Hiring Candidates Quotes

If you are trying to decide among a few people to fill a position hire the best writer. it doesn't matter if the person is marketer, salesperson, designer, programmer, or whatever, their writing skills will pay off. That's because being a good writer is about more than writing clear writing. Clear writing is a sign of clear thinking. great writers know how to communicate. they make things easy to understand. they can put themselves in someone else's shoes. they know what to omit. And those are qualities you want in any candidate. Writing is making a comeback all over our society... Writing is today's currency for good ideas.

Resume's are incapable of holistically communicating a candidates value.

Every young sculptor seems to think that he must give the world some specimen of indecorous womanhood, and call it Eve, Venus, a Nymph, or any name that may apologize for a lack of decent clothing. I am weary, even more than I am ashamed, of seeing such things. Nowadays people are as good as born in their clothes, and there is practically not a nude human being in existence. An artist, therefore, as you must candidly confess, cannot sculpture nudity with a pure heart, if only because he is compelled to steal guilty glimpses at hired models. The marble inevitably loses its chastity under such circumstances. An old Greek sculptor, no doubt, found his models in the open sunshine, and among pure and princely maidens, and thus the nude statues of antiquity are as modest as violets, and sufficiently draped in their own beauty. But as for Mr. Gibson's colored Venuses (stained, I believe, with tobacco juice), and all other nudities of to-day, I really do not understand what they have to say to this generation, and would be glad to see as many heaps of quicklime in their stead.

When hiring, we look at a variety of factors, including education, experience, and skills. The biggest factor by far, though, is a candidate’s ability to fit in with our existing culture. Some might say this is why we seem to only hire the same type of people, but who knows?

It makes no financial sense to skimp on salary and incentives to save $100,000 a year, when hiring a second-best candidate may cost you millions of dollars in lost profit.

When I was interviewing people to work for me, and I came upon a candidate who had been an Eagle Scout, I’d almost always try to hire him. I

We define an A Player this way: a candidate who has at least a 90 percent chance of achieving a set of outcomes that only the top 10 percent of possible candidates could achieve.

The best candidates, whether employed or not, always considered the long-term career opportunity more important than the short-term package.

Firmly resolve that you will hire the candidate whose final score is the highest, even if there is another one whom you like better

Hire great writers If you are trying to decide among a few people to fill a position, hire the best writer. It doesn’t matter if that person is a marketer, salesperson, designer, programmer, or whatever; their writing skills will pay off. That’s because being a good writer is about more than writing. Clear writing is a sign of clear thinking. Great writers know how to communicate. They make things easy to understand. They can put themselves in someone else’s shoes. They know what to omit. And those are qualities you want in any candidate.

He also told me, though he didn’t have to by then, that he liked to hire high-minded people because they would do dirtier work for nothing than low-minded people would for hire. True. If the candidate so much as intimated to me that a principle was involved, it was like unleashing a rattlesnake. A low-minded person would at least have watched his own skin and thought about tomorrow.

If the person’s accomplishments are not comparable to what’s needed to be done, then it’s okay to eliminate the candidate from consideration. It’s not okay to dismiss a person based on emotions, intuition, feelings, or a superficial or biased assessment.

If you need to improve your focus and learn to avoid distractions, take a moment to visualize, with as much detail as possible, what you are about to do. It is easier to know what’s ahead when there’s a well-rounded script inside your head. Companies say such tactics are important in all kinds of settings, including if you’re applying for a job or deciding whom to hire. The candidates who tell stories are the ones every firm wants. “We look for people who describe their experiences as some kind of a narrative,” Andy Billings, a vice president at the video game giant Electronic Arts, told me. “It’s a tip-off that someone has an instinct for connecting the dots and understanding how the world works at a deeper level. That’s who everyone tries to get.” III.

Follow these five decision steps when hiring someone: Understand the job, consider three to five people, study candidates performance records to find their strengths, talk to the candidates’ colleagues about them, and once hired, explain the assignment to the new employee.

The moral of the story: promote only those you would hire. Put your SDRs through the same hiring and evaluation process you would for external candidates. No one benefits—not you, your company, sales leadership, or the SDRs themselves—when a promotion sets reps up to fail.

The insistence is on merit, insinuating that any current majority white leadership in any industry has got there through hard work and no outside help, as if whiteness isn’t its own leg-up, as if it doesn’t imply a familiarity that warms an interviewer to a candidate. When each of the sectors I mentioned earlier have such dire racial representation, you’d have to be fooling yourself if you really think that the homogeneous glut of middle-aged white men currently clogging the upper echelons of most professions got there purely through talent alone. We don’t live in a meritocracy, and to pretend that simple hard work will elevate all to success is an exercise in wilful ignorance. Opposing positive discrimination based on apprehensions about getting the best person for the job means inadvertently revealing what you think talent looks like, and the kind of person in which you think talent resides. Because if the current system worked correctly, and if hiring practices were successfully recruiting and promoting the right people for the right jobs in all circumstances, I seriously doubt that so many leadership positions would be occupied by white middle-aged men.

The Effects of Personal Bias and Hiring Urgency There are other types of cognitive biases that affect the hiring process. Another harmful one is personal bias, the basic human instinct to surround yourself with people who are like you. People have a natural desire to hire those with similar characteristics: educational background, professional experience, functional expertise, and similar life experiences. The middle-aged manager who holds a degree from the University of Michigan, worked at McKinsey, lives in the suburbs with a partner and kids, and plays golf will tend to be attracted to candidates with similar attributes.

Defining a job candidate who is a "cultural fit" is about the person being open minded, looks for the positive in others and knowing that life is too short to focus on differences. When interviewing someone, I ask them to describe something they are proud of and why. The best answers are a challenge they overcame using a unique approach.

Still allergic to PowerPoints and formal presentations, he insisted that the people around the table hash out issues from various vantages and the perspectives of different departments. Because he believed that Apple's great advantage was its integration of the whole widget- from design to hardware to software to content-he wanted all departments at the company to work together in parallel. The phrases he used were "deep collaboration" and "concurrent engineering." Instead of a development process in which a product would be passed sequentially from engineering to design to manufacturing to marketing and distribution, these various departments collaborated simultaneously. " Our method was to develop integrated products, and that meant our process had to be integrated and collaborative," Jobs said. This approach also applied to key hires. He would have candidates meet the top leaders-Cook, Tevanian, Schiller, Rubinstein, Ive- rather than just the managers of the department where they wanted to work. " Then we all get together without the person and talk about whether they'll fit in," Jobs said.

Why aren’t you as wealthy as you should be? It may be because of the way you operate your household. Would a business, especially a very productive one, ever hire a key employee without doing a serious background check and an in-depth interview? No! Yet most people, even those with high incomes, hire financial advisors after obtaining little or no background information about these “employment candidates.” Some

Recognize that listening to your feelings is not the same as acting on your feelings. Keep relevant emotions (those related to the decision you’re facing); toss irrelevant emotions (those unrelated to the decision you’re facing). Do not rely on emotion when deciding whether or not to hire a candidate. Use structured interviews to reduce biased hiring decisions. Before an external negotiation, come to an inner consensus.

There were no actual villains, just inertia. The administration genuinely wanted more diversity for reasons of its image as well as fairness, notwithstanding the cranky alumni letters in The Daily Princetonian. ... Hiring committees had not a clue where to look for or how to attract suitable candidates. And so, though a high-level recruitment plan existed on paper, there was only foot-dragging and defensive excuse making.

One rule of thumb is to keep searching for options until you fall in love at least twice. If you’ve only identified one good candidate for a job, for instance, you’ll have the strong urge to talk yourself into hiring her, which is a recipe for the confirmation bias. You’ll start to make excuses for the flaws you see: She asked us not to call her old boss for a reference, but that’s probably okay, because the boss sounded like a real jerk …

Fitza estimates than in addition to these uncontrollable elements, about 70 percent of a company’s performance, for which the CEO normally gets credit and blame, is a matter of pure random chance. When a corporation sets out to find a new chief executive, it often hires headhunters and consulting firms, spending months of work and millions of dollars to pick just the right candidate. Fitza’s research suggests that they might as well have identified a pool of applicants with the general qualifications required for the job, and then just pulled names out of a hat.

every résumé received from a female applicant automatically led to a phone screen. It’s important to say that this solution did not lower the hiring bar, nor did it favor unqualified candidates on the basis of gender. If the candidate did not pass the phone screen, they would not move forward to the next step in the process. This technique made it clear that when a candidate’s name implied the gender as female, an unconscious bias had been affecting the résumé screening. The result was that well-qualified female candidates were apparently being rejected too early in the process.

Mediocre people are a drag on quality and morale, but they tend to do just enough good work to stick around—managers have a tough time justifying letting them go because there’s no actionable offense. The scent of mediocrity on your team can also scare off talented candidates. Mediocrity is an albatross we tether ourselves to when we don’t give the hiring process our full attention. When you hire, look for skill fit, but don’t make it your primary evaluation criteria. Look for passion, curiosity, selflessness, openness, confidence, communication skills, emotional intelligence, and intrinsic motivation, too. These things can’t be taught—most skills can.

You need to make sure that each one of those steps is done more systematically and purposefully. For example, you should think through what questions are asked and how the different answers candidates give differentiate them in the ways that you are seeking to differentiate them. You should also save all of those answers so you can learn about how indicative they might be of subsequent behaviors and performance. I do not mean that the human dimension or art of the hiring process should be eliminated—the personal values and esprit de corps part of a relationship are critically important and can’t be fully measured by data. Sometimes the twinkle in the eye and the facial expressions are telling.

In the elaborate con that is American electoral politics, the Republican voter has long been the easiest mark in the game, the biggest dope in the room. Everyone inside the Beltway knows this. The Republican voters themselves are the only ones who never saw it. Elections are about a lot of things, but at the highest level, they’re about money. The people who sponsor election campaigns, who pay the hundreds of millions of dollars to fund the candidates’ charter jets and TV ads and 25-piece marching bands, those people have concrete needs. They want tax breaks, federal contracts, regulatory relief, cheap financing, free security for shipping lanes, antitrust waivers and dozens of other things. They mostly don’t care about abortion or gay marriage or school vouchers or any of the social issues the rest of us spend our time arguing about. It’s about money for them, and as far as that goes, the CEO class has had a brilliantly winning electoral strategy for a generation. They donate heavily to both parties, essentially hiring two different sets of politicians to market their needs to the population. The Republicans give them everything that they want, while the Democrats only give them mostly everything. They get everything from the Republicans because you don’t have to make a single concession to a Republican voter. All you have to do to secure a Republican vote is show lots of pictures of gay people kissing or black kids with their pants pulled down or Mexican babies at an emergency room. Then you push forward some dingbat like Michele Bachmann or Sarah Palin to reassure everyone that the Republican Party knows who the real Americans are. Call it the “Rove 1-2.” That’s literally all it’s taken to secure decades of Republican votes, a few patriotic words and a little over-the-pants rubbing. Policywise, a typical Republican voter never even asks a politician to go to second base. While we always got free trade agreements and wars and bailouts and mass deregulation of industry and lots of other stuff the donors definitely wanted, we didn’t get Roe v. Wade overturned or prayer in schools or balanced budgets or censorship of movies and video games or any of a dozen other things Republican voters said they wanted.

If people cannot ever develop into one of our top three cooks, servers, managers, or maître d’s, why would we hire them? How will they help us improve and become champions? It’s pretty easy to spot an overwhelmingly strong candidate or even an underwhelmingly weak candidate. It’s the “whelming” candidate you must avoid at all costs, because that’s the one who can and will do your organization the most long-lasting harm. Overwhelmers earn you raves. Underwhelmers either leave on their own or are terminated. Whelmers, sadly, are like a stubborn stain you can’t get out of the carpet. They infuse an organization and its staff with mediocrity; they’re comfortable, and so they never leave; and, frustratingly, they never do anything that rises to the level of getting them promoted or sinks to the level of getting them fired.

What’s the magic number of candidates then? I worked with our firm’s research center in India on a massive analysis to study the relationship between how many people we had presented to our clients in thousands of executive searches all over the world and the “stick rate” of the one hired—that is, how many years he or she had stayed at the company, either in the original position or moving up to a more senior role. My expectation was that a larger pool of people interviewed would increase the stick rate, and that happened up to a point. But after three or four candidates, it rapidly declined, confirming that too many options generate suboptimal decisions. So three to four seems to be the right number, just as it is with the interviewers you involve in your key people decisions. But wait: Weren’t Kepler and Darwin out of this range with their eleven

Our search for a new chairperson had gone pretty much as expected. In September we were given permission to search. In October we were reminded that the position had not yet been funded. In December we were grudgingly permitted to come up with a short list and interview at the convention. In January we were denied permission to bring anyone to campus. In February we were reminded of the hiring freeze and that we had no guarantee that an exception would be made for us, even to hire a new chair. By March all but six of the remaining applicants had either accepted other positions or decided they were better off staying where they were than throwing in with people who were running a search as screwed up as this one. In April we were advised by the dean to narrow our list to three and rank the candidates. There was no need to narrow the list. By then only three remained out of the original two hundred.

Finally, I ask our managers to weigh one other critical factor as they handicap the prospect. Do they believe the candidate has the capacity to become one of the top three performers on our team in his or her job category? If people cannot ever develop into one of our top three cooks, servers, managers, or maître d’s, why would we hire them? How will they help us improve and become champions? It’s pretty easy to spot an overwhelmingly strong candidate or even an underwhelmingly weak candidate. It’s the “whelming” candidate you must avoid at all costs, because that’s the one who can and will do your organization the most long-lasting harm. Overwhelmers earn you raves. Underwhelmers either leave on their own or are terminated. Whelmers, sadly, are like a stubborn stain you can’t get out of the carpet. They infuse an organization and its staff with mediocrity; they’re comfortable, and so they never leave; and, frustratingly, they never do anything that rises to the level of getting them promoted or sinks to the level of getting them fired. And

But then something unexpected happened. Donald Trump, a real estate mogul and television celebrity who did not need the Koch donor network’s money to run, who seemed to have little grasp of the goals of this movement, entered the race. More than that, to get ahead, Trump was able to successfully mock the candidates they had already cowed as “puppets.” And he offered a different economic vision. He loved capitalism, to be sure, but he was not a libertarian by any stretch. Like Bill Clinton before him, he claimed to feel his audience’s pain. He promised to stanch it with curbs on the very agenda the party’s front-runners were promoting: no more free-trade deals that shuttered American factories, no cuts to Social Security or Medicare, and no more penny-pinching while the nation’s infrastructure crumbled. He went so far as to pledge to build a costly wall to stop immigrants from coming to take the jobs U.S. companies offered them because they could hire desperate, rightless workers for less. He said and did a lot more, too, much that was ugly and incendiary. And in November, he shocked the world by winning the Electoral College vote.

Here are four more strategies to help you stack the deck in your favor when seeking a raise or a promotion: ✓ DO YOUR RESEARCH: Understand your market value and, more important, your value to the company. Be prepared to explain, candidly and concretely, what you feel you’re doing that you’re not being compensated for. Have confidence in your own worth. ✓ ASK TO BE PAID FOR THE JOB YOU’RE ACTUALLY DOING: If your responsibilities have increased but you haven’t been recognized since, say, you’ve taken over for the manager who left several months earlier, approach your new boss and say, “I’ve been effectively doing this person’s job since she departed and I’d like to formally assume her position.” Have a conversation. Express that you feel confident you can grow in this role and create value for the organization. ✓ PROVE YOUR WORTH: To earn an increase in salary, you need to be increasing your responsibilities and performing at a higher level than when you were hired. ✓ DON’T NEGOTIATE IF YOUR BOSS SAYS NO: Typically no means no when it comes to this type of discussion. If your boss says no, you have two choices: you either accept the rationale, think about it, and grow based on the feedback, or you leave. This is a good time to be reflective. Ask why you haven’t earned the increase. You may not walk away with a new title or more money, but hopefully you’ll learn something that will help you correct your course moving forward.

Suppose that you need to hire a sales representative for your firm. If you are serious about hiring the best possible person for the job, this is what you should do. First, select a few traits that are prerequisites for success in this position (technical proficiency, engaging personality, reliability, and so on). Don’t overdo it—six dimensions is a good number. The traits you choose should be as independent as possible from each other, and you should feel that you can assess them reliably by asking a few factual questions. Next, make a list of those questions for each trait and think about how you will score it, say on a 1–5 scale. You should have an idea of what you will call “very weak” or “very strong.” These preparations should take you half an hour or so, a small investment that can make a significant difference in the quality of the people you hire. To avoid halo effects, you must collect the information on one trait at a time, scoring each before you move on to the next one. Do not skip around. To evaluate each candidate, add up the six scores. Because you are in charge of the final decision, you should not do a “close your eyes.” Firmly resolve that you will hire the candidate whose final score is the highest, even if there is another one whom you like better—try to resist your wish to invent broken legs to change the ranking. A vast amount of research offers a promise: you are much more likely to find the best candidate if you use this procedure than if you do what people normally do in such situations, which is to go into the interview unprepared and to make choices by an overall intuitive judgment such as “I looked into his eyes and liked what I saw.

Dontchev was born in Bulgaria and emigrated to America as a young kid when his father, a mathematician, took a job at the University of Michigan. He got an undergraduate and graduate degree in aerospace engineering, which led to what he thought was his dream opportunity: an internship at Boeing. But he quickly became disenchanted and decided to visit a friend who was working at SpaceX. “I will never forget walking the floor that day,” he says. “All the young engineers working their asses off and wearing T-shirts and sporting tattoos and being really badass about getting things done. I thought, ‘These are my people.’ It was nothing like the buttoned-up deadly vibe at Boeing.” That summer, he made a presentation to a VP at Boeing about how SpaceX was enabling the younger engineers to innovate. “If Boeing doesn’t change,” he said, “you’re going to lose out on the top talent.” The VP replied that Boeing was not looking for disrupters. “Maybe we want the people who aren’t the best, but who will stick around longer.” Dontchev quit. At a conference in Utah, he went to a party thrown by SpaceX and, after a couple of drinks, worked up the nerve to corner Gwynne Shotwell. He pulled a crumpled résumé out of his pocket and showed her a picture of the satellite hardware he had worked on. “I can make things happen,” he told her. Shotwell was amused. “Anyone who is brave enough to come up to me with a crumpled-up résumé might be a good candidate,” she said. She invited him to SpaceX for interviews. He was scheduled to see Musk, who was still interviewing every engineer hired, at 3 p.m. As usual, Musk got backed up, and Dontchev was told he would have to come back another day. Instead, Dontchev sat outside Musk’s cubicle for five hours. When he finally got in to see Musk at 8 p.m., Dontchev took the opportunity to unload about how his gung-ho approach wasn’t valued at Boeing. When hiring or promoting, Musk made a point of prioritizing attitude over résumé skills. And his definition of a good attitude was a desire to work maniacally hard. Musk hired Dontchev on the spot.

Four people is about the right size for an interview committee. Ideally, the interviewing committee is diverse. If you’re a female candidate, it can be off-putting if everyone who interviews you is male. If you’re an underrepresented minority, it can be frustrating if everyone who interviews you is of the same ethnicity. It’s also helpful if at least one of the interviewers is on another team. This prevents “desperation hiring.” When there’s a “hole” on a team, people become so eager to fill the position that they ignore warning signals. Somebody who isn’t feeling the pain of the hole on the team as acutely is more likely to point out these danger signs.

The brutal reality of hiring is that the best candidates are not just considering your offer; they are evaluating your speed. Slow decisions can cost you the winners.

This success isn’t unique to her: there’s evidence that people are more interested in hiring candidates who acknowledge legitimate weaknesses as opposed to bragging or humblebragging.

Perhaps no one else would want me. Well, the rejection rate for new job applications is extraordinarily high. I tell my clients to assume 50:1, so their expectations are set properly. You are going to be passed over, in many cases, for many positions for which you are qualified. But that is rarely personal. It is, instead, a condition of existence, an inevitable consequence of somewhat arbitrary subjection to the ambivalent conditions of worth characterizing society. It is the consequence of the fact that CVs are easy to disseminate and difficult to process; that many jobs have unannounced internal candidates (and so are just going through the motions); and that some companies keep a rolling stock of applicants, in case they need to hire quickly. That is an actuarial problem, a statistical problem, a baseline problem—and not necessarily an indication that there is something specifically flawed about you. You must incorporate all that sustainingly pessimistic realism into your expectations, so that you do not become unreasonably downhearted. One hundred and fifty applications, carefully chosen; three to five interviews thereby acquired. That could be a mission of a year or more. That is much less than a lifetime of misery and downward trajectory. But it is not nothing. You need to fortify yourself for it, plan, and garner support from people who understand what you are up to and are realistically appraised of the difficulty and the options.

For all the talk about hiring for fit, there is still too much emphasis on technical skills and experience when it comes to interviewing and selection. And this happens at all levels. When push comes to shove, most executives get enamored with what candidates know and have done in their careers and allow those things to overshadow more important behavioral issues. They don’t seem to buy into the notion that you can teach skill but not attitude.

In January 2017, Bloomberg reported that although Facebook had started giving recruiters an incentive to bring in more women, black, and Latino engineering candidates back in 2015, the program was netting few new hires. According to former Facebook recruiters, this was because the people responsible for final hiring approvals—twenty to thirty senior leaders who were almost entirely white and Asian men—still assessed candidates by using the same metrics as always: whether they had gone to the right school, already worked at a top tech company, or had friends at Facebook who gave them a positive referral.15 What this means is that, even after making it through round after round of interviews designed to prove their skills and merits, many diverse hires would be blocked at the final stage—all because they didn’t match the profile of the people already working at Facebook.

A manager that is not an accomplished product manager, designer, or engineer herself is ill‐equipped to assess a candidate, and it is easy to see how the company can end up hiring someone that is not competent at the job. Moreover, without the necessary experience herself, the hiring manager is not able to coach and develop that person to competence.

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The areas on which we offer our expertise in HR Consulting, include: Understanding the specific requirements of our clients and providing them with prospective candidates to suit the job profile. The process we follow stats with collecting resumes suited to the hob profile, shortlist them and forward them to our clients Our process of screening, Verification of background and making the correct assessment is done through our Developed Pre Screening Checking processes so that we are able to provide pre-screened candidates to speed up hiring needs. We also have an Applicant Tracking System. abhishek.sinngh@wawcl.com +91-9953328778 408, 4th Floor, Tower C KLJ Noida One, B-8, Block B, Sector 62, Noida – 201309 ( UP )

are your career goals? This first question is powerful because it allows you to hear about a candidate’s goals and passions before you taint the discussion with your own comments. You give the candidate the first word, rather than telling the person about the company so he or she can parrot back what you just said. Ideally, a candidate will share career goals that match your company’s needs. If he or she lacks goals or sounds like an echo of your own Web site, screen the person out. You are done with the call. Talented people know what they want to do and are not afraid to tell you about it.

Henry Ford inviting job candidates to dinner and watching them eat. He never hired the man who salted his food before tasting it.

If there is one skill a sales manager must have, it is recruiting. It has to be done in‐house because recruiting is so core to successful sales management. Good sales managers are constantly hiring and firing, which helps them develop a clear sense of which candidates are likely to become gunslingers.

Well, I thought they were candidates in the running to replace me at work. ‘Diversity hires.’ But now—now I don’t know what their deal is. I overheard them call me ‘an Involuntary.’ As though I’m being, like… converted to something.

My call to action goes well beyond asking you to pressure your recruiting team to hire a couple of token employees. That's easy and you've been doing that for years. My call to action is that you dig deeper and place focus on making the work environment sustainable for the minorities you introduce to your team. I'm challenging you to refrain from the habitual practice of listening only to the jaded opinions of people that you are more familiar with. Consider that, although you may be under the impression that your employees have strong ethics, morals and values, there is a possibility that they mat not be telling you the entire truth when speaking about the performance or demeanor of minorities. Furthermore, I challenge you to accept that racism, ageism, ableism, classism, sizeism, homophobia, etc., are real and shaping the semblance of your organization. Accepting that fact does not mean that people you work with and trust are bad people. It simply means that many of them are naïve, fearful, and more comfortable with pointing fingers at the innocent than they are with facing and addressing their own unconscious and damaging biases.

company late at night when sitting on the couch deciding to search for their next career move. It’s the perception in a candidate's mind about what you have to offer as a prospective employer and one of the most critical factors in how an individual decides to approach their job search. What do most people get wrong about employer branding?

I had no background, or I had a very exiguous background in finance. The guy who hired me always talked about hiring good intellectual athletes, people who were sort of mentally agile in an all-around way, and that the specifics of finance you could learn, which I think is true. But at the time, I mean, no hedge fund was really flooded with applicants, and that allowed him to let his mind range a little bit and consider different kinds of candidates. Today we have a recruiting group, and what do they do? They throw résumés at you, and it’s, like, one business school guy, one finance major after another, kids who, from the time they were twelve years old, were watching Jim Cramer and dreaming of working in a hedge fund. And I think in reality that probably they’re less likely to make good investors than people with sort of more interesting backgrounds. n+1: Why? HFM: Because I think that in the end the way that you make a ton of money is calling paradigm shifts, and people who are real finance types, maybe they can work really well within the paradigm of a particular kind of market or a particular set of rules of the game—and you can make money doing that—but the people who make huge money, the George Soroses and Julian Robertsons of the world, they’re the people who can step back and see when the paradigm is going to shift, and I think that comes from having a broader experience, a little bit of a different approach to how you think about things.

Networking Beats The HR Elimination System Every Time In a LinkedIn post, Lynda Spiegel shared that she submitted her resume to two different companies, both looking for a senior level human resources executive with global experience. Lynda's experience matched most of the requirements. However, within hours of hitting "send," she received emails from both companies telling her there were other candidates more qualified for the position. Fortunately, Lynda had used her connections to send her resume to the hiring managers at both firms. Within one day of the ATS rejection, she received calls from these hiring managers asking her to interview based on the strength of her resume.

Staffing Companies Staffing firms are hired by companies to vet candidates. Many of the top employers in my area use staffing firms to vet candidates for open positions. The last time I was in the job market, I got a call from a local staffing firm fifteen days before I started my new job. When I met with the firm, though, I found there was one big problem. Since I had already applied to the leading companies in my area, the staffing firm could not earn a commission by recommending me to their clients. In fact, twelve months had to pass since my last application for the Staffing firm to earn a commission by recommending me. I’m sharing this strategy early in the book, because pursuing this option could cut months off your job search.

Contacting the Hiring Manager I have also contacted hiring managers directly. Sometimes it’s as simple as calling the company and saying I want to speak to Joseph Hiring Manager. The voice recognition or ‘type the name’ systems that are so common today are best, because they won’t ask why you’re calling. Once, when I called a hiring manager directly, I got three interviews. Because I took the effort to call, I became a known quantity. I differentiated myself from the other candidates who didn’t call.

The Wisdom of Pursuing Other Paths When you only apply online, you’re betting your future on the Applicant Tracking System. I know I’m repeating myself, however it’s critical that you understand this. ATS systems reject, on average, 75% of all applicants. The percentage can be as high as 90%. When you pursue career opportunities through networking, staffing companies, recruiters, or calling the hiring manager, your future is no longer in the hands of the HR Elimination System. In other words, you significantly increase your chances of landing a job. Orville Pierson, a former Vice President at Lee Hecht Harrison, the largest outplacement firm in the U.S. and author of three job search books, provides these success rates: Networking or “Just Plain Talking To Other People” as Pierson likes to call it, is responsible for 75% of all hires. Pierson says networking enables you to become a known candidate, either as a referral or recommendation from an internal employee. Nothing makes a candidate more valuable than being known.

After extensive reading, I feel like the MOST IMPORTANT ADVICE is always left out…the most important being… … Understand How the Hiring Manager Thinks Secret #1 3 Questions That Determine If You Are A Candidate Can You Do The Job? Will You Like The Job Enough To Stay There? Can We Stand To Work With You? Secret #2 4 Ways To Differentiate Yourself From All Other Candidates: Have You Made Money For Your Employers? Have You Saved Money For Your Employers? Have You Increased the Productivity of Your Employers? Have You Made A Difference at Your Employers? Everything I did before, during and after the interview was geared toward answering those questions in as much detail as possible.

Your Beliefs When it comes to job seeking, I like what Saint Augustine said: Pray as though everything depended on God. Work as though everything depended on you. Because I follow this strategy, I believe I will be hired. I also believe I'll be hired, since my last employer gave me more chances to learn how to get hired than most people have in their lifetime. Because of those experiences: I realize I must stand out from all of the other candidates. I stand out by clearly communicating my track record of solving complex problems. The best way to communicate how you can solve problems is to include your stories of overcoming obstacles and resolving work issues in: • Your Cover Letter • Your Resume • Your Achievement Stories • Your LinkedIn Recommendations • Your Portfolio.

Important Warning Before you raise a red flag and say, “I can’t do this,” remember: being shy about sharing your strengths can result in not getting offers. If you get offers, they will be at lower salaries. For example, I have a friend, who I’ll call Jonathan. I coached him on the value of achievement stories. I also recommended him to a staffing firm. He told me later that they never called him back. They never called him back, because he never spoke of his achievements. Staffing firms are paid to provide great candidates to prospective employers. If someone can’t promote themselves — if someone cannot explain why they are a great candidate — they’ll never get a call back, whether it’s from a staffing firm, a hiring manager, or anyone else. While I understand that my friend probably views Achievement Stories as bragging, I overcame this hurdle. When I talk about accomplishments, I say: “I’m blessed with the ability to…” “I’ve been fortunate enough to…” “Leadership appreciates how…” “Co-workers appreciate how…” This is an ideal way to communicate your achievements, because hiring managers prefer humble candidates. But they do want to hear about your achievements.

How to Quantify Achievement Stories When hiring managers, recruiters, and staffing firms see a resume or LinkedIn profile or attend an interview with verbiage but no numbers, they don’t know what those words mean. In fact, they know next to nothing until you add the numbers that explain the impact of your work. Here’s how you can resolve this issue. Work With Finance Sometimes the impact of our work is not always clear. At times like this, reaching out to one of your friends in the Finance Department can be very helpful. Finance has access to numbers that are not always readily available to other departments. If you’re no longer with the company, explain to the Finance associate that the numbers he provides could make the difference in determining whether you land another position. Using a Range Per Lily Zhang of the Muse, one reason job seekers avoid quantifying is not knowing the exact number. Lily suggests using a range. Using my work experience, here’s what that means: Before: Chaired weekly product manager meeting. After: Chaired weekly meeting with 7 to 12 product managers so plans could be discussed and coordinated. Confusion and rework were eliminated. Frequency Lily shared that one of the easiest ways to add numbers is to identify the frequency with which you perform a given task. This can help the hiring manager understand how much you can handle. For example: Before: Responded to pricing requests from the Sales Force. After: Responded to 15 to 20 pricing requests from the Sales Force on a daily basis. Scale Everyone on the hiring side of the business loves when candidates provide numbers, because numbers explain the impact of what you’ve done. The most meaningful numbers are those associated with making money, saving money, and driving productivity. Here are a couple examples from my work experience: Before: Reduced time to perform Operations Manager’s role; after analysis showed tasks could be batched and performed at the end of the month. After: Reduced time to perform Operations Manager role by 66%; after analysis showed tasks could be batched and performed at the end of the month. Asked Director if I could take on the responsibilities of employees who were laid off. Before: Analysis revealed misconfigured offers; worked with other departments to correct errors. Implemented process to prevent future errors. After: Analysis revealed misconfigured offers; worked with other departments to correct errors. Recognized $7.2M. Implemented process to prevent future errors.

How To Write Achievement Stories Because you’re asking people to take a chance on you, you need to show them why they should take a chance. We live in a world best summarized by the words of Grant Cardone: Sell Or Be Sold! Practically, everything we hear and read on TV, radio, and the internet is an attempt to sell us something. When you find yourself in front of the hiring manager, it’s essential that you sell yourself. Selling yourself means helping the hiring manager understand why she should hire you. Hiring managers want to know how you’re different from all of the other candidates. If you can’t answer that question, you won’t get a second interview. After my job was eliminated in ’95 and ’02, I knew I had to quantify the impact of my work, so I would be ready for the next time. As a result, I took detailed notes on everything I did that 1) earned money, 2) saved money, and 3) increased productivity. I also took detailed notes on everything that set me apart from other candidates. Because everyone responds well to stories, and detailed stories add to your credibility, I created Achievement Stories. Achievement stories are also known as STAR stories. STAR is short for Situation – Task – Action – Result. Another name for Achievement stories is SOAR stories. (See explanation below.) Situation First, provide the context of what was happening. This is the before picture, namely what was going on at the time, before you took action. Obstacles These are the issues and problems which you had to overcome to be successful. Action This is where you explain what you did to overcome the issues and problems. Results This is where you share the outcome of your action – both quantitatively and qualitatively.

What If I Don’t Want To Brag? I’ve mentioned this before and I’ll mention it again because it is critical… Before you raise a red flag and say, “I can’t do this,” remember: being shy about sharing your strengths can result in not getting offers. If you do get offers, chances are they will be at lower salaries. I have a friend who I’ll call Jonathan. I coached him on the importance and value of achievement stories. I also recommended him to a staffing firm. He told me later that after his interview, the staffing firm never called him back. They never called him back, because he never spoke of his achievements. Staffing firms are paid for providing great candidates to prospective employers. If someone can’t promote themselves — if someone cannot explain why they are a great candidate — they’ll never get a call back, whether it’s from a staffing firm, a hiring manager or anyone. While I understand that my friend probably views Achievement Stories as bragging, I overcame this hurdle by describing my accomplishments this way: “I’m blessed with the ability to…” “I’ve been fortunate enough to…” “Leadership appreciates how…” “Co-workers appreciate how…” This is an ideal way to communicate your achievements because hiring managers prefer humble candidates.

provider also bolstered the employee referral plan and implemented better metrics such as ‘hiring manager satisfaction’ with the pool of candidates sent by the provider.

HOW TO SELL A PLAYERS 1. Identify which of the five F’s really matter to the candidate: fit, family, freedom, fortune, or fun. 2. Create and execute a plan to address the relevant F’s during the five waves of selling: during sourcing,

At least one anointed bar raiser would participate in every interview process and would have the power to veto a candidate who did not meet the goal of raising the company’s overall hiring bar.

While hiring, look for candidates who have been laid off, or who took extended paternity or maternity leave to be with their kids in their growing years. Not only will it give you an excellent hiring experience, in terms of lower joining attrition rate and shorter recruitment cycle, but it will also ensure higher retention rate. People who get laid-off are not bad people or non-performers, it is just that they didn't fit into the culture of one organization or that particular organization couldn't afford them (cost-cutting). Such people deserve to be looked differently and given another chance. People who take an extended break to take care of their infants are career oriented people with a temporary shift in their priorities, do not make it look permanent.

One interview technique that I’d used to sort the good from the bad was to ask a series of questions about hiring, training, and managing sales reps. Typically, it would go like this: Ben: “What do you look for in a sales rep?” Candidate: “They need to be smart, aggressive, and competitive. They need to know how to do complex deals and navigate organizations.” Ben: “How do you test for those things in an interview?” Candidate: “Umm, well, I hire everybody out of my network.” Ben: “Okay, once you get them on board, what do you expect from them?” Candidate: “I expect them to understand and follow the sales process, I expect them to master the product, I expect them to be accurate in their forecasting. . . .” Ben: “Tell me about the training program that you designed to achieve this.” Candidate: “Umm.” They would then proceed to make something up as they went along.

You hired for the generic position. There is no such thing as a great CEO, a great head of marketing, or a great head of sales. There is only a great head of sales for your company for the next twelve to twenty-four months. That position is not the same as the same position at Microsoft or Facebook. Don’t look for the candidate out of central casting. This is not a movie.

Human resource directors and hiring managers tell me they usually know within the first thirty seconds of a job interview whether or not the person is even a viable candidate.

How a person treats wait staff speaks volumes about their character and values. If they misbehave in this scenario, you can likely predict how they will react when cut off in traffic, when their luggage is lost, or when life doesn’t go their way. It is also an indicator to CEOs and hiring managers as to whether a person is a viable candidate for being a considerate team player.

If that sounds cultish, I’m unapologetic. When organizations talk about creating an innovative business culture, a lot of people focus on the external symbols. The ping-pong and foosball tables in the office, the team-building Thursday beers after work, the company ski weekends, and the anything-goes dress code. At TMHQ we have all those things. But they are marginal to what we are really about. A culture is built up over months and years of good practice, questioning, and improvement. Of doing things the right way and having anyone who comes into the group or participates in an event recognize what that means. Culture is all the things that happen in an organization when the boss isn’t looking. Tony Hsieh describes, in his book Delivering Happiness, how he built his online shoe business Zappos by concentrating on service and integrity above all else. “Your personal core values define who you are,” he argued, “and a company’s core values ultimately define the company’s character and brand. For individuals, character is destiny. For organizations, culture is destiny.” I think that’s true, and doubly so when you are “delivering happiness” as an experience that asks people to take on and display some of the virtues of that culture themselves. In this sense, we believed, in our initial phase of recruiting, that a candidate’s previous career path and qualifications were less important than his or her willingness to embrace our credo. Though we had no experience in event management, the plan was never to go out and hire people from the event industry. We had obstacles where participants jump through flames and we feared the first thing an outside event person might instinctively do was pull out a fire extinguisher.

In the budget the term we use for it is bracketing. We hire a contractor, like Bob Creamer, to do this work of organizing the opposition force, and also to organize rallies for our candidates. The Republicans do it, too. The footage of Creamer and Scott Foval boasting about picking fights with crazy people in the line to a campaign rally looked terrible. Foval was taped saying, “It doesn’t matter what the fricking legal and ethics people say. We need to win this mother fucker… In the lines at Trump rallies, we’re starting anarchy.

At best, hiring is a 50/50 crap shoot. Hiring great folks is critical to building the team, and it’s not easy. Many folks put on a great interview, but the excellence ends there. Others get solid references and you wonder if you hired the same person. And, in other cases, you get a start from somebody you never expected. My best interview question is, “What would your worst reference say about you?” It’s hard to give the answer to that question, “I work too hard,” with a straight face. I have also found that having key candidates take an assessment test gives you more data. Lastly, back-channel references are the best. It’s hard for candidates to game them.

Question six: * Did you have any boy pals or friends when you were growing up? If not, why is that? Would you have grown up differently if you’d had guy friends? Answers: a) As far as I can remember, my main playmate was my cousin Pinky. Although I remember my mother’s longtime friend and confidant, Yin Yee; her son, Tuck would come to visit and play with Pinky and me, but I was never as close to Tuck as I was to my female cousin. Tuck loved to climb trees and I didn’t really care for those kinds of rugged, outdoorsy endeavors. b) I was extremely protected when growing up due to my wealthy parents’ social status; they were afraid I would be a likely candidate for kidnapping. I was always accompanied by either a family member or hired help before and after school hours. Since I didn’t care for any of the afterschool sporting activities that most of the boys my age seemed to delight in participating in, I preferred to be at home playing with my dolls and with Pinky, my playmate. c) Most likely if I’d had guy friends, the pressure of having to hide my homosexual inklings would be a greater burden than I could have dealt with. I would most likely have been bullied by the ‘straight’ boys like KiWi and his gang of three, or I would have ended up pining for their forbidden sexual gratifications. That would have ended either in disasters or, as it did in the case with KiWi, with unsatisfactory sexual doom. Well, dear Arius, I did my best to satisfy your questionnaires. It has been fun; please keep them coming. Until I hear from you again, best wishes to you and your doggies. Kind regards, Young.

I recommend an email that thanks the person for their time, reiterates your desire to work for the company after having met the hiring manager and learned more about the company, and that uses a specific reference to a point in the conversation that was meaningful. Also, mention what you think sets you apart from the rest of the candidates.

In the last five years, what have you become better at saying no to? My biggest shift came after listening to a successful CEO talk about his philosophy for hiring people. When his company grew and he ran out of time to interview people himself, he had his employees rate new candidates on a 1–10 scale. The only stipulation was they couldn’t choose 7. It immediately dawned on me how many invitations I was receiving that I would rate as a 7—speeches, weddings, coffees, even dates. If I thought something was a 7, there was a good chance I felt obligated to do it. But if I have to decide between a 6 or an 8, it’s a lot easier to quickly determine whether or not I should even consider it.

Hiring SREs well is critical to having a high-functioning reliability organization, as explored in “Hiring Site Reliability Engineers” [Jon15]. Google’s hiring practices have been detailed in texts like Work Rules! [Boc15],1 but hiring SREs has its own set of particularities. Even by Google’s overall standards, SRE candidates are difficult to find and even harder to interview effectively.

And about that drunken Carnival photo: Unless they demonstrate a serious character flaw, we generally don’t hold a candidate’s online photos and commentary against her. We are hiring for passion, remember, and passionate people will often have an exuberant online presence. This demonstrates a love of the digital medium, an important characteristic in today’s world.

If someone sends out a resumé to three hundred companies, that’s a huge red flag right there. There’s no way that applicant has researched you. There’s no way he knows what’s different about your company. If you hire based on this garbage, you’re missing the point of what hiring is about. You want a specific candidate who cares specifically about your company, your products, your customers, and your job.

One positive move would be for managers to seek out qualified female candidates to hire and promote. They can also invest more in the recruiting of these female candidates plus their mentoring and helping them get the experience they need. The battle between the stay-at-home moms and the career moms needs to stop. Each group should stop judging each other and causing guilt trips. Those women who have decided to stay at home and raise a family should not be looked down upon by the career women. Career women with families need not feel like the stay-at-home mothers and feminism both are making them feel guilty. Each group needs to be respectful of the other and their contributions. As more women attain senior positions of leadership, things will change. These women will raise the ceiling and the floor. This book was written to encourage women to dream big. It is also hoped that men will do their part to support women in their careers and in the workplace. While many women may not be focused on getting to the top, if more women lean in then conditions for all women will improve. Sheryl Sandberg looks forward to a world where her children and others, both boys and girls, will be able to make the choice of what to do with their lives without obstacles, both internal and external, slowing them down.

When she’s in a courtroom, Wendy Patrick, a deputy district attorney for San Diego, uses some of the roughest words in the English language. She has to, given that she prosecutes sex crimes. Yet just repeating the words is a challenge for a woman who not only holds a law degree but also degrees in theology and is an ordained Baptist minister. “I have to say (a particularly vulgar expletive) in court when I’m quoting other people, usually the defendants,” she admitted. There’s an important reason Patrick has to repeat vile language in court. “My job is to prove a case, to prove that a crime occurred,” she explained. “There’s often an element of coercion, of threat, (and) of fear. Colorful language and context is very relevant to proving the kind of emotional persuasion, the menacing, a flavor of how scary these guys are. The jury has to be made aware of how bad the situation was. Those words are disgusting.” It’s so bad, Patrick said, that on occasion a judge will ask her to tone things down, fearing a jury’s emotions will be improperly swayed. And yet Patrick continues to be surprised when she heads over to San Diego State University for her part-time work of teaching business ethics. “My students have no qualms about dropping the ‘F-bomb’ in class,” she said. “The culture in college campuses is that unless they’re disruptive or violating the rules, that’s (just) the way kids talk.” Experts say people swear for impact, but the widespread use of strong language may in fact lessen that impact, as well as lessen society’s ability to set apart certain ideas and words as sacred. . . . [C]onsider the now-conversational use of the texting abbreviation “OMG,” for “Oh, My God,” and how the full phrase often shows up in settings as benign as home-design shows without any recognition of its meaning by the speakers. . . . Diane Gottsman, an etiquette expert in San Antonio, in a blog about workers cleaning up their language, cited a 2012 Career Builder survey in which 57 percent of employers say they wouldn’t hire a candidate who used profanity. . . . She added, “It all comes down to respect: if you wouldn’t say it to your grandmother, you shouldn’t say it to your client, your boss, your girlfriend or your wife.” And what about Hollywood, which is often blamed for coarsening the language? According to Barbara Nicolosi, a Hollywood script consultant and film professor at Azusa Pacific University, an evangelical Christian school, lazy script writing is part of the explanation for the blue tide on television and in the movies. . . . By contrast, she said, “Bad writers go for the emotional punch of crass language,” hence the fire-hose spray of obscenities [in] some modern films, almost regardless of whether or not the subject demands it. . . . Nicolosi, who noted that “nobody misses the bad language” when it’s omitted from a script, said any change in the industry has to come from among its ranks: “Writers need to have a conversation among themselves and in the industry where we popularize much more responsible methods in storytelling,” she said. . . . That change can’t come quickly enough for Melissa Henson, director of grass-roots education and advocacy for the Parents Television Council, a pro-decency group. While conceding there is a market for “adult-themed” films and language, Henson said it may be smaller than some in the industry want to admit. “The volume of R-rated stuff that we’re seeing probably far outpaces what the market would support,” she said. By contrast, she added, “the rate of G-rated stuff is hardly sufficient to meet market demands.” . . . Henson believes arguments about an “artistic need” for profanity are disingenuous. “You often hear people try to make the argument that art reflects life,” Henson said. “I don’t hold to that. More often than not, ‘art’ shapes the way we live our lives, and it skews our perceptions of the kind of life we're supposed to live." [DN, Apr. 13, 2014]

I like to see candidates who are busy finding what they are good at and what they enjoy. I call it being busy with a purpose - WHIM

One rule of thumb is to keep searching for options until you fall in love at least twice. If you’ve only identified one good candidate for a job, for instance, you’ll have the strong urge to talk yourself into hiring her, which is a recipe for the confirmation bias.

They may be in charge of handling referring candidates to hiring man- agers at the end of interviews, or the interviewer may ask for their help if two equally qualified personnel present themselves. If

WOLVES IN SHEEP’S CLOTHING—I’VE MET THEM, AND SO HAVE YOU Watch out for false prophets. They come to you in sheep’s clothing, but inwardly they are ferocious wolves. Matthew 7:15 Alaska has its wolves. You can’t miss them. They’re ferocious and deadly. But at least they’re obvious. Washington, D.C., has wolves, too, though they dress in sheep’s clothing—at least at election time. Still, if you watch long enough, and closely enough, you’ll catch them stripping off their disguising, flea-ridden wool and exposing their wolfish fangs. The media obviously push certain politicians to the forefront, and more often than not it’s the most liberal of the bunch. In other words, they’re pushing false prophets who want to sell you a bill of goods while they “fundamentally transform” our country. So do your own homework on candidates and issues, and investigate what’s beneath the sheep’s clothing. The voting record—and business record—of a politician will tell you a lot of what you need to know. We have a responsibility to elect leaders who will bear good fruit. That means we need to be wise in the voting booth. It means that if you vote for a liberal Democrat, don’t be surprised if he appoints an activist judge who overturns the will of the people, or if he hires left-leaning bureaucrats who regulate you out of basic constitutional rights. (And by the way, keep an eye on Republicans too: most of them need to get serious about out-of-control spending.) When you vote for politicians, think about the fullness of what they can do, how they will make decisions, how they will vote or lead. It’s a heavy responsibility—but it’s ours. SWEET FREEDOM IN Action Before any election, don’t listen to the mainstream media insisting you vote for their chosen one. Look out for false prophets, for wolves in sheep’s clothing. Inform yourself and make your decision—and remember that you are morally accountable for your vote.

The factors that usually decide presidential elections—the economy, likability of the candidates, and so on—added up to a wash, and the outcome came down to a few key swing states. Mitt Romney’s campaign followed a conventional polling approach, grouping voters into broad categories and targeting each one or not. Neil Newhouse, Romney’s pollster, said that “if we can win independents in Ohio, we can win this race.” Romney won them by 7 percent but still lost the state and the election. In contrast, President Obama hired Rayid Ghani, a machine-learning expert, as chief scientist of his campaign, and Ghani proceeded to put together the greatest analytics operation in the history of politics. They consolidated all voter information into a single database; combined it with what they could get from social networking, marketing, and other sources; and set about predicting four things for each individual voter: how likely he or she was to support Obama, show up at the polls, respond to the campaign’s reminders to do so, and change his or her mind about the election based on a conversation about a specific issue. Based on these voter models, every night the campaign ran 66,000 simulations of the election and used the results to direct its army of volunteers: whom to call, which doors to knock on, what to say. In politics, as in business and war, there is nothing worse than seeing your opponent make moves that you don’t understand and don’t know what to do about until it’s too late. That’s what happened to the Romney campaign. They could see the other side buying ads in particular cable stations in particular towns but couldn’t tell why; their crystal ball was too fuzzy. In the end, Obama won every battleground state save North Carolina and by larger margins than even the most accurate pollsters had predicted. The most accurate pollsters, in turn, were the ones (like Nate Silver) who used the most sophisticated prediction techniques; they were less accurate than the Obama campaign because they had fewer resources. But they were a lot more accurate than the traditional pundits, whose predictions were based on their expertise. You might think the 2012 election was a fluke: most elections are not close enough for machine learning to be the deciding factor. But machine learning will cause more elections to be close in the future. In politics, as in everything, learning is an arms race. In the days of Karl Rove, a former direct marketer and data miner, the Republicans were ahead. By 2012, they’d fallen behind, but now they’re catching up again.

techno softwares malaysia hire php and java developers " "PHP Developers Job Description: 1. Understanding client requirements & functional specifications 2. Developing and maintaining dynamic websites and web applications 3. Ensuring foolproof performance of the deliverable 4. Coordinating with co-developers and other related departments 5. Sending regular updates about project status Desired Candidate Profile: 1. Must be proficient in PHP, MySQL, CSS, HTML, Javascript, AJAX, XML 2. Should have experience with Joomla, WordPress, Drupal, Magento. 3. Should have excellent written communication skills (English) 4. Must have capacity to work independently and also as a part of team 5. Must have dedication and commitment towards work. 6. Eligibility: (B.Tech/B.E) 7. Salary: Higher Salary based on Experience and Expertise)

Men of all ages must commit to changing the leadership ratios. They can start by actively seeking out qualified female candidates to hire and promote. And if qualified candidates cannot be found, then we need to invest in more recruiting, mentoring, and sponsoring so women can get the necessary experience.

Guideline #1: Make your case in 15 to 20 seconds or less. Most hiring authorities claim they spend 15 to 20 seconds, at most, reviewing your résumé to determine if they want to read more of your document and invite you in for an interview. In that 15-to–20-second window of opportunity, you must communicate your value, showcasing and headlining those qualities that ring out, “I’m a highly qualified candidate worthy of a closer look!

When you identify those six to eight messages that will make the most difference in getting an interview and in winning a job offer, you’ll design your résumé (and your job transition campaign) around those messages to give yourself a significant advantage over your competition. The messages must collectively answer the questions, “Why should I hire you?” and “What makes you the best qualified candidate for the job?

Interviews suck. We all seem to understand that fact, but not its implications. Our field is choc-a-bloc with advice from employers to candidates on how best to navigate scary interviews. That's all well and good, but it's the hiring teams that pay the steepest price for poor, biased, and unreliable selection. It can't be the candidate's job to handle irrational processes. Unless you're playing to lose.

WHEN: Sometime in the 1930s WHERE: The office of the Gosplan, the central planning authority of the USSR WHAT: Interview for the post of the chief statistician The first candidate is asked by the interview board, ‘What is two plus two, comrade?’ He answers: ‘Five.’ The chairman of the interview board smiles indulgently and says: ‘Comrade, we very much appreciate your revolutionary enthusiasm, but this job needs someone who can count.’ The candidate is politely shown the door. The second candidate’s answer is ‘Three.’ The youngest member of the interview board springs up and shouts: ‘Arrest that man! We cannot tolerate this kind of counter-revolutionary propaganda, under-reporting our achievements!’ The second candidate is summarily dragged out of the room by the guards. When asked the same question, the third candidate answers: ‘Of course it is four.’ The professorial-looking member of the board gives him a stern lecture on the limitations of bourgeois science, fixated on formal logic. The candidate hangs his head in shame and walks out of the room. The fourth candidate is hired. What was his answer? ‘How many do you want it to be?

Establishing a successful hiring culture that delivers a steady stream of outstanding people starts with understanding the role of recruiters in sourcing candidates. Hint: It isn’t their exclusive realm.

At Google, we front-load our people investment. This means the majority of our time and money spent on people is invested in attracting, assessing, and cultivating new hires. We spend more than twice as much on recruiting, as a percentage of our people budget, as an average company. If we are better able to select people up front, that means we have less work to do with them once they are hired. The worst case with a 90th percentile candidate is that they have an average year. They are unlikely to become the worst performer in the company. An average candidate, however, will not only consume massive training resources, but is also just as likely to end up performing well below average as above average.

Each person interviewing a candidate would vote “hire” or “don’t hire,” with no “maybes” allowed. Six months later, the newly integrated employees would be evaluated by their managers on their performance: below, meets, or exceeds expectations. The company could then calculate the accuracy, or HBA, of each interviewer. If a manager had approved ten candidates and, six months out, eight of them were performing at or above expectations, her HBA would be .800, and she’d get to stay involved in the recruitment push. This simple technique has at least four great benefits: First, it separates the wheat from the chaff among your interviewers—the

Most companies interview candidates something like this: An untrained interviewer leads a job candidate through an unstructured, unplanned conversation. No record is kept of what questions were asked or answered, and the person who ultimately makes the decision to hire the person—or not—sometimes has only a dim understanding of the job skills needed. Despite these flaws, the interviewer has great confidence that he or she can distinguish between good and bad candidates. Unfortunately, research shows that job interviewing is a lot like driving, where 90 percent of adult drivers report that they have “above average” skills.2 The truth is that the typical interviewer learns little useful information for predicting job performance beyond what is available on the applicant’s job application and résumé.

Differential factor. When you strategically develop your value-based résumé, you will define the differential factor. The differential factor represents highly valuable skills, qualifications, and other employment assets that set you apart from other qualified candidates, that make you STAND OUT. Oftentimes, the differential factor is what tips the hiring scale in your favor! For instance, if you have an industry-wide reputation, your reputation might be the differential factor. If you are a black belt in Six Sigma, that may constitute the differential factor. A number of years ago, I coached a chief financial officer who worked for a legendary golf professional. Having worked for a famous golf professional was the differential factor because many hiring managers found it unique and intriguing to interview (and hire) someone who worked for a celebrity. Perhaps you are bilingual; this may represent the differential factor. When you identify the differential factor, you’ll provide your job campaign with a distinct advantage in landing a job quickly in the toughest of job markets.

Before moving on, I want to pause to point out that a lot of what search candidates call “illegal” questions may not technically be illegal. But they are absolutely inappropriate, and may well be ambiguous enough that they could lead to lawsuits alleging discrimination, and often do in hiring contexts that are more litigious than the academy. Not every grossly inappropriate and discomfiting question necessarily falls into the illegality. I am no lawyer and no expert, so beyond this I direct you to investigate further with human resources at your institution. In the meantime, master the art of redirection, as with toddlers.

If you can’t hire top engineers and managers, that’s a sure sign that something is wrong with your tech organization. If smart and knowledgeable people consistently decline your job offers, it means that they are consistently seeing problems which you obviously can’t see. I would suggest asking these candidates openly what concerns them about your tech team. Make sure you are open to their feedback and acknowledge valid criticism.

What have been our most productive sources for candidates when we need to boost our DE&I efforts for a particular role? How recently have we researched whether similar sources may be out there to the ones that have been most effective?