Over the past couple of weeks I've enjoyed some thoroughly engaging conversations. Some of these have occurred in real time, with actual real people, and some of them have been, well, online - no, before you raise an eyebrow i'm not talking online dating, but rather, my old trusty friend - LinkedIn.
I would love to know how to check how long my linkedin journey has been, but I don't quite know if it offers me that piece of information (unlike Facebook timeline which wasn't to share every detail of everything back to the year dot) - but I suspect it has been a good number of years.
In the beginning, as with most, I wasn't quite sure what LinkedIn actually did, or what I ought to put there - and I certainly hadn't discovered the Groups/Discussion Forums etc - which are if you ask me what makes the LinkedIn journey the experience that is it.
No doubt as its reputation grows - more and more online Cv's (not to over-state the main use of it here) will be popping up - but my hope, nay, my ardent wish really is that everyone will become involved, engaged and participate in the groups.
No matter how technically great we may think we are, groups show there are greater, no matter how much we think our new piece of kit is the best biggest and flashiest about, you'll likely find there are better, bigger and flasher!
What is it I'm trying to say - well - the journey and indeed the destination for me is all about the awesome people who share their experiences, their stories, their wisdom, knowledge, thoughts, theories, ideas, successes, challenges and at times failures - this is what makes it the most engaging (for me) of any 'social media' tool these days.
I've built up a great network of contacts, in no small part through discussion groups - I've learnt about things that would never have occurred to me in a professional sense before, and I've really seen humanity at it's best - people freely sharing their contacts, their knowledge of local jobs, great recruiters and so on.
Do you remember that opening scene (or was it closing) of love actually - you know, airports aren't full of messages of hate, they are full of messages of love. Now, I don't suggest for a minute that LinkedIn reposition itself as a professional dating site (though i bet it has happened) - but what I am saying is, is it just another way in which humanity shows itself to be so much more than the cold cruel capitalist world we so often think we live in.
Thursday, 3 May 2012
Monday, 26 March 2012
Favour the brave
I'm having one of those days today - thinking thinking thinking - and it seems to me that one (or indeed a collective thereof) must be brave to reap the rewards.
In what appears to be a climate of reticence around social media, creating a brand or using an existing strong brand in a social media space I am concerned that I, and perhaps you are missing out on opportunities?
I think we've all read more than sufficient on social media, and how it is used in 80% or more of all hires in the USA these days - I would love to know how those stats are arrived at - but lets assume it is because people have used social media to connect with someone who subsequently became a hire (ok) - the question I find myself asking (perhaps rhetorically) is - do we know how to use social media to achieve this, and whose responsibility is it? In the talent space, one would argue it is HR's, in the branding space undoubtedly Marketing types would be putting their hands up to 'own' the social media strategy, and indeed thats not wrong - but in the talent space, is the answer not 'both - HR & Marketing'?
If HR & Marketing are the answer, then how do the two work together to deliver a comprehensive and engaging commercial social media experience that also works as a means to identify potential talent resource and technically able people?
What tools and resources are out there to facilitate this to happen?
Who is leading the charge, who is lagging behind?
What mistakes have been made, and what can the later adopters learn from it?
There is no doubt it (social media) is the next 'big thing' - but the question is, abit like computers or kindle readers or microwaves or photoshop - how do we use it and make it work? Is it true that those of us who 'got' the computer, the microwave and photoshop when they arrived have never looked back, but those who didn't are still boiling their veg in a pot, still using traditional film and taking that off to the photography counter somewhere, and reading a paper book?
What do you think - do share your thoughts....
In what appears to be a climate of reticence around social media, creating a brand or using an existing strong brand in a social media space I am concerned that I, and perhaps you are missing out on opportunities?
I think we've all read more than sufficient on social media, and how it is used in 80% or more of all hires in the USA these days - I would love to know how those stats are arrived at - but lets assume it is because people have used social media to connect with someone who subsequently became a hire (ok) - the question I find myself asking (perhaps rhetorically) is - do we know how to use social media to achieve this, and whose responsibility is it? In the talent space, one would argue it is HR's, in the branding space undoubtedly Marketing types would be putting their hands up to 'own' the social media strategy, and indeed thats not wrong - but in the talent space, is the answer not 'both - HR & Marketing'?
If HR & Marketing are the answer, then how do the two work together to deliver a comprehensive and engaging commercial social media experience that also works as a means to identify potential talent resource and technically able people?
What tools and resources are out there to facilitate this to happen?
Who is leading the charge, who is lagging behind?
What mistakes have been made, and what can the later adopters learn from it?
There is no doubt it (social media) is the next 'big thing' - but the question is, abit like computers or kindle readers or microwaves or photoshop - how do we use it and make it work? Is it true that those of us who 'got' the computer, the microwave and photoshop when they arrived have never looked back, but those who didn't are still boiling their veg in a pot, still using traditional film and taking that off to the photography counter somewhere, and reading a paper book?
What do you think - do share your thoughts....
An italian coffee story....
I was just posting a comment on a LinkedIn group, and had an epiphany.... well ok, maybe not quite that earth shattering but sometimes its the little things that matter (like a double espresso in the morning)....
Over recent days and weeks i've met with, talked to and otherwise engaged with various others in the HR community where there have been a lot of verbiage about recruiting, talent, EVP, sourcing, assessment & selection etc etc.
Someone had kindly posted a question on a group about recognising talent when it comes along - a good and relevant question is it not?
So of course right now I have a slightly vested interest in this, as someone myself who doesn't tick all the boxes, i'm far too individual for that (more an affogato than a latte) - it seems to me that many people (at times myself included) are guilty of candidate blindness, or to be more accurate, the last star performer blindness.
The question of recognising talent is not only about thinking outside the boxes, but also about realising that great talent can be found in every country, in every social demographic, and every generational demographic, and indeed, in every industry, skill level, and job type.....
As one of these 'individuals' who can't easily be put into a box or pigeon hole, i to am vexed by the desire for people to do this - it is Human Nature I hear you say, and indeed you are pretty much right, but, do we realise how detrimental it is to us as HR people, and organisations and as a collective that needs to continually evolve, innovate and be different to do so?
Perhaps there is some utopia where the idea that understanding what someone can actually deliver is more important than asking where they delivered it before? Is the fact someone has learnt primarily from a book more valuable than someone who has learnt from hands on experience or vice versa? Do we need to constantly recycle the same people through an industry without giving opportunity to those who are looking for a new challenge, and who might well bring completely new ideas to the industry?
Whilst parked up in a cafe recently I took a moment to look around, and it struck me that, without innovation, without exploring new territories and without think about the need to have more, to be diverse, and to take a risk on something other than what we know, we would all still be drinking Nescafe - certainly I for one am delighted that the idea of a real italian coffee has become the norm - that 'new fangled' expresso machine that sits proudly on the bench top is indeed an innovation, and I did have to think outside the box to spend all that money buying it, but what a reward!
Over recent days and weeks i've met with, talked to and otherwise engaged with various others in the HR community where there have been a lot of verbiage about recruiting, talent, EVP, sourcing, assessment & selection etc etc.
Someone had kindly posted a question on a group about recognising talent when it comes along - a good and relevant question is it not?
So of course right now I have a slightly vested interest in this, as someone myself who doesn't tick all the boxes, i'm far too individual for that (more an affogato than a latte) - it seems to me that many people (at times myself included) are guilty of candidate blindness, or to be more accurate, the last star performer blindness.
The question of recognising talent is not only about thinking outside the boxes, but also about realising that great talent can be found in every country, in every social demographic, and every generational demographic, and indeed, in every industry, skill level, and job type.....
As one of these 'individuals' who can't easily be put into a box or pigeon hole, i to am vexed by the desire for people to do this - it is Human Nature I hear you say, and indeed you are pretty much right, but, do we realise how detrimental it is to us as HR people, and organisations and as a collective that needs to continually evolve, innovate and be different to do so?
Perhaps there is some utopia where the idea that understanding what someone can actually deliver is more important than asking where they delivered it before? Is the fact someone has learnt primarily from a book more valuable than someone who has learnt from hands on experience or vice versa? Do we need to constantly recycle the same people through an industry without giving opportunity to those who are looking for a new challenge, and who might well bring completely new ideas to the industry?
Whilst parked up in a cafe recently I took a moment to look around, and it struck me that, without innovation, without exploring new territories and without think about the need to have more, to be diverse, and to take a risk on something other than what we know, we would all still be drinking Nescafe - certainly I for one am delighted that the idea of a real italian coffee has become the norm - that 'new fangled' expresso machine that sits proudly on the bench top is indeed an innovation, and I did have to think outside the box to spend all that money buying it, but what a reward!
Tuesday, 13 March 2012
The Talent War
Those of us who work in HR, Talent or indeed any business hear so very much of late about the 'war for talent'.
As someone who now finds himself on the battle-lines, I have to pass an observation that the 'war' appears to be something on an aberration - surely in a war, one must act accordingly?
Imagine back in 1939 if you will, that War was declared, and everyone continued to act as they did in times of Peace & Prosperity? I dare venture outcomes would have been dramatically different.
As someone who has spent considerable time, energy and effort in Talent & Recruitment, I will admit that the 'war' is something I was continually aware of. Perhaps it is fair to say that this cognisance was also about realising that without strong employer branding, one really did need to act as if there were a war going on?
I hear, and am experiencing for myself, a mix of approaches, one which seems to acknowledge the war and act accordingly, and another that appears to still believe that we are in times of peace, harmony and prosperity - so, which is actually true - is there a real war happening, or is it a media beatup?
In my experience, in the midst of war, one must be decisive, execute effectively (excuse the pun) - and be seen to be leading from the front, thinking outside the box, surprising the other side constantly by doing something unexpected and different.
It is interesting, and perhaps just indicative of a sector or cultural inability to transform to a different set of circumstances with agility, that many companies are still behaving as if there is no talent shortage, brain drain or any thing else going on. Similarly, the recruitment industry often behaves the same way - slow, unresponsive, more forms and boxes than innovation, surprises and doing it differently?
so tell me this, is there truly a war on, and if there is what should be done differently? Where are those creative Generals who come up with something new, different and dynamic? Who is leading the charge in business to bring about the transformation, to mitigation of the forms and boxes, and seeing talent attraction, and talent development and planning as critical factors in winning the war?
Do we need a rethink, to think and act different, to deliver cogent and effective tools to get and keep the good talent that must surely be out there - if so, at what point do we stand up and say 'I have a dream' and the dream will deliver what we need in business without creating barriers to success? Are we arrogant in our expectations, do candidates still want or indeed need to go through boot camp to get a foot in the door - do we need them more than they need us?
Human history is full of scenarios of war, and the talent war is no different, and yet, as a species we need to be agile and respond as our forebears did in 1916 and 1939 - but are we mobilising to win the war?
Wednesday, 15 February 2012
@1 with the Gen Y people & the Transforming of Personnel
Today I was pondering something..... just for a change.....
Historically, HR has always been a somewhat fence sitting position between the business agenda and need, and the people in the business doing the work to deliver that agenda (hopefully).
Back in the day, and I do remember it well enough, it was Personnel, lots of forms, lots of paper, lots of group hugs and holding hands and making everyone 'happy' - or at least that way the theory.
Then along came HR, lots of forms, lots of paper, lots of terrific jargon, acronyms and it became a domain of those with educational qualifications far more so than those who had just been 'people oriented administrators'. HR was a fun place to be in many ways, pushing the business agenda, really seeking ways to operate strategically, and asking questions about the business and what the team could do to deliver the agenda.
And then came HCM (Human Capital Management). My reading and research at the time suggested this was very much about metrics, and demonstrating how HR contributed to the bottom line - balanced scorecards, and any other number of tools aimed at turning a people function into a value metric that showed the ROI for every process, function and piece of paper. It didn't look to me like HCM was ever really going to fly, whilst the city bankers may be all about their bonus payments, and capitalism continues to thrive (or destroy the world depending on your perspective and mortgage commitments), there are very few human beings who would regard themselves as 'capital' anything in the 'asset' sense. Is its failure to launch more about the fact no one really said Human Capital was about using the individuals knowledge, skills, wisdom etc? Maybe?
And now, we are back at People, its not Personnel, no indeed, People. Of course it resonates because ultimately business is about people, customers, the workforce, and everyone in-between. The concept of 'people' seems in the theory to be about bringing together the best of all of the above elements, strategy, metrics, a seat at the table (an elusive beasty), and cultural practices that also show that business is about people, flexible working, diversity, flexible benefits, robust and fair reward and recognition.
We formerly HR and now People Practitioners are in an enviable place, on the cusp of another transition that will hopefully deliver on the dreams and goals of everyone who has gone before. The ever present talk of workforce demographics are in no small way I think responsible for the changes, Gen Y aren't obsessive about mortgages, cars and having the latest everything, they realise their own humanity and wanted to be treated like people, we (as in me and my compatriots) from Gen X are somewhat the same, although we still do perhaps have a little bit of the Boomer mentality - just see how many 30 somethings are living in the burbs in their 4x2 with the BMW 4WD and the 4WD pram in the family room..... but I love Gen Y - yes, there is that 'grumpy old man' moan about their fashion, their music and all that, but, what they are helping humanity to do is realise that being human is what counts and I think that is an awesome achievement.
Historically, HR has always been a somewhat fence sitting position between the business agenda and need, and the people in the business doing the work to deliver that agenda (hopefully).
Back in the day, and I do remember it well enough, it was Personnel, lots of forms, lots of paper, lots of group hugs and holding hands and making everyone 'happy' - or at least that way the theory.
Then along came HR, lots of forms, lots of paper, lots of terrific jargon, acronyms and it became a domain of those with educational qualifications far more so than those who had just been 'people oriented administrators'. HR was a fun place to be in many ways, pushing the business agenda, really seeking ways to operate strategically, and asking questions about the business and what the team could do to deliver the agenda.
And then came HCM (Human Capital Management). My reading and research at the time suggested this was very much about metrics, and demonstrating how HR contributed to the bottom line - balanced scorecards, and any other number of tools aimed at turning a people function into a value metric that showed the ROI for every process, function and piece of paper. It didn't look to me like HCM was ever really going to fly, whilst the city bankers may be all about their bonus payments, and capitalism continues to thrive (or destroy the world depending on your perspective and mortgage commitments), there are very few human beings who would regard themselves as 'capital' anything in the 'asset' sense. Is its failure to launch more about the fact no one really said Human Capital was about using the individuals knowledge, skills, wisdom etc? Maybe?
And now, we are back at People, its not Personnel, no indeed, People. Of course it resonates because ultimately business is about people, customers, the workforce, and everyone in-between. The concept of 'people' seems in the theory to be about bringing together the best of all of the above elements, strategy, metrics, a seat at the table (an elusive beasty), and cultural practices that also show that business is about people, flexible working, diversity, flexible benefits, robust and fair reward and recognition.
We formerly HR and now People Practitioners are in an enviable place, on the cusp of another transition that will hopefully deliver on the dreams and goals of everyone who has gone before. The ever present talk of workforce demographics are in no small way I think responsible for the changes, Gen Y aren't obsessive about mortgages, cars and having the latest everything, they realise their own humanity and wanted to be treated like people, we (as in me and my compatriots) from Gen X are somewhat the same, although we still do perhaps have a little bit of the Boomer mentality - just see how many 30 somethings are living in the burbs in their 4x2 with the BMW 4WD and the 4WD pram in the family room..... but I love Gen Y - yes, there is that 'grumpy old man' moan about their fashion, their music and all that, but, what they are helping humanity to do is realise that being human is what counts and I think that is an awesome achievement.
Tuesday, 7 February 2012
The Evolution of Talent Management 1.0
2011 was a fascinating year in HR - particularly in terms of recruitment and talent management.
Business finally realised in many segments that the 'war for talent' was perhaps real - and the need to present a strong talent strategy, both retaining it, attracting it, and developing it were key to riding out the storm that is the ongoing GFC, brain drain and so on.
I remember well the days when recruitment was a process, and am grateful that recruitment has moved into Talent, and Talent has become a more strategic function allowing practitioners who work internally to actively participate in the business, to foster and grow relationships and to really gain a depth of understanding that previously wasn't there.
Developing capability and skill as a talent practitioner at this time is still an evolution - but there are some core skills that I would recognise as being critical to the path of success:
Build your relationships - understand your people, listen to them more than you talk to them, and develop your ability and skill in being recognised as a value add in the business, not an overhead. Understand the culture, and remember, each team can often have its own culture which is distinct to that of the broader organisation - the same can be said for country or state in the case of global or national organisations. Network Network Network with everyone.
Learn about the functions - what is it that X job actually does, why does it do it, and how does it contribute to the big picture. This is a little bit like (read almost identical to) Job Analysis and Design, but if you as a Talent professional don't understand the nuts and bolts of every role you are working with - how can you truly identify the best people to do it?
Social Media - grow your network, join groups, set up Google Searches, become an active participant in groups and discussions. Forums such as LinkedIn really allow us the opportunity to get our names and companies out there, to listen to real time market occurrences, to identify those who are active and who perhaps have opinions that will bring value into your business. Create your own social media brand, and link it to your business if permitted to do so. People generally connect with people more than Brand - so, be positive, be informative, be helpful and be relevant, and you might well find useful connections and potential talent will find their way to you. An interesting test, how many 'connections' do you have compared to how many 'followers'?
Put the Right People in front of the Right People - Think about the future, what is on the horizon for your business - have you spotted a connection that just says 'wow' to you? Is it someone who could really bring that 'wow' to your team - there may not be a role today, but there may be one tomorrow, so why not connect, and link up your connection with your business brand, and perhaps even with some of your managers who might be looking for someone with the 'wow' factor (I know, wow factor - very cliche and usually applied to architecture or home design, but if it works.....)
Engage the talent and treat it respectfully - People connect with people, treat people generously, warmly and with respect and they will remember it. Treat them like a number and it's unlikely they will remember you fondly and likely they will tell their friends about their experience. Communicate, listen, be honest and be upfront. Be positive and help people to understand your business, don't just direct them to a website, talk to them, share your knowledge, and create an experience that will bring them back time and again.
This is my little piece of wisdom for the day, it really is about being 'human' in what you do, being strategic and operational at the same time, working positively with your colleagues and representing your company as the best place to be, walk the talk.
Talent Management has evolved - people expect more, people are not 'human capital' and indeed perhaps people are not assets either, the knowledge they have may be one or both of those things, but fundamentally people are people, and we each have talents and skills that can and do make a difference every day.... so, my goal is to continually improve the way in which I engage, learn and work with people, be they internal, external or any other option you can think of, fundamentally to be a better person, and to always have respect for others capabilities and skills, and I believe and hope this will allow me to be a participant in the evolution of Talent Management....
Business finally realised in many segments that the 'war for talent' was perhaps real - and the need to present a strong talent strategy, both retaining it, attracting it, and developing it were key to riding out the storm that is the ongoing GFC, brain drain and so on.
I remember well the days when recruitment was a process, and am grateful that recruitment has moved into Talent, and Talent has become a more strategic function allowing practitioners who work internally to actively participate in the business, to foster and grow relationships and to really gain a depth of understanding that previously wasn't there.
Developing capability and skill as a talent practitioner at this time is still an evolution - but there are some core skills that I would recognise as being critical to the path of success:
Build your relationships - understand your people, listen to them more than you talk to them, and develop your ability and skill in being recognised as a value add in the business, not an overhead. Understand the culture, and remember, each team can often have its own culture which is distinct to that of the broader organisation - the same can be said for country or state in the case of global or national organisations. Network Network Network with everyone.
Learn about the functions - what is it that X job actually does, why does it do it, and how does it contribute to the big picture. This is a little bit like (read almost identical to) Job Analysis and Design, but if you as a Talent professional don't understand the nuts and bolts of every role you are working with - how can you truly identify the best people to do it?
Social Media - grow your network, join groups, set up Google Searches, become an active participant in groups and discussions. Forums such as LinkedIn really allow us the opportunity to get our names and companies out there, to listen to real time market occurrences, to identify those who are active and who perhaps have opinions that will bring value into your business. Create your own social media brand, and link it to your business if permitted to do so. People generally connect with people more than Brand - so, be positive, be informative, be helpful and be relevant, and you might well find useful connections and potential talent will find their way to you. An interesting test, how many 'connections' do you have compared to how many 'followers'?
Put the Right People in front of the Right People - Think about the future, what is on the horizon for your business - have you spotted a connection that just says 'wow' to you? Is it someone who could really bring that 'wow' to your team - there may not be a role today, but there may be one tomorrow, so why not connect, and link up your connection with your business brand, and perhaps even with some of your managers who might be looking for someone with the 'wow' factor (I know, wow factor - very cliche and usually applied to architecture or home design, but if it works.....)
Engage the talent and treat it respectfully - People connect with people, treat people generously, warmly and with respect and they will remember it. Treat them like a number and it's unlikely they will remember you fondly and likely they will tell their friends about their experience. Communicate, listen, be honest and be upfront. Be positive and help people to understand your business, don't just direct them to a website, talk to them, share your knowledge, and create an experience that will bring them back time and again.
This is my little piece of wisdom for the day, it really is about being 'human' in what you do, being strategic and operational at the same time, working positively with your colleagues and representing your company as the best place to be, walk the talk.
Talent Management has evolved - people expect more, people are not 'human capital' and indeed perhaps people are not assets either, the knowledge they have may be one or both of those things, but fundamentally people are people, and we each have talents and skills that can and do make a difference every day.... so, my goal is to continually improve the way in which I engage, learn and work with people, be they internal, external or any other option you can think of, fundamentally to be a better person, and to always have respect for others capabilities and skills, and I believe and hope this will allow me to be a participant in the evolution of Talent Management....
Monday, 6 February 2012
And so to... a candidate experience
Life is full of interesting experiences right? Highs and Lows? Good things and bad things? Awesome things and things that, well, frankly suck!, and, as we age, albeit reluctantly, we learn to accept that one will usually follow the other, but in the final analysis we hope to find the overall experience has been more of the good, the high, and the awesome than the alternatives.
However, currently it seems my choices are taking me to more of the low places than the high. Hmmm, perhaps hindsight is a wonderful thing, indeed, it actually is, and the premise that we learn from our experiences isn't always true, more often than not I fear that we are move pavlovs dogs than we might like to think - or at least that 'eccentric' me likes to think.
The candidate experience, the classic example of human beings repeating the same thing over and over, and yet oddly, and I am entirely very guilty of this myself, expecting a different outcome. Job Boards, bang bang bang, off goes that Cv and the standard (or perhaps customised just to make the recruitment consultants job that much easier) cover letter.... and back comes either silence, or the now ubiquitous 'thank you but other candidates more closely met our requirements' email.
As companies, and as recruiter agencies, something much be done. The experience isn't pleasant for anyone, candidates grow disillusioned, and the recruiters manning (personing) the incoming tide of applications just grows weary.
I've been pondering an idea, an idea that takes the all too common dating site and slightly tweaks it, I mean, dating, thats never really fun, you never really know if it will work out until well after you're sharing a fridge, a wardrobe, and get to the point where you can use the toilet while the other person is in the shower.... soooooo
Job Boards, and linkedIn profiles, why don't we try something new.....here's where my brainwave comes in.... instead of the status quo.... lets create profiles that we then have former bosses, former friends, current bosses and current friends review, you know, pick your skills and abilities then ask others to secretly rank you on a scale (i know, its all abit yuk I hear you say).... but, if you then take that, and ask it to search out job thats match the rankings you have got, does that not imply or suggest it is likely it will match you with jobs you can do, that are more likely to be the right fit. Of course, the flip side of the coin in, the job needs to be 'ranked' as well, thats where the manager comes in, the former holder of the position, the peer group and perhaps even the client group.....
So, what do you think, it is just one of my 'eccentric' random ideas, that I might well patent because who knows maybe it makes sense, maybe it would make the candidate experience a better one, it may well mean recruitment people can really actually tell if the person is a match rather than assuming from a self written and all too often underplayed resume.... so, would that create a better experience for all?
However, currently it seems my choices are taking me to more of the low places than the high. Hmmm, perhaps hindsight is a wonderful thing, indeed, it actually is, and the premise that we learn from our experiences isn't always true, more often than not I fear that we are move pavlovs dogs than we might like to think - or at least that 'eccentric' me likes to think.
The candidate experience, the classic example of human beings repeating the same thing over and over, and yet oddly, and I am entirely very guilty of this myself, expecting a different outcome. Job Boards, bang bang bang, off goes that Cv and the standard (or perhaps customised just to make the recruitment consultants job that much easier) cover letter.... and back comes either silence, or the now ubiquitous 'thank you but other candidates more closely met our requirements' email.
As companies, and as recruiter agencies, something much be done. The experience isn't pleasant for anyone, candidates grow disillusioned, and the recruiters manning (personing) the incoming tide of applications just grows weary.
I've been pondering an idea, an idea that takes the all too common dating site and slightly tweaks it, I mean, dating, thats never really fun, you never really know if it will work out until well after you're sharing a fridge, a wardrobe, and get to the point where you can use the toilet while the other person is in the shower.... soooooo
Job Boards, and linkedIn profiles, why don't we try something new.....here's where my brainwave comes in.... instead of the status quo.... lets create profiles that we then have former bosses, former friends, current bosses and current friends review, you know, pick your skills and abilities then ask others to secretly rank you on a scale (i know, its all abit yuk I hear you say).... but, if you then take that, and ask it to search out job thats match the rankings you have got, does that not imply or suggest it is likely it will match you with jobs you can do, that are more likely to be the right fit. Of course, the flip side of the coin in, the job needs to be 'ranked' as well, thats where the manager comes in, the former holder of the position, the peer group and perhaps even the client group.....
So, what do you think, it is just one of my 'eccentric' random ideas, that I might well patent because who knows maybe it makes sense, maybe it would make the candidate experience a better one, it may well mean recruitment people can really actually tell if the person is a match rather than assuming from a self written and all too often underplayed resume.... so, would that create a better experience for all?
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