Are you the manager’s dream employee? Naturally, meeting the qualifications of the job description is essential, ranging from skill sets to knowledge. But most managers will tell you there is more to getting the job than just checking those boxes. When leaders decide who to hire or promote, it’s the intangibles that often elevate the best to
With everybody competing for jobs, it could be very tiring which is why some people may settle for the first company that says yes. The problem with this is that although you will be employed, it may not be the right job for you and you may be stuck there for a few years. Part of
An interesting post on Forbes.com by leadership expert Mike Myatt got me to thinking. What about leadership skills in “non” leaders. Why can’t you and me—the bottom half of the ladder, okay maybe the middle third—take a page from the leadership manual and be leaders in our own right?
Think you know all there is to know about interviewing for a job? According to career coach David Couper, there are many surprising “myths” surrounding job interviews. In his book “Outsiders on the Inside,” Couper lists several myths that, if you believe them, may prevent you from landing your dream job.
More than nine in 10 managers rate themselves as good or excellent communicators, but only seven in 10 employees agree with them.
You know the areas of staffing and recruiting that are worth measuring, but how can you become more strategic with your findings? One suggestion: By capturing ‘from’ data as well as ‘count’ data.
In Silicon Valley these days, precious few jobs are available for high-tech workers. In the past two years, hundreds of companies have folded and tens of thousands of employees have been laid off. Many of the job hunters who came here in the late 1990s for the dot-com rush are gone.
Can mere economics explain the meteoric rise of CEO pay since the 1980s? If we liberate our minds from that warped construct known as “perfectly competitive markets,” then the answer is yes. As we’ll soon see, economics can even explain the effect of such disparate influences as government intervention and charisma. Taking nothing for granted,
Last fall, Richard Grasso, the chairman of the New York Stock Exchange, was forced to resign following disclosure that he had accepted a $187.5 million compensation package. The chairman didn’t set his own salary, however. The board of directors set it. What was their rationale for approving a package of that magnitude? Was he being
When should an executive retire? The question is gaining urgency in Europe where, for years, companies and governments have pushed people to retire earlier than their American counterparts. The mindset in Europe was that this cleared room for younger executives and brought in fresh ideas. Now, in a shift, some European companies are pushing to
Go out and mingle with top headhunters — those gregarious talent scouts who are constantly scouring the world in search of managers to fill the top executive jobs — and these days you’ll find some most happy people.
Developing strong ties with executive recruiters can pay off. Many organizations rely on them for help in finding senior talent and negotiating job offers. We asked Kimberly Bishop, senior client partner in the New York office of Korn/Ferry International, for advice on how to initiate and nurture lasting relationships with search professionals. Prior to joining
Give back that bonus! That angry cry has been heard for years from governance consultants and shareholders seething at the way some chief executives grow rich as investors suffer. Usually, such shouting is futile. Bosses defend their pay or simply ignore criticism. Either way, they keep the cash, perhaps agreeing to take leaner pay packages
