In recruiting, there is always some “light rain” that ends up deluging you with changes and frustration.
Year in and year out, through hundreds of searches, it’s the person we initially had a hunch about–the outlier, the slightly off-spec person–who had the best chance of being hired.
With large portions of our workforce under utilized, demoralized or simply out of work, it strains credulity to say that we are suffering talent shortages.
Think of it this way. It’s like driving your car by looking two inches in front of your bumper all the time.
The reason that Direct Marketing techniques generally have a bad name is that they tend to treat people like objects as a precursor to a deeper form of relationship.
Shouldn’t we learn from others and determine the most effective way to reach our goals, benchmark our progress, and achieve success? Best practices are only best if you’re just practicing. And I have no clue what a benchmark really is, or what you do with one.
Not all investments made by early adopters pay off. Anyone who is early to mobile recruiting knows what it feels like to go out on a limb. Without the right infrastructure, nothing succeeds.
The weird thing about most companies that sell new recruiting tools is that they don’t really understand the value they are delivering. They’ve never been recruiters.
As a lawyer, I deal with weasels and sociopaths a lot. Weasels and sociopaths love power. And money.
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