Yesterday I spoke with a senior construction executive with a reasonable and serious frustration about being contacted by recruiters, sending his resume and information, and never hearing from those recruiters again. Of course, we all know he is not alone. Recruiters are notorious for ghosting people and complaining when candidates or clients do the same.
This is unacceptable. It is selfish, myopic, conceited, arrogant, and disrespectful. Out of care for our clients, candidates, and fellow recruiters, we should behave and perform at a high level.
I can hear your thoughts now. “We can’t help everyone… They aren’t a fit… Too much job-hopping… etc, etc…”
That’s often true. However, we still need to graciously inform these people that they are not a fit for the position, contribute to them how we can, and provide for future contact on different roles. It’s stupid to leave the candidate hanging with no feedback.
This is a relationship business, so let’s act like it. I, for one, will do better.
P.S. Ghosting is a bad habit for companies too.
Seeking out than hiring a resume writer seems like a fairly straightforward proposition. Or is it?
Unfortunately, during the last recession, many unscrupulous people hung out their shingle and portrayed themselves as professional writers, when in fact, they were not. So, what do you do to make sure you aren’t fleeced?
Here are some tips to vet out a properly qualified resume writer:
There are some intriguing concepts and insights that Sean Covey (and the other authors) had in the book, 4 Disciplines of Execution. He has a very extensive background as a business executive and has had his program utilized by some very large, multi-national (and even international) companies.
The fundamental problem they define is this: Many executives and employees know their general strategy; they simply fail in the execution phase of their goals. Execution fails for 3 reasons:
Ambassador Search Group serves our clients best by focusing on introducing the best people we can find to our clients and advising them on interviewing, assessing, hiring, and managing them. Note though, we are only in charge of the introduction process. We don’t make the hiring decision and we don’t manage employees. As Gallup astutely points out, performance is a management problem.
I was just asked "How should we digitize tracking employee engagement to reduce the management burden?"
There is a dangerously flawed assumption in this question that engagement can be digitized.
Companies are ultimately reflections of their owners. You should consider what it is about your core values which influence your culture which influences your operations which influences the daily workflow, which influences how people are treated, and consequently, how they feel about working there. People want to be proud of their work and company.