Archive for 一月, 2007

31

2007年的招聘趋势(加拿大)

   Posted by: TZ   in News, Recruiting

By Laure Marcus – www.hrjob.ca

With an unemployment rate at its lowest level in 30 years, 2007 promises to be a challenging one for Canadian recruiters, who have made their New Year’s resolutions—employee retention, diversity, flexibility and training are among the popular themes. What lies in store for the coming year? We outline 10 major trends to help you better understand the coming changes.

1. Hiring intentions similar to 2006
According to the Manpower employment outlook survey, employers in Canada and the U.S. foresee a relatively similar rate of hiring for the first quarter of 2007 as for 2006. According to the site CareerBuilder.ca, more than a third of employers expect to recruit up to 10 new employees in 2007. Manpower, however, predicts more modest recruiting in the beginning of the year: for Q1 2007, the net employment outlook of +18% is less than Q4 2006 by three percentage points.

The picture is radically different from one province to the next—while employers from Atlantic Canada and Ontario predict a rather weak hiring climate with a net employment outlook of –12% and -2% respectively, Western Canada has a net employment outlook of +25%, the highest rate in the country. In Quebec, employers anticipate rather stable recruiting, with a +4% growth in potential jobs.

2. Hiring in the mining and services sectors
The mining and services sectors will most likely be the biggest recruiters in 2007. Mining sector employers forecast the most prosperous results for the coming months, with a net employment outlook of +36%. Services and public administration, for their part, are anticipating +26% employment outlook. Finance, wholesale and retail trade, education, transportation and construction will not be far behind with an employment outlook of +14% to +21%.

3. Increasing salaries
Salaries continue to go up, driven by increasingly apparent recruiting difficulties. 83% of employers reported that their companies will increase the salaries of current employees, most by +3%. About half want to increase the base pay of new employees. The use of bonuses, indemnities, options and other premiums is also on the rise.

4. Greater mobility and flexibility
Improving mobility within the company is one of the keys to decreasing turnover. In order to promote internal recruiting, 37% of employers plan on offering more promotions and opportunities for professional advancement this year.

In terms of retaining employees, the work/family life balance is increasingly a consideration. 27% of employers are very or extremely willing to providing more flexible working arrangements, such as job sharing and alternate schedules. 16% are willing to authorize telework.

5. Reinforcement of training
To make up for the shortage of qualified labour, more than 8 out of 10 employers are ready to recruit employees without experience in their own industry, but that they can train in the field. 78% declare themselves ready to provide the required training and certifications.

6. Promise of diversity
As a result of the talent war, employers are increasingly inclined to look elsewhere. In addition, companies are more inclined to recognize the positive influence of diversity on their bottom line. In 2007, employers will seek to vary their staffing demographics—48% of employers, for example, said that bilingual (French/English) workers will be the most valuable to their companies.

7. Retirees on the job
In 2007, many baby boomers will turn 60, but will not necessarily retire. A study conducted last year by Desjardins Financial Security found that 91% of Canadians do not think they will be able to afford to retire at this age. Changing manners, the demographic situation and labour requirements have profoundly changed the environment.

Moreover, close to one quarter of Canadian employers stated wanting to hire retirees or to set up incentive programs to convince workers approaching retirement age to stay on the job.

But will this willingness reduce age discrimination? In 2006, 60% of executives older than 50 stated that their applications had already been rejected due to age, according to the U.S. ExecuNet network.

8. Hiring abroad
Canadian companies continue to grow on external markets. In 2007, 8% of them plan to expand operations and hire employees overseas. This is slightly less than the U.S., which will do more recruiting abroad (13% of companies), primarily in China and India.

9. More rational outsourcing
With the wisdom of several years of experience, recruiters are now better selecting the activities to be outsourced. Large companies are more selective in outsourcing, targeting certain stages of the recruiting process or certain types of jobs. Small companies, on the other hand, tend to outsource all of their recruiting. Recruiting providers are slowly organizing and making themselves indispensable.

10. Virtual pre-selection
The Internet is becoming an invaluable information tool for recruiters. Social networking, blogs and online discussion groups already provide a vast quantity of information on candidates. In 2006, 35% of executive recruiters using the Internet as a source of information had already eliminated candidates further to an online discovery. This number was 10% higher than 2005, which foreshadows strong growth for 2007, based on ExecuNet network forecasts.

There are more and more tools available to help recruiters find information on their candidates. Sites such as Zoominfo, W3 Data and Accurint deliver invaluable data: virtual CVs, contact information, hobbies and leisure activities, etc.www.hrjob.ca

By Lou Adler, January 30, 2007  原文

Understanding candidate motivation is the first step in implementing an appropriate recruiting strategy. On a very simple level there are only two reasons why candidates look for new jobs and ultimately accept offers. One reason is a “going-away” strategy. This usually has to do with leaving a bad job situation. This could be the result of a lay-off or a spouse’s relocation. Recruiting is relatively easy if the candidate’s current situation is weak and future options are limited. Standards are lowered based on these personal circumstances. If you find strong candidates in this position, move fast. You have a good, but temporary, advantage. Their future opportunities will change for the better very quickly.

A “going-towards” strategy is the other side of the coin and the more common reason good candidates take other positions. These people need some very compelling reasons to leave an already solid position, or to compete with other opportunities that are very attractive. It takes more effort to find, recruit, and close these candidates. Although, you have more time, since these people will rarely make a quick decision. This is both good and bad.

In general, for most candidates, the underlying motivation to change jobs is usually a combination of these two strategies. It’s the interviewer’s job to determine the degree of both and which one is most important. Early in the interview, ask why the candidate is considering a move at this time. This gets at the going-away strategy. Then ask what the person’s looking for in a new job. This gets at the going-towards strategy. They typically say something like, “Looking for a better opportunity and more challenge.” Then ask the candidate why having these conditions met is important to the person. This requires an applicant to think at a deeper level and often reveals true motivation. Remember what’s said here. You’ll be able to use this during the closing process as you present the merits of your job.

Compare the consistency between the going-away reasons and the going-towards strategy. For example, it makes sense if a person wants to leave a chaotic situation for more security. It doesn’t seem logical though, if someone is leaving this same chaotic situation for more growth opportunity. Look for congruity at every level.

If the candidate is currently in a good situation, or has multiple opportunities, you’ll need to work harder and offer more in order to pull the person away. This is when strong recruiting can win the hiring game for you. It starts by understanding why top candidates who have a going-towards motivating strategy decide to accept one job over another. It’s usually based on these five key reasons in the order shown:

  1. The quality of the job. This includes the short-term challenges and the long-term growth opportunities. Top people take jobs primarily because they meet their needs for growth, challenge, and learning. To get at this, ask your hiring manager why a top person would want this job. Then ask about the big projects and challenges involved in the job. This type of questioning forces the hiring manager to think about the real job and not the skills listed on the job description. Job descriptions that define the real work and the critical tasks are called Performance Profiles.
  2. The quality of the hiring manager. Top people are looking for leaders and mentors to work under. A professional interview with high standards establishes this foundation. Managers who understand real job needs also come across as more insightful. Recruiters can help improve the whole process and increase interviewing accuracy by preparing a Performance Profile with the hiring manager when they take the assignment.
  3. The quality of the team. Top people want to work with other top people. Everyone who interviews the candidate must conduct a thorough assessment based on a clear understanding of real job needs. I recently visited a major engineering and construction company that lost a number of great recent college grads because the interviewers were superficial and “chatty”. On a recent search, one of my CFO candidates thought the hiring team – comprised of only peer VPs – oversold and under listened. He felt that none of them, except one, understood the real role of finance in a large multi-unit international company. This probably wasn’t true, but that was his perception based on the interviewing process. He ultimately turned the offer down largely because of this.
  4. The quality of the company, especially the relationship of the job to the company’s growth plans. It’s important to tie the job to some bigger company initiative. This is a process called job branding. For example, someone in a call center can be part of a growth expansion plan, or someone in accounting can be part of a complete overhaul of the reporting system. The best people consider the job from a short and long term perspective. While a great company brand can get the person interested, you’ll increase the acceptance rate when the actual job ties to some bigger plans.
  5. The compensation package. As long as the compensation is fair, you have a good chance to consistently hire top people, assuming the other factors are positive. However, if the compensation is too low, it’s very difficult to consistently hire top people. On the other hand, if it’s very high in comparison to the competition, then it makes the other factors less important. Don’t sell the job on compensation; sell it on the chance to make a big short term impact with an opportunity to grow at a faster rate than all competing jobs. Make the job the differentiator, not the compensation. Someone can always pay more.

You can attract and hire more top people if you emphasize the current challenges and the long term career opportunities inherent in the job. This is why preparing a Performance Profile is such an important first step when starting any new search assignment. The key to closing more assignments is to understand and manage motivation. For the best people accepting one job over another is rarely about the money. However, if you can’t differentiate the job based on what’s driving a candidate to look, all you have left is the money. When money becomes the primary reason to accept an offer, don’t be surprised when the person lacks the motivation to do the work required. Understanding and managing motivation is how you close more deals and how you hire more top performers.

23

Monster 又涨价了

   Posted by: TZ   in News

世界上最大的网络招聘网站 Monster 巨兽的职位发布价格又涨了!

原来价格:

新价格:

475美金一个职位发布,真”便宜”!

22

面试经验 - 你是否说得太多?

   Posted by: TZ   in Candidates

根据猎头公司Korn Ferry对许多招聘者的调查,“说得太多”是候选人在面试中最容易犯的错误(36%)。其它容易犯的错误包括:

  • 说得太多 - 36%
  • 对公司或职位的不了解 - 22%
  • 太多的自我为中心 - 16%
  • 盲目的自信 - 9%

当候选人面对招聘者时,不要过多说概念而是应该侧重在描述具体案例和经验。并在面试过程中,学会向招聘者提问来确保你正确理解了招聘者的问题和意图。

德卡猎头 (www.dacare.com)

17

极限猎头 (Extreme Headhunting)

   Posted by: TZ   in Opinion & View, Recruiting

极限猎头 (Extreme Headhunting) 的说法是受到了极限编程 (eXtreme Programming) 的启发。为了解决许多公司的软件团队陷入不断增长、相对低效的开发过程泥潭,一批业界专家一起概括出了一些可以让软件开发团队具有快速工作、响应变化能力的价值观和原则,他们称自己为敏捷联盟。其中最重要的部分就是极限编程(eXtreme Programming,简称XP)。

“极限”在我的字典里面是一种挑战自我、超越自我、成就未来的快捷方法。中国很多年轻的新贵多经历了某种程度的“极限”活动(社会的或经济的)。不是每个人都会喜欢和最终适应极限运动,但尝试过极限运动的人都能够从过程中获益很多。

“如何能够在比较短的时间内成为一个优秀的猎头顾问?”年轻的入门者都有不少这样的问题。饭要一口一口吃,猎头的经验是没有办法在短期内突击出来的。但方法不同却能非常明显地影响一个猎头成长速度的快慢。极限猎头就是我模拟极限编程原则总结的一些猎头的高效产出团队方法。

---------------------------------------

猎头和招聘都是人的活动。忘记这一点,将会失去一切。

极限猎头是通过一系列简单却互相依赖的实际组成。这些实际结合在一起形成了一个部分胜于整体的效果。

  1. 完整的团队所有参与者(客户、项目负责人、组员)一起在讨论项目的范围、企业的情况、岗位的具体职责和对候选人的具体要求。注意要把客户(HR、Line Manager)变成团队的一部分。
  2. 这样的沟通和交流是持续的。每周/每天猎头顾问都能把搜索的进程和客户进行沟通,客户则及时给出反馈意见。
  3. 客户对候选人的简历的评估和面试做为检验猎头工作进展和效果的组成部分。
  4. 顾问提供给客户的信息要求简单、准确、及时,应该尽量避免提供重复、无用的信息来使得客户增加困惑。
  5. 递交给客户的候选人情况都是项目负责人和搜索助手共同过滤以后完成的。他们的合作过程是个非常短的循环过程,但需要在搜索开始之前仔细了解职位的需求来避免以后很多无用的劳动。
  6. 不断改进搜索的方法,改进的方法以达到目的为中心。
  7. 项目的负责人需要对SendOut的候选人进行最后的把关和组织所有需要的资料,来确保候选人资格和资料的准确和合格。
  8. 所有送出去的资料和信息都应该是高标准,统一的格式。面对客户的联系人应该只有一个。
  9. 用客户的眼光去验证你准备送出去的候选人。站在别人的角度来看审视候选人可以更好、更准确的进行筛选。
  10. 可持续的速度 团队只有持久才有获胜的希望。他们以能够长期维持的速度努力工作,他们保存精力,他们把项目看作是马拉松长跑,而不是全速短跑。 极限猎头是一组简单、具体的实践,这些实践结合在形成了一个敏捷搜索过程。极限猎头是一种优良的、通用的人力资源搜索方法,项目团队可以拿来直接采用,也可以增加一些实践,或者对其中的一些实践进行修改后再采用。

人与人之间的交互是复杂的,并且其效果从来都是难以预期的,但却是工作中最重要的方面。

极限猎头方法宣言:

  • 个体和交互     胜过 过程和工具
  • 实用的方法     胜过 面面俱到的文档
  • 客户合作        胜过 合同谈判
  • 响应变化        胜过 遵循计划

虽然右项也有价值,但是我们认为左项具有更大的价值。

  • 我们最优先要做的是通过尽早的、持续的交付合格的候选人使客户满意。
  • 即使到了项目搜索的后期,也欢迎改变需求。极限猎头利用变化来为客户创造竞争优势。
  • 经常性地交付合格的候选人,交付的间隔可以从几个星期到几个月,交付的时间间隔越短越好。
  • 在整个项目开始以后2周内,业务人员和客户的沟通应该是每天进行的。
  • 围绕被激励起来的个体来进行项目管理。给他们提供所需的资源和支持,并且信任他们能够完成工作。
  • 在团队内部,最具有效果并富有效率的传递信息的方法,就是面对面的交谈。
  • 足够数量符合条件的候选人是首要的进度度量标准。
  • 极限猎头提倡可持续的项目速度。责任人、团队人员和用户应该能够保持一个长期的、恒定的开发速度。
  • 不断地关注优秀的技能和好的搜寻方法会增强敏捷能力。
  • 简单是最根本的。
  • 最好的搜寻方法出于自组织团队。
  • 每隔一定时间,团队会在如何才能更有效地工作方面进行反省,然后相应地对自己的行为进行调整。极限猎头开发采取了以下猎头招聘原则来加以避免项目的僵化,这些原则如下:
    • 单一职责原则
      就每一个人而言,应该明确在搜索过程中的责任。
    • 开放-封闭原则
      搜索方法、渠道、要求都是可以改变的,但是对期限和责任不可修改。
    • 替换原则
      团队的组合不是一成不变的,应该根据经验、时间要求、重要性改变而进行调节。
    • 客户需求第一原则
      不应该强迫客户接受他们不愿意的。要求属于客户,不属于项目的工作人员。(当然必要的解释和沟通是需要的)
    • 资源的重复利用
      对可重复利用的资源的整理(候选人、ATS、数据库)一定要不厌其烦。  
    • 稳定依赖原则
      建立起可以依赖的支持系统。  如何信赖别人、如何让别人都能够信赖你对于一个猎头顾问来说是非常重要的。
  • 德卡猎头 (www.dacare.com)

    16

    上班这点事

       Posted by: TZ   in Entertainment

    财经频道最近推出的“上班这点事”,聊得都是白领上班族的日常小事。 但就是这些人人都以为自己能够做好小事,很多人却做得有不少欠缺的地方。很多成功人士之所以成功,往往不是因为他们有超人一等的手段或眼光,更要紧的是他们能够严以律己、从小处着手、注重细节、每一件“小事”都力图做的比别人更优秀。猎头公司很多失败的案例都是不少候选人对细节的不注意导致的。

    曹启泰和袁岳都是上视财经中我比较欣赏的节目主持人,有阅历、有口才、有急智还有幽默。 值得推荐!

    德卡猎头 (www.dacare.com)

    9

    猎头经验 - 客户谈判高级技巧

       Posted by: TZ   in Recruiting

    最近整理了一些猎头的培训资料,试图把一些有用内容放在这里和大家分享一下。可惜MSN不支持音频的Plug in(除非另外装一些Gadget),所以只能放在公司网站链接里面了。

    猎头客户谈判高级技巧(音频教程+English)

    • Why Clients Ask for a Discount – 4:23为什么客户要求折扣?
    • How to Say No Diplomatically – 2:28如何有礼貌地说“不”
    • Great Comebacks to Difficult Fee Objections – 9:19当遇到费用争执的时候,多种有效回应方法
    • Putting it into Practice – 1:38怎么进行猎头技巧练习

    注意:英文不好或者没有喇叭的计算机就不要试了。否则可以点击这里:http://www.dacare.com/cn/about/training.html

    希望有点帮助。

    德卡猎头 (www.dacare.com)

    9

    太严肃的网络招聘

       Posted by: TZ   in Entertainment

    最近看Keso的博客,里面有几句2006回顾让人回味无穷:

    黄志光:

    中国的播客网站70%内容是非法(黄色和盗版),20%的内容是抄袭,剩下的10%的内容是垃圾。

    新浪播客是把双刃剑 #

    麦田:

    每一个伟大的网站背后,都有一个赤裸的女人。

    张钰事件前后的“优酷曲线” #

    仔细想想这两年的招聘网站也出来不少,可是点击量和眼球吸引都上不去。现在看来,原来网络招聘不成功的原因不是缺乏创意和技术,而是太严肃了、太缺乏娱乐性了。 看看现在的网络、手机等载体里面的新闻、社区、视频、博客、BBS、播客,哪个不是性趣盎然?

    招聘网站的负责人大多太保守、太学究气了。应该花点银子去请个好的创意:

    • 张钰不是绞尽脑汁地找工作么? 怎么也应该搞一段她的“个人简历”,再来几段“面试”视频。我拍着胸脯保证指天发誓,你们网站服务器2个小时之内开心地就死翘翘。

    昨天的博客我还在讲“变化”和“速度”,看来中国的网站也就“裸奔”速度最快了。

    8

    变化的职场,变化的你

       Posted by: TZ   in Candidates, Opinion & View

    时不时能够听到候选人或周围人的抱怨:“我太不喜欢这个环境(公司)了,政策又变了”。也许他在希望,公司应该给人长期稳定的感觉,他不喜欢不确定。因为在不确定的时候,他可能就是无辜受害者。

    我的建议是他应该把头四周转一下,看看周围的情况。现实是一切都在变,他的希望是个不切实际的奢望。

    变化的根源当然是中国高速发展的经济。庞大的市场、大量的(廉价)劳动力过剩、外资的涌入、民营资本的崛起、新技术的不断出现都给人时不我待的要求。就连以前印象中的“不变”的国营企业都整天在琢磨淘汰、下岗、改制、上市,你说不变行么?

    新时代是个动荡的时代,是个造就英雄的时代。中国的经济单位比起欧美公司来说某种意义上都是创业单位(国营垄断企业除外),创业(致富)的激情和动力是中国经济崛起并最终能够赶超西方的原动力。不断的变化和改造自己是中国企业做大做强的必经之路。很多进入中国市场的外资企业也学会了变化的真谛,并且做的更彻底、更深入、更迅速、更无情。生活在这个时代是某些人的福音,也可能是某些人的悲哀。

    诚然,变化对个人来说有好有坏。但对企业来说也是这样,可能成功也可能失败。有一点确实在中国的企业都意识到的,不变就是死路一条。中国的经济环境就是逆水行舟,你变少了不行,你变慢了也不行。把握时代的脉搏,跟上市场的脚步是职场中白领必须学会的生存法则。

    经常看财经类名人访谈的节目,每个人的成功有这样那样的不同,但共同的特点中间一定有“速度”、“变化”的因素。成功的人可以执着,但一定不会僵化。成功的人知道周围的变化的必然的,自己唯有更好的适应,甚至去影响、领导、参与这样的变化来获得更大的回报。

    我最后的建议给那些不喜欢变化的朋友,不要把这个做为一个改变工作的理由(如果真想换了,你应该可以找到一个更好的)。重新去翻一翻《谁动了我的奶酪》,也许会有新的体会。

    德卡夜论 (www.dacare.com)

    BTW,Richard 的手机铃声又变了。 :)

    8

    Jobster裁员引起的思考

       Posted by: TZ   in Opinion & View, Technology

    日前看到一则新闻:以开创招聘新模式著称的网站 Jobster 准备裁员60人,大概占其公司总人数的41%。

    在Web2.0浪潮里面不管是有圈到钱或没有,创业者最后都会面临同样的问题 -- 能否盈利。尽管很多招聘的新方法在理论上很诱人,但现实(HR、候选人的接受度;信誉体系的不完善;技术的超前;没钱推广;过多的低价竞争和模仿者等等)都会让很多人失望。这个在美国如此,在中国就更不用说了。

    把一个招聘网站(包括新模式、旧模式)带向成功要比想象中难的多,有经验、有机遇、有准备、有思想的人机会更大一些(这个和做传统的猎头不一样)。很多在中国招聘技术领域努力的人也大多了解这一点,所以更要给他们一些支持和鼓励。

    很多招聘的新技术都有趣,但都不是KISS模型(Keep it simple & stupid)。所以它的传播性、可用性、学习难度、重复性都是个问题。
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