We live in a world of appearances and we are what we project or what we would like to project. The style of our dress, car, bike or subway, residence makes up a part of the message we send to others about WHO we are. Whether you change into “flip-flops” and pyjamas when you get home from the office is only seen by you and your family. Many people preserve their privacy and limit appearing in old tracksuits to their small (very small) close circle.
Tomorrow, recruiters could be replaced by robots. “Science” is being put at the service of recruitment and it seems that some well-chosen algorithms and mathematical formulae could supplant the work of humans. Nothing new, you will say, we’ve already seen tech breakthroughs a few times trying to intervene in evaluation of candidates: online personality tests, ultra-sophisticated CRMs, "ATS", in short, the market for automating recruitment arouses great interest and investments in research and development. Today we’ll speak about predictive technologies in the service of recruitment.
The waltz of the CEOs and senior executives continues. You can’t stop change. As of March 2013, the rate that CEOs are leaving is practically the same as in 2008. Crisis or not, if you are an executive you’re sitting in an ejection seat with fewer and fewer parachutes at hand...
Every experienced recruiter knows that this job is full of surprises. Even a fairy-tale like hiring process can turn around at any time... You can never tell until it’s over if the process will have a happy ending.
Succession plans are not made to stay in filing cabinets, to be taken out once a year for the Human Resources Committee of the Board of Directors. Although most companies have a succession plan, they don’t all have a true picture of the situation in hand. There is a big difference between an emergency plan for temporary replacement of a CEO or executive and a succession plan that fits in the long term and is an integral part of the organization’s leadership development culture.
“I don’t want my company to have a reputation for being nice.” This is what a leader of a large company let drop to me in conversation on his talent management strategy.
One day our family adopted a turtle. I remember when we gave in before the eyes of my youngest daughter at the pet store (rather like Puss in Boots making eyes at me in the movie Shrek... absolutely irresistible!). In short, it was Christmas and we came back home with the small (very small) Florida turtle with a little aquarium that fitted perfectly on my youngest daughter’s night table.
It’s not easy to reprimand an employee, but above all it is never pleasant. Generally, we prefer congratulations to remonstrations. But beware; tolerating behaviour at work that is not professional or does not comply with office rules or even unsatisfactory work (and accepting it in the meanwhile) is ultimately condoning it. And at the same time, in the eyes of the employee in question and his co-workers, it’s legitimizing a situation that should not be legitimized. In time, the problem that will arise is the erosion of the manager’s credibility and the insidious introduction of a sense of injustice, particularly demotivating for employees who do comply with requirements.
It was while returning from vacation that the idea of this chronicle germinated. A fellow blogger, Marie-Claude Ducas, wrote this on her blog: “Tanning will soon be ‘out’.”
The thrilling adventures of a candidate and a telephone booth. (Checking references part two).
The new Pinocchios – benevolent liars or professional scammers? What do they have in common: Scott Thompson, Jean-Pierre Gaillard, Phillippe Berre and Frank Abagnale? They lied about their diplomas or professional qualifications during their selection process
This is the story of Bruno, Director of Marketing and Operations : his boss told him that he was seriously considering retiring. As Bruno was the only one in internal ranks that could aspire to the position of Director of the subsidiary, he prepared to demonstrate the best of his talents