| Building a winning team requires taking a fresh look at | | | | but somehow even with this seemingly deep talent |
| candidates rethinking how you evaluate potential hires. | | | | pool, many matches don't seem all that well matched. |
| Let's face it. Current job seeking practices and | | | | Fortunately, there are some great new ways of |
| recruiting models just aren't working all that well. A lot | | | | addressing this problem. Rethink the process and the |
| of great talent remains in limbo while candidates who | | | | hiring criteria to not only match skill sets, but also |
| paper out really well just aren't living up to their | | | | values, personalities, culture, etc. Recruiters need to |
| apparent potential. | | | | take the lead here and readjust their mindset beyond |
| It's really not working for jobseekers either. Many will | | | | simply matching requirements with skill sets. |
| tell you that the dreaded words apply through our | | | | Frustration reigns on both sides of the fence. |
| website is a perceived death knell to their hopes of | | | | Companies are missing out on potentially great hires |
| getting the job of their dreams. Of course there are | | | | because of parsing software, narrowly defined job |
| exceptions, but for the majority of job seekers, | | | | requirements, stratified qualification techniques plus |
| applying through a company's website feels like | | | | sheer application volume, and applicants are just trying |
| dropping your resume and craftily worded cover letter | | | | to rise above the noise level and make a personal |
| into a black hole. | | | | connection, and establish a relationship. And nowhere |
| After their resume is submitted comes the great wait. | | | | are relationships more important than in sales. Our |
| Most jobseekers are grateful if they get an automated | | | | advice to sales people, network like crazy, keep |
| response that their resume was received and, "if there | | | | current with former colleagues, and customers, and |
| is further interest, the company will contact you." | | | | establish new relationships via the web, mixers, |
| Companies have their own challenges. As an extreme | | | | meet-up, industry and professional association events. |
| example, Google gets over 1,000,000 applications per | | | | For employers, it is time to re-evaluate your current |
| year and rejects 95% of them. They deal with this | | | | hiring techniques. Search for recruiters who are equally |
| avalanche by filtering out the majority with little to no | | | | well respected for serving employers and job |
| human oversight. | | | | candidates alike. Recruiters should be matchmakers. |
| For the average employer, their difficulties differ only in | | | | Look for those who have a track record of forging |
| scope. In areas where unemployment is high, 8.0 | | | | successful, long-term relationships with both the |
| percent in Colorado for example, new job postings | | | | jobseekers and employers. |
| draw a veritable feeding frenzy of eager applicants, | | | | |