Pedro Moore's List: Talent

• The past few years have witnessed many mergers and acquisitions among companies providing services and technology for managing talent. Other recent examples of consolidation include SumTotal Systems Inc.’s acquisition of Softscape Inc., Kenexa Corp.’s $80 million purchase of Salary.com and Lawson Software’s $70 million acquisition of Enwisen.
• PreVisor was the result of a 2006 merger of several assessment companies, including Qwiz, ePredix and PDRI. Paxman says PreVisor had relatively more strength in technology, while SHL had more of a focus on consulting and assessment science.

• ngineers have certain per
• stay calm
• work in teams
• analyze methodically,
• avoid intuitive leaps
• wanting to know how and why things work
• curiosity
• creativity
• solving problems
• mathematics ability.
• adaptable
• organized
• except if you really like to have a job in which you move a lot, in which case I would strongly discourage software engineering
• great communicator
• mechanical
• civil
• electrical
• good at math
• logical
• think on your feet
• tenacious
• solve problems

20 more annotations...

• • Engineers are curious   and enjoy discovering how things work and solving problems.

     
   
  •  

    Engineers use logic to   examine ideas and develop theories and explanations.

   
  •  

    Engineers like   science.

   
  •  

    Engineers are able to   concentrate intently on a subject.

   
  •  

    Engineers are   perfectionists who are always looking for better ways of doing   things.

   
  •  

    Engineers want order   and structure at work and in their personal life.

   
  •  

    Engineers enjoy   discussion, debate (and arguing), about their topic.

   
  •  

    Engineers appreciate   and respect intelligence in others.

   
  •  

    They often have a good   sense of humour.

   
  •  

    Engineers commonly   want to help solve the world’s problems.

• • Engineers  can be dogmatic.

     
   
  •  

    Engineers   may be  unimaginative outside   their own field, (so-called tunnel-vision).

     
   
  •  

    Engineers are   uncomfortable with vagueness and ambiguity.

   
  •  

    Engineers dislike   change.

   
  •  

    The engineer's   attachment to   structure may lead to an authoritarian   approach. 

   
  •  

    Engineers  may focus on theories  and be reluctant to consider conflicting   data.

   
  •  

    Engineers  can be impersonal and reserved   and may take little interest in other people.

     
   
  •  

    Engineers may have   poor social skills and be insensitive to the feelings of others. Diplomacy   does not come to them naturally.

   
  •  

    Engineers  may have little commercial awareness and   dislike making decisions in business.

• "Big Five": whether someone is an extravert; whether they are agreeable; whether they are conscientious; whether they're emotionally stable; and whether they're open to experience.
• conscientiousness - being responsible, dependable, organized and persistent - is generic to success.
• Some research shows that while conscientiousness predicts performance in realistic and conventional jobs, it impedes success in investigative, artistic, and social jobs that require innovation, creativity, and spontaneity.
• Interpersonal skills are another predictor of job performance. As the workplace moves toward teamwork and service-oriented jobs, evaluating interpersonal skills becomes increasingly important.
• Psychologists say that what they call 'contextual performance' also leads to good job performance. Contextual performance means doing things beyond the simple job performance, such as volunteering, putting in extra effort, cooperating, following rules and procedures, and endorsing the goals of the organization.
• you need to see if you have the personality that fits the job, not just the smarts to do the job.

4 more annotations...

• The disadvantage is that more active candidates, eager but often unqualified for the gig, respond because there’s no downside not to. And this is where one-click apply is flawed: It increases the quantity of applications, not the quality.

• • Good communication skills
     
   
  • Ability to handle stressful situations
     
   
  • Consistency
     
   
  • Reliability
     
   
  • Persistence
     
   
  • Ability to handle rejection
     
   
  • Emotional control
     
   
  • Empathy
     
   
  • Self-confidence
     
   
  • Ability to analyze and solve problems
• http://www.piworldwide.com/

• With the current economic situation having such a heavy influence in today’s job market and candidate pool, employers and even recruiters are seeing more job seekers in the available talent pool. Who among us hasn’t posted a new opening on a job board or other vehicle only to get to work the next morning with an inbox full of hundreds (literally) of resumes? If your experience has been the same as mine, many of those resumes just aren’t qualified and seem to be a waste of your valuable time in reviewing.
• Hoovers.com with Small Business Specialist, Katie Ford. “The time that you invest in searching for the perfect candidate is much better time spent than having to manage through a bad hire.”
• best way to maximize efficiency in sorting through resumes

1 more annotation...

• Recruiters and hiring managers are overwhelmed by the volume of résumés pouring in, thanks to the weak job market and new tools that let applicants apply for a job with as little as one mouse click. The professional networking website LinkedIn recently introduced an "apply now" button on its job postings that sends the data in a job seeker's profile directly to a potential employer.
• While job boards and networking websites help companies broadcast openings to a wide audience, potentially increasing the chance the perfect candidate will reply, the resulting flood of applications tends to include a lot of duds. Most recruiters report that at least 50% of job hunters don't possess the basic qualifications for the jobs they are pursuing
• The systems, which can cost from $5,000 to millions of dollars, are efficient, but not foolproof.
• The screening systems are one way companies are seeking to cut the costs of hiring a new employee, which now averages $3,479, according to human-resources consulting firm Bersin & Associates.

• Tracking software has its pitfalls. It may miss the most-qualified applicant if that person doesn't game the system by larding his or her résumé with keywords from the job description, according to Mark Mehler, co-founder of consulting firm Career Xroads, which advises companies on staffing.

   
• Experts say the systems simply narrow the field to a size hiring managers can handle.
• candidate-friendly.
• Résumé overload isn't just a big-company problem. Job seekers often are surprised when they don't hear back from small businesses.
• These businesses rarely hire enough people to make an applicant-tracking system cost-effective, but even a one-time posting on a well-trafficked job board like Monster.com can garner hundreds of responses.
• Only 19% of hiring managers at small companies look at a majority of the résumés they receive, and 47% say they review just a few, according to a recent survey by Information Strategies Inc., publisher of Your HR Digest, an online newsletter.

8 more annotations...