Even though the Internet provides tremendous resources on how to build a strong resume, it amazes me how many candidates still do not understand how to convey their background in a powerful, compelling biography.
Having been in the executive recruiting business for 30-plus years, I can’t help but notice certain commonalities among top performers. These fundamental traits, which never seem to change, are integrated with a value/belief system that gets results. Let’s look at what makes the great ones get to the top and stay there.
Over the years, I've personally found active listening to be a very difficult skill to develop. Why? Partly because I'm a "type A" personality who likes to engage assertively, sometimes even aggressively, in conversation. I find myself occasionally interrupting people so that I can get my point across or "win" the conversation/debate. Many words have been written and training programs developed around active listening. Below is a summary of my thoughts on the topic.
If you ask tenured recruiters what's the myth they've most frequently encountered in the business, most would tell you it's the feedback they receive when debriefing candidates following interviews. So often, according to those candidates, they "nailed it" or they "hit a home run" or they’re certain to get a job offer. The reality: More than 75% of the time the employer has no interest in them. In fact, they had a very forgettable interview. Why the disconnect? What happened?
When following up on an interview, what's your strategy? If the opportunity is your dream job and there's heavy competition, what are you doing so that you'll stand above the competition? Many years ago, I learned a technique that, when put to use, has resulted in many job offers for candidates. It's called "the job description close" and here's a brief description . . .
All of us in the staffing business have often heard, "We're in a candidate-driven market right now," or the opposite: "We're in a client-driven market right now." How about, "We are in neither?" The reality of the demand for "A" talent is that hiring the best requires a philosophical approach and process that consistently advocates a sense of urgency for all parties involved.
Now that most of you have thought about what you want to accomplish next year (including how you want to accomplish it), and have even done some traditional planning with objectives, metrics, and desired outcomes, perhaps it's time for a different perspective.