I Feared UNTIL……!!! I feared being aloneUntil I learned to like Myself.I feared failureUntil I realized that I only Fail when I don't try.I feared successUntil I realized that I had to try in order to be happy with myself..************ ********* ********* ********* ********* ********* ***
I feared people's opinionsUntil I learned that people would have opinions about me anyway. I feared rejectionUntil I learned to have faith in myself.I feared painUntil I learned that it's necessary for growth************ ********* ********* ********* ********* ********* *******
I feared the truthUntil I saw the ugliness in lies.I feared lifeUntil I experienced its beauty .I feared deathUntil I realized that it's not an end, but a beginning. ************ ********* ********* ********* ****** I feared my destiny,Until I realized that I had the power to change my life.I feared hateUntil I saw that it was nothing more than ignorance.I feared loveUntil it touched my heart, making the darkness fade into endless sunny days.************ ********* ********* ********* ********* ********* *******I feared ridiculeUntil I learned how to laugh at myself. I feared growing oldUntil I realized that I gained wisdom every day.I feared the futureUntil I realized that Life just kept getting better.I feared the past Until I realized that It could no longer hurt me.************ ********* ********* ********* **
I feared the darkUntil I saw the beauty of the starlight.I feared the lightUntil I learned that the Truth would give me Strength.I feared change,Until I saw that even the most beautiful butterfly had to undergo a Metamorphosis before it could fly.************ ********* ********* ********* ********* ********* ********* ********* ********* *
Monday, July 21, 2008
Thursday, July 10, 2008
8 Hiring MistakesEmployers Make
Hiring decisions that result in "bad" hires sap your organization's time, training resources, and psychic energy. These are the top hiring mistakes to avoid during your recruiting and hiring process. Do these eight activities with care; your recruiting, interviewing and hiring practices will result in better hires. Better hires will help you develop a strong, healthy, productive, competitive organization.
Here are eight recruiting and hiring mistakes to avoid.
1. Do Not Pre-screen Candidates
A half hour phone call can save hours of your organization's time. Pre-screening applicants is a must for recruiting and hiring the best employees. You can discover whether the candidate has the knowledge and experience you need. You can screen for applicants who expect a salary that is out of your league. You can gain a sense about the person's congruity with your culture. Always pre-screen applicants.
2. Fail to Prepare the Candidate
If your applicant fails to ask about your company and the specifics of the job for which he or she has applied, help the applicant out. Prepare your applicants better for the interview, so interviewers spend their time on the important issues: determining the candidate's skills and fit within your culture. Prepare the candidate by describing the company, the details of the position, the background and titles of the interviewers, and whatever will eliminate time wasting while the candidate interviews within your company.
3. Fail to Prepare the Interviewers
You wouldn't choose a college for your child or launch a project without a plan. Why, then, do organizations put so little planning into interviewing candidates for positions? Interviewers need to meet in advance and create a plan. Who is responsible for which types of questions? What aspect of the candidate's credentials is each person assessing? Who is assessing culture fit. Plan to succeed in employee selection in advance.
4. Rely on the Interview to Evaluate a Candidate
The interview is a lot of talk. And most frequently, because applicants are not prepped in advance, a lot of interview time is spent giving the candidate information about your organization. Even more time is invested in different interviewers asking the candidate the same questions over and over.
During an interview, candidates tell you what they think you want to hear because they want to successfully obtain a job offer. Organizations are smart when they develop several methods for evaluating candidates in addition to the interview.
According to the Chally Group, a Human Resources consulting firm, in, The Most Common Hiring Mistakes, research at the University of Michigan found that, "The typical interview increases the likelihood of choosing the best candidate by less than 2%. In other words, if you just 'flipped' a coin you would be correct 50% of the time. If you added an interview you would only be right 52% of the time."
5. Do Nothing But Talk During an Interview
Every interview needs to have components other than questions, answers and discussion. Walk the candidate through the company. Ask about his or her experience with situations you point out during the walk. In a manufacturing company, ask how the candidate would improve a process.
Watch the candidate perform a task such as separating parts or components to get a feel for their "hands-on" ability. Have a documentation or writing candidate write a description of the steps in one of your work processes. See how quickly a person learns a particular task. Ask how the candidate would approach improving the quality of a given accounting process.
As long as you use tests and tasks that are directly related to the position for which the individual is interviewing, you will earn reams of relevent information to use in your selection process.
6. Evaluate "Personality," Not Job Skills and Experience
Sure, it would be nice for you to like everyone at work. But, this is much less important than recruiting the strongest, smartest, best candidates you can find. People tend to hire people who are similar to themselves. They are the most comfortable with those candidates, of course.
This will kill your organization over time. You need diverse people with diverse personalities to deal with diverse employees and customers. Think about the customer that drives you crazy. Isn't it likely that a new employee with a similar personality would have the same problem? Likewise, hiring a candidate because you enjoyed and liked him or her, as the main qualification, ignores your need for particular skills and experience. Don't do it.
7. Fail to Differentiate, Via Testing and Discussion, the Critical Job Skills
How do you differentiate one candidate from another? Everyone has a "wish list" for all of the qualities, skills, personality factors, experience and interests you want to see in your selected employee. You must decide on, and perhaps, test, the skills you most desire in your candidate.
What are the three - four most critical factors for contribution and success given the job, the skills of the other employees and the needs of your customers? Once you have identified these, you cannot "settle" on a candidate that does not bring these to your workplace. Or you will fail.
8. Develop a Small Candidate Pool
Take the time to build a candidate pool with several candidates who meet the needs of your organization. If you don't have to make a choice among several qualified candidates, your pool is too small. Don't "settle" for someone if you don't have the right person with the skills and experience you need. It's better to reopen your search.
These mistakes are often fatal to a candidate's ultimate success within your organization. If you do these activities successfully, you increase the probability of a happy, successful employee contributing what you need from him or her to your organization.
Here are eight recruiting and hiring mistakes to avoid.
1. Do Not Pre-screen Candidates
A half hour phone call can save hours of your organization's time. Pre-screening applicants is a must for recruiting and hiring the best employees. You can discover whether the candidate has the knowledge and experience you need. You can screen for applicants who expect a salary that is out of your league. You can gain a sense about the person's congruity with your culture. Always pre-screen applicants.
2. Fail to Prepare the Candidate
If your applicant fails to ask about your company and the specifics of the job for which he or she has applied, help the applicant out. Prepare your applicants better for the interview, so interviewers spend their time on the important issues: determining the candidate's skills and fit within your culture. Prepare the candidate by describing the company, the details of the position, the background and titles of the interviewers, and whatever will eliminate time wasting while the candidate interviews within your company.
3. Fail to Prepare the Interviewers
You wouldn't choose a college for your child or launch a project without a plan. Why, then, do organizations put so little planning into interviewing candidates for positions? Interviewers need to meet in advance and create a plan. Who is responsible for which types of questions? What aspect of the candidate's credentials is each person assessing? Who is assessing culture fit. Plan to succeed in employee selection in advance.
4. Rely on the Interview to Evaluate a Candidate
The interview is a lot of talk. And most frequently, because applicants are not prepped in advance, a lot of interview time is spent giving the candidate information about your organization. Even more time is invested in different interviewers asking the candidate the same questions over and over.
During an interview, candidates tell you what they think you want to hear because they want to successfully obtain a job offer. Organizations are smart when they develop several methods for evaluating candidates in addition to the interview.
According to the Chally Group, a Human Resources consulting firm, in, The Most Common Hiring Mistakes, research at the University of Michigan found that, "The typical interview increases the likelihood of choosing the best candidate by less than 2%. In other words, if you just 'flipped' a coin you would be correct 50% of the time. If you added an interview you would only be right 52% of the time."
5. Do Nothing But Talk During an Interview
Every interview needs to have components other than questions, answers and discussion. Walk the candidate through the company. Ask about his or her experience with situations you point out during the walk. In a manufacturing company, ask how the candidate would improve a process.
Watch the candidate perform a task such as separating parts or components to get a feel for their "hands-on" ability. Have a documentation or writing candidate write a description of the steps in one of your work processes. See how quickly a person learns a particular task. Ask how the candidate would approach improving the quality of a given accounting process.
As long as you use tests and tasks that are directly related to the position for which the individual is interviewing, you will earn reams of relevent information to use in your selection process.
6. Evaluate "Personality," Not Job Skills and Experience
Sure, it would be nice for you to like everyone at work. But, this is much less important than recruiting the strongest, smartest, best candidates you can find. People tend to hire people who are similar to themselves. They are the most comfortable with those candidates, of course.
This will kill your organization over time. You need diverse people with diverse personalities to deal with diverse employees and customers. Think about the customer that drives you crazy. Isn't it likely that a new employee with a similar personality would have the same problem? Likewise, hiring a candidate because you enjoyed and liked him or her, as the main qualification, ignores your need for particular skills and experience. Don't do it.
7. Fail to Differentiate, Via Testing and Discussion, the Critical Job Skills
How do you differentiate one candidate from another? Everyone has a "wish list" for all of the qualities, skills, personality factors, experience and interests you want to see in your selected employee. You must decide on, and perhaps, test, the skills you most desire in your candidate.
What are the three - four most critical factors for contribution and success given the job, the skills of the other employees and the needs of your customers? Once you have identified these, you cannot "settle" on a candidate that does not bring these to your workplace. Or you will fail.
8. Develop a Small Candidate Pool
Take the time to build a candidate pool with several candidates who meet the needs of your organization. If you don't have to make a choice among several qualified candidates, your pool is too small. Don't "settle" for someone if you don't have the right person with the skills and experience you need. It's better to reopen your search.
These mistakes are often fatal to a candidate's ultimate success within your organization. If you do these activities successfully, you increase the probability of a happy, successful employee contributing what you need from him or her to your organization.
Thursday, July 3, 2008
The Female always makes the Rules
1. The Female always makes The Rules.
2. The Rules are subject to change at any time without prior notification.
3. No Male can possibly know all The Rules.
4. If the Female suspects the Male knows all The Rules, she must immediately change some or all of The Rules.
5. The Female is never wrong.
6. If the Female is wrong, it is because of a flagrant misunderstanding which was a direct result of something the Male did or said wrong. (If Rule 6 applies, the Male must apologize immediately for causing the misunderstanding.)
7. The Female can change her mind at any given point in time.
8. The Male must never change his mind without express written consent from the Female.
9. The Female has every right to be angry or upset at any time.
10. The Male must remain calm at all times, unless the Female Wants him to be angry or upset.
11. The Female must under no circumstances let the Male know whether or not she wants him to be angry or upset.
12. The Male is expected to mind read at all times.
13. The Male who doesn't abide by The Rules, can't take the heat, lacks a backbone, and is a wimp.
14. Any attempt to document The Rules could result in bodily harm.
15. At no time can the Male make such comments as "Insignificant" and "Is that all?" when the Female is complaining.
16. If the Female has PMS, all The Rules are null and void!
2. The Rules are subject to change at any time without prior notification.
3. No Male can possibly know all The Rules.
4. If the Female suspects the Male knows all The Rules, she must immediately change some or all of The Rules.
5. The Female is never wrong.
6. If the Female is wrong, it is because of a flagrant misunderstanding which was a direct result of something the Male did or said wrong. (If Rule 6 applies, the Male must apologize immediately for causing the misunderstanding.)
7. The Female can change her mind at any given point in time.
8. The Male must never change his mind without express written consent from the Female.
9. The Female has every right to be angry or upset at any time.
10. The Male must remain calm at all times, unless the Female Wants him to be angry or upset.
11. The Female must under no circumstances let the Male know whether or not she wants him to be angry or upset.
12. The Male is expected to mind read at all times.
13. The Male who doesn't abide by The Rules, can't take the heat, lacks a backbone, and is a wimp.
14. Any attempt to document The Rules could result in bodily harm.
15. At no time can the Male make such comments as "Insignificant" and "Is that all?" when the Female is complaining.
16. If the Female has PMS, all The Rules are null and void!
Subscribe to:
Posts (Atom)