The interview question “Why should I hire you?” has been a standard query for employers. To answer this question, prepare thoroughly for the interview and connect your skill set and ambition to the employer’s goals.
Because Great Interviewers Are Made, Not Born: The Key to Hiring SuccessBizLibrary
The document summarizes an online presentation about training interviewers. It includes:
1) The presentation discusses the importance of structuring interviews and using competency-based behavioral questions to improve predictive validity and reduce hiring mistakes and bias.
2) Interviewers can be trained on conducting effective blended behavioral interviews, including eliciting complete behavioral responses, evaluating responses, and following a professional process.
3) The best way to learn interviewing skills is through short, bite-sized e-learning modules that can be applied directly to practice and complement on-the-job learning and coaching.
The document discusses essential skills for the 21st century workplace. It identifies key skills like reading, document use, numeracy, communication, critical thinking, working with others, computer literacy, and continuous learning. It emphasizes that these skills are more important now than basic skills from the past like reading, writing and arithmetic. The document provides details on each skill area and advises conducting a self-audit to identify gaps and set goals for acquiring skills to succeed in today's workplace.
Employee Life Cycle In hrm PowerPoint Presentation SlidesSlideTeam
Keep your audience glued to their seats with professionally designed PPT slides. This deck comprises of total of thirtyone slides. It has PPT templates with creative visuals and well researched content. Not just this, our PowerPoint professionals have crafted this deck with appropriate diagrams, layouts, icons, graphs, charts and more. This content ready presentation deck is fully editable. Just click the DOWNLOAD button below. Change the colour, text and font size. You can also modify the content as per your need. Get access to this well crafted complete deck presentation and leave your audience stunned.
HR Transformation-HR Business Partnering - Services HRBP-Consulting 03 2013Sabena Aerospace
Our website is under construction and will be launched soon. Would you like to know more about our HRBP-Consulting services, have a look at the ppt presentation.
Don't hesitate to contact us to better understand your HR business needs and design your customized HR solution.
Recruiting has evolved due to technological innovations and candidate expectations and so should your measurement practices. From employer branding and recruitment marketing to social recruiting and sourcing, recruiting activity these days generates an immense amount of data. But gathering and analyzing this data is a full-time job – and recruiters already have their hands full with managing endless req loads, as well as the needs of candidates and hiring managers.
However, a growing number of organizations are leveraging insights derived from more robust analytics and measurement practices, and outperforming their peers. In this webinar, Will Staney, Founder and Principal Consultant at Proactive Talent Strategies, LLC and Kyle Lagunas, Founder and Principal Analyst at Lighthouse Research & Advisory will examine key practices emerging in data-driven recruiting, showcase their research, and spotlight examples of these practices at work today.
We’ll be covering the following topics:
The Evolution of Recruiting
Social media and consumer technologies have changed candidate expectations and the way we attract talent.
Defining Data-Driven Recruiting
What does “data-driven recruiting” mean?
Metrics, Measurement & Analysis
How are top talent leaders measuring the effectiveness of their talent attraction efforts? We’ll look at the research.
Cool Tools & Applications
Technology driving the industry forward that both
How to Prepare for a Behavioral InterviewCyndi McCabe
The document provides information on behavioral-based interviewing. It explains that behavioral-based interviews are based on the premise that past behavior predicts future success. Interviewers ask competency questions to get examples of how candidates have demonstrated important skills in prior situations. Candidates should prepare by studying the job description, thinking of examples that demonstrate the needed skills, and practicing answering competency questions using the STAR response format of describing the situation, action, and result. Interviewers evaluate responses based on factors like effectiveness and impact.
The document provides an overview of hard skills and soft skills. It defines hard skills as tangible, measurable skills specific to a career like programming or accounting. Soft skills are less definable interpersonal abilities like communication, leadership, and problem-solving.
The document then lists and describes 10 important soft skills for self-management: growth mindset, self-awareness, emotion regulation, self-confidence, stress management, resilience, forgiveness, perseverance, patience, and perceptiveness. It also outlines 20 key people skills including communication, teamwork, relationship-building, presentation, and management abilities. Developing both hard technical skills and soft interpersonal skills are important for career success.
This document discusses trends that are reshaping the future of HR and the need for new HR operating models. It identifies several emerging models like lean HR, professional services, just-in-time HR, and federated/decentralized models that proliferate based on an organization's business needs related to optimization, customer intimacy, and agility. Executives believe transforming operating models to be more agile and responsive is important. The document questions whether current HR models are effective given business trends and poses questions around disbanding traditional models and adopting new innovations through digital technologies.
Because Great Interviewers Are Made, Not Born: The Key to Hiring SuccessBizLibrary
The document summarizes an online presentation about training interviewers. It includes:
1) The presentation discusses the importance of structuring interviews and using competency-based behavioral questions to improve predictive validity and reduce hiring mistakes and bias.
2) Interviewers can be trained on conducting effective blended behavioral interviews, including eliciting complete behavioral responses, evaluating responses, and following a professional process.
3) The best way to learn interviewing skills is through short, bite-sized e-learning modules that can be applied directly to practice and complement on-the-job learning and coaching.
The document discusses essential skills for the 21st century workplace. It identifies key skills like reading, document use, numeracy, communication, critical thinking, working with others, computer literacy, and continuous learning. It emphasizes that these skills are more important now than basic skills from the past like reading, writing and arithmetic. The document provides details on each skill area and advises conducting a self-audit to identify gaps and set goals for acquiring skills to succeed in today's workplace.
Employee Life Cycle In hrm PowerPoint Presentation SlidesSlideTeam
Keep your audience glued to their seats with professionally designed PPT slides. This deck comprises of total of thirtyone slides. It has PPT templates with creative visuals and well researched content. Not just this, our PowerPoint professionals have crafted this deck with appropriate diagrams, layouts, icons, graphs, charts and more. This content ready presentation deck is fully editable. Just click the DOWNLOAD button below. Change the colour, text and font size. You can also modify the content as per your need. Get access to this well crafted complete deck presentation and leave your audience stunned.
HR Transformation-HR Business Partnering - Services HRBP-Consulting 03 2013Sabena Aerospace
Our website is under construction and will be launched soon. Would you like to know more about our HRBP-Consulting services, have a look at the ppt presentation.
Don't hesitate to contact us to better understand your HR business needs and design your customized HR solution.
Recruiting has evolved due to technological innovations and candidate expectations and so should your measurement practices. From employer branding and recruitment marketing to social recruiting and sourcing, recruiting activity these days generates an immense amount of data. But gathering and analyzing this data is a full-time job – and recruiters already have their hands full with managing endless req loads, as well as the needs of candidates and hiring managers.
However, a growing number of organizations are leveraging insights derived from more robust analytics and measurement practices, and outperforming their peers. In this webinar, Will Staney, Founder and Principal Consultant at Proactive Talent Strategies, LLC and Kyle Lagunas, Founder and Principal Analyst at Lighthouse Research & Advisory will examine key practices emerging in data-driven recruiting, showcase their research, and spotlight examples of these practices at work today.
We’ll be covering the following topics:
The Evolution of Recruiting
Social media and consumer technologies have changed candidate expectations and the way we attract talent.
Defining Data-Driven Recruiting
What does “data-driven recruiting” mean?
Metrics, Measurement & Analysis
How are top talent leaders measuring the effectiveness of their talent attraction efforts? We’ll look at the research.
Cool Tools & Applications
Technology driving the industry forward that both
How to Prepare for a Behavioral InterviewCyndi McCabe
The document provides information on behavioral-based interviewing. It explains that behavioral-based interviews are based on the premise that past behavior predicts future success. Interviewers ask competency questions to get examples of how candidates have demonstrated important skills in prior situations. Candidates should prepare by studying the job description, thinking of examples that demonstrate the needed skills, and practicing answering competency questions using the STAR response format of describing the situation, action, and result. Interviewers evaluate responses based on factors like effectiveness and impact.
The document provides an overview of hard skills and soft skills. It defines hard skills as tangible, measurable skills specific to a career like programming or accounting. Soft skills are less definable interpersonal abilities like communication, leadership, and problem-solving.
The document then lists and describes 10 important soft skills for self-management: growth mindset, self-awareness, emotion regulation, self-confidence, stress management, resilience, forgiveness, perseverance, patience, and perceptiveness. It also outlines 20 key people skills including communication, teamwork, relationship-building, presentation, and management abilities. Developing both hard technical skills and soft interpersonal skills are important for career success.
This document discusses trends that are reshaping the future of HR and the need for new HR operating models. It identifies several emerging models like lean HR, professional services, just-in-time HR, and federated/decentralized models that proliferate based on an organization's business needs related to optimization, customer intimacy, and agility. Executives believe transforming operating models to be more agile and responsive is important. The document questions whether current HR models are effective given business trends and poses questions around disbanding traditional models and adopting new innovations through digital technologies.
Behavioral interviewing is a more accurate pre-employment assessment technique than traditional interviews. It focuses on evaluating a candidate's concrete examples of past behaviors and experiences rather than hypothetical questions or personal opinions. The summary evaluates candidates based on how their responses illustrate competencies critical for the job like communication, problem-solving, leadership, and teamwork. By using behavioral questions and evaluating responses systematically, hiring managers can better predict future job performance and reduce turnover related to poor hiring decisions.
The document provides an overview of competency-based recruitment and selection using a competency-based behavioral interviewing (CBBI) model. It defines competencies and their benefits, outlines TSC core competencies and competency levels, and describes how to structure CBBI interviews by obtaining situation, action, and result responses from candidates and probing for more details on behaviors. An example interview is provided to demonstrate assessing a candidate's customer service competency level.
The ProfileXT psychometric assessment identifies a candidate's thinking and reasoning style, behavioral traits, and occupational interests to provide a holistic view of the "total person". It compares a candidate's profile against benchmark models for specific jobs to determine fit and development areas. The assessment generates various reports including comparison reports, interview guides, and individual profiles to aid selection, development, and workforce planning. Customization options allow matching assessments to an organization's unique competency requirements.
Competency-based interviewing skills for recruiters, HR and Talent Acquisition professionals. Dr Siraj Rahman has done pioneering research in the areas of competency based HRM.
This document introduces the concept of competency-based interviews, which are now used by many major organizations to select employees. It explains that competencies are the key characteristics that differentiate top performers, such as underlying skills, behaviors, and knowledge. Competency-based interviews involve behavioral questions targeting these competencies to assess a candidate's fit. The document advises learning how to identify the relevant competencies, prepare compelling examples to demonstrate strengths in these areas, and adjust one's interviewing approach to focus on competencies, in order to improve one's chances of career success in today's job market.
Future of HR Metrics as A Strategic Business PartnerSeta Wicaksana
This document discusses human resource (HR) metrics and measuring HR's impact and value to the business. It makes three key points:
1) HR metrics can be categorized into three levels - efficiency, effectiveness, and impact. Impact metrics measure HR's actual strategic contribution to business performance.
2) Most companies still rely too heavily on operational HR metrics and lack metrics that truly measure HR's impact on business outcomes.
3) Developing impact metrics requires starting with the business strategy and identifying how people strategies can help execute and achieve the strategic objectives.
Workforce planning involves identifying an organization's current and future human resource needs and ensuring the organization has the right number and type of employees, with the necessary skills, in the right places to support organizational objectives. It is an ongoing, iterative process that includes analyzing current workforce data, forecasting future needs, identifying gaps, and developing strategies and plans to address them. Effective workforce planning helps organizations avoid capacity shortfalls, reduce sourcing costs, develop competitive workforces, and retain top talent. It is closely linked to organizational strategy and objectives.
This document provides an overview of profiling and talent management. It discusses defining talent acquisition and differentiating the sourcing and selection processes. It also covers articulating a business case for effective talent management, outlining the seven steps in a common talent acquisition process, and conducting job-fit and organization-fit analyses to develop selection criteria and methods. The document then explores developing behavior-based and situation-based interview questions, designing evaluation processes, understanding legal responsibilities, and highlighting onboarding strategies.
How Hiring Managers Can Interview Like a ProReuben Rail
How to Interview as a Manager - often times during interviews the hiring manager or supervisor only considers how the person applying should act, and not how they themselves should come across.
This simple presentation offers steps and advice on how Hiring Managers can best conduct themselves so they can make a great first impression on all interviewees, and attract the best talent.
The document discusses the concept of a "Big Hairy Audacious Goal" or BHAG, which is a long-term goal that transforms a business according to management experts Collins and Porras. It then lists several specific goals for a university in the Philippines to become the number 1 university in its region within 10 years, along with goals for salaries, placements, surveys, and awards. The document concludes by stating the goal for the university is that everyone has a chance to succeed and no student is left behind.
This document provides 140 competency-based interview questions organized into categories including communication skills, cooperation skills, creativity, customer focus, conflict management, critical thinking, decision making, and delegation skills. It also provides links to additional free ebooks and resources on competency-based interview preparation including sample interview questions and answers, interview secrets, and cover letter and resume examples.
The document provides 10 reasons why someone could hire the author as a consultant or contractor. It summarizes the author's extensive experience working in various industries and roles, including as an engineer, entrepreneur, consultant, writer, and marketer. It emphasizes the author's versatility, flexibility, loyalty, can-do attitude, and ability to deliver results quickly. It also notes the author's multicultural background, passion for their work, and data-driven approach to digital marketing challenges.
This document outlines 9 soft skills that are important for HR professionals to have. These include: 1) clarity of thought and role, 2) efficiency in time management and setting deadlines, 3) comparing situations rather than individuals, 4) knowledge of the business and industry, 5) having a vision and goals for the HR department and organization, 6) an ability to support strategies with data, 7) enthusiasm for sharing knowledge and developing others, 8) self-discipline, and 9) being trustworthy especially with confidential employee information. The conclusion emphasizes that HR professionals have an opportunity to positively impact companies and careers if they work on developing these key soft skills.
Professional Skills to a Successful CareerEdward Erasmus
Professional skills are skills that graduates need to posses in order to be successful in their professional practice. These skills range from highly specific ones related to the graduate's field(s) to more general, transferable ones such as communications and ethical practices.
When graduates apply for a job, most employers want to know what professional skills they have already, and how willing they are to learn industry and worksite specific skills. Employers normally want not just a list of skills (that graduates can easily get from a book or the internet), but they require graduates to identify their key professional skills and to provide evidence by citing examples of how they have used these skills already in relevant contexts such as at university or workplaces.
The slideshow discusses the 7 most wanted professional skills in today’s competitive professional environment.
The slideshow was presented at the Career Expo 2010 (Dec. 1, 2010) organized by the 4th grade students of the Faculty of Accounting & Finance of the University of Aruba.
The document provides definitions and behavioral indicators for various competencies relevant to IT jobs in the federal public service. It includes an introduction to competency-based management and descriptions of behavioral and technical competency dictionaries. The behavioral competency dictionary contains definitions and proficiency scales for 25 competencies such as adaptability, continuous learning, communication, and creative thinking. It is intended to help develop job competency profiles and assess skill levels.
The document discusses the competencies required of HR professionals in the 21st century. It uses Rand Water, a South African water utility, as a case study. Rand Water transformed its HR function to focus on strategic priorities like managing change, culture, performance and diversity. It implemented participative structures and a performance management system. This helped Rand Water achieve labour peace and social transformation while expanding services. However, the HR function must now focus more on measurements and separating strategic and administrative roles to address new challenges in areas like talent management and customer focus.
Professional Skills: Organizing, Prioritizing & Communicating EffectivelyChantel Soumis
The document outlines a presentation on developing professional skills such as organization, managing priorities and projects, and communication. It provides tips and techniques for getting organized through desk cleaning, time management, and assertive communication. Key recommendations include setting goals and priorities, managing distractions, owning mistakes, and building confidence through positive self-talk.
This document summarizes the candidate's qualifications for various roles. It outlines their educational and professional background working in tourism and hospitality roles for over 7 years. It highlights their strengths in computer skills, customer service, and achieving targets through hard work and passion. The candidate believes they are qualified for roles such as an executive secretary, office administrator, hotel reservation agent, or customer service representative based on their experience.
This document discusses how HR can move from being perceived as "touchy-feely" to being driven by analytics. It outlines six levels of increasing analytics maturity for HR: 1) establishing basic HR metrics, 2) analyzing data to gain insights, 3) devising actionable strategies, 4) workforce forecasting, 5) developing predictive models, and 6) integrating HR analytics in real-time decision making. The document argues that becoming analytics-driven requires not just new tools but a cultural transformation to prioritize data-based decision making. It provides examples of companies that have benefited from various levels of HR analytics and urges readers to start measuring something and iterate continuously.
Lisa DeRooy is applying for a position and provides 10 reasons why she should be hired. She has talents in creative messaging and wordplay. She has experience writing for business and education. She possesses excellent customer service skills and has received recognition for it. She would be honored to support the team and clients. She has over 10 years of experience in effective communication and has a keen eye for detail. She wants to work with nice people towards a common goal. She is familiar with social media best practices and can provide measurable value.
Behavioral interviewing is a more accurate pre-employment assessment technique than traditional interviews. It focuses on evaluating a candidate's concrete examples of past behaviors and experiences rather than hypothetical questions or personal opinions. The summary evaluates candidates based on how their responses illustrate competencies critical for the job like communication, problem-solving, leadership, and teamwork. By using behavioral questions and evaluating responses systematically, hiring managers can better predict future job performance and reduce turnover related to poor hiring decisions.
The document provides an overview of competency-based recruitment and selection using a competency-based behavioral interviewing (CBBI) model. It defines competencies and their benefits, outlines TSC core competencies and competency levels, and describes how to structure CBBI interviews by obtaining situation, action, and result responses from candidates and probing for more details on behaviors. An example interview is provided to demonstrate assessing a candidate's customer service competency level.
The ProfileXT psychometric assessment identifies a candidate's thinking and reasoning style, behavioral traits, and occupational interests to provide a holistic view of the "total person". It compares a candidate's profile against benchmark models for specific jobs to determine fit and development areas. The assessment generates various reports including comparison reports, interview guides, and individual profiles to aid selection, development, and workforce planning. Customization options allow matching assessments to an organization's unique competency requirements.
Competency-based interviewing skills for recruiters, HR and Talent Acquisition professionals. Dr Siraj Rahman has done pioneering research in the areas of competency based HRM.
This document introduces the concept of competency-based interviews, which are now used by many major organizations to select employees. It explains that competencies are the key characteristics that differentiate top performers, such as underlying skills, behaviors, and knowledge. Competency-based interviews involve behavioral questions targeting these competencies to assess a candidate's fit. The document advises learning how to identify the relevant competencies, prepare compelling examples to demonstrate strengths in these areas, and adjust one's interviewing approach to focus on competencies, in order to improve one's chances of career success in today's job market.
Future of HR Metrics as A Strategic Business PartnerSeta Wicaksana
This document discusses human resource (HR) metrics and measuring HR's impact and value to the business. It makes three key points:
1) HR metrics can be categorized into three levels - efficiency, effectiveness, and impact. Impact metrics measure HR's actual strategic contribution to business performance.
2) Most companies still rely too heavily on operational HR metrics and lack metrics that truly measure HR's impact on business outcomes.
3) Developing impact metrics requires starting with the business strategy and identifying how people strategies can help execute and achieve the strategic objectives.
Workforce planning involves identifying an organization's current and future human resource needs and ensuring the organization has the right number and type of employees, with the necessary skills, in the right places to support organizational objectives. It is an ongoing, iterative process that includes analyzing current workforce data, forecasting future needs, identifying gaps, and developing strategies and plans to address them. Effective workforce planning helps organizations avoid capacity shortfalls, reduce sourcing costs, develop competitive workforces, and retain top talent. It is closely linked to organizational strategy and objectives.
This document provides an overview of profiling and talent management. It discusses defining talent acquisition and differentiating the sourcing and selection processes. It also covers articulating a business case for effective talent management, outlining the seven steps in a common talent acquisition process, and conducting job-fit and organization-fit analyses to develop selection criteria and methods. The document then explores developing behavior-based and situation-based interview questions, designing evaluation processes, understanding legal responsibilities, and highlighting onboarding strategies.
How Hiring Managers Can Interview Like a ProReuben Rail
How to Interview as a Manager - often times during interviews the hiring manager or supervisor only considers how the person applying should act, and not how they themselves should come across.
This simple presentation offers steps and advice on how Hiring Managers can best conduct themselves so they can make a great first impression on all interviewees, and attract the best talent.
The document discusses the concept of a "Big Hairy Audacious Goal" or BHAG, which is a long-term goal that transforms a business according to management experts Collins and Porras. It then lists several specific goals for a university in the Philippines to become the number 1 university in its region within 10 years, along with goals for salaries, placements, surveys, and awards. The document concludes by stating the goal for the university is that everyone has a chance to succeed and no student is left behind.
This document provides 140 competency-based interview questions organized into categories including communication skills, cooperation skills, creativity, customer focus, conflict management, critical thinking, decision making, and delegation skills. It also provides links to additional free ebooks and resources on competency-based interview preparation including sample interview questions and answers, interview secrets, and cover letter and resume examples.
The document provides 10 reasons why someone could hire the author as a consultant or contractor. It summarizes the author's extensive experience working in various industries and roles, including as an engineer, entrepreneur, consultant, writer, and marketer. It emphasizes the author's versatility, flexibility, loyalty, can-do attitude, and ability to deliver results quickly. It also notes the author's multicultural background, passion for their work, and data-driven approach to digital marketing challenges.
This document outlines 9 soft skills that are important for HR professionals to have. These include: 1) clarity of thought and role, 2) efficiency in time management and setting deadlines, 3) comparing situations rather than individuals, 4) knowledge of the business and industry, 5) having a vision and goals for the HR department and organization, 6) an ability to support strategies with data, 7) enthusiasm for sharing knowledge and developing others, 8) self-discipline, and 9) being trustworthy especially with confidential employee information. The conclusion emphasizes that HR professionals have an opportunity to positively impact companies and careers if they work on developing these key soft skills.
Professional Skills to a Successful CareerEdward Erasmus
Professional skills are skills that graduates need to posses in order to be successful in their professional practice. These skills range from highly specific ones related to the graduate's field(s) to more general, transferable ones such as communications and ethical practices.
When graduates apply for a job, most employers want to know what professional skills they have already, and how willing they are to learn industry and worksite specific skills. Employers normally want not just a list of skills (that graduates can easily get from a book or the internet), but they require graduates to identify their key professional skills and to provide evidence by citing examples of how they have used these skills already in relevant contexts such as at university or workplaces.
The slideshow discusses the 7 most wanted professional skills in today’s competitive professional environment.
The slideshow was presented at the Career Expo 2010 (Dec. 1, 2010) organized by the 4th grade students of the Faculty of Accounting & Finance of the University of Aruba.
The document provides definitions and behavioral indicators for various competencies relevant to IT jobs in the federal public service. It includes an introduction to competency-based management and descriptions of behavioral and technical competency dictionaries. The behavioral competency dictionary contains definitions and proficiency scales for 25 competencies such as adaptability, continuous learning, communication, and creative thinking. It is intended to help develop job competency profiles and assess skill levels.
The document discusses the competencies required of HR professionals in the 21st century. It uses Rand Water, a South African water utility, as a case study. Rand Water transformed its HR function to focus on strategic priorities like managing change, culture, performance and diversity. It implemented participative structures and a performance management system. This helped Rand Water achieve labour peace and social transformation while expanding services. However, the HR function must now focus more on measurements and separating strategic and administrative roles to address new challenges in areas like talent management and customer focus.
Professional Skills: Organizing, Prioritizing & Communicating EffectivelyChantel Soumis
The document outlines a presentation on developing professional skills such as organization, managing priorities and projects, and communication. It provides tips and techniques for getting organized through desk cleaning, time management, and assertive communication. Key recommendations include setting goals and priorities, managing distractions, owning mistakes, and building confidence through positive self-talk.
This document summarizes the candidate's qualifications for various roles. It outlines their educational and professional background working in tourism and hospitality roles for over 7 years. It highlights their strengths in computer skills, customer service, and achieving targets through hard work and passion. The candidate believes they are qualified for roles such as an executive secretary, office administrator, hotel reservation agent, or customer service representative based on their experience.
This document discusses how HR can move from being perceived as "touchy-feely" to being driven by analytics. It outlines six levels of increasing analytics maturity for HR: 1) establishing basic HR metrics, 2) analyzing data to gain insights, 3) devising actionable strategies, 4) workforce forecasting, 5) developing predictive models, and 6) integrating HR analytics in real-time decision making. The document argues that becoming analytics-driven requires not just new tools but a cultural transformation to prioritize data-based decision making. It provides examples of companies that have benefited from various levels of HR analytics and urges readers to start measuring something and iterate continuously.
Lisa DeRooy is applying for a position and provides 10 reasons why she should be hired. She has talents in creative messaging and wordplay. She has experience writing for business and education. She possesses excellent customer service skills and has received recognition for it. She would be honored to support the team and clients. She has over 10 years of experience in effective communication and has a keen eye for detail. She wants to work with nice people towards a common goal. She is familiar with social media best practices and can provide measurable value.
Top 10 reasons to hire software development company from Eastern EuropeSergey Karpyuk
I tried to uncover the subject which was widely discussed over last years. As ITO market rising in the world the more often we hear about perspectives of Outsourcing in Eastern Europe. Analyzed all aspects of this issue from different sources I tried to recreate the big picture and point out the top 10 reasons to work on this market.
Dinah Johnson is promoting herself as a strong candidate for hire, listing 10 reasons for her qualifications. She emphasizes her skills in communication, customer service, scheduling, organization, clerical work, technical abilities, and dependability. Johnson also touts her potential for long-term growth with a company as she is a hard worker, fast learner, and strives for excellence in all responsibilities. Her resume demonstrates extensive experience and a dedication to meeting and exceeding expectations for any potential employer.
Career opportunities in abroad presentationJakub Uderman
The document discusses various topics related to working abroad such as types of work available, reasons why people do it, advantages and disadvantages. Some common types of work include casual work, internships, teaching, and jobs in industries like finance and oil/gas. People often work abroad to experience different cultures, enhance their career prospects, or for better pay. While working abroad provides new experiences and opportunities to learn, it also poses risks such as difficulty getting work upon returning home or being away from family. The document provides tips for finding work abroad and necessary documents, as well as interesting facts about career trends.
An interview is a conversation between an interviewer and interviewee where the interviewer asks questions to obtain information from the interviewee. There are different types of interviews including one-on-one, panel, group, and lunch interviews. The most common is a one-on-one interview where the interviewer asks both technical and general questions to evaluate the candidate's qualifications and skills. Proper preparation, research on the company and position, positive body language, clear communication, and following up after are keys to success in interviews.
One of the dreaded questions a job interviewer is almost sure to ask is "Why should we hire you?"
What they really want to hear is how your experience, skills and attitude fit their particular needs. They'd also like you to show enthusiasm for, and some knowledge of, their company.
Here are some quick, helpful tips to get you started.
Mark Swartz - CareerActivist.com
Monster.ca's National Career Coach
Stephen White has over 20 years of experience in both the public and private sectors. He is a highly skilled professional who gets things done as an efficient self-starter. White has developed computer simulations and databases, as well as brochures and training literature. He has planned and managed major projects, administered offices and finances, and taught business management courses. Hiring White would gain a seasoned professional with a proven record of success and the skills to benefit any organization.
Top 10 soft skills in demand of today’s Competitive EdgeShashank Saxena
The document discusses the top 10 in-demand soft skills for today's competitive job market. These soft skills include communication skills, computer and technical literacy, interpersonal skills, adaptability, research skills, project management skills, problem solving skills, process improvement expertise, strong work ethics, and emotional intelligence. Soft skills are general skills that are applicable across many jobs and industries, and employers are increasingly seeking candidates that demonstrate these soft skills.
This document discusses the importance of soft skills for career success. It defines soft skills as general skills not tied to a specific role, like communication, collaboration, adaptability, and emotional intelligence. The document then lists and describes 10 key soft skills: 1) communication, 2) computer/technical literacy, 3) interpersonal skills, 4) adaptability, 5) research skills, 6) project management, 7) problem solving, 8) process improvement, 9) work ethic, and 10) emotional intelligence. It encourages the reader to identify the soft skills they already possess and highlight them to expand career opportunities.
The document provides 7 steps for effective hiring: 1) Create clear job descriptions detailing both hard and soft skills, 2) Identify important soft skills like communication, interpersonal skills and adaptability, 3) Evaluate candidates' skills through aptitude testing to match skills to job requirements, 4) Leverage the DR GRAC model of desired results, guidelines, resources, accountability and consequences, 5) Learn to use team accountability and provide the right feedback, and 6) Recognize that ideal "purple squirrel" candidates don't exist and to look for the right aptitude and attitude instead of every possible skill. The document emphasizes assessing soft skills through testing and emphasizes the importance of accountability, feedback and developing
The document provides 7 steps for effective hiring: 1) Create clear job descriptions detailing both hard and soft skills, 2) Identify important soft skills like communication, interpersonal skills and adaptability, 3) Evaluate candidates' skills through aptitude testing to match skills to job requirements, 4) Leverage the DR GRAC model of desired results, guidelines, resources, accountability and consequences, 5) Learn to use team accountability and provide the right feedback, and 6) Recognize that ideal "purple squirrel" candidates don't exist and to look for the right aptitude and attitude instead of every possible skill. The document emphasizes assessing soft skills through testing and outlines the top 10 most important soft skills for
Presentation14b soft skills get the job de_meulesbio-link
The document summarizes what HR professionals in the San Diego industry want in employees. The top soft skills mentioned are: 1) communication skills, 2) integrity, and 3) a strong work ethic with realistic expectations. Other soft skills included accountability, innovation, problem solving, passion, professionalism, and a positive attitude. Hard skills depend on the position but computer literacy and relevant experience are important. Interviewing tips include being prepared, asking questions, and following up. Job tips include asking questions, practicing presentations, keeping track of accomplishments, and networking. In the end, companies want employees who are a good fit for both the job and company culture.
The document defines generic skills as skills that can be used across multiple occupations and situations. Generic skills include teamwork, time management, problem solving, and strong numerical abilities. They are different from technical skills and refer more to personality traits, social skills, communication abilities, and personal habits. Having strong generic skills is important for students and graduates to succeed in their careers. It allows them to adapt to different jobs and work environments. The document also discusses different types of generic skills and provides strategies for developing skills like creativity, self-management, communication, and teamwork.
Enspire Performance Accelerators provides custom and online learning programs to help companies build leaders, transform managers, and drive results. Founded in 2001, it now has over 50 talent development professionals creating interactive experiences for Fortune 500 companies. Enspire offers a learning journey through various accelerators to develop people across career levels from leadership to management to business acumen. Its simulations and challenges are designed to provide safe practice environments for skills development and self-discovery.
1. Building a career now requires taking personal responsibility for designing, guiding, and developing your own career path rather than relying on an organization to manage your career advancement.
2. Some keys to a successful personal career management include assessing your strengths and weaknesses, identifying future market opportunities, and managing your own career development as the CEO of your own career.
3. It is also important to continuously invest in your education and skills, network widely, increase your visibility, and be willing to take some career risks to help ensure your career stays on an upward trajectory.
This document discusses how to measure the core elements needed to attract and retain talented employees. Gallup research found that business units were more productive when employees answered positively to 12 key questions about their workplace. The questions relate to whether employees know what is expected of them, have the necessary tools and materials to do their work, feel their opinions count, and have opportunities to learn and grow. Business outcomes like productivity, profitability, employee retention, and customer satisfaction are correlated to how employees respond to these 12 questions. The document then discusses how great managers select for talent rather than just experience, set the right outcomes rather than steps, focus on strengths over weaknesses, and find the right fit for employees rather than just promoting them up the ladder.
Successful Personal and Personnel Professional DevelopmentProformative, Inc.
Proformative presents Successful Personal & Personnel Professional Development. Special thanks to Ernie Humphrey, Vice President, Proformative.
To download the entire presentation, visit http://bit.ly/97pvjV
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3. Being interdependent and using both internal and external talent to reach audiences creatively and profitably.
4. Being vulnerable to increase innovation and creativity by encouraging acceptable failures without fear.
The document outlines 10 professional skills that the author wants to develop: 1) teamwork, 2) critical thinking, 3) leadership, 4) communication, 5) public speaking, 6) time management, 7) interpersonal skills, 8) problem solving skills, 9) flexibility. For each skill, the document provides a brief definition and examples of skills or attributes that fall under that category that are important for professionals to possess. The overall message is that developing these 10 skills can help one to succeed in their professional career.
The 5-day training program provides an overview of its daily activities which are aimed at helping participants with their job search and career success. The schedule includes sessions on building self-marketing skills, networking, resume and cover letter preparation, mock interviews, and goal setting. The document also discusses concepts like emotional intelligence, dealing with fears, and using accomplishments to showcase value to potential employers during the hiring process.
Nuno Tasso de Figueiredo's top 5 leadership characteristics as determined by his network are: focusing on the bottom line, acting with honor and character, managing diverse relationships, understanding the business, and getting organized. The assessment also identifies potential blind spots in creating the new and different and getting work done through others, and provides suggestions for development in these areas. No hidden strengths were identified.
Hiring the right employees is crucial for both organizations and candidates to avoid costly mismatches. Well-conducted interviews are important for making the best hires. Proper interviewing includes structuring questions based on the job analysis, avoiding biases, and evaluating candidates based on behaviors and competencies. Effective interview training educates participants on legal guidelines, developing valid rating scales, and preventing common interviewing mistakes to make quality hiring decisions.
The Thornton Group - Finding and Keeping the Best Talent - An 8 Step Hiring ...Neil Thornton HBA, MA
Finding, keeping and engaging top talent remains a priority for most, if not all of our clients today. To help, we have developed a unique approach to recruiting that is celebrating incredible success.
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Joyce M Sullivan, Founder & CEO of SocMediaFin, Inc. shares her "Five Questions - The Story of You", "Reflections - What Matters to You?" and "The Three Circle Exercise" to guide those evaluating what their next move may be in their careers.
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5 Common Mistakes to Avoid During the Job Application Process.pdfAlliance Jobs
The journey toward landing your dream job can be both exhilarating and nerve-wracking. As you navigate through the intricate web of job applications, interviews, and follow-ups, it’s crucial to steer clear of common pitfalls that could hinder your chances. Let’s delve into some of the most frequent mistakes applicants make during the job application process and explore how you can sidestep them. Plus, we’ll highlight how Alliance Job Search can enhance your local job hunt.
Resumes, Cover Letters, and Applying OnlineBruce Bennett
This webinar showcases resume styles and the elements that go into building your resume. Every job application requires unique skills, and this session will show you how to improve your resume to match the jobs to which you are applying. Additionally, we will discuss cover letters and learn about ideas to include. Every job application requires unique skills so learn ways to give you the best chance of success when applying for a new position. Learn how to take advantage of all the features when uploading a job application to a company’s applicant tracking system.
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1. 10 Reasons You Should Hire Me
Reason10 - Effective Communicator
ExcellentVerbal &WrittenSkills
Pleasant&Professional Manner
Maintainscomposure instressful situations
“Take advantage of everyopportunitytopractice yourcommunicationskillsso thatwhenimportant
occasionsarise,youwill have the gift,the style,the sharpness,the clarity,andthe emotionstoaffect
otherpeople.“- JimRohn
Reason9 – Staffing Industry Experience
PostNewRequisitions
Screen& QualifyCandidates
GreetWalk-Ins
Familiarize candidate’sw/hiringprocess
ForwardqualifiedcandidatestoRecruitmentTeam
Scan applicationsintodatabase
"Life isa seriesof experiences,eachone of whichmakesusbigger,eventhoughsometimesitishardto
realize this.Forthe worldwasbuilttodevelopcharacter,andwe mustlearnthat the setbacksand
grieveswhichwe endure helpusinourmarchingonward." - HenryFord
Reason8 – Ability to Multi-Task
EffectivelyPrioritizeurgencyof duties
Completionof tasksinatimelymanner
Maintainattentiontodetail
While maintainingaprofessional andpleasantdemeanor
"If you manage yourmultitasking,you’ll be muchmore effective thanif yousimplyhopfromprojectto
projectwithoutdrivingthemtocompletion." - MitchThrower
2. Reason7 - Hard-Working
AlwaysReadytoTake Initiative
StrivestoExceedExpectations
AlwaysAvailable toHelpWhenNeeded
WillingtoGo Above &BeyondJobRequirements
"The price of successishard work,dedicationtothe jobat hand,and the determinationthatwhether
we winor lose,we have appliedthe bestof ourselvestothe taskat hand." - Vince Lombardi
Reason6 – Understand daily mechanics of the Project
Get a complete graspof the keyprojectmanagementprocessesanddeliverables
Be ontop of eachone of them
Variousmethodologiesandqualificationsare justthe meanstoan endand notthe end initself
Theirgoal is to ensure successfuldeliveryof the projectthatmeetsthe criteriasetinthe project
charter/PID/BusinessCase
"Firescan't be made withdeadembers,norcan enthusiasmbe stirredbyspiritlessmen.Enthusiasmin
our dailyworklightenseffortandturnsevenlaborintopleasanttasks." - JamesA.Baldwin
Reason5 – Scheduling
OutlookCalendarManagement
Candidate Interviews
New Hire Paperworkappointments
Employee HealthPhysicals
Office SupplyDeliveries
"Schedulingdowntime aspartof your routine ishardbut worthit,personally,evenprofessionally." -
Daniel Goleman
3. Reason4 – Sourcing
UtilizingInternetSearchesand VariousJobBoards
Networking
AttendingJobFairs
"Researchisto see whateverybodyelsehasseen,andtothinkwhatnobodyelse hasthought." - Albert
Szent-Gyorgyi
Reason3 - Computer Skills
Typingspeedof 70+ wpm
WindowsOperatingSystems
MicrosoftOffice -
o Proficientw/Word,Excel,PowerPoint&Outlook
o Familiarw/Access
"The expertinanythingwasonce a beginner." - HelenHayes
Reason2 - Competent Team Leader
Believe inleadingbyexample
Self-motivationrubsonthe teammembersandinspiresotherstoaction
Maintainhealthyhumor
Personal integrityanddiscipline
Trust my teammembers’abilities
"If your actionsinspire otherstodreammore,learnmore,domore and become more,youare a
leader."- JohnQuincyAdams
4. Reason1 - why youshould hire me is !
My Desire to be Amazing
Go Above & Beyond
o I will be flexible toaccommodate yourneeds
o I will take initiativetohelpwhereverIamneeded
o I will workinan organized/orderlyfashion
o I will be opentolearningnew skills
Oh,and didI forgetto mention….?
o I have a sense of humor& a creative side!
"Whenyouhave confidence,youcanhave a lotof fun.Andwhenyouhave fun,youcan doamazing
things."- Joe Namath
About Author –
Gopal Singh:Myself,aprofessional writer,alreadyusedmywritingskillsfordifferent-different
industries.Iampassionate aboutbooks,writingandtraveling,althoughthesedaysIam tryingmyskills,
writingcontentforthe jobportal DesiJobsUSA.com - aplatformto search& applyfor latestjobs inUSA.
About Desi Jobs USA -
Desi JobsUSA ismost innovativeandfastestgrowingrecruitmentportal.Here candidatescansearch
latestjobs,posttheirresumesandrecruiterscanpostjobsand findsuchhigh-qualitycandidates.
Tap intonewbusinessand growyouruserbase withsupportforjobseekers.Justlike employers,job
seekershave theirownportal andmanagementtoolswhere theycanposttheirresume (CV),update
theirprofile,andbe searchable onyoursite.
SOURCE Desi JobsUSA Inc.
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http://desijobsusa.com