Health Tips....
Sitting at a computer for long periods often causes neck and shoulder stiffness and occasionally lower back pain. Do these stretches every hour or so throughout the day, or whenever you feel stiff. Photocopy this and keep it in a drawer. Also, be sure to get up and walk around the office whenever you think of it. You'll feel better!
Motivation...
When we focus on one particular area, we tend to "defocus" on other areas, some of which could be extremely important: family, happiness, the future. But by focusing on one particular area, it increases the chance that we'll have success in that area.
Like a kid using a magnifying glass to burn ants on the sidewalk, or like a nail being driven home by a hammer, focusing our energy on one single area gives us power and energy that we can get no other way. It's a useful mechanism to create change in our lives. Many people use an alteration of this technique, maintaining extreme focus for enough time to accomplish change, and then moving the focus to a new challenge to overcome.
MORAL:
Whatever way you work on it, extreme focus is an important technique to accomplish change in our lives -- as long as we don't go overboard to the detriment of the remainder of areas that we must include in order to achieve true happiness.
Nice story
A priest dies and is waiting in a line at heaven’s gate.
Ahead of him is a guy, fashionably dressed, in dark sun glasses, a loud shirt, leather jacket and jeans.
God to the Guy: Who r u Guy: I'm a bus driver..
God; Take this gold robe and enter the kingdom of heaven.
God to Priest: Who r u? Priest: I'm a Priest and spent 40yrs preaching good to people.
God: Take this cotton robe and enter heaven.
Priest: God, how come that foul mouthed, rash driver gets a gold and I spend all my life preaching good get cotton.
God: Results, my son, results. While u preached, people slept, when he drove, people really prayed... Its performance, not position that counts.... ;)
MOTIVATION...
A man was sitting by a lake. He was throwing small pebbles into it from time to time. A young boy happened to cross by. He was intrigued to see that after every few minutes or so, the man would toss a pebble into the lake.
The boy went up to the man and said, "Good pastime, this stone throwing, he?" "Hmmm," said the man. He seemed to be deep in thought and obviously did not wish to be disturbed.
Sometime later, the man said softly, "Look at the water, it is absolutely still."
The boy said, "Yeah, it is."
The man tossed a pebble into the water and continued, "Only till I toss a pebble into it now do you see the ripples?"
"Yeah," said the boy, "they spread further and further."
"And soon, the water is still again," offered the man.
The boy said, "Sure, it becomes quiet, after a while."
The man continued, "What if we want to stop the ripples? The root cause of the ripples is the stone. Lets take the stone out. Go ahead and look for it."
The boy put his hand into the water and tried to take the stone out.
But he only succeeded in making more ripples. He was able to take the stone out, but the number of ripples that were made in the process were a lot more than before.
The wise man said, "It is not possible to stop the movement of the water once a pebble has been thrown into it. But if we can stop ourselves from throwing the pebble in the first place, the ripples can be avoided altogether!
So too, it is with our minds. If a thought enters into it, it creates ripples. The only way to save the mind from getting disturbed is to block and ban the entry of every superfluous thought that could be a potential cause for disturbance. If a disturbance has entered into the mind, it will take its own time to die down. Too many conflicting thoughts just cause more and more disturbances. Once the disturbance has been caused it takes time to ebb out.
Even trying to forcibly remove the thought may further increase the turmoil in the mind. Time surely is a great healer, but prevention is always better than cure."
Before you allow a thought or a piece of information to enter your mind, put it through the triple filter test of authenticity, goodness and value.
Motivation....
One-day a farmer's donkey fell down into a well. The animal cried piteously for hours as the farmer tried to figure out what to do.
Finally, he decided since the animal was old, and the well needed to be covered up anyway, it just was not worth it to retrieve the donkey. Therefore, the farmer invited all his neighbors to come over and help him. They all grabbed shovels, and began to shovel dirt into the well.
All the other farm animals were very upset about this, because the donkey was their friend. However, they discovered there was nothing they could do to help him. At first, when the donkey realized what was happening, he cried horribly. Then, to everyone's amazement, he quieted down. A few shovel loads later, the farmer finally looked down the well, and was astonished at what he saw.
With every shovel of dirt that hit his back, the donkey was doing something amazing. He would shake it off, and take a step up on the dirt as it piled up. As the farmer's neighbors continued to shovel dirt on top of the animal, he would shake it off and take a step up. Soon, everyone was amazed as the donkey stepped up over the edge of the well, and trotted off!
MORAL:
Life is going to shovel dirt on you, all kinds of dirt. However, each trouble can be a stepping-stone. What happens to you is not nearly as important as how you react to it. We can get out of the deepest wells just by not giving up!
Shake it off, and take a step up!
What is Bigger - Your Dreams or Your Excuses?
River of Thoughts....
A kindergarten teacher has decided to let her class play a game.
The teacher told each child in the class to bring along a plastic bag containing a few potatoes.
Each potato will be given a name of a person that the child hates,
So the number of potatoes that a child will put in his/her plastic bag will depend on the number of people he/she hates.
So when the day came, every child brought some potatoes with the name of the people he/she hated. Some had 2 potatoes; some 3 while some up to 5 potatoes. The teacher then told the children to carry with them the potatoes in the plastic bag wherever they go (even to the toilet) for 1 week.
Days after days passed by, and the children started to complain due to the unpleasant smell let out by the rotten potatoes. Besides, those having 5 potatoes also had to carry heavier bags. After 1 week, the children were relieved because the game had finally ended....
The teacher asked: "How did you feel while carrying the potatoes with you for 1 week?". The children let out their frustrations and started complaining of the trouble that they had to go through having to carry the heavy and smelly potatoes wherever they go.
Then the teacher told them the hidden meaning behind the game. The teacher said: "This is exactly the situation when you carry your hatred for somebody inside your heart. The stench of hatred will contaminate your heart and you will carry it with you wherever you go. If you cannot tolerate the smell of rotten potatoes for just 1 week, can you imagine what is it like to have the stench of hatred in your heart for your lifetime???"
Five ways to work out a new set of KRAs.
Just when many have let out a collective sigh of relief at appraisals being over, a new set of key result areas (KRAs) needs to be cleared.
Firms have made their variable component higher and the criteria more rigorous, so nothing short of achieving them completely would ensure a good take home at the end of the stipulated period.
However, there are ways to make the goals look simpler and attainable for a smoother year ahead.
Do a fish bone analysis:
Once targets have been given, an executive should develop the flowchart of programmers to develop, training to receive or give, and parameters that will help him or her reach the desired goal.
Called the fish bone analysis, the employee will then have to talk to different departments which will support him. "Business metrics have to be defined and converted into quantifiable metrics and linked to the final goal.
It should be in cause-and-effect terms," says
Draw up an action plan:
The boss should be consulted on stages that need to be reached to achieve the KRAs. "Chalk out a detailed performance action sheet," says SM Gupta, HR head of Bangalore-based ITeS firm Aegis.
With each KRA there should be a 'smart principle' where goals are broken down. The manager must ensure the status is checked regularly, while the executive has to list daily, monthly, quarterly, half-yearly tasks.
Prioritize targets:
A list will help the executive chart out areas that require immediate attention, training, or assistance from other teams. There will also be the long-stretched goals, which the employee should deal with separately.
Start with clear goals:
To make goals more achievable, the supervisor has to give a set of tangible goals.
So if he wants sales to increase, then he has to hire employees, add distribution centres etc, and not follow a feel-good syndrome during performance review, says K A Sudarshan, co-founder of EMA Partners in India.
Bring HR to the table:
KRAs can be made more tangible if there is a discussion between the HR and business heads on the goals of the financial year and how they are important in improving organizational performance, says Srinivas Nanduri, partner board & leadership hiring, Maxima Global Executive Search.
Once these goals are clear, the individual can make KRAs fit into the overall milestones.
Article Courtesy - Economic Times
Five ways to conduct informal employee checks
Background and reference checks have become the golden rule of hiring in large companies due to instances of fraud or inflated cvs, but come with heavy costs. ET shares how one can save through informal background checks.
Scan social networks:
Social networking sites like Facebook, LinkedIn, Twitter or Orkut can be a happy hunting ground to find out about a candidate's details. "Facebook and LinkedIn are two forums which give real feedback about a candidate, since the references they give will always hold them in good stead," says HR firm Aspire Human Capital CEO Amit Bhatia.
Use your connections:
Try and leverage your own business network and contacts to find out more about a candidate. "The network will always give rational feedback on a candidate. One can also tap business contacts in the same company where the prospective candidate is currently employed to get as much details," says Ma Foi Randstad MD & CEO E Balaji.
Just run a search:
Sometimes, an internet search about a candidate can throw up information that can help you form an opinion about a candidate. This is more so for middle and senior managers.
Check with affiliates:
These days, several professionals are affiliated with professional organizations. "A call, email or visit to such affiliate organisations will provide details and help to verify qualifications and work experience," says Reshmi Ghosh, an HR consultant.
Devote time:
HR experts suggest spending as much time on undertaking a background check as on interviewing a candidate. Balaji suggests that for senior management hiring, it is always better to undertake a thorough check through a professional agency. "Otherwise, the risks are greater," he says.
Article courtesy of Economic Times
7 Ways to Make Yourself Irreplaceable in the Office
In order to protect yourself from the next round of layoffs, you need to convince your employers that you're valuable and that your existence alone benefits the company.
"Today's business environment doesn't allow for satisfaction with the status quo. It requires constant growth and change," writes Mark Samuel in his book Making Yourself Indispensable: The Power of Personal Accountability.
"Being indispensable means that you are adaptable, learning and growing with your organization as it changes and evolves...at the end of the day, you are either working to make yourself indispensable or working to make yourself obsolete."
Here are the seven tips to help you become the most valuable person to your employers:
1. Never take the shortcut. Have you known many highly-successful people to be lazy? In order to be truly irreplaceable, you have to work hard. You can't take shortcuts and still expect tremendous respect.
2. Be adaptable, not rigid. It’s been said that being rigid is the fastest way to losing your job. In an age where technology, workplace environment and strategy techniques are constantly changing, the most pernicious thing you can do for your career is to cling on to something from the past and refuse to change.
"The good news about rigidity is that it gives you a sense of control — it is predictable. You understand it, know it, can explain it, and can even teach it to others," he says. "The bad news is that the sense of control is often a false one or temporary at best."
"You can always tell when someone isn't adaptable to change. They demonstrate their paralysis through resistance, advocating for the old way, talking about the "good old days," or undermining current change efforts through their lack of cooperation and cynicism."
3. Being a perfectionist will be your downfall. Most people think that being a perfectionist is what they need for success, but, in actuality, it prevents it.
"Perfectionism fosters inaction — waiting until we can guarantee success before we take action. And this negates accountability and prevents success. We wait for the perfect plan, the perfect decision, and the perfect action that won't fail."
4. Be of service to others without expecting anything in return. Most of us only do things for other people if we get something in return, but a truly irreplaceable employee is someone who makes decisions and solves problems for the good of their team and other departments in the organization.
The more you become "we-centered" rather than "me-centered" the more indispensable you become.
"Trust grows when our motives are straightforward and based on mutual benefits — in other words, when we genuinely care not only for ourselves, but also for the people we interact with, lead, or serve."
5. Be purpose-driven, not goal-driven. At work, you will have goals to achieve, but these goals are often "established without a clear sense of purpose." And since most people are often too busy to go above and beyond their daily tasks, they're not making an effort to produce actual changes.
"Substantial evidence demonstrates that in addition to motivating constructive effort, goal setting can induce some unethical behavior."
So don’t stresses out about finishing every single step you've written down on your checklist or it'll become a never-ending cycle.
6. Be assertive. Life is a game, so play big or go home. Take charge, stand apart and don't be afraid to speak up during meetings for fear of sounding unintelligent or being wrong.
7. Forgive others quickly. "The measure of accountability is based more on how you handle mistakes, mishaps, and breakdowns than on getting everything right all the time," Samuel says. "It's about how fast you can pick yourself up when you fall; how quickly you correct a mistake that you made; that little or no harm comes to your customer, family member, or friend."
Seven Reasons Why Recruiters Instantly Reject Resumes!!!
Forget "What color is your Parachute?" Here are seven reasons why resumes always get rejected according to the report conducted by tech recruiters at Kovasys IT Recruitment.
A new report from Kovasys IT Recruitment answers a question that many IT candidates are asking: "Why are the technology recruitersignoring my resume?" We have sat down with Alex Kovalenko, a technical recruiting manager at Kovasys Inc. with operations in
Mr. Kovalenko says that there are seven reasons why IT recruiters could potentially reject yourresume and are as follows:
1. Firstly, when a recruiter looks over a resume – he or she wants to find experience in the field. If acandidate is a PHP Developer with no object oriented development experience and the job is for anobject oriented Java Developer - the recruiter is not going to call. Companies are paying recruiters to find an apple to fill an apple job. Companies are not paying recruiters to help candidates transfer their skills from one field to another. If a company is going to pay a recruiter a significant retainer fee, they expect a perfect match.
2. What is candidate's level or title? If the recruiter is searching for a team lead developer and a candidate's title is a senior developer, that candidate should not expect an interview with the recruiter. Again, the recruiter is hired to find a team lead developer, not to squeeze a senior developer into a team lead position. On the other hand, if the client wants a senior developer and a candidate is a team lead - that candidate is over-qualified and even if he or she thinks they can do a senior developer’s job the client will not. The first team lead job that comes along might interest that candidate more, causing the recruiter and the company to suspect that you are going to pursue the better opportunity; neither party is willing to risk that.
3. The next area the recruiter is going to look at is the most recent experience. If the client wants aLinux Systems Administrator for a hosting company and a candidate has the experience, but it was over five years ago, recruiter will reject the resume. Any good recruiter can find a candidate with that current familiarity. If candidate was a good Linux Administrator five years ago and have not worked in that area since, their skills might be nowhere near contemporary due to new technologies like virtualization, vmware, etc.
4. Location, location, location. If a client is in
5. The next aspect the recruiter will look at is whether the industry experience matches the client’s. Again this is not an economy that allows for deciding whether skills will transfer from one industry to another. If candidate is in medical software development and the job is in financial development - the recruiter will not be calling. Skills might transfer and candidate might become a financial software developer, but it is not up to the recruiter to do that.
6. Education is the next big thing to consider and this one can be an automatic killer. Most recruiters are looking for a Masters in Computer Science or Engineering because they are hired to find the best candidates. No company will be paying a recruiter for a non-degreed or Bachelor of Arts candidate.
7. If candidate does not hold any position for an extensive period of time, job seeker should not expect an interview with a recruiter. a If candidate had six jobs in the last four years there better be a very good reason for it.
And last but not least says Alex Kovalenko: "List your accomplishments and what technologies you have worked with the two - three companies you have worked for. Make sure your resume is two pages long (even if you have worked for over 10 years) and is in traditional and chronological format."
Developments in the job market point to increased cautiousness
The Indian economy is showing signs of deceleration, with growth in GDP and industrial production slowing down. Elevated inflation levels for a prolonged duration and the high interest rates are the two biggest factors affecting the growth momentum currently. The heightened financial and economic uncertainties in advanced economies have also dented business confidence levels. The gloomy economic condition has significantly impacted the pace of job creation in a host of sectors. The Naukri Job Speak index for Oct-11 witnessed a 3% decline in recruitment as compared to the previous year. However, the three-month moving average of the index continues to display positive trend in hiring activity.
A detailed analysis of the Naukri Job Speak index for Oct -11 reveals that companies across all key industry sectors have been hesitant to hire additional workforce owing to growing downside risks to growth in
News & Trends
Netherlands-based Royal Philips Electronics, the consumer electronics company is planning to cut 4,500 jobs globally. The move is a part of a cost saving programme where the company plans to save around US$ 1 bn (800 mn Euros).
According to a latest Supreme Court ruling, employees of a liquidated company are entitled to first preference of provident fund dues over arrears due to banks, financial institutions and the government. The apex court passed this ruling while upholding the Employees Provident Fund Commissioner's (EPF) appeal challenging the concurrent findings of the Company Law Board and the Bombay High Court.
The unemployment rate in the
Courtesy: Naukri Edge
Five ways to crack the whip when it is needed...
The new-age boss is expected to be the benevolent guide who will always back his team, hand-hold each member and push them to succeed by carefully eroding their faults. But there are times when he has to crack the whip.
It may result in wrath and the boss's popularity may dip for a while, but to hold the team in steadfast discipline is a propelling factor. There are ways a boss can rein in errant team members without causing unnecessary damage, says ET.
Be the change
Many managers call their team for a meeting and turn up late, washing away the relevance of the issue that was to be discussed, says R Elango, HR head of MphasiS. The team tends to mimic the ways of the manager, and this shows in their attitude in meetings and the work coming out of it.
Leave out ambiguity
"When setting targets and key result areas, the boss will have to be very clear on what he expects from each one of them so there is no place for ambiguity, which results in indiscipline," says Ronesh Puri, managing director of Delhi-based executive search firm, Executive Access.
Reward and Punish
A team head should know follow the reward and punish principle, says Elango. So if employees exceed the performance criteria but are indisciplined in their approach towards work and others during team tasks, then they should not be rewarded. Similarly, to ensure a balanced approach, an employee who may be disciplined but is not a performer should not be rewarded.
Say it Loud and Clear
An employee may not know he or she is not following the rules, and will continue if not checked. The first step, says Puri, is to talk to them and explain clearly that such behavior will not be tolerated.
The manager should find a reason behind such behavior and if it continues, send a warning letter stating the consequences could impact their appraisal. If the employee still takes it lightly, the boss should go ahead with giving him or her poor rating during review and mention why.
Set the Team Tasks
The manager should get employees to work in as many team tasks as possible. This brings in a sense of responsibility, and they will know their performance will impact others' grading as well.
An indisciplined employee may not follow instructions to the team initially but will realize how his or her waywardness is leading to low scores, for which colleagues will hold them accountable. This often is a factor that pushes people to change their ways and work better.
Article courtesy of Economic Times
6 Reasons Why You Didn't Get The Job
If only bosses could talk!
We’d be able to find out why it was that we didn’t get the call back, didn’t get the interview, didn’t get that sweet job we thought we were just perfect for. There must be a reason, right?
One of the biggest frustrations of the modern job hunt is “the black hole” — that super-gravitational mass that sucks in resumes and applications and emits no feedback, no light, no rhyme or reason.
So this week and next week, I’m going to let the boss “talk.” I’ll be doing an interview with a hypothetical hiring manager, and sharing with you all the “reasons why” the boss didn’t hire you. And then two weeks from now, I’ll follow up with practical advice as to what you can do about it.
This week we’ll focus our “interview” on those things you can control: your resume, your interview, and your application. And then next week, we’ll look at those things that are out of your control, and what that means for you …
So taking those things you can control as to why that boss didn’t hire you, let’s get started with our interview with a hypothetical hiring manager — we’ll call her Betty Boss …
Me: Betty, thanks for taking the time to talk with us.
Betty Boss: You’re quite welcome.
Me: OK, Betty, you say you didn’t hire this candidate “for a reason.” If that candidate was sitting here today, what would you tell him or her that reason was?
Betty: Well, the most important thing is, I never saw your resume.
If your resume never made it past the HR admin that screens resumes, or never gets selected by the computer technology to be shown to me, I obviously can’t hire you.
What candidates in 2012 have to realize is that they need to write their resume for four audiences: the Applicant Tracking Systems (ATS) that most corporations, including ours, use to manage their recruiting process, the HR admin that sorts through the piles of resumes and selects a couple dozen, the recruiter or HR person that reviews and presents the resumes to me, and, then, of course, me.
Writing one resume that meets these four needs is a challenge, but it can be learned, or you can hire a professional to do it for you.
But if for any reason at any point in that four-stage process, your resume is not selected or reviewed, I obviously will not be hiring you.
Me: Thanks Betty, what’s another reason you might not have hired a candidate?
Betty: I think this should also be obvious to people, but it’s not: I didn’t understand why you were applying for my job.
It’s rather easy in the internet era to hit “apply” and submit your credentials, but far too often, I have no idea why you think you’d be a good fit. If the job lists “CPA a must” and you don’t have a CPA, or the job description makes it clear that it’s a sales manager role, and you’ve only been an individual contributor, why are you wasting my time and yours?
Those are the obvious ones, but let’s take it a bit further, shall we? The past few years of turbulence have caused great people to come onto the market. It’s also caused them to think about “expanding their horizons” and switching to a different field or industry.
If it is not crystal clear to me as to why you want to fill the role for which I’m hiring, I’m not going to select your resume; I’ll select one of the outstanding people currently available who fit the bill exactly.
I’d be open to hiring someone who doesn’t have the exact experience or background I’d envisioned for the role, but I need to see some evidence that they’ve thought through the transition and have already taken steps to become the person who deserves the job — they’ve taken classes, attended conferences, added additional responsibilities in their present position, etc.
If you’re asking me to take a flyer on you, I’ll do that sometimes, but you have to earn that right and show that you’re worthy of it.
Me: Thanks, Betty, I don’t think a lot of people think of it that way. What’s another reason?
Betty: Your resume didn’t grab me.
Most of my jobs these days get dozens, or even hundreds, of applications. One of the reasons I post my jobs on TheLadders is that I don’t see a lot of the nonsense applicants that I’d get if I posted it elsewhere. On average, a job posted with TheLadders gets 14 applications.
That’s still over a dozen candidates, and I’m only hiring one person for the job.
The typical hiring manager wants to interview six candidates to make a hire, and I’m no different. So your resume needs to stand out to grab my attention.
Resumes shouldn’t state things in a wishy-washy manner such as “Hired to be Vice President, Western Region” or “Responsible for a $17 mm budget.” Of course, you were hired for the job, and of course you managed a budget! That’s what a job is, by definition.
I don’t want to know that you have a pulse and you collected a paycheck for a pretty title. What I want to know is this: what did you do in that role and what did you accomplish? And how did you manage that budget more wisely, more cleverly, or more thriftily than anybody else I am considering for my job?
So if your resume doesn’t tell me those things and grab my attention, I’m not going to be able to guess and frankly, I’m just not going to be that interested.
Me: But Betty, not too many people are accomplished writers, and it sounds like you’re judging them based on the packaging rather than what’s inside.
Betty: Business isn’t about being fair. It’s about getting the best results possible given the time and resource constraints that we all face. And it’s no surprise that in a modern economy, how you package, present, and sell any product — whether it’s ice cream, enterprise software, or yourself — makes a big difference in how well that product is received by its target audience, whether that’s the consumer, a corporate purchaser, or a hiring manager like me.
Now my time is running out here and I’ve got a meeting in five minutes with the CEO, so can we please move things along?
Me: You’re a tough cookie, Betty, but sure, sure. Can you tell me why you didn’t hire this other candidate because of their interview?
Betty: Well, I do have to admit it was an agreeable interview, the candidate was rather pleasant and professional, and we had a nice chat. But that’s the problem: the interview was a nice chat.
We covered the fact that we both moved here from someplace else, the candidates’ interest in camping and hiking, we discussed the amazing phenomenon that is Jeremy Lin, and we talked about the challenges we both face in raising teenagers. So we had a really enjoyable time together.
But the candidate never got around to making the case as to why I should hire them to fill this position.
You know, I’m obviously busy, and I obviously have a need for somebody to do this work for me, and I obviously have a lot of other candidates with whom I’m speaking. So why didn’t this applicant persuade me in our face-to-face interview as to their ability to make a unique contribution, or produce a more effective end-result, for me and for this business in the role?
It was a wasted opportunity to convince me of his ability to make me look smart for hiring him.
Me: That’s interesting, which …
Betty: Which leads me to my next pet peeve with candidates, if I may be perfectly candid with you. Even if we’ve had a nice interview, you never said you wanted this job.
I understand that you’re at a stage in your career where you’re looking to branch out from the narrow box which you’ve been in before. And you shared with me the wide variety of opportunities you’re reviewing. Some of them involve changing your industry, changing your function, or even moving across country.
I didn’t hire you for my job because I couldn’t tell why you were interviewing for it — was it for fun, out of a curious interest, or because you actually really wanted this job? I’m glad you’re considering starting a consulting practice with some former colleagues, and it is certainly intriguing that you’re considering joining that hot new startup that made the cover of BusinessWeek last week, but it didn’t really convince me that you were interested in, and excited about, this job.
And I know how much hard work is ahead in this role. It’s going to be a real grind for the next couple years, and I need somebody who is going to be enthralled with, appreciate, and make a big success out of this role. So compared to other applicants for whom this is a perfect job, your motivation and your ambition didn’t set you apart.
Now, if you don’t mind, I’ll need to be going off to my meeting, so …
Me: Aww, Betty, how about just one more?
Betty: No, really, I’m afraid …
Me: Betty, c’mon, these are the top professionals in the
Betty: Well … [scowling] … OK, just one more.
I didn’t hire you because I heard back from somebody else first.
Your audience should know that getting headcount approved these past few years has been a nightmare. And because budgets have been squeezed all through the recession, fighting for a particular role to be opened is a real battle, and by the time you win, it’s already two months past what you had in the budget. So once I get a job open, I need people fast. So your resume and application were fine, and the interview went quite well, actually, and I was interested in proceeding.
But then we got to the part where we were interested in discussing an offer and you slowed to a snail’s pace in your responsiveness, while another candidate didn’t.
He networked his way in, had two of my colleagues call me, and followed up with a gracious, but deadly effective, thank-you note. He also returned my HR person’s calls the same day so we were able to move much more quickly with him.
I heard from you that you had a couple other interesting opportunities that you were certain were going to come through, and that’s why you slowed things down here. It’s entirely understandable.
But you have to understand that I have a business to run, and the gentleman who seemed more enthusiastic and did more legwork while you were hoping to land your dream job is the gentleman who is now employed here.
So while I know it’s disappointing for you that this opportunity has passed you by, and now you’re calling hoping to get momentum going again, I’m afraid it’s too late for you for this job.
And speaking of too late, I find myself in similar circumstances. I’ll really need to get going, so thank you very much.
Me: Well, thank you very much, Betty, for sharing your insights.
Well, folks, that’s a composite look at why hiring managers “didn’t hire you for a reason.” Next week, we’ll look at the things that are out of your control, and then two weeks from now, I’ll tell you what to do about it! Until then..
Courtesy: http://www.businessinsider.com/i-didnt-hire-you-for-a-reason-2012-3
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