I’m at a one-day workshop, put on by the Canadian company Brainstorm, on college recruiting. It’s at the Marriott Manhattan Beach (apparently home of a painfully slow Internet connection).
Sabine Gillert, senior brand consultant for TMP, offered up four questions to ask yourself about your company and how it’s perceived. I thought I’d share:
- What most distinguishes you from others?
- What will attract the people you most want to attract?
- What will most engage and resonate with current employees?
- What will people recognize as “true to the core” — an honest view of what’s best about the organization?
She also mentioned some interesting data a few minutes ago, I think from the Corporate Leadership Council. Job candidates evaluating a company with a compelling brand expect significantly less money from their employers than they do from companies with weak brands.
Makes me think of Southwest Airlines. Not the highest pay, but a magnetic employment brand and a long record of success.
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I recently did a little interview with Continental Airlines for the June issue of the Journal of Corporate Recruting Leadership. Continental says it’d like to improve the candidate experience, becoming a bit more like Starbucks (and its giving of coffee gift cards to candidates).
Perhaps, after some designated point in the hiring process (such as after the first interview), Continental could email each prospective employee, saying “we actually listen to you,” directing them to a URL for feedback, and offering them $20 off of their next Continental flight.
I thought the video resume pasted below hit many of Mike’s top 10 qualities of a good video resume.
Dave Schmidt (who I don’t know … he just happened to email his video resume to me) wrote the script first, and then gathered images to support what he wrote. He recommends that others build their resumes in this same order. “Don’t include much of anything that can’t be visualized,” such as a job title, he says.
Scriptwriting and recording/editing took about seven hours. Well — another two hours following the feedback he received from colleagues.
Image-gathering took about five hours.
He spent about six hours assembling the video.
Schmidt used Pinnacle on his PC, which he originally bought to digitize analog video of his kids. It was fairly easy, he says, though importing the audio (which he recorded and edited separately) “was a pain,” as was the fact that rendering the video slowed down his computer when he wanted to be doing other things.
Anyhow, here’s the final product.
“I got the dev life in my bloodstream,” this song says.
Actually, I think this song is in my bloodstream. Play it a couple of times and it’ll be stuck in your head too.
Kudos to CareerXroads and Rob Dromgoole for pointing it out.
Just reading a new report from Littler on the contingent workforce.
I’ve pasted one of the interesting sections below.
“Littler predicts that, assuming the recession is ending or has ended, 50% of the workforce added in 2010 will be made up of one form or another of contingent workers. As a result, approximately 25% to as high as 35% of the workforce will be made up of temporary workers, contractors, or other project-based labor. The numbers of professionals working in temporary or alternative work arrangements will continue to rise. Flexible work schedules and telecommuting will increase as companies turn towards practical solutions to efficiently complete tasks while retaining talented individuals.
The workplace of tomorrow will feature small, core management teams for key corporate functions such as management and strategic direction. The rest of the workplace will be radically different than what we have seen and experienced since the 1960s and the rise of big corporations that do most everything in-house. The emphasis and management direction will be to outsource all that can be accessed reliably and cost effectively on the outside. Like Nike athletic shoes (which are only designed and marketed in-house), business models will be based on and supported by a huge network of national and international suppliers for everything from human capital to logistics to manufacturing. Indeed, with workers moving in and out of a company’s doors on a just-in-time, project-by-project basis, it will be difficult to determine how many people are working for or supporting a company at any given time. Yet, this model will give corporations the flexibility to be nimble and selective when staffing and supporting business functions and be strategic and precise in long-term project planning. The ability to staff up or down quickly will be of paramount importance in this new model, which in turn, creates new hurdles and headaches in dealing with rather archaic employment and labor laws designed for decades ago. Companies need to plan for the new future — now.”