Category Archives: career

His and Her Recruiting Rules?

Came across this article in the Wall Street Journal on Sept 6th about “His and Hers Shopping Rules” – gender-based selling in retail by Sanette Tanaka.  The synopsis is:

  • Retailers know that men hate to browse so they keep all products related to men in one place
  • Retailers also know that women like suggestions so they train their sales associates to offer product alternatives
  • Studies show women are more affected by personal interactions with sales associates while men are affected by pragmatic factors such as product availability and parking spaces
  • Women are more risk averse – wanting more information before the “buy” such as the ability to feel fabric, see tailoring details
  • Men want their areas clearly defined so they know where to go once in the store and hate asking questions

Big Box retailers have had great success redesigning store layouts to accommodate some of this gender research on shopping habits and practices.  So why am I telling you this?  It struck me that many recruiters out there are likely doing gender-based selling already.  It comes out of the interview process – men want the details up front and transparency tends to make their day.  Women ask the organizational questions, work-life balance and the tone of the interview affects them a little more than it does men.  Of course you already found exceptions to this – the female candidate that asks about salary first, the man who can’t travel because he has a new baby.

More to the point though is how we are Marketing our jobs and companies on a precept of “Men are from Mars and Women are from Venus”.  Does our press kit, website, Facebook page, LinkedIN group appeal to both? For example, for men is the information they need within two clicks?  For women is there a live chat with recruiting, a culture story, evidence of diversity and clear stories of career progression?

Should we be more mindful of sex differences in the approach of candidates searching for a job?  We talk about where the candidates are all the time as Sourcers but have we ever put that in context of gender-based selling and more importantly SHOULD WE?  Yes the compliance question rears its head – the differences are undeniable but we treat all candidates the same, market to them the same and look for them in the same ways.

‘Like to hear your comments on whether or not you tend to adjust your processes according to gender.  I bet you recruiters at least do some mirroring – adjusting to the candidate as he or she is interviewed.  But do you source them differently?  I am thinking Pinterest can help differentiate between both segments (I know that 86% of pinners are female but it keeps dropping).

 

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What company is No. 9 on 2011 list of “World’s 25 Best Multinational Workplaces”?

October 28, 2011

Kimberly-Clark Ranks No. 9 on 2011 list of “World’s 25 Best Multinational Workplaces” by the Great Place to Work Institute

Recognized for best practices throughout its Latin American Operations

 

DALLAS (October 28, 2011) – Kimberly-Clark Corporation (NYSE: KMB) today announced it has been ranked No. 9 on the 2011 list of the “World’s 25 Best Multinational Workplaces” by the Great Place to Work Institute. The survey included more than 350 multinational companies from 45 countries, and Kimberly-Clark placed higher than any other consumer products company on the list. The first-ever global rankings were announced October 27 at a ceremony at the New York Stock Exchange.

“Kimberly-Clark’s success is the result of the ideas, energy and dedication of our employees,” said Liz Gottung, chief human resources officer, Kimberly-Clark. “Their passion truly makes Kimberly-Clark a great place to work and inspires us to always aim higher, building on our legacy of innovation and excellence.”

The Great Place to Work Institute’s Best Multinational Workplaces List is based on the results of an international survey, which measures employees’ views on five key workplace attributes including credibility, fairness, respect, pride and camaraderie. Kimberly-Clark in particular was cited for best practices throughout its Latin American Operations to foster employee engagement and celebrate their contributions to the company’s success.

“Kimberly-Clark is honored to be ranked among the world’s best multinational workplaces by the Great Place to Work Institute,” said Juan Ernesto De Bedout, group president, Latin American Operations, Kimberly-Clark International. “This award recognizes Kimberly-Clark’s commitment to unleashing the power of our people and building a winning culture that values the creativity, ideas and contributions of Kimberly-Clark employees worldwide.”

This latest recognition from the Great Place to Work Institute follows several international workplace awards received by Kimberly-Clark this year. Kimberly-Clark’s Latin American Operations was previously named the No. 1 multinational workplace among the 2011 “Best Companies to Work for in Latin America.” In addition, Kimberly-Clark was ranked one of the top “10 Best Workplaces” in France, Brazil and Bolivia by the Great Place to Work Institute, was voted No. 2 among “Best Companies to Work for in Spain” by Actualidad Economica, a leading financial magazine, and was named Italy’s “Top Employer” for 2011 by the CRF Institute.

Other companies to land in the Top 10 of Great Place to Work Institute’s 2011 “World’s 25 Best Multinational Workplaces” include McDonald’s, FedEx, Google, SAS, and Microsoft.

About Kimberly-Clark
Kimberly-Clark and its well-known global brands are an indispensable part of life for people in more than 150 countries. Every day, 1.3 billion people – nearly a quarter of the world’s population – trust K-C brands and the solutions they provide to enhance their health, hygiene and well-being. With brands such as Kleenex, Scott, HUGGIES, Pull-Ups, Kotex and Depend, Kimberly-Clark holds No. 1 or No. 2 share positions in more than 80 countries. To keep up with the latest K-C news and to learn more about the company’s 139-year history of innovation, visit www.kimberly-clark.com.

Source:http://bit.ly/GreatPlace2Work

For Engineers (or anyone else) Who Hate Networking

By Gary Peman – original source is http://www.hirecentrix.com/for-engineers-who-hate-networking.html

“Hello, I’m Gary Perman. I’m a headhunter; an industry insider in the fields of electric vehicles, alternative energy, and electronics. Technology companies hire me to find their next executive, manager, or engineer.”

Sometimes it seems like I hit two or three networking events a week. One might think that since I do so much networking such events would come natural to me.

Some might even think I have the “people gift.” Not so. There are times I dread going. At times I even search for ways of getting out of attending them. So even a guy who makes his living networking and matching people with people can have the networking “jitters.”

Personally I am much more comfortable behind a phone and a computer than meeting new people face-to-face. Perhaps you are more comfortable innovating new products and solving problems? Yet face-to-face networking is essential today. Networking provides opportunity for collaborations, improving relationships, building trust, growing your business, and yes, even future employment. The market has proven time and again that you can never know when you will become unemployed. The more people you know the sooner you can rebound from a layoff. Nothing can replace face-to-face interaction.

Most engineers I know share a common dislike for networking. Really though, it is not so much “dislike” as it is fear. Remember high school? Getting up the nerve to ask someone to a dance? Or standing in line during P.E. waiting to see who picks you for their team? That is the same kind of fear that many of us carry with us as we approach a networking event. Well this isn’t high school; it is real life and your career depends on networking.

I’ve read the networking books, attended workshops, and asked a lot of people who are good at networking to share their secrets. I have collected traits and practices that have made me better at networking. I still face those initial jitters during the first moments at the registration table, but now they dissipate with the first handshake. I am here to tell you that you don’t have to be a master at networking or have a “Type A” personality to succeed. All it takes is a little planning and some strategy, and after all, isn’t that what engineers do best anyway?

 Have A Plan

When I attend an event, I typically plan to meet one to three people whom I have picked out in advance. If they are not there or not available, I have a backup plan. I pick a number of new people I want to meet, usually five to ten. My goal is to ask them two questions, and swap cards with them. Once I have reached my goal, I am off the hook. I can go home, see a movie, or catch the end of the game at the bar. I have set a goal and reached it. Networking events are not a prison sentence if you don’t make them one.

Kathy Condon, author of, “It Doesn’t Hurt to Ask,” has some great networking and advice on the subject. She is a consummate networker and lives by what she teaches. One of the best tips I ever learned was from her many years ago: When you first enter a room, step to the side and assess the room and the people in it. Look for the person who is standing alone. That is target number one. Most likely, that person would love to talk with someone. Personally I have met some of my best contacts that way; people who have turned out to be executives and engineering leaders. Some of them are just not very good at schmoozing, but get them one-on-one and they will talk your ears off!

It’s Not All About You

Keith Ferrazzi made this important point in his book, “Never Eat Alone.” When it comes to networking, it’s not about you. When you spend time meeting people, try and see if there is a way that you can be of help to them. Putting this priority first in your mind makes networking easier. Why? You might not be a great networker, but you are a great problem solver. If you can help someone else with an issue, solve a problem, generate an idea, or make a contact, you are working in the sweet spot of your skill set. Not only will you help someone else, but along the way good things will happen to you, too.

Ask Good Questions

Get to know people by asking good questions. Boring questions get boring answers. “What do you do?,” “Tell me about your company,” and “How long have you been with … ?” are all examples of typical openers that get typical results. They are boring and the answer usually involves the other person looking over your shoulder in hopes of finding a more interesting person to talk to. Instead, try these questions (it is okay to write them down and carry them in your pocket):

“What business problem does your company solve?” Follow up with, “How are you doing that?”

“What has been the biggest win for you (or your company) in the last six months?” Follow up with, “What do you think it will be in the next six months?”

“What is the most interesting initiative you have planned at your company this year?” Follow up with, “How will that change your company?”

“Do you know anyone who might be able to help me…?” Ask for names of people who might be able to help you find the person you are looking for, or solve a problem you are dealing with.

“My favorite approach,” says Kathy Condon, is to, “walk up to someone with your hand extended and smile and say, ‘So tell me what great thing happened to you recently?’ The key here is to really listen to the answer – then you’ll be given the information you can use to ask the next question. People love to talk about themselves — get to know the person standing before you on a personal level. Then set up a coffee date and you can talk about your work at that meeting. People hire people, collaborate with people, referral people that they know and like.” You want to ask questions that initiate a conversation out of the norm, and these questions will do that. Once they have answered your questions, there is just one more to ask; “Is there some way I can help you?”

I have a good friend who always ends every conversation with, “What can I do for you?” He is seriously asking if I might need a referral, a new contact, or a solution to a new problem. At first my response was, “Oh nothing. I’m fine,” until I wised up. Since his business takes him into contact with many companies, I started asking questions like, “Well, yes. Do you know anyone who works at XYZ company?” When I ask, I often receive a positive reply, something I appreciate and remember him for.

It’s The Little Things

It is so true in networking, business, and in life: it is the little things that people remember. After I network with someone I jot down a note on the back of their contact card. It might be something special about them, how I might help them, or what I thought of them. I use that information when I write them a follow-up email the next day. Want to make an even bigger, more positive impression? Send them a handwritten note the next day. It’s the little things that make a great impression.

Maybe they gave you a great idea or helped solve an engineering problem you were stuck on. Perhaps they provided a referral to a potential client. Thanking them goes a long way towards creating a long lasting relationship. I often meet people at networking events who are unemployed. If I can’t help them professionally, I can offer to send them a copy of, “Doug’s List,” an extensive list of networking events, groups, and job boards in the metro area. Though it costs me only a few seconds of my time, it might mean a lot to them. Those are the kind of “little things” that people will remember about you.

Exit Gracefully

Recently, I watched a real networking pro work a room. She would introduce herself, ask a question or two, and ask if she could help them. Then she would exchange contact cards with them, put out her hand to shake, and say, “It has been so nice to spend a few minutes getting to know you. I hope you have great success with your new product launch.” Then she would smile graciously and just move on. She took the initiative to introduce herself, she controlled the conversation with a few questions, and then she exited gracefully. Not monopolizing a person’s time is a very real courtesy in a networking situation.

The rhythm that she set was exactly the right tempo to accomplish what a networking event should accomplish. Finding that rhythm can be a challenge for many of us. When we find someone willing to engage in a conversation we are in our comfort zone. Being comfortable with someone feels safer than making an exit and risking finding another person to talk with, yet by using these methods, you can move from one person to another, meet a variety of people, and plant the seeds for future business relationships.

Strategy for Networking

Plan to come away from your next networking event with these three things:

Contact cards. These cards provide the contact information you need to stay in touch. The notes you made on the back of the cards will be used when you follow up with an email or a note the following day.

Names of prospective contacts. Future collaboration or future employment; you never know where these contacts might lead you.

Knowledge. Plan to leave an event with more information about your industry, competitors, and clients than when you went in.

Checklist for Networking Success

Before the event, rehearse what you are going to say; who you are, what you do, and how you solve people’s problems.

Check that you have your contact cards with you. Always. No exceptions, no excuses! Want to appear unprofessional? Show up at an event without cards.

Smile. It sounds trite, but people who are nervous or concerned often project a message that says, “Stay away.” Be conscious about your smile. It is your invitation to others to step up and say, “Hi.”

Unplug the earphone. Engage with people in the room. If you must have a phone, put it on “vibrate” and carry it out of sight. If you receive a call, excuse yourself from the conversation and step out of the room before taking it.

Be the first to introduce yourself every time. Put your hand out, smile, and follow your plan.

The next day, send a quick email to every person you have a card from. Thank them for their time and the opportunity to meet them. This pays huge dividends.

Don’t complain. Just because networking isn’t your thing, no one wants to hear about what you don’t like. You are there. Do what you came to do with a smile on your face.

Kathy Condon says, “Social media networking (Facebook, Linked-In) has to be a part of your personal and professional marketing wheel, but face-to-face networking will never be replaced.

For some people networking comes naturally, and I envy them. For others like myself, we have to work at it. Following the plan outlined above takes almost all of the stress out of networking, and I’ve even learned to enjoy it! I hope to see you at a networking event soon.

BIOGRAPHY

Gary Perman is a certified recruiting professional and a twelve-year veteran in the recruiting industry. He owns a national search firm called PermanTech, which specializes in recruiting technology executives, managers, and engineers.

PermanTech is ranked among the Top 7 Executive Recruitment Firms in Washington State by CEO Magazine. Gary is also a member of the Software Association of Oregon, IEEE, and The US Recruiters Network as well as hosts a technology blog at www.softwareassociation.org.

Contact Gary at gary@permantech.com or visit his Linked-In profile at http://www.linkedin.com/in/perman or his Web site at http://www.permantech.com/

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Niche Sites Gain Monster-sized Following – WF Mag

Workforce Magazine’s latest issue has an article discussing how niche sites are gaining in popularity for their targeted market.  According to Wendle’s research the number of niche boards has doubled since 2000 to 100,000 and these sites are slicing and dicing into ever finer gradations.    The Big Boards like Monster and Careerbuilder have the advantage of having millions of visitors per month, are well known and provide options for search within the site to expand an employer’s search.  Even within Careerbuilder there are specialized niches, taking this trend of niche sites seriously while Monster focuses on search technology to help sift through its enormous database.

 

Interestingly social media will not be replacing any job board if the research can be believed.  Beyond.com and a survey by the Wharton Small Business Development Center revealed that most college students are reluctant to use social network sites for career-related purposes.  98% of student visit Facebook on a regular basis for personal use but less than 35% use it for job-searching.  Of those job seekers using Facebook  about a third feel uncomfortable doing it!  So niche sites is the answer?  I would think that unless they have dollars to brand themselves it only works if the job seeker knows about them, never mind the recruiters out there.  Here is a list Workforce Magazine provided for the most popular sites and unique monthly visitors:

higheredjobs.com for academia; 780,000

allretailjobs.com for retail; 750,000

healthjobsusa.com for US healthcare and medical; 632,000

aftercollege.com for college graduates; 600,000

biospace.com for life sciences; 311,000

icrunchdata.com for statistics, sata analysis, business intell and technology; 165,000

vetjobs.com for military vets; 110,000

actuary.com for insurance; 40,000

prsa.org/jobcenter for public relations and communications; 23,000

employeebenfitsjobs.com for employee benefits; 16,000

icoachusa.com for athletic leadership; 5,300

cruiselinejob.com for shipboard hiring; 4,000

Source of above data is from Weddle’s 2011 Guide to Employment sites on the Internet, surcentro.net and quarkbase.com.

Influencing an interview outcome – Dr. Cialdini’s Principles

I was cleaning out my desk recently and came across a “Pocket Guide” that I received from a sales workshop I attended quite a while ago.  Dr. Robert Cialdini (influenceatwork.com) was the speaker and the guide was an encapsulation of his “Principles of Ethical Influence”.  I thought it was a good exercise to relate them to the job interview for those of us who feel they need some polish – like myself.  How to get to “YES” from the recruiter, hiring managers, interview panels.

Dr. Cialdini starts his guide with this statement:

“The ethical use of influence means: being honest; maintaining integrity; being a detective, not a smuggler or bungler.”

I guess it is obvious that a job seeker should be honest about their accomplishments, education and crime record.  Yet recent data from SHRM (Society of HR Management) says that fully a third of job seekers lie on their resume and of course play that into the interview.  I had the experience recently where I quoted a salary range to a candidate to only have him tell the recruiter I recommended him to that I quoted him a higher range.  We immediately took him out of consideration.  Yet the other parts of this quote are just as important and so let’s go into his Principles.

CONSISTENCY (The Starting point)

Start: Small and build; With exisiting commitments; From public positions and Toward voluntary choices.

Are you telling the recruiter the same thing as you wrote in your resume?  What I see in most resumes and then talking to candidates that they leave out lots of information for the job I am talking to them about.  Many times I ask – so why did you take this job?  Why did you leave? Why did you make this turn in your career?  Have you planned you career well and is that obvious in your resume?

RECIPROCATION (You, then me, then you, then me…)

If your interview isn’t going like this – where you are the interviewer is doing all the talking – then there is no fairness and less likely to get to YES.  In a sales (interview) situation Cialdini says:

Be the first to give: Service, Information, Concessions

From an interview standpoint service could be a willingness to deliver, information is a willingness to reveal knowledge and concessions might come later or earlier – it can come in a  willingness to admit that they have to be made at all.

SCARCITY (The rule of the rare)

Cialdini says to emphasize: Genuine scarcity, unique features, exclusive information.

Are you a scarce candidate or are you a commodity?  What are your unique features and how will they benefit an employer?  Do you have exclusive information – not proprietary but perhaps exclusive kinds of experiences?  I recall being in an interview for a teacher position at a famous high school in NJ.  The Principal was grilling me after I had gone through a thorough interview with the Science Department Chair.  It went on a while and then I mentioned how I had done my student teaching during a time of racial riots at a high school nearby.  I was probably the only person in that school who had an experience like that and guess what – she hired me.  Think of those experiences that set you apart and tell them in a story.

AUTHORITY (Showing knowing)

Cialdini says to establish position through: Professionalism, Industry Knowledge, Your Credentials and admitting weaknesses first.

I think we pretty much do these on a resume but that last item –  WOW – does that make sense?  Humility I thinks can help sell but I think one can have too much of it.  It is very important to ground your abilities and capabilities against the competition in your line of work.  You should know what your function asks for if you are ambitious in getting ahead in it.  Do most people in your profession have Masters degrees?  Maybe some other certification?  Maybe some international experience?  To know this is to know your weaknesses  but also understand your strengths.  This will also keep you from applying for jobs that you do not qualify for!  Assess this by looking at jobs in Indeed.com that you strive for and see what you have to do to get to YES.  Cialdini tells a good example of this on his website’s video.

LIKING (Making friends to influence people)

Cialdini says to uncover: Similarities; Areas for genuine compliments and Opportunities for cooperation.

Do you go into an interview or screening session to make friends no matter what the outcome?  Do you know something about that person besides the fact they are the hiring manger or could be a co-worker or internal client?  I don’t think I have to tell you that many people do not get the job simply because they didn’t make friends even though they were qualified.

CONSENSUS (People proof, people power)

Unleash people power by showing: response of many others; others past successes and testimonials of similar others.

“People want to follow the lead of similar others” is what Dr. Cialdini tells us that consensus.  I interpret this as knowing the company’s competition well enough to understand that   what they are doing and that this company is not doing.  Does this difference make the competition more successful?  Can you bring them up to speed and maybe do one better?  Maybe another tactic is revealing that you understand what the company is doing right and how that influences the industry.  Most likely the company is looking at you to solve a problem.  Can you solve it?  What would make them think you can?  Can you tell them not only how you did it but how others have done the same thing and were successful?  Obviously the risk assessment on their part in hiring you to solve this problem is mitigated by your having a record of experience but also that it worked for others.  Another interpretation could be the importance of  testimonials of your character, your expertise, your spirit and your influence.

I would love to hear what you have to say about these principles as they apply to getting to YES in the job interview.

 

Dr. Robert Cialdini, author of the groundbreaking book, Influence, is your guide, translating the scientific research into practical business applications.  His widely acclaimed studies are highly instructive to those who want to be more influential.  Dr. Cialdini’s books Influence: Science & Practice and Yes! 50 Scientifically Proven Ways To Be Persuasive were listed on the New York Times & BusinessWeek Bestseller lists.

Kimberly-Clark hiring networked Medical Device Sales Rep | Ontario

Req: 11579

Title: Sales Rep- Medical Device – Ontario, Canada

Kimberly-Clark (NYSE:KMB) is leading the world in essentials for a better life. Headquartered in Dallas, Texas, with nearly 56,000 employees worldwide and operations in 35 countries, Kimberly-Clark posted sales of $19.1 billion in 2009. Kimberly-Clark’s global brands are sold in more than 150 countries. Every day, 1.3 billion people trust Kimberly-Clark products and the solutions they provide to make their lives better. With well-known family care and personal care brands such as Kleenex, Scott, Andrex, Huggies, Pull-Ups, Kotex, Poise and Depend, we hold the No. 1 or No. 2 share position globally in more than 80 countries.

Summary:

The Sales Rep is responsible for the positioning and selling of specific products and product solutions within assigned facilities/departments. This includes the technical (features, functions, benefits) sales aspects, and the conceptual sales aspects, and validation of the product cost/value proposition for KC-Medical and competitive products. The Sales Rep will work with Hospitals, Surgical Hospitals, Clinics, Physicians and/or Nurses, and Respiratory Therapists in a geographic territory.

The ideal candidate for the Medical Device Sale Rep will utilize personal skills and product knowledge to build and maintain relationships with key facility staff in assigned markets. Building relationships and satisfying customers will result in profit and net sales growth and achievement of product and category objectives within assigned accounts and markets. The Sales Rep position may lead to either a career in sales management or a higher level individual sales contributor position after demonstrating the appropriate skills and qualifications.

Interested for you or a friend?  Please contact me at Dorothy.Beach@KCC.com or leave a message at 469-665-5639 to set up a time to talk. Please refer to job #11579.  You can also directly apply for job #11579 at http://bit.ly/11579-MedDev_Ontario after setting up a profile.

Responsibilities:

• Developing and maintaining relationships with key physicians, respiratory therapists, nurses, clinicians, department decision makers and/or administrators (multiple decision makers and influencers) within assigned accounts or markets.
• Developing and maintaining expertise across a range of products and product platforms
• Contract and price negotiations and contract management.
• Sales positioning, analysis, and in-service implementation of product categories (to include creating business value selling skills)

MINIMUM QUALIFICATIONS:
• Bachelors degree is required.
• Minimum 3 years of demonstrated success in medical device sales experience.
• Strong oral and written communications skills
• Tactfully Aggressive
• Comfortable in Hospital Setting
• Travel by car required

Preferred Qualifications:

• 5 years of Medical Device Sales Experience Preferred
• Proof of a successful track record
• Prefer candidate to be in the Top 10% of Sales Force
• Hospital Sales Experience Preferred

Kimberly-Clark provides the following:

Medical/Dental/Life Insurance benefits
Company Car
Lap Top
Cell Phone
Expenses

Rohit’s Marketing Trends 2011 – How they Apply to Recruiting

Reading Rohit Bhargava’s Marketing Trends for 2011 (http://www.rohitbhargava.com/2011/01/the-top-15-marketing-social-media-trends-to-watch-in-2011.html) I was struck by how they should apply to recruiting process and tactics in developing a captive audience.  Here are short encapsulations of each trend and my take on how they could apply to recruiting.  BTW his blog Influencialmarketingblog.com is something you should read!

Source: http://www.rohitbhargava.com/2011/01/the-top-15-marketing-social-media-trends-to-watch-in-2011.html and Influencialmarketingblog.com.

Likeonomics – powerful storytelling and social capital to make brands more believable; RECRUITERS – it’s not just about posting jobs!  Showcase news about your company and function and also blog, blog, blog…

Approachable Celebrity – demonstrating the real personality and having access to that celeb; RECRUITERS- are you a celeb?  You need to become one…

Desperate Simplification – people seeking more balance and using tools that will help with that; RECRUITERS – giving advice on how to do this will make you a celeb…

Essential Integration – huge challenge for marketers; RECRUITERS –  also have this challenge – might go beyond using Hootsuite.com or other aggregating tools…

Rise of Curation – Content Curator next big job – to filter and share content on subjects we are knowledgeable about; example – the pharmawiki, paperII.com – customized newspaper; RECRUITERS –  there is a great opportunity here if you are niched  to send out items about your niche and also blog about it – but many of us are not niched…

Visualized Data – sharing real time sentiment with consumers and making compelling visuals for senior management; CNN has touch screen graphics and 3D graphs becoming more popular; RECRUITERS – this is all about how you display your metrics and tell the story of “best practice”…

Crowdsourced Innovation – a social and customer engagement strategy with rewards of recognition and being heard by brands they purchase every day; mystarbucksidea is the example; RECRUITERS – crowdsourcing within your team for new ideas on how to improve process and where to find those candidates can be easily done through shared meetings, phone conferences and wikis…

Instant PR & Customer Service – will continue to lead strategy creation and practices for dealing w/ real time conversations happening online; Zappos and Jet Blue examples; RECRUITERS – heard of recruiter on call?  Lots of companies doing this now through their career portals and that may be more than the website…think Facebook …

App-fication of the web – app-enabled devices will shift the focus to apps instead of the web search – mobile photo use will increase for sharing experiences and this will also create a revenue stream for  developers; see “The Web is Dead” from Wired (http://www.wired.com/magazine/2010/08/ff_webrip/all/1);  RECRUITERS – visual aids in making the brand real are becoming easier to utilize…

Reimagining Charity – see Pepsico’s REFRESH site and Swipegood are examples of how charity and donation of monies/time/skills will change; RECRUITERS – does your company or client allow their employees to do community service on company time?  A BIG selling point, especially with Gen X and Gen Y…that there are many ways to do this that are efficient and cheap for a company to incorporate into their brand is something recruiting should encourage and sell up to management.

Employees as Heroes – humanizing brands through employee stories via TV ads, and other venues; IBMers and Intel are examples; RECRUITERS – do you know the employees that are rock stars?  Do you use that story in your pitch?  Maybe it isn’t about them but about other stories that can be used to tell about the company culture…

Locationcasting – mainly focused on retail offers targeted to their location and sharing that info with others; foursquare an example; RECRUITERS – let your candidate network know you attend professional events in and outside of recruiting to make you a credible brand…it’s getting easier to share that information…

Brutal Transparency – can be a competitive advantage because it reveals an unexpected aggressive honesty that consumers welcome; Domino’s pizza and Southwest Airlines ads; RECRUITERS – Are you honest with your candidates?  Or are you selling only to land the deal?  Candidates can tell the difference – and expect much more…

Addictive Randomness – randomly associating words with brands; random content that leads to consumer generated campaigns where people can add content to a central archive that anyone can browse; examples are postsecret.com and Red Cross’s “Why the Heck Should I give?”; RECRUITERS – Not sure what to add here – and not as familiar with this approach to branding – any ideas on how it can apply to recruiting talent?

Culting of Retail – best web sites will create passionate following who rave about their experiences. Examples are gilt.com and groupon.com; RECRUITERS – Can there be a culting of recruiting?  Can that experience be raved about? Can that be shared with an audience of future candidates?  Why not?

 

 

 

Are you in product development in paper industry? Kimberly-Clark Hiring an R&E Scientist | WI

Requisition ID 10296
Location NEENAH, WI
Description Kimberly-Clark (NYSE: KMB) is leading the world in essentials for a better life. Headquartered in Dallas, Texas, with nearly 56,000 employees worldwide and operations in 35 countries, Kimberly-Clark posted sales of $19.1 billion in 2009. Kimberly-Clark’s global brands are sold in more than 150 countries. Every day, 1.3 billion people trust Kimberly-Clark products and the solutions they provide to make their lives better. With well-known family care and personal care brands such as Kleenex, Scott, Andrex, Huggies, Pull-Ups, Kotex, Poise and Depend, we hold the No. 1 or No. 2 share position globally in more than 80 countries.

Currently, we are seeking an experienced Scientist III to support the LCM or Lean Converting Manufacturing Materials team in Personal Care R&E in Neenah, WI.

Position Summary:

Scientists at Kimberly-Clark work as a member of a Research & Engineering (R&E) team to develop and implement new product, process, material or technology concepts. The Scientist for this role will provide guidance and leadership in design, development, optimization and problem solving of (raw material supply and maintenance). Candidates should have experience across multiple technologies or industries and will have a demonstrated ability to effectively interface with a broad range of team members. The incumbent reports to a Team Leader and receives direction in the form of specific project objectives. Key customers include: (Personal Care converting facilities, Product Supply, Global Nonwovens, S&SM). This is viewed as a growth opportunity for this career track.

 

Interested for you or a friend?  Please contact me at Dorothy.Beach@KCC.com or leave a message at 469-665-5639 to set up a time to talk. Please refer to job #10296.  You can also directly apply for job #10296 at http://bit.ly/10296-SciIII after setting up a profile.

Responsibilities:

1) Lead product, material or process projects with a financial scope of up to $5 million from conception through commercialization.
2) Plan and carry out projects responsibility with limited assistance and direction.
3) Communicate and document project plans and results to key customers.
4) Provide functional guidance and leadership in the initiation, design, development, and optimization of (Personal Care product platforms) to meet unit objectives.
5) Provide protection to technologies, processes, materials, and products through appropriate use of patents and trade secrets.
6) Develop knowledge and skills to be recognized as an effective implementer of research principles, scientific analysis, and project management.
7) Seek, recognize, define, and solve problems to achieve unit objectives. Identify complex technical issues to determine root cause, develop and recommend solutions.

Qualifications:

1) Candidates must possess a Bachelor’s degree in related major scientific or engineering discipline from an accredited college or university. May also include other relevant disciplines (i.e., Psychology, Nursing, Sociology).
2) A minimum of 5 years and up to 12 years of experience in a variety of technical or operational assignments.
3) A demonstrated ability to work independently or as part of a teams to complete projects within required timeframes.

Preferred Qualifications:
1) Strong knowledge and background in (raw material chemistry, structure and converting performance) including product or technology understanding. A demonstrated ability to translate that knowledge into
execution of process or product related initiatives.
2) Up to 12 years of experience in a variety of plant/mill and staff assignments.
3) Experience with analysis tools and computer programs, such as: (statistics; design of experiments; intellectual property; Microsoft Office Suite
(e.g., PowerPoint, Excel, Word); Others).
4) Experience and expertise with Kimberly-Clark products, procedures, and processes.

Relocation is available for the right candidate.

Kimberly-Clark is an Equal Opportunity Employer.

Using Wordle.net to help you with a job campaign

I recently found out about Wordle through a Recruiting Sourcing guru – Jim Schnyder of Pepsico as a tool to dissect resumes and also position descriptions.  The goal for recruiting purposes is to determine what words, which can be used as key words in search engines, are important in the job description.  Conversely it can also make sense out of a resume that is very technical by highlighting the words that are the most descriptive of the candidate.  It can then be compared to the job description to determine that person’s fit.  It is nice tool to use for technical, engineering and scientific resumes  for example.

Here is how Wordle describes itself:

Wordle is a toy for generating “word clouds” from text that you provide. The clouds give greater prominence to words that appear more frequently in the source text. You can tweak your clouds with different fonts, layouts, and color schemes. The images you create with Wordle are yours to use however you like. You can print them out, or save them to the Wordle gallery to share with your friends.

From a  job seeker’s point of view this tool can come in handy to test how effective your resume is describing you.  First make a list of three to five words that best describe you.  For example mine might be: Researcher, Sourcer, Headhunter, Recruiting, Social Media.  Then you simply add your resume text to Wordle under the “Create” tab and see what words pop out. Adding my resume to Wordle I get a cloud of words such as Recruiter, Research, Researcher, Recruiting, Developed, Texas, Media, Management and Candidates – in that order from largest to medium-sized text.  I was satisfied with that as a resume for a recruiting-related job.  Obviously if a word appears too small compared to your descriptive list you need to make it pop out with resume edits.

A second test is for job descriptions that you are interested in.  How do their word clouds compare to yours?  I found a job for a Sourcer through Indeed.com by adding one of my descriptive words – Sourcer – to the keyword box and left the location blank.  These words popped out in order of size: Candidates, Sourcing, Search, Including, People, Devices, Mobile, Position, Products, Networking and Devices.  Comparing this cloud with my resume cloud,  in applying for this job I might have to mention Candidates and Search more often – but it depends.  This one I clearly needed to have mobile telecommunications recruiting or research experience and I don’t have that.  This can tell you a lot about what is emphasized if it isn’t apparent.  It can facilitate the tweaking you have to do to your resume to customize it for particular jobs.  I help candidates do this all the time!

I encourage you to use this tool not only for your job campaign but also for presentations.  Some of the examples in the Wordle library are fascinating –  it will give you ideas on how to use it.

Multiskilled Employees Sought …

Multiskilled Employees Sought as Versatility Becomes a Workplace Virtue

Source: http://www.workforce.com/section/recruiting-staffing/feature/multiskilled-employees-sought-versatility-becomes-a/index.html
With the new value placed on adaptable employees, hiring managers appear to be seeking workers who are willing to take on different tasks.

By Bridget Mintz Testa

s companies slashed their workforces during the recession, employee specialists became an endangered species. Firms needed generalists who could adapt quickly, think on their feet and competently perform duties often beyond their job description.

Those jack-of-all-trade workers remain crucial to companies for their ability to handle multiple assignments. And versatility has emerged as a key quality that recruiters say they consider when filling vacancies these days.

A study released this year by consulting firm Accenture PLC asked U.S. employers why they added employees during the downturn. While 46 percent of the executives reported that they launched new products or entered a new market, 45 percent also said they needed workers with more or different skills for future business.

“Who are the people who can work under pressure, work harder and earn less, who can take on new tasks, who can be OK out of their comfort zones?” says David Lewis, founder and president of OperationsInc., an HR outsourcing and consulting firm in Stamford, Connecticut. “Companies need people like this now.”

Cynthia Good, founder and CEO of Pink, a publication targeting young female executives, retained the people who could handle multiple assignments when the magazine cut staff and went online-only in late 2009.

“I used to have one copy editor, one rewrite editor, two event managers, a designer and several writers and salespeople,” Good says, adding that publishing online only (although she says Pink still provides some custom publishing) was based on reaching readers who are more tech-savvy and like to receive the publication’s content on mobile devices.

“Now I have a half-dozen people working for me. My designer is also my media and video person, my line/copy editor also writes, my events person is now doing sales and is good at it. One person can wear a lot of hats in this economy where you must do more with less.”

Herndon, Virginia-based DLT Solutions Inc., a reseller of software to federal, state and local governments for companies such as Autodesk Inc. and Oracle Corp., also needs employees to wear several hats.

Since the passage of the American Recovery and Reinvestment Act, DLT Solutions’ salespeople have had to take over what would normally be considered order-fulfillment tasks because of changes in requirements for federal documentation, says Chris Laggini, DLT Solutions’ vice president of human resources.

The new requirements—especially the mandate for transparency in government—meant additional customer information had to be collected for order fulfillment to do its job. However, because the information had to be obtained from the customer, with whom order fulfillment has no contact, the sales staff was asked to collect it.

“The salespeople don’t like that, but the customer is happy, and it’s more efficient for the company,” Laggini says. With that approach, “new pieces of business mean you don’t have to hire new people or create new divisions.”

With the new value placed on adaptable employees, hiring managers appear to be seeking workers who are willing to take on different tasks, even if employees grumble about the extra work.

“We define [adaptability] on two levels,” says Nels Wroe, partner and product director for Princeton, New Jersey-based SHL USA, a division of U.K.-based SHL Global, which provides talent assessment and HR solutions such as succession planning and recruitment for companies such as American Express Co. and Barclays PLC in 30 languages across 50 countries.

“Adaptability is thinking on your feet. It’s a tactical, short-term characteristic,” Wroe says. “Embracing change is not tactical. It’s at the root of someone’s work behavior. It’s more about being thrown curveballs and instead of just reacting, you look at the potential, see it and deal with it. It’s adapting to how the world is changing.”

Wroe says conventional recruiting tools such as résumés, background checks and interviews won’t reveal if job candidates possess such traits.

“For the last 15 or 20 years, most people have been pretty successful” at managing their careers, he says. “But these tools show recent success, an upward trajectory. It’s a little difficult to see if someone embraces change, because only recently have we” experienced economic difficulty.

Wroe is among those advocating the use of personality and talent assessment tests for recruiting and hiring.

“When most companies do interviews, they are as unscientific and unanalytic as possible,” OperationsInc.’s Lewis says. “The days of going from a gut feeling in hiring are over. The interview has become a chess game, and the candidates have become masters. Companies need a more strategic and scientific process. There is a lot of value in personality testing. I started off being a skeptic. Now I’m a convert.”

Lewis adds that tests can validate what occurred in the interview.

“Tests don’t tell you yes or no to hire,” Lewis says. “They tell you the characteristics of the individual and the environment where they’ll do well.”

Adaptive Marketing LLC, a Norwalk, Connecticut-based firm that creates online consumer membership programs and partners with businesses to reach their target audiences, looks for specific adaptability traits during interviews. For executive-level positions, that involves a three-person panel.

“Candidates who deal well with pressure talk about the excitement of change in their work,” says Marcella Barry, Adaptivemarketing’s vice president of HR. “Someone leaving when there was a lot of turbulence indicates they may not adapt well to change.

“In this age of turbulence, it’s good to know you have a person who can operate under pressure. Regardless of the level of the person, it’s helpful to the organization.”

Workforce Management Online, September 2010Register Now!


Bridget Mintz Testa is a freelance writer based in Houston. E-mail editors@workforce.com to comment.