hiring
Study finds hiring managers often make poor choices because they systematically rely strictly on generic performance measures rather than considering situational context
There is no making up for a first impression, especially when the relationship starts online. After so much time and effort is taken to attract the right person, you want to be sure to put your best foot forward at that first face-to-face meeting.
In the science world, as in all technical fields these days, there’s a strong emphasis on the need to find the best talent.
Business partnerships are about learning to leverage the best of what others can bring to the table for mutual benefit and growth.
Here in my neck of the woods in Northwestern New Jersey, spring arrived weeks ago, which the early and abundant forsythia flowers outside my office window testify to. No guarantee, however, that we won’t see snow on Easter.
Many job seekers still know how hard it is to get hired. There’s no doubt that certain worker populations continue to feel the pressures and competition of finding employment. Nearly every global industry, after all, continues to evaluate their workforce strategies in the face of extreme demands for productivity and efficiency.
“Hiring is your most important task,” the late Steve Jobs, former chief executive officer of Apple, Inc., told his managers. The reason? “The team with the best players wins,” according to Jack Welch, a chemical engineer and former chief executive officer of General Electric.
