This tag is associated with 141 posts

Recruiting – 10 things ethical and professional recruiters never, ever do

The barriers to entry for a would-be independent contingency recruiter are nonexistent.  Anyone with a phone and an internet connection can call themselves a recruiter and start representing themselves that way to candidates. That’s why the business of recruiting has a bad reputation with so many people. It’s a shame, because there are also top-notch, … Continue reading

Unconscious Bias – The failures of diversity training

There’s great work showing that diversity is correlated with business performance. But we’ve also learned that that probably won’t be enough to move the needle. That came as somewhat of a surprise to many of us, who thought that if we can show the business case, things will happen. But clearly more needs to be … Continue reading

Talent Acquisition – Should become more intertwined with all the functions of the business

Talent acquisition executives predict “workplace flexibility” will be the top reason why candidates choose an employer five years from now. This flexibility goes well beyond workers’ hours and location, to the very nature of the employee-employer relationship. That is part of another shift in the talent landscape: the move from a full-time employee base to … Continue reading

HR – What’s being automated?

While technology will never be able to replace the human factor in human resources, it will likely take over certain functions on talent acquisition and management teams. A new survey from CareerBuilder shows that 72 percent of employers expect that some roles within talent acquisition and human capital management will become completely automated within the … Continue reading

Recruiting – Are you biased?

Are you biased? Consider these sobering stats and see if any hold true for you: Pedigree: For a 2016 study of law firm hiring bias, a male’s résumé that subtly signaled privilege–sailing and classical music as hobbies–received nearly four times as many callbacks as ones that didn’t. Source: American Sociological Review Gender: In one study, … Continue reading

10 of the worst problems with the well-established Recruiting and Selection process

10 of the worst problems with the well-established Recruiting and Selection process used at nearly every medium-sized and large organization: 1. Job openings are designed based on the Essential Requirements needed for the job (many of which are untested, arbitrary and not even close to Essential) rather than on the work itself. This happens because … Continue reading

Tips for Staying Actively Engaged at Work

Everybody needs a mental break once in a while—time that they can spend relaxing and recharging. But when one mental break turns into consistent disengagement, it can spell trouble for your career. Learn what causes disengagement and how you can combat it with this great resource from Company Folders. Chosen excerpts by Job Market Monitor. Read the … Continue reading

Awesome Workplace Incentives Companies Are Offering

Most job seekers aspire to higher salaries, but there’s more to job hunting than looking for more money. You’ll also want to look for great workplace incentives that improve your quality of life. This top ten countdown of employee perks will show you the craziest workplace perks that real companies are offering—and why they matter.     … Continue reading

Calling in Sick – The craziest excuses

While calling in sick, when you are feeling just fine, is not a new phenomenon in the office, slightly less workers say they have done it over the last 12 months, according to a new CareerBuilder survey. Slightly more than a third of workers (35 percent) said they have called in to work sick when … Continue reading

HR – Leadership and talent management capabilities have a strong correlation with financial performance

Unlike other disciplines, such as corporate finance, leadership and talent management is a relatively undeveloped field in the application of data- and evidence-based approaches to value creation. Most companies do not address the most fundamental questions around leadership and talent development, despite huge expenditures—$40 billion annually by some estimates. Still, some companies get it right. … Continue reading

Cyberbullying in the Workplace – What HR can do  

Experts say there is no one approach to ending or preventing cyberbullying. The most promising strategies generally fall into four major categories: Changes to the organization and its culture. Strategies to help strengthen individual managers and leaders. Support services for the targets of bullying. Accountability measures to coach, counsel and discipline bullies. “HR is usually the first point … Continue reading

Talent Recruiters Skills – The critical ones

Finding top recruiters is harder today than it was just two years ago, according to three talent leaders who spoke during a panel discussion May 3 at the Human Capital Institute’s Strategic Talent Acquisition Conference. But knowing what attributes to look for in new recruiter hires and what competencies to develop in existing staff can … Continue reading

Talent-Driven Recruitment – If you want to attract and hire a great person, you need to offer a great job

Performance-based Hiring boils down to common sense and these four recruiting rules: *If you want to attract and hire a great person, you need to offer a great job. That’s why recruitment advertising should emphasize what the person will be doing, not the skills needed to do it. There’s not a single top-talent person in … Continue reading

Productivity and Smart Simplicity – Unleashing the power of talent

If companies successfully marry new digital approaches with what we call “smart simplicity,” they can unleash the latent power of their technology and their people. Smart simplicity is built on the premise that companies are most productive when they harness the intelligence of their employees. Many of today’s most successful digital natives, such as Netflix … Continue reading

Ageism – Some Boomers bad behaviors

Baby boomers can’t pin all the blame on ageism and hostile millennials. They also have to realize that they contribute to the problem by making it difficult for younger managers to want to work with them. The onus is on baby boomers to demonstrate their relevance in companies that skew increasingly youthful. And doing so … Continue reading

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