Do Staffing Firms Really Have Jobs You Can't Find Elsewhere?

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As a recruiter in the staffing industry, I often meet candidates who wonder how we can claim to offer jobs that aren't available anywhere else. Here are a few examples of why a position is available through a staffing firm but not a job board or a company's Careers page:



The company is running a "Confidential Search," which often means they are replacing a current employee and they need to keep this information confidential until a replacement is hired.  Or maybe an employee is choosing to leave, but in order to maintain business as usual, they are not advertising this information to the other employees. (Last week, my office received two Confidential Search openings.)
Their Human Resources department isn't equipped to recruit for a certain role because HR is understaffed and strapped for time, or it's a position that is outside of their expertise.  This is more common in smaller companies.  (We received four of these positions last week at my location.)
Some companies simply prefer to work with staffing agencies who are equipped to screen and interview candidates faster and more thoroughly. Recruiters have hundreds of professional contacts and access to resume databases, and that gives them an edge on finding top talent. (We received six of these in the last week.)

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DISRUPT is an information exchange designed to energize, inform and empower executives, business leaders and people in the HR field. Are you tired of the same old approach to Human Resources? Are you ready to start talking about talent in a whole new way? DisruptHR is for you! DisruptHR is built on the belief that how we’ve approached people and talent in the past won’t be the best way to approach it in the future.

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HR STRATEGY

How an Agile Executive Search Strategy Plays Out

Article | February 12, 2020

The Australian Financial Review on Feb 5 2020 carried a piece by Edmund Tadros in which the CEO of Rio Tinto, Jean Sebastien Jacques explains how he uses an internal management consulting team to do work previously done by external advisors. In responding to “The Australian Financial Review’s Annual Chanticleer CEO survey” Jacques admitted that Rio Tinto do use external consultants to provide specific niche expertise to support the Rio Tinto team but that he wants his core team to develop strategy and projects. If large organisations are going to do this successfully, the vision needs to start with their Executive Search strategy. Essentially what this entails is the sourcing of senior executives to lead specific functions who have cross functional experience and capability. It may not be necessary for a C-Suite executive to be a real generalist but increasingly we are seeing examples such as Chief Marketing Officers who have been Sales Directors, Chief Operating Officers who have been Financial Controllers or Chief Information Officers who may have led a high-tech manufacturing operation. The clear benefits that this executive search strategy produces are in the provision of at least a duality of skills to a specific role and also the potential to contribute effectively to an internal advisory team. Obviously, at this level, there is a reasonable assumption that the executive is operating at a high enough level to have his or her team operating independently and effectively. They must have the capacity as well as the capability to support broader strategic initiatives when working with with other executive colleagues as internal consultants. This will often represent a significant change in behaviours and culture and the smart organisations are more likely to shy away from traditional advisory services in favour of executive learning that helps senior people and their direct reports create additional capacity, while developing broader capability via an internal problem-solving “language” of tools and processes that they are all familiar with. Consequently, we start to see organisations who espouse the nurturing of their own teams, turning to the kind of leadership development support that is focused on transferring skills, enabling executives to be more effective in their roles and to make a broader contribution to their organisation. In turn, this is more likely to produce organisations that are closely aligned behaviourally and through their business activities with the longer term mission, vision and values of the corporate entity. #executive search #leadership development #advisory #riotinto #Jean-Sebastien Jacques

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How to Build an Employee Recognition Program

Article | February 12, 2020

Think back to the last sports movie you watched. You can probably recall several times when the coach took the time to recognize an athlete or the entire team. As a result, the athletes continued pushing their hardest and achieving their goals. No good coach fails to recognize their athletes. How demotivating would that be? Many companies think they are already doing a good job of thanking and recognizing their employees. However, a recent HBR study found that employees reported they had not felt recognized for an average of 50 days. Employees who are not recognized start to become demotivated and disengaged, decreasing their productivity and retention dramatically. Unfortunately, only 19 percent of employees considered themselves “very engaged.”

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12 tips for managing your calendar like a pro

Article | February 12, 2020

Calendar management isn’t always as simple as filling in your appointments and making sure there are no overlaps. It’s also helpful to use certain tips and tricks to keep that calendar running smoothly, especially if you’re trying to juggle many aspects of your life and you know some unexpected changes might pop up along the way.

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Outer Spaces: Building Company Culture for Remote Workers

Article | February 12, 2020

Your organization might not have a single remote employee to its name, but it’s likely that will change sooner than you think. Year after year, the remote workforce is increasing its share of the working population, and we need to be building company culture to support them. In the recently released State of the American Workplace 2017 report, Gallup estimates 43% of the US labor force works outside of the office at least some of the time. What’s more, nearly a third of all remote employees do more than 80% of their work off-site. That statistic in particular has seen a marked increase from 2012, where just 24% of telecommuting employees performed the majority of their work remotely.

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Spotlight

DisruptHR Chicago

DISRUPT is an information exchange designed to energize, inform and empower executives, business leaders and people in the HR field. Are you tired of the same old approach to Human Resources? Are you ready to start talking about talent in a whole new way? DisruptHR is for you! DisruptHR is built on the belief that how we’ve approached people and talent in the past won’t be the best way to approach it in the future.

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