So you got an interview! In your excitement, you wake up four hours early (no more lounging around in your pj’s, scouring the web for new opportunities to apply for while eating your third bowl of Lucky Charms), iron your shirt, try on three ties (or ten pairs of shoes, ladies), eat breakfast, brush your teeth twice, and stand around (no sitting–wouldn’t want to wrinkle the suit!) for twenty minutes before deciding that, with traffic, you could probably leave now and arrive at a reasonable time. Find out what is a reasonable time by reading on!
One of the most common mistakes that we hear about is also one of the easiest to control. Many candidates get into an interview and feel that they must talk about themselves from start to finish.
First of all, remember who’s running the show. Your interviewer will fill the silence with information about the company, questions for you, and opportunities to ask questions you may have.
A cover letter is the first impression you make on a potential employer. Read on to find outwhat an ideal cover letter looks like.
Most of us haven’t had the chance to sit on the “easy” side of the desk in an interview, so it’s difficult to know just what to say. When an interviewer wants me to talk about myself, should I tell him about my love of Sea World? My dyslexia? Maybe I should mention that my last boss told me I was like a modern-day Jackie O . . .
We live in a society of chameleons–people constantly changing themselves to blend in with their environments in an effort to survive, to keep afloat, to stay ahead. So it doesn’t seem like that big of a deal to change a part of who you are as you go into an interview.
But it is a big deal. The truth is that HR managers, hiring managers, and team members don’t like it . . .
It’s standard practice for us to talk with our candidates right after an interview because, the truth is, as recruiters we’re just as excited about it as you are! Since we have the misfortune of not being invited along most of the time, we can’t wait for you to call and tell us what questions the interviewer asked, how long it took, and whether or not you think you’re a fit for the job. Read on to find out how NOT to eliminate yourself from the running!
For six years, Tony was a loyal, hardworking employee who gave his all for the company’s benefit. John, the CEO, valued Tony greatly and gave him increased responsibilities, greater pay, a higher position title, and a company stock option. When making business projections, John included Tony as a key contributor to future growth.
Burt was frustrated again. His company, Alpine Industries, had an increasing problem with employee turnover, and it was costing them big. Now they urgently needed another employee, and Sue in HR hadn’t had any luck finding the right candidate. Burt really didn’t want to have to cough up a contingency fee, but finally, out of desperation, he called Pete at ABC Staffing Agency . . .
It’s a fact: those who don’t start right don’t tend to stick around long. And high turnover means you must find new people all over again. What’s more, turnover takes a high toll on the morale of those who do stay behind. This article is a good reminder about what to include in an effective orientation program so that staff members who are properly trained and welcomed at the beginning of their careers feel good about their choice of employer, fit in quickly with colleagues, and readily contribute new ideas.
Difficult employees are a huge drain on an organization in terms of wasted time, reduced productivity, greater inefficiency, increased employee turnover and—in extreme cases—customer loss. Employees who work with difficult coworkers suffer from low morale, a declining commitment to their work, decreased job satisfaction and greater levels of stress and frustration. Read on to learn what motivates difficult employees, and how you can effectively manage them.