider developing a talent marketplace that can address workforce supply and demand. Likewise, design roles that can address future problems and in return reward employees who can identify critical gaps and address them.
  • Center Workforce Planning on Potential– Organizations need to consider other alternatives aside from the traditional top-down management approach into empowering employees and tapping into their collective potential through letting employees reimagining what, how, who and where works is being done.

Furthermore, taking advantage of AI enabled technologies that can help make sense of internal and external data that will be integrated to the organization’s strategy.

  • Drive toward Real time, Dynamic Action – Collate information on workforce data that provides real time data on employee skills and encourage employees learning decisions that will benefit the employee and the organization.
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New Challenges and Opportunities in the Post – Pandemic Era

Author: Anna Shiau | Owner, Summit Manpower Co., Ltd. | IPTER T’aipei, Taipei City, Taiwan

Summit Manpower Group has been in Manpower recruitment industry for over two decades. We have engaged in the business of recruitment and placement of OFWs (Overseas  Filipino  Workers), including caregivers, manufacturing personnel, construction workers, and hospitality workers in respective industries abroad.

The Covid -19 has greatly changed our lives. In March 2020, I was forced to flee back to Taiwan from Philippines.

At that time, I thought that our operation system has to PAUSE temporarily. But I had no idea for how long until it could be restarted.

After a few months, I realized that we must RESET our marketing system. The pandemic has totally forced us to change the way the world does business.

I love to travel to see different countries and experience their culture firsthand. As a BNI member during the past five years, I have traveled to 11 countries and visited about 30 BNI chapters worldwide.

Needless to say, one to one meetings help us to listen to each other’s needs and develop trust in the relationship.

Global economy is in decline. Before the pandemic, we used to work 8 hours a day in the office. As of now, it has become much easier to work 24 hours without a limitation of meeting with a connecting party.

My teams and I turned to video chat and called our associates everywhere to conduct our business. We have saved more time for meeting with connections, without having to step into a car or onto an airplane 😃😃

OFWs work abroad for the improvement of the life of their families and provision of better education for their children. Afterwards, education is the best weapon for ending proverty and transforming children’s lives.

In addition, the demand of caregivers in aging countries, in particular after the pandemic, is growing due to acute shortages of workers. I have received appreciation comments from many employers. We really help them solve their problems, which makes our business. In 2021 and beyond, Pandemic crisis brings more and more opportunities.

花落了 門關了 都不是壞事

Trust that whatever is behind us, It is not meant for us.

“ When God closes one door, He must open another window “

From the window we can see the bigger World behind.

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“Change” is the only permanent issue that executives can count on these days.

Author: Carlos Carvalho | Managing Director | Great Power Consulting | IPTER Brazil

Executives today don’t have a real choice when it comes to being more agile and responsive; they need to respond to several „strategic drivers“ changes, including new organizational realities (e.g., leadership transitions, mergers, and acquisitions), technological innovations, and macroeconomic and political changes.

If frequent change has become a necessity for most companies, it has also become a challenging reality for executives trying to achieve their work goals.

It is unrealistic to believe that executives can measurably reduce the amount of change, as changes are often taken to improve the company’s performance in response to demands created by the external environment. But executives can reduce the impact of change and help the organization adapt better. To do this, executives need to think more strategically about change and manage their organization’s ability to operate in a continuously changing environment.

Continuous change is the reality of today’s organizations. Each change is committed to improving business performance, but each change also puts pressure on executives to adapt. Failure to relieve this pressure can mean a failure to capture the anticipated benefits due to performance losses related to the stress of change.

While most companies focus on building commitment to change – a positive attitude towards every change is acceptance of change in general – this approach fails to address the way in which changes disrupt employees‘ abilities to do their job. To sustain performance through change, executives must focus on helping employees rebuild broken capabilities. Employees need easy access to the tools, information, and people they need to do their jobs, be effective, and adapt to new structures, processes, rules, and roles. And they need the self-confidence to deal with new challenges.

As change has become a continuing business reality, new skills will be required from employees and their organizations. Change poses a significant business risk, and all parts of the organization should require new approaches to avoid undesirable losses while preserving the benefits of any ongoing transformation. But with the right preparation, executives can capture the benefits they’re striving for change.

It is essential to prepare employees and get them used to what is new and how it will be introduced into their work routine, thus ensuring that the change takes place in a positive way and brings the expected results.

To face these new challenges in your business, an important step is to learn how to effectively foster a culture of change.

Thus, I recommend seven ways to foster a culture of change in your company as follows:

  1. Form a team of agents: main actors in project leadership and management.
  2. Establish an internal communication plan: keeping employees informed is essential and ensures that the reasons for the change are clear.
  3. Manage the organizational impact of changes: identify the main impacts that will be generated and develop a mitigation plan for these impacts.
  4. Assess the level of readiness of employees to implement the change: clarity of objectives, leadership alignment, commitment, engagement, motivation and understanding of the advantages in the new context.
  5. Train employees: relevant training (the right information at the right time for the right people) for the business environment and for the new roles and responsibilities of employees.
  6. Introduce a plan to monitor the project’s progress and the implementation of the change: performance indicators and meetings to monitor the execution of actions and execution of the schedule for continuous evaluation of results.
  7. Set goals and objectives: it is important that they are in line with the company’s reality. Changes can jeopardize all productivity when they happen without programming and without the necessary preparation.

Follow the above recommendations and be sure to do all of them in a planned way, with the help of other executives in your company to really understand what and how it can be changed. Take the initiative to change the world. Let´s do a better world.

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Hiring – a no brainer?

Author: AK Menon | Managing Director, Options Executive Search | IPTER India

Trust Trevor Noah to wonder aloud why everything in America is referred to -as „Great‘, as in The Great Depression, the Great Recession, the Great Resignation?

It is so easy to over-romanticize.

As a ringside observer, I am very convinced that the we see attrition was to be expected!

Especially when the pandemic hit, most companies responded by ‚cutting costs‘ and doing it all themselves. The same „HR“ now working from home, became the Swiss Army knife, for all purposes-in the garb of talent management (talent acquisition, talent development, retention,…)

Resorting to all shortcuts. Well, recruitment wasn’t rocket science. Never too difficult to hire folks.

Even tossing a coin one got it right 50% right in the long run.

Well, the reality, as Liam Hassel articulated it so well – hiring is like a jigsaw puzzle.

„Having one piece is pretty useless – that’s hiring someone for the job right now with no more profound thought or consideration as to what might come next.

Parking technical capability to one side (let’s say that’s a given); this takes drilling down into the candidate’s natural desires and dreams. You need to understand how they see their career trajectory and open up about their career expectations beyond the current move.

At a practical level, the result of taking a longer-term view might be that the best person you interview for the job right now might not be the best person for the business over time. So, for example, candidate #2 or #3 might miss the mark on the current vacancy by centimeters but be ahead on future potential and mobility by kilometers.“

Well, it now seems so apparent. It was convenient. And a quick fix. It even fitted the square peg in the round hole in 2020 :)!

We were told back in the kindergarten -„as you sow, so shall you reap“!

Why is it a surprise now that those hires are ready to move on -to the next shiny object?

Aren’t companies -again trying to postpone the problem by making those obscene overtures, counteroffers? After all, a Wall Street Journal survey alludes that, ‚of the 50% of the professionals who accepted counteroffers, 93% left the company within 18 months!‘

Well, is it not prudent to hire right, each time, every time? Then, one has to spend less time managing or motivating them later on!

Leave it to the specialists.

Counteroffers are like band-aids. The C&B, L&D, OD, Talent Acquisition specialists all have a role to play. In the long run, it is more beneficial than merely depending on the flexibility of a generalist?

Reinforces one universal truth. Amateurs practice until they can get it right; professionals practice until they can’t get it wrong!

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Employer Branding Is the Key to Success

Author: Carol Yong  | CEO and Founder, Exquisitz Asia Pte Ltd | IPTER Singapore

Executive Search and Recruitment is an essential part of any company’s sustainable success. The key to success is Employer Branding. It comes easy for well known and established companies but it is certainly challenging for startups and companies, who have not put in efforts on Employer Value Proposition.

Very often, companies spent enormous amount of time on detailing their vision, mission and core values for their customers and how they see their companies should grow and prosper in terms of sales, profitability and business growth. However, little or no time is spent on what sort of vision, mission and values the company has to offer for their employees – rightfully, partners for success. What value does an employer bring to the table for their employee partners? This is often unspoken and there is a dead silence upon this that leads to poor talent retention impeding business sustainability.

Once companies are able to unlock this important Employer value, they are on the road to successful talent retention and sustainability. Putting equal if not more focus on giving value to employee partners will certainly bring tons of benefits – passion, resourcefulness, productivity, creativity, innovation and the list goes on.

In most companies, the marketing department’s main focus is on B2C/B2B instead of helping the HR to create meaningful stories to connect with the right candidates. Often they also don’t have the time nor the know-how to reach the target group nor is recruitment in their marketing KPI.
Employer branding is a long term plan and must be in the heart of HR strategy. Companies should prioritise building their employer brand with their team and make recruitment marketing to be a key component of their overall HR strategy. All the recruitment marketing and employer branding should be done in a way that the company differentiates from their competitors.

This is the value added given by experienced & competent Executive Search and Recruitment partners provided by Exquisitz Asia and her search partners from IPTER – International Partner Team of Executive Recruiters.

The Changing And Evolving World of Recruitment

The recruiting world has evolved over time and has been largely influenced by the following factors:

1) Political
2) Economic
3) Social
4) Technology

#1 Political : while polarisation between US and China widened, yet the world operates like one big global community. Prior to Covid pandemic, we see roles getting bigger covering cross borders. A reversal happens post pandemic where region roles are cut off due to border closures. All these have significant impact on recruitment and search competencies.

#2 Economic : It is logical to allude that recruiting opportunities are closely linked to business health of economy and of companies. Post pandemic saw a sharp decline in search. However post pandemic saw significant up climb of search requests from strong regional players from all sectors including badly impacted hospitality and retail sectors. It shows when a company is strong, it not only overcomes bad times, it will pivot to thrive to stay afloat.

#3 Social : Social media usage by all clients and candidates for recruitment and employment has steadily increased in the last 5 years. It has now become an accepted recruitment norm on facebook and Instagram. Candidates find it accepted to be reached by headhunters on whatsapp, wechat, facebook & instagram.

#4 Technology : The use of technology in recruitment will increase by leaps and bounds from job portals, assessments, search optimization to tracking analytics in the last 5 years. However, technology can never replace human connection and the tight bonds between clients and candidates with search partners. Without the latter, recruitment success is short-lived and non-sustainable. Hence search and assessment technology driven and led by trustworthy competent search partners will be the optimal approach towards talent headhunting.

The Future

The future will always be disruptive, uncertain and chaotic. Human tenacity is limitless and likewise recruitment will continue to be important and evolving. Innovative Executive Search and Recruitment by experienced and well-connected Executive Head Hunters will always be needful and relevant. Why? Talent is rare and latent. Talent will always need to be hunted.

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What are the challenges and experiences you face when looking for a job? A candidate’s perspective.

Author: Pekka Nebelung | Chief Growth Officer with Jobilla | IPTER Finland

1.What Is the Most Challenging Thing About Starting a Job Search?

I find that articulating your skills is the most challenging thing. You have to be really clear about your strengths before you start contacting employers.

2. Through Which Channels Have You Applied for Jobs Recently?

I’ve been using LinkedIn, looking at Mol.fi and other recruitment media for jobs that are open. I’ve also looked online for interesting companies and contacted them directly. The most challenging part of looking for hidden jobs is finding the right person to contact about them.

3. How Have Companies Responded to Direct Contacts?

Being active is perceived as a good thing. All the companies that have responded have been positive and I have occasionally been able to visit them to talk about job opportunities. However, I have not yet found a job I like through this process.

4. What Is Your Experience of the Traditional Job Search?

My own experience is that filling in pre-packaged job application forms is not very useful in terms of results, as they always seem to get stuck in a ghost file somewhere and you get the feeling that no one even looks at them. Filling in ready-made forms rarely results in any contact. Sometimes there are exceptions and you get a response through the form, which is of course always a positive experience.

5. If You Were Given the Opportunity to Modify Companies‘ Recruitment Processes, What Would You Change?

I would like recruiters and employers to look at job seekers as a whole, rather than getting stuck on specific things like qualifications. Many candidates may have hidden potential and skills that they didn’t even realise they hadn’t mentioned in their application. It is also important to get a response to your application, so that you are not left wondering whether you are making progress and whether your application has even been noticed.

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Does every customer need/require a specialized and personalized search?

Author: Marisol Valdez Couret  | Co-Founder and Managing Director, BIZZLINKER | IPTER Mexico

Very frequently we find companies that have job vacancies that tried to fill internally by their own means, but were not able to do so, which is why they find it necessary to hire an expert. It is at this time that the recruitment and selection companies or headhunters come into play.

It happens from time to time that one of these companies tells us: „Will you have an accountant in your pool of candidates that you can recommend for our company?“ It is there when we explain to our client that each of the searches are carried out in a personalized way since an accountant with 5 years of experience working for an accounting firm and taking the accounting of a group of companies it’s very different to an accountant with 2 years of experience that has only taken the accounting of one company; these differences can mark a variation in the salary, in the professional development that the candidate aspires, among other conditions. Each client has a different need, and it is up to each of the recruiters or headhunters to identify it to find the ideal staff that has these characteristics.

It is very important to listen carefully and team up with our clients to understand what they are looking for and guide them in case they are not very clear about it. Likewise, on some occasions we can make recommendations so that their requests are achievable, and we can find viable candidates that meet their expectations. On the other hand, when we filter candidates, we must be very careful to know how to identify the skills and knowledge of each of them and in this way see if they have the desired profile.

Below, I mention some recommendations to have a more assertive communication with our clients and obtain better results in each of our searches:

Focus: when you talk to your client, listen carefully and avoid distractions. Inquire about the context in which the professional will develop, the organizational structure, to whom they will report, if they will have subordinates, among others.

Request a job description and profile: it is recommended to have a written job description and profile, if your client does not share it with you, send him a clear format that he can complete so that you can take it as a guide. When they share it over the phone, write it down in an email and make sure your client confirms that it has been read and accepted.

Make a list of the negotiable and non-negotiable characteristics of the profile: Ask your client what is required and without it the candidate is not viable and what other characteristics enrich the profile, but if it does not have them in any way it remains an acceptable candidate.

Research: it is necessary to know the field in which the company develops, as well as its competitors so that you can do a more direct search for professionals.

Know your client’s business branding: create a list of the traits and skills that give them a competitive advantage over other companies. Check their social networks, commercial advertisements, values ​​that they project and how their clients and collaborators perceive them if possible.

Clarify doubts: Try to ask all the necessary questions to start with the search for the profile and if during the process any arises, contact your client as soon as possible.

The more information you have and understand the reason for it, you can make a more accurate search.

The end result of this careful selection process consists of finding the most suitable person for the company, something that not only benefits the companies but also the candidates, since in both cases the result has to be satisfactory.

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Video Interviews and Video Resumes – Is this the future of Recruiting?

Author: Krista Wright | Owner of Recruiting Concepts, Inc. | IPTER Canada

Remote work will continue beyond the pandemic. Perhaps not at the levels during the thick of the shutdowns in 2020 here in Canada but, we are seeing a trend with our clients that suggests that remote work will continue to be part of workforce planning for the foreseeable future.

Adapting to the new normal of recruiting virtually during the pandemic meant we needed to stay on top of the best way to keep the hiring process moving along for our candidates and clients while ensuring pandemic related safety and compliance requirements were met. Fortunately for us, we had only a short slow down period in our business due to Covid-19. By fall of 2020, we found many of our clients were eager and ready to continue to source great talent to support their business plans despite the challenges. What this meant for Recruiting Concepts was adapting; bringing in new technology to enable us to meet our clients needs in a new way.

Recorded Video Interviews:

Becoming a member of an amazing International Group of Executive Recruiters has led to some outstanding innovations in our business.

Through #IPTER we met a member in Morocco who shared with us a software tool he started using for his recruiting business, called #myInterview. We quickly saw the value of utilizing this recorded video interview tool to help us streamline and quicken the process of connecting our clients with their top talent matches using technology. Moving from coordinating in person interviews for our candidates and clients to using a tool that allowed a candidate to virtually showcase their talents and personalities in a way that was unique and personal was a game changer. What seemed like a stop gap solution to a Covid related challenge at first has figured prominently into our full hiring process and our clients absolutely love it! We give our applicants 3 questions to record themselves answering and an opportunity for retakes if required all using their phone or laptop. It’s genius.  The idea here is not to create an intimidating exercise but rather to give them an opportunity to come forward as a real person much quicker in the process of applying. Personality and communication skills can shine through.

Video Resumes:

Just yesterday, I was shown a series of videos on #TikTok that were actually job advertisements in video form! Both restaurant related businesses that featured a fun, dancing filled video that is a bit of a trend out there that looks like a random video at first but, soon you realize that it is a advertisement for a job with an easy tap to Apply Now. How fun!  How innovative.

Video resumes are not necessarily a new concept but, a very timely one indeed. I recall many years ago seeing this idea come up but, the videos were not very accessible and from my memory, didn’t really catch on. In today’s day and age, everyone has a phone with a camera and the comfort and ease in which people video themselves is mainstream. #TikTok is an entertainment platform fueling culture. It is now being used as a channel for recruitment and job discovery. I was amazed to see bright gutsy people using short videos to showcase their individual talents with the “Here’s why you should hire me” focus. I absolutely love this idea; the pandemic further secured peoples comfort being on video with Zoom/Teams/Google Meet etc. This seems like a natural progression which is exciting to see unfold. It will likely be met with some hesitance, there will be generations who will naturally gravitate to using this form of video for the purpose of hiring and being hired and those who will not.

Video is the new In Person:

We are amid a turning point when it comes to recruitment and hiring. We saw extreme shifts in how we hire because of the pandemic that will likely remain even if there is a readaptation of some of the traditional ways of hiring in person. I am seeing some real excitement with my clients who love the tools & technology we are using to support their complex hiring needs but those who want to see people in person once again, commonly towards the end of the hiring process. We are carefully paying attention to the new virus strains and protocols going on to ensure the safety of our candidates and our clients. I predict that video interviews and video resumes will be mainstream very soon. I do think there are a few of us that value the in-person component of interviewing being blended back into this new way – Nothing beats a face to face if we can all be safe! Fingers crossed!

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Are you just a number? How to stand out to get in.

Author Kim Willoughby | The Change Lab | IPTER Member, South Africa

Recruitment is a saturated game of what some might call “cat and mouse”, sometimes it’s a quick chase, and other times you could wait a long time and may get confused between who is “cat” and who is “mouse” you are part of a line up of people waiting to be asked onto the table by a prospective partner, someone with whom they can resonate and “dine” with for more than 8 hours a day and years if you are in it for the long haul.

Looking across this metaphorical chessboard can be daunting and overwhelming and can make you feel like you are, well just a number. In some cases you might be, but how do you stand out? How do you get “chosen?” this article is going to explore some tips for you to get out and stand out and well, land that ideal job that will check all your boxes in the field of career.

  1. YOU own the narrative

That’s right, YOU are in charge. YOU have a choice, YOU can apply for that position posted on a website or career portal or social media – that’s your first choice, but it’s still a choice. Going into it passively will only give you passive results. Remember, you have skills, you have experience and you may be perfect for the job. So go in from a point of power and own it. Be confident and make sure that you read that job description.

  1. Seek the seeker

Scrutinize the Job description with a fine-tooth comb, you may find that missing important details could cost you in the long run. Read through all the requirements and if they are slightly vague, do some research. A recruiter usually has their logo or contact details on the site of advertising, call them and ask for more info. Any recruiter worth their salt will tell you what you want to know and give you insight, trust me they want to place you as much as you want the job.

  1. Update you resume

There is nothing more disappointing to a recruiter than looking through an 8-page resume that does not remotely match the job advertised. Now I am not saying lie, but watch the language you use when writing a CV so that it attracts the reader to you and your brand. Remember they would only have seen you on paper – make sure that you stand out. A good professional photograph is great and a short description of yourself will go a long way.

I have come across some smart resumes that speak to the digital age and for some positions, It works well how about sending a short video of yourself to the recruiter, especially if you are applying for a role that requires you to speak to people and present?

Graphic designer? – Then show us your stuff in your well created different looking CV

Accountant – tell us about the many checks and balances you can make in a company by showing us what you are all about with a short smart description of your expertise

  1. Persistence persistence persistence

If this is the job you want, and if this is where you see your career, then don’t give up. Be careful with persistence though, because there is a fine line between being a persistent go-getter and an annoying daily call, but this “cat and mouse” game requires you to stand out of a huge crowd, get noticed, and still be the consummate professional you have to be.

So, how can you be persistent and not annoying? Doing follow-up every day doesn’t indicate that you have gumption or passion; give respect to a person’s time. The common rule of pursuing or following up is to give at least one week before sending a reminder. Doing follow-ups daily can come off as annoying. Start with an email or phone call every week, and then switch to waiting a little longer.

In summary, are you a number? , Yes and that is only because the recruitment game is a saturated one of “cat and mouse”, we chase clients for YOU we look for the best place for YOU to work, think of us as your career concierge, having said that, the odds, unfortunately, are usually stacked against the job seeker simply because of there is more demand than supply in these very trying times. So if you are a number I say be NUMBER 1.

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The meaning of the personal brand of the manager and personnel specialist in attraction of personnel

Autor: Inga Daliba I Owner of DarbaGuru I IPTER Latvia

If we speak of the matter of human resources, the power to attract and, unfortunately, also repel a particular personality is much stronger than a finely developed company logo, a thought-out job advertisement or a carefully chosen ad publishing platform. In particular, the personal brands of the manager and key people, including the personnel specialist, should be especially carefully considered in compact companies, where daily interaction between colleagues is very close, as well as in regions where available personnel resources are very limited.

Further, I will highlight several aspects and examples of personal branding or purposeful creation of own public image, which are especially important for attraction and retention of personnel.

  1. Visibility and easiness of finding

Can a potential employee, having opened the company’s website or googled the company’s name and the name and surname of the manager or personnel manager, “see the faces” of these persons and read their professional story, their qualifications and background, read interviews, opinion papers or opinion videos, blogs? Is this manager and personnel specialist visible in real and online environment, would you like to communicate with them during a break at a conference or workshop, invite them to join your social media profile contacts or write them a letter, for example, on LinkedIn.

Just as an employer checks information about a potential employee on the internet, so does a job seeker – looks for information about a company or a person who has addressed them on behalf of that company. I invite you to audit the visibility and easiness of finding the key people of your company by typing their names and surnames in search engines and checking what and how professional and high-quality information is reflected in the search results. The employer’s image of the company and the public image of the key people are closely related.

  1. Availability

The next aspect that should definitely be evaluated for the process of finding new employees to be as successful as possible is the availability of responsible specialists to candidates. An impersonal info e-mail in a job advertisement does not indicate anything good about the company’s culture, or at least does not indicate that the next person in the team is really welcome. The candidate must clearly understand ​​which person in the company they can address with questions about job opportunities – is it the company manager themselves, or a specific personnel specialist, or a specific recruiter of the recruitment company representing this employer.

In the modern era of fast information exchange, it is worth to consider whether e-mail is the only possibility to receive applications and answer the questions of candidates. Maybe the selection process and communication with candidates can be fully transferred to social media messaging tools (Facebook Messenger, LinkedIn Messenger) or instant messaging tools (WhatsApp, Slack, etc.).

  1. Positioning and own story

Do you wonder does your circle of contacts clearly know what you are doing and what is your current actuality? Sometimes the right team member or partner is right next to you, but we don’t even notice it.

Tell about your occupation, about your unique field, about what is different from other market players and from other industry professionals. What is your as a personnel specialist’s mission in this company? What do you want to achieve with your activities? Why are you doing what you are currently doing? Tell personally – use „I“. This will create credibility for you and the company you work in.

  1. Reputation

The matter of reputation is critical in personnel attraction.

Reputation in the eyes of candidates is raised by:

  • professional and consistent communication;
  • publishing high-quality and true information on social media;
  • expressing opinions and sharing advice, recommendations, important information;
  • public recommendations, for example, on the LinkedIn profile, from line managers, customers, candidates, company employees;
  • positivism and openness;
  • clear professional goals, values ​​and mission.
  1. Long-term thinking

Long-term processes can only be built if based in quality. Both the company manager and the personnel specialist must constantly strive to improve the skills necessary to those working in a “person-to-person” model on a daily basis. These are leadership, flexibility, openness, positivism, skill of life-long learning, public speaking, dress style, body language, provision of feedback, positioning, networking and storytelling skills, empathy and critical thinking.

I would like to wish the companies to not be afraid to grow and help to develop strong personal brands within organizations, within a team, because they gather purposeful professionals around them and thus help the company grow and develop.

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Development of the company’s most important resource

Author: Ole Buch, Owner and CEO Ɩ 100 PLUS consultancy Ɩ IPTER partner in Denmark

Employees are most often a company’s most important resource.

Retaining skilled and committed managers and employees should therefore by a strategic task. The task should be given at least as much attention as the task of acquiring new customers. If you do not have the right employees, you will not get the right customers either.

Two questions are crucial for whether the skilled employee choose to continue his/hers career in your company:

Is the management visionary, and does it understand how to create enthusiasm around the vision?

Do my personal and professional development opportunities here live up to my expectations?

You need to develop your employees so well that they can leave you – and treat them so well that they do not.

Before deciding to approach an employee to correct him/her, or even to dismiss him/her, the manager should ask himself these four questions:

  • Am I a role model? The employees should be proud of their manager.
  • Do I insult my employees by not challenging them enough? Your employees are potential world champions.
  • Am I capable of showing a personal interest in each of my employees? The employees expect this.
  • Do I provide security for my employees? The employees need security to achieve top results.

In English we have another word for management: Leadership. A ship is something with direction, with destination, with teamwork, with movement and with correction of the course.

Analysis show that the skilled mid-level managers leave companies who do not have a clear direction, a clear and strong vision.

The skilled mid-level manager wants to know if he is using his time and competences at the right place and on the right mission. Does being here increase my value on the job market? Am I in motion here?

The vision of the company must be strong and meaning full. It must be possible for the employee to see how he/she can help the company in the direction stipulated in the vision.

Or with a military expression: The vison tells the soldiers why they must go to war!

Do you ever wonder if your most talented employees get enough challenges and opportunities with you? Are you aware that this is what they expect from you? Many companies write in job advertisements that here you can achieve personal and professional development. But in many companies, the use of HR resources is not based on knowledge of the individual manager’s and employee’s real potential. Because you do not know it. Analysis of the latent abilities in your staff will give you a development plan which will increase the outcome of the wages. Simple as that.

Development of a company’s employee resources should be done through visionary planning and action, which is based on serious analysis of status and potential. Both by the individual person and by the teams that have been established.

This achieves two essential things: Optimal utilisation of the HR investment, as well as personal and motivating development plans that the individual feels involved in. In this way, you can raise your employees‘ competences and loyalty to a level above the competitors.

Training in e.g. sales or leadership will increase the value of the employees, both for the company and for the employees. Therefor it is extremely good business to currently have training programmes running.

In many cases, it will be a good idea to involve an external trainer and coach in the analysis and development processes. Among other things, it will add new inspiration to the organisation.

Steve Jobs put it this way: “It does not make sense to hire smart people and then tell them what to do; we hire smart people so they can tell us what to do.”

Change behaviour and way of thinking and become your industry’s favourite workplace!

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Passive Candidates – Why Are They So Important?

Author: Rafał Jędrzejewski | Partner / CEO, Executive & Friends | IPTER Poland

The following years in recruitment only confirm my conviction that it is particularly important for the recruiter to look at the market through the eyes of the Client. Even if the ideas and concepts differ, The Client’s perspective should be the one to start from and to focus on. Of course, I mainly mean recruiters working in consulting companies. On the other hand, the internal recruiter will certainly not be hurt by adopting the perspective of her or his internal Client as well.

At the same time, I would like to emphasize that it is difficult to define success in recruitment differently than mutual satisfaction of the Candidate and the Client, coming from establishing cooperation. Full success is rather a matter of 2-3 years of satisfaction in this respect. Especially many years of practicing this profession lead to such an approach, going further than the mere completion of one or the other recruitment processes. Nevertheless, the rest of the article will specifically show the point of view of employers whose interests are (hopefully) represented by recruiters.

Covid has changed quite a bit, but still most of the Candidates truly interesting for the Client are not active on the labor market. Before the pandemic, estimates and analyzes showed that the number of active people was up to 25%, compared to 75% who do not show any activity. Passive Candidates do not browse offers, do not send CV’s, do not register in databases or portals, or at least do not update their data there, do not follow the career pages of the employers. Could this proportion have changed significantly recently? Certainly not.

Why not? That’s true that larger number of people is available on the market due to regorganisations, company downsizing etc. Several employers overeacted when market slowdown occured. However, at the same time, employed potential Candidates are much more hesitating to consider change. They assume that this is the worst period to move, due to high degree of uncertainty. Those two phenomenons balance each other. Finally, the situation on the labour market, on the supply side, is not that different from the past.

Nethertheless, research data show one more important number – 52% of passive Candidates are ready to consider other career options, if they are made aware of them. It also means, following simple arithmetic, that there is a large group of potential Candidates who are passive and unavailable in the standard way, via ads, portals, databases etc. I believe that for both employers and recruiters it should be a key priority to reach them.

For some recruiters, the above news is good. Under the condition that they have the skills and tools to directly reach the right people. This means that they can provide greater value to several employers. Beyond making job ads or searching databases full of records. Direct search, direct approach, direct communication with the Candidates make difference. Even if it’s the hardest, winding, sometimes ungrateful path, it often leads to the most suitable people.

Therefore, it is not surprising that the technology that is changing the recruitment world more and more also aspires to play an increasingly important role in reaching people who are not looking for a new job. Some of them have achievements and measurable successes, and that is why they are the most interesting for potential future employers. It would be good to choose recruitment methods, which at least give a chance of including this target group. I would recommend both employers and recruiters to have eyes open for evolving recruitment concepts and tools.

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“Must have“ as Executive Recruiter

Author: Catherin Aulas, Altemis

After more than 15 years as an Executive Recruiter, looking for the rare gem for my clients, and often acting „like a firefighter“ solicited when the company has tried everything to find the ideal manager, I recently wondered why I like this job so much!

Because I’m always very excited about a new recruitment project, this challenge to look for a needle in a haystack. I feed on the history of my clients as company, its values, its culture. I need to understand who they are, what is the strategy behind the recruitment, what kind of profile do they expect, or do they dream?  Starting from a blank page, I ask to visit offices and production plants, to meet individually key decision makers involved in the process (CEO, HR, hiring manager…) to centralize plenty of information and to get the full picture of the skills expectations. My objective is to go out from the company, wearing its logo shirt as if I am an employee, and then, become a good ambassador.

Because I simply love people and discovering their professional journey!

I feed on the professional history of these people I meet. I like to detect what makes them unique in their professional journey which will correspond to my clients’ needs. I love to perceive the birth of interest, the spark in the eyes of these candidates who, initially passive, become, once the opportunity presented, truly receptive candidates.

They go from „tell me more“ jaded and flattered to have been approached by a headhunter to „yes, I want to meet with your client, present my profile!“ and who are already projecting themselves into a new professional challenge, and then, I become their best ally and friend!

After dozens and dozens of recruitments and a thousand anecdotes, this is what I learnt about the soft skills that you must have in mind as a Recruiter:

  • Listen and have a sincere interest in your interlocutor,
  • Be rigorous and consistent and analyze the information you receive objectively,
  • Be honest with the candidates and learn how to tell them “NO“

If you know that you are going to give a ’no‘ to a candidate, tell them why – transparency is essential. Don’t let them wait and hope for a positive response. Be in tune with your position as recruiter, candidates will be grateful for your frankness and will remain open to other opportunities that you may offer to them. Close the window, not the door!

  • Be kind, being a candidate is not a profession!

When we introduce ourselves, we say: I am Engineer, Sales Manager, Financial Controller, Managing Director…never, I am an applicant. Everyone has a great story to tell but not everyone knows how to tell it. Help the candidates you present to structure their speech and prepare them to meet your clients.

  • Be demanding!

Prefer quality than quantity even if it takes longer! Do not run after thousands of resumes, just find the right one. The important thing is not to present CANDIDATES to your clients but THE right candidate!

Finally, be proud of yourself. Looking for the 5-legged sheep is difficult and finding it brings immense satisfaction! You make 2 happy people, your client who will certainly become more efficient and your candidate who will start a new professional chapter thanks to a call, one day.  Educate your client and be considered as partner, not provider! The most powerful resource internally is your people.

Let your client understand that the first recruitment they must achieve is the one of their recruiter !

I recently read in an article:

“ In recruitment, the magic tool does not exist, the only tool that matters is your brain, never turn it off! “

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 How to apply to a headhunter?

Article contributor: Dietmar Eis | PersonalAG® | IPTER member, Bielefeld, Germany

The headhunter is the liaison between the client company and the candidate. He often works for his clients on a long-term basis and knows the decision-makers, the company internals and the corporate and management culture. Therefore, he or she can quickly assess whether the applicant fits the job posting based on the applicant documents sent to him or her.

In over ten years of working as a recruiter, I have had the privilege of reading and evaluating hundreds of resumes. In my opinion, applicants should keep the following in mind:

The application to the headhunter should consist of three components: the letter of motivation, the CV and work references.

a) Cover letter / motivational letter

The cover letter is not mandatory, as the most important information should be listed in the resume. However, it is important for the headhunter to know the applicant’s desired salary or salary range in order to clarify whether these are compatible with the job offer. Furthermore, information about the availability/termination period and the motivation to change, why this company in particular should be considered as a future employer, should not be missing. The applicant should ask himself how close the position is to his ideal. Only if the position offered is identical to the ideal position should he or she apply and invest time and effort in the application process.

b) Resume/CV

The curriculum vitae should imperatively contain: Address, date of birth, photo, marital status, professional experience, education, language skills, computer skills, further education, private commitment and interests. A list of self-evident facts should be avoided. A curriculum vitae should be without gaps. If there are gaps, they should be explained. The most recent work experience or education should be placed at the beginning.

The resume should have page numbering and contact information in the footer.

For the stages in the professional life, the activities performed, the area of responsibility and competencies should be mentioned and furthermore with which results/successes the positions were filled and which measures and, in the case of managers, which management style were used, e.g.

  • Sales manager: Sales increases through introduction of new products, contribution margin increases, number of employees,
  • Purchase manager: price reductions achieved, out of stock decisively reduced, quality improved through supplier audits
  • Production manager: error rate reduced, set-up times shortened, sick days reduced

c) Work references
The job references can once again complement the CV, describe the activities in more detail and describe the personality and work behavior.

Form:
The resume should be sent to the headhunter as a Word document or editable PDF. He will not simply forward the documents to his client, but will edit them.

With a meaningful resume, the recruiter will quickly be able to get a qualified overall picture of the candidate and the next step of an in-depth phone call and/or an online interview will definitely follow. After that, the headhunter converts the documents and impressions sent to him into a comparable format and presents the candidate to his client. That’s the goal!

The advantage for the applicants is that it is not an unsolicited application but the client of the headhunter is really looking for competent staff and due to the pre-selection of the experienced headhunter the requirement profiles of the presented candidates are easily comparable for the client so that for the client and the applicant the interviews are crowned with high chances of success.

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Inclusion is a choreographed team dance

Author: Liisa Tapanainen | Senior Consultant of Talente Consulting |IPTER Finland

There is a clear need to increase inclusion in organizations and there are studies which show that teams who practice diversity and inclusion in action are the most successful. As diversity and inclusion go hand in hand, we need both diversity and inclusion to get different perspectives, to learn from each other, to solve problems together and to understand customer behavior. Our customers are all over the world today and to understand the global customer needs, companies need to have people with different cultural backgrounds, people who can communicate accordingly, and can solve problems effectively. The same solution may not work for all clients and in all cultures, and we might need to communicate differently with our clients in different markets. We can also see, and we definitely want to learn, how some industries have successfully solved problems and are serving customers in a way, that could easily be applied to other industries with a twist.

Many companies have already included diversity in their HR strategy, and they are “ticking the box” for these factors in recruitment: age, gender, ethnicity, religion, cultural background, disability etc. But should diversity be seen much broader, to include knowledge from different industries, educational background and different personality in teams. The recruiting strategy plays an important role in creating diversity, but it is not enough if the company culture is not accepting and valuing this through action. People will not stay with the company if they do not feel safe, accepted and valued.

According to Verna Myers, “Diversity is being invited to the party. Inclusion is being asked to dance” highlights the acceptance and inclusion in the team.

Inclusion is challenging as it requires creation of psychological safety in the whole organization, where diverse views can be expressed freely, without fear. Celebrating the differences; encouraging open communication; valuing unique perspectives and ideas; and understanding the
value of those quite difficult discussions where you are challenged. We do not always have a full understanding of why other people think the way they do, but as long as we respect their thoughts and are open for dialogue, there is an opportunity to learn and create something new together.

Top performing individuals do not create success alone. It is all about teamwork, and how well we collaborate with each other. Let’s invite diversity for a team dance! The steps may change all the time, but if we learn to listen to our dance partners, understand their different perspectives (and live in action that none are “stupid”), we move to inclusion. We start to create success together, a new choreography which we would never have been able to create alone.

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Recruitment – why sifting CVs is a waste of time and rarely finds the best candidates

Author: Nik Plevan | Founder and CEO of eTalent |IPTER Scotland

In a sales meeting recently, I met a very capable and professional HR manager of a local further education college, let’s call him Mr Smith. My intention was to promote our eTalent recruitment screening system which helps companies select the most suitable people for interview by automatically generating a ranked candidate short-list using a psychometric assessment.

Unfortunately, it quickly became apparent that I was unlikely to make a sale that day. Mr Smith explained that he was in the process of introducing what sounded like an “all singing and dancing” recruitment system with all sorts of sexy features, some of which I could only dream about!  Apparently, applicants’ details and CVs are stored centrally by this system, not just for this college, but for several others in the local area.  Then, when a vacancy presents itself, the HR manager selects relevant “keywords” that he wants to see in the CV and – hey presto! – the system automatically produces a shortlist of candidates who meet the criteria, ranked in order of best fit.

Doesn’t that sound great?

Well, yes it does, apart from one problem: it doesn’t work very well. Let me explain.

Mr Smith gave me an example of how well the system worked. Apparently he had recently filled a vacancy for an admin post using this very system. He identified the skills and experience he needed from the perfect applicant, produced his “keywords” and the system duly produced a ranked short-list. He then invited the top five short-listed candidates for interview and spent a minimum of one hour with each of them.

At the end of the process, he had made his decision, but that person was the least suitable according to his system. It seems that the others were either not very personable, or their skills had been over-stated in their CVs, or they had turned out to be unsuitable in some other way. Frustratingly, one of the other candidates, also unsuitable for other reasons, actually turned out to live too far away and would not have taken the job had it been offered to her.

So I asked him whether he was happy with the way the system had performed.

“Oh, yes,” he said, “the way the system was able to search through thousands of CVs and identify those with the skills I needed was just fantastic. And I can even compare two candidates by simply dragging and dropping their records on the screen. It’s just brilliant! And…”

“Yes, I can see how clever it is, and some of those features are just mind-blowing, aren’t they” I replied. “But, tell me, what was it that made you choose the particular candidate that actually got the job?”

“Ah, she was very good. She has most of the skills we are looking for. A good knowledge of Microsoft Office is a must for us, and we also use Microsoft Project quite frequently, so that’s essential too, but it was the way she behaved during the interview that clinched it.”

“What do you mean?”

“Well, we really need people who don’t get flustered and can cope with juggling several balls in the air at the same time – she’ll have to work for a team of people and cope with the conflicting demands of several members of staff will be tricky. But she’ll also have to deal with the public so she has to be friendly and approachable too. And then there’s the preparation of the monthly reports – lots of figures, tables, graphs – we can’t afford to get those wrong when we present them to the management committee!”

“Yes, yes, I can see that. Does your system have any way of identifying the soft skills of applicants? I mean, from what you say, the right set of soft skills seems to be an absolute must in this job.”

“Ehrr, no, it doesn’t.”

“But, in any case, she has all the hard skills you needed, so at least you can be safe knowing that she’ll be able to handle all the IT stuff without getting into difficulties.”

Mr Smith was beginning to look less pleased with his system.

“Well, actually, no. She’s the perfect candidate for the job alright, but her knowledge of Microsoft Project isn’t very good, so we’re sending her on a course next week.”

“I see” I said. Not seeing at all to be honest, and neither did he.

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10 Tips to Onboard a Team for Virtual Work

Author: Diana Blazaitiene | Owner of Soprana International Personnel |IPTER Lithunia

Productivity, commitment, and retention are all boosted by an innovative onboarding program for the online team. With the lack of workplace visits, staff drinks, gift cards, and encounters with new colleagues, managers must find ways to make recruits feel comfortable and enthusiastic. As many organizations are trying to figure out how to build a virtual onboarding program, we came up with the 10 best strategies that could improve the welcoming process of new employees even when they have not had an opportunity to meet management in person.

As new hires begin working online with a team, the company requires creative and inventive approaches to prepare and integrate them. It’s critical to ensure that the systems are well-organized when bringing on new hires and to keep all paperwork up to date, but it’s especially important when training remote staff.

  1.  Make sure to adjust your orientation and training plan

Develop your data flow so that you provide the most important information to your recruit right away, but don’t confuse them by revealing it all at once. Note that you should gradually provide them details over their first few weeks at your company. You must establish a coordinated procedure to onboard a virtual worker, even more so than for traditional in-person training. This is true not only for the workers‘ first day of work but also for any precheck or continuing events you arrange for them.

  1. Encourage workers to communicate and ask questions

Traditionally, a boss will swing by a new hire’s desk regularly to check how the process is going. Executives today instead communicate with their employees via email, text, and web conferencing. No matter how you’re connecting with new staff, the interpersonal aspect of communication should be addressed. Humans feel uncomfortable in unfamiliar circumstances. A recruit will experience the same insecurity as a student experiencing a new school change might, asking: „How can I build relationships when all these people have already known each other for a long time?“ A successful onboarding system will calm nerves and assure fears.

  1. Build a connection with new workers before onboarding

Managers should meet with recruits often from the moment they agree to their job offer.  Companies should consider increasing the pace of these interactions as we transition to online training, build comprehensive plans, and attempt to be as simple and clear in communication as possible to prepare employees for the actual onboarding sessions.

  1. First day = First video

So far, the closest option to a real-life meeting is a video conference. So, the best solution is to use simultaneous video conferencing for first-day training so there can be plenty of time for questions and multiple contacts. Always remember to schedule regular breaks. Since you won’t be in the same physical environment as the recruits, it’ll be more difficult to detect facial signals that indicate when they’re about to gloss over or need to get a coffee to refresh and reset.

  1. Provide workers with all needed equipment and software in advance

If your company provides employee’s laptops or other devices for work, be prepared to ship them to their homes and provide instructions on how to install all needed programs ahead of time. Also, prepare in advance all credentials and logins, so everyone would be able to connect to the company’s system even before the first day of onboarding. By doing this you can save the time of installing the software and go directly to training.

  1. Keep workers engaged and check how are they feeling during the meeting

„Zoom exhaustion“ is real.  It’s the effect after extensively being on online platforms.  We need to quickly realize what we as employers, will have to do to maintain employees are involved in the process of onboarding. It is easy to lose attention during long online meetings and especially depending on the number of distractions that we have around us. As a manager, try to ask questions frequently to check on workers and prepare some additional time for unexpected „recharge“ breaks.

  1. Promote the company’s values

A good organization must have a community founded around a collection of deeply held and commonly expressed values backed up by policy and framework. Three incidents occur when a firm’s culture is established: Workers are informed of how senior leadership expects them to behave in any case, they accept that the expected response is the correct one, and they are aware that upholding the organization’s principles is respected.

  1. Create a checklist

Through the first period of working, all recruits should be given a checklist of activities to accomplish at their own rate. Those tasks are filled with background data that will give them a comprehensive understanding of a company, namely details on the website, various divisions, and the firm’s background.

  1. Establish a Buddy program

A Buddy is a knowledgeable and committed group member who is well-versed in the workplace setting. They can devote time, be available, and collaborate with and support the new hire during their first few months of employment.

To give an additional layer of peer reinforcement and support to incoming workers, you may consider connecting all of the recruits with a current employee volunteer, possibly from a separate team or department. Colleague/Buddies will help recruits with non-position-related cultural issues, like taking them on a facility tour, presenting them to other workers and so much more!

  1. Help teams organize online coffee breaks

Since new hires won’t be visiting the workplace or greeting people in person due to online onboarding, look for other ways to recreate that experience. Ask recruiting leaders to put together a list of individuals for whom a new employee may have simulated coffee chats. This usually covers their entire staff and any cross-functional colleagues they may interact with daily. Employees can have a virtual coffee meeting and a friendly conversation with other incoming workers or the ones who already have been working for some time. This activity boosts team spirit as well as helps new hires adjust to the working environment faster.

Although online onboarding is a new concept for the majority of businesses, some well-known firms, such as Dell and Marriott, have been doing it for years and have figured out their paths to growth. Developing an interactive onboarding template helps you prepare every phase of the training and gives new virtual workers special moments. Participation, acquisition, and talent management will all improve for companies that master their onboarding process. Engaging the staff to go above and beyond to make recruits feel accepted and respected is almost a guarantee to transform each new hire into active business representatives.

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Lazy or outdated interviewing – is that you?

Author: Dan McKeown | Managing Partner of Venture Recruitment |IPTER Ireland

Most successful companies will accept the statement: “Your people are your most important asset.”

The better ones will then try and act on that statement by implementing best practice into talent attraction, employee development, staff wellbeing, benefits and flexible working conditions. Attracting the best talent you can is not an easy proposition. It takes the most-difficult to attain aspect of business – consistency!

Consistency in delivering all of the above human resource elements to your current staff, partnering with the right recruitment professionals and H.R consultants while delivering that consistent message of who you are, what you stand for, what your best at, and where you wish to be in the future, to any prospective employees.

Like I said, no mean feat…

You will need to engage your target candidates across a range of media; keep working on your branding and advertise vacancies with details including description of your company culture, team focuses and vision for the future. Once you have attracted potentially appropriate candidates, then begins the dreaded interview process! Only dreaded if your business has no plan or preparation in place.

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Before interviews take place, the business needs to think about and make decisions on the following:

  • Who will conduct the interviews at various stages, and why?
  • Have they received training on conducting a positive and engaging discovery-based interview?
  •  Have they received training on subconscious bias?
  • How do you want the interview to flow – who will ask what and when?
  • Do they need any tools to interview the candidates and have they received training on those?
  • What format will the interviews take place in – office, video, phone – and why?
  • How long should the process ideally take?
  • Who will deliver feedback to candidates and when?
  • Have you received sign off on remuneration and is there scope for negotiation?

Once interview training incorporating these elements takes place it gives the interviewers more confidence in the process; it allows them more freedom to make decisions instead of procrastinating; and it gives a positive and professional impression to the candidates.

Remember – Interviewing is a two-way street. Candidates must like what they hear and how it is delivered as much as you, the employer. This is even more at stake in the current race for talent in many qualified fields.

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Is it recruitment, executive search, personnel management, or talent acquisition? Why does it keep changing and what does it mean?

Article contributor: Casey Gilfillan | AMS Practice Managements | IPTER member, Boston, USA

The center of excellence of recruitment has evolved over time. Executive search and recruitment are terms that are familiar to individuals outside the industry but they do not provide justice to the work that our teams put into projects on a daily basis. The reason for the evolution to talent acquisition or people finder is because our scope of work goes far beyond the applicant, it goes into the chase and reward for finding the right individual for the right team.

I have been a practitioner in the recruitment space since 2004. I did not know then that there were layers outside of the world (or realm) of recruitment. When I began my career I was a full-cycle recruiter; in my day to day I reviewed applications and brought those applicants into the process of recruitment. As I grew in this role, I recognized the need to go beyond applications for certain markets and began conducting cold calls. This was my first exposure to talent research. This exercise was not frequent because of the company’s brand recognition. I realized that the coaching and feedback relationship with my hiring managers (that diplomacy is a talent in and of itself) and the researching for candidates was the connections that meant the most to me. It is not just a search or a candidate, it is the foundation built on a connection that will create a successful assimilation for both parties.

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What I am now is a talent scout, an entrepreneur and a relationship builder. We are the unicorn chaser. I am searching and researching through the depths of networking and social media sites to find that gem, the one that no one else could find. It is some of the most rewarding work because we are impacting multiple lives in each placement. Our world gets that much bigger each time we connect with a client or candidate and my partners at IPTER have allowed that world to grow exponentially with cross-border collaboration. So when someone in talent acquisition provides alternatives when you say recruiter, personnel management or executive search, the work being done behind the scenes far exceeds the transaction those labels imply.

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