dear all,
i'am pradeep have completed my mechanical engineering, my majors are human resources and marketing. offlate have been getting some offers in training and especially as recruiter..considering my back ground and in general also, let me know what is the scope and future of a recruiter and a trainer...pls help
thanks in advance..
regards
pradeep
From India, Hyderabad
i'am pradeep have completed my mechanical engineering, my majors are human resources and marketing. offlate have been getting some offers in training and especially as recruiter..considering my back ground and in general also, let me know what is the scope and future of a recruiter and a trainer...pls help
thanks in advance..
regards
pradeep
From India, Hyderabad
Hi Pradeep,
dear all,
i'am pradeep have completed my mechanical engineering, my majors are human resources and marketing. offlate have been getting some offers in training and especially as recruiter..considering my back ground and in general also, let me know what is the scope and future of a recruiter and a trainer...pls help
Great Pradeep you have a great skillsets..Being a Engineer + MBA ( HR & Marketing)...
Before i start have you considered your skills & market value for Marketing as well in terms of the offers from propective employees..i assume that you have n hence keen on HR.
Recruiter..you would be in a good position as technical recruitment with your strong fundamentals..coming to your point of future of recruiter ..am attaching the article for your reference..
And as trainer ..please refer my article on this site.
Also am attaching an article on 10 things the recruiter should know about every candidate they interview.
These article may perhaps answers your queries.
Cheerio
Rajat
A Portrait of a Recruiter in the Year 2005
by Kevin Wheeler
The world of the traditional recruiter is waning rapidly. The traits
that characterized the 20th century recruiter and those that will be
essential for the 21st century "fastcruiter" can be summed up in a
table like this:
Quality Traditional Recruiter Fastcruiter
Focus Internal External/Global
to the organization
Personal Style Structured Flexible
Resources Paper/Resumes Relationships
Time
Expectations Weeks Hours
Recruiting
Strategy Passive/Wait for candidates Active/Networked
Skills Sort Relations
Screen Sales
Process Technical
Measures Number of candidates Number of hires
With a broad and global reach and perspective, the modern recruiter
will eschew resumes in favor of relationships.
If fact, relationships rule the world of the recruiter in the year
2005, as they should even now. A successful recruiter will have
developed a living and dynamic talent circle of people who have
skills and abilities that can be matched up against ever-changing
needs and demands from hiring managers.
"I need a person who can oversee a programming project involving
programmers in three countries and that will be used by people in a
fourth country," will be the kind of challenge really senior
recruiters will face. And they won't fill a demand like that by
running a keyword search, or by using robots, nor will they find that
person sitting neatly on some job board.
No, they will have to use their network or circle of talent to
develop a profile of what skills a person capable of doing this job
would need.
They can put the job to the network and ask, "What would a person
need to have for skills to do this job?
Would they need project management skills?
Team building practice?
International living experience?
Fluency in several languages?
Knowledge of a programming language?
Good sales skills?"
And the answer will come from the network as some combination of all
of these. The recruiter will sort through the answers and, perhaps
augmented with assessment tools, create a skills profile that she
can "sell" to the hiring manger.
This profile will have to include an understanding of the supply
statistics for that area and for those skills. This recruiter will
have to answer questions like: "How many people with those skills
live in this area?" How many of them work for Company X?" Or, "How
many students in College Y are studying this subject?" By tapping
into government databases and perhaps even creating proprietary ones,
the recruiter can get a good understanding of the market which can be
used to help hiring mangers understand what they can expect to find
and what will be very difficult to find. Most recruiters today have
almost no grasp of the figures around unemployment, the number of
people with specific skills sets, or any other relevant statistics.
Without that knowledge, it is impossible to make a business case for
or against anything.
The recruiter will stay connected to her talent circle through email,
e-letters, the telephone and even face-to-face contact. But the
circle will be ever-changing and open to referrals from current
members. In fact, no one will consider himself or herself to be a
member, but rather a participant in something with benefits. The
benefits will include the sharing of ideas, the ability to help
profile jobs and use the collective wisdom of the network as a
filter, collaboration on projects, friendship and communication, and
employment. The recruiter will be the creator of this circle and the
hub that holds it together, but it will have its own life as well.
Time will also be a major ruler in this world. Managers say, "Get me
someone in two or three days; this project is crucial." And the
candidates say, "I have three offers and need yours by Friday so I
can decide over the weekend." The time between "ask" and "get" is
falling to zero. So the future recruiter has to be a fastcruiter as
well. Time has never been as important a focus in recruiting, as has
quality, or at least the illusion of quality. Now recruiters are
asked for both. A grasp of the numbers will help the recruiter
develop an "odds sheet" on how likely and how quickly a candidate can
be located. And the technology embedded in the talent circle will
help hone in on the two or three most likely candidates.
Again, the technology we now have of adaptive intelligence,
sophisticated databases with powerful search features as well as
common sense will underpin success. The only way the recruiter of
tomorrow can be fast is to be technically skilled, innovative, and
able to see what is emerging and adopt it quickly. The ability to
grasp technology quickly, use it, and dispose of it equally rapidly
will be essential.
The old world was built on stability; the new world is built on
change and flex. The emerging world will require fast, flexible,
passionate, recruiters who have an active orientation and a grasp of
facts and data. And they will have to be able to put all this into a
personal style that is persuasive, fun, and engaging. In short, the
recruiter of the 21st century will have to be a totally relationship-
oriented fastcruiter with a dash of élan.
----------------------------------------------------------------------
Kevin Wheeler (kwheeler@glresources.com), the President and Founder
of Global Learning Resources, Inc., is a globally-known speaker,
author, columnist, and consultant in human capital acquisition and
development. His extensive career, global client base, and research
affiliations make GLR a leading provider of both strategy and
process. GLR focuses on assisting firms architect human capital
strategies. GLR guides firms thorough comprehensive talent
acquisition processes and procedures as well as the development of
talent within organizations of all sizes.
10 Things Recruiters Should Know About Every Candidate They Interview
Interviewing candidates and gauging their fit for a culture and position is one of the most indispensable tasks a recruiter performs. The more a recruiter knows about a candidate, the better equipped they are to add value to the hiring process. That's why getting to know the candidate and understand what they are looking for, along with overall qualifications, is so critical.
But there is more about candidates you should uncover if you want to do the best possible job of providing information (read: value) to hiring managers. Below are ten points in key areas that all recruiters should investigate for each candidate they interview — before they present the candidate to the hiring manager.
1. Complete compensation details. Understand exactly how the candidate's current compensation program is structured. This means more than the candidate's base salary; the base salary is just part of the overall package. Be sure that you ask about bonuses; if, how and when they are paid out, stock options or grants that have been awarded. Compile a complete list of benefits and how they are structured (e.g. PPO vs. HMO; there is a difference) and know when the candidate is up for his or her next review, because this can alter cash compensation.
2. Type of commute. Commute is a quality-of-life issue and discussing it is important. A ten-minute commute against traffic is very different than taking the car to a train and having to walk five blocks to the new organization. If the commute to your organization is worse for the candidate than it is in his or her existing job, bring it up and see how the candidate responds. If the commute is better, use it as a selling point. By all means, be sure that you understand the candidate's current commute and how they feel about the new one.
3. The "what they want vs. what they have" differential. Most candidates do not change jobs just for the sake of changing jobs. They change jobs because there are certain things missing in their current position that they believe can be satisfied by the position your organization is offering. This disparity is called the "position differential" and it is the fundamental reason a person changes jobs. Know what this position differential is and you will be able to know if you have what the candidate is looking for. If so, you will be able to develop an intelligent capture strategy when it comes time to close.
4. How they work best. Some candidates work best if left alone, while others work best as part of a team. It is your job to know enough about the organization's philosophy and the way the hiring manager works to see if the candidate will either mesh or grind. Beware of recommending hiring a candidate who does not fit into the current scheme, because, at times, style can be just as important as substance.
5. Overall strengths and weaknesses. Be sure to get some understanding of the candidate's strong points and the candidate's limitations. All of us have strengths and weaknesses (even John Sullivan has weaknesses, but he won't tell me what they are). Our role is to identify them and be able to present them to the hiring manager. Hint: Ask what functions the candidate does not enjoy performing. We are seldom good at things we don't like.
6. What they want in a new position. Everyone wants something. Find out what the candidate wants in a new position. Be sure to do whatever is necessary to get this information. Feel free to pick away during the interviewing process with open-ended questions until you have all of your questions answered. It is difficult to determine whether a given hiring situation has a good chance of working out if you do not know what the candidate is looking for in a new position.
7. Is the candidate interviewing elsewhere? This is big; I don't like surprises and neither do hiring managers. I always ask the candidate what else they have for activity. If the candidate has three other companies they are considering and two offers are arriving in the mail tomorrow, this is absolute need-to-know information. If the hiring manager wants to make an offer, it's time to advise them as to what the competition looks like and move this deal onto the express lane, fast.
8. What it will take to close the deal. This is a first cousin of #6 above but it is more specific and flavored with a "closing the deal" mentality. #6 relates to what the candidate wants in a new position, but this one quantifies that want. For example, if the candidate wants more money, this is where you will assess how much it will take to close the deal. As another example, while #6 will let you know that the candidate wants to work on different types of projects, this one will tell you exactly what types of projects those are.
9. Can the candidate do the job? Even though, as the recruiter, you might not be able to determine if this is the perfect candidate, you should exit the interview with an opinion as to whether or not the candidate can perform the functions of the position. Furthermore, that opinion must be based upon information that was unveiled during the interviewing process and not just a gut feeling. It has to be based upon what the candidate has successfully accomplished and how that aligns with the needs of the current position. If you can't offer a solid opinion on this one, you need to dig deeper until you have a solid case for why the candidate can or cannot do the job.
10. Will the candidate fit into the culture? Predicting the future is tricky business, but someone has to take a shot at evaluating a candidate's chance for success. Not everyone that is capable of doing the job will have a successful run at the company, because culture does play a role in candidate success. For example, the culture of a buttoned-down insurance company in Boston is very different than the garage culture of a software startup in the valley. If you have a reason to believe that the person is the wrong DNA for an organization, it is imperative that you raise the issue.
There are few things hiring managers value more than solid candidate feedback based upon a well-executed interview. Convey this information to the hiring manager and take one more step towards becoming a world-class recruiter.
From India, Pune
101dear all,
i'am pradeep have completed my mechanical engineering, my majors are human resources and marketing. offlate have been getting some offers in training and especially as recruiter..considering my back ground and in general also, let me know what is the scope and future of a recruiter and a trainer...pls help
Great Pradeep you have a great skillsets..Being a Engineer + MBA ( HR & Marketing)...
Before i start have you considered your skills & market value for Marketing as well in terms of the offers from propective employees..i assume that you have n hence keen on HR.
Recruiter..you would be in a good position as technical recruitment with your strong fundamentals..coming to your point of future of recruiter ..am attaching the article for your reference..
And as trainer ..please refer my article on this site.
Also am attaching an article on 10 things the recruiter should know about every candidate they interview.
These article may perhaps answers your queries.
Cheerio
Rajat
A Portrait of a Recruiter in the Year 2005
by Kevin Wheeler
The world of the traditional recruiter is waning rapidly. The traits
that characterized the 20th century recruiter and those that will be
essential for the 21st century "fastcruiter" can be summed up in a
table like this:
Quality Traditional Recruiter Fastcruiter
Focus Internal External/Global
to the organization
Personal Style Structured Flexible
Resources Paper/Resumes Relationships
Time
Expectations Weeks Hours
Recruiting
Strategy Passive/Wait for candidates Active/Networked
Skills Sort Relations
Screen Sales
Process Technical
Measures Number of candidates Number of hires
With a broad and global reach and perspective, the modern recruiter
will eschew resumes in favor of relationships.
If fact, relationships rule the world of the recruiter in the year
2005, as they should even now. A successful recruiter will have
developed a living and dynamic talent circle of people who have
skills and abilities that can be matched up against ever-changing
needs and demands from hiring managers.
"I need a person who can oversee a programming project involving
programmers in three countries and that will be used by people in a
fourth country," will be the kind of challenge really senior
recruiters will face. And they won't fill a demand like that by
running a keyword search, or by using robots, nor will they find that
person sitting neatly on some job board.
No, they will have to use their network or circle of talent to
develop a profile of what skills a person capable of doing this job
would need.
They can put the job to the network and ask, "What would a person
need to have for skills to do this job?
Would they need project management skills?
Team building practice?
International living experience?
Fluency in several languages?
Knowledge of a programming language?
Good sales skills?"
And the answer will come from the network as some combination of all
of these. The recruiter will sort through the answers and, perhaps
augmented with assessment tools, create a skills profile that she
can "sell" to the hiring manger.
This profile will have to include an understanding of the supply
statistics for that area and for those skills. This recruiter will
have to answer questions like: "How many people with those skills
live in this area?" How many of them work for Company X?" Or, "How
many students in College Y are studying this subject?" By tapping
into government databases and perhaps even creating proprietary ones,
the recruiter can get a good understanding of the market which can be
used to help hiring mangers understand what they can expect to find
and what will be very difficult to find. Most recruiters today have
almost no grasp of the figures around unemployment, the number of
people with specific skills sets, or any other relevant statistics.
Without that knowledge, it is impossible to make a business case for
or against anything.
The recruiter will stay connected to her talent circle through email,
e-letters, the telephone and even face-to-face contact. But the
circle will be ever-changing and open to referrals from current
members. In fact, no one will consider himself or herself to be a
member, but rather a participant in something with benefits. The
benefits will include the sharing of ideas, the ability to help
profile jobs and use the collective wisdom of the network as a
filter, collaboration on projects, friendship and communication, and
employment. The recruiter will be the creator of this circle and the
hub that holds it together, but it will have its own life as well.
Time will also be a major ruler in this world. Managers say, "Get me
someone in two or three days; this project is crucial." And the
candidates say, "I have three offers and need yours by Friday so I
can decide over the weekend." The time between "ask" and "get" is
falling to zero. So the future recruiter has to be a fastcruiter as
well. Time has never been as important a focus in recruiting, as has
quality, or at least the illusion of quality. Now recruiters are
asked for both. A grasp of the numbers will help the recruiter
develop an "odds sheet" on how likely and how quickly a candidate can
be located. And the technology embedded in the talent circle will
help hone in on the two or three most likely candidates.
Again, the technology we now have of adaptive intelligence,
sophisticated databases with powerful search features as well as
common sense will underpin success. The only way the recruiter of
tomorrow can be fast is to be technically skilled, innovative, and
able to see what is emerging and adopt it quickly. The ability to
grasp technology quickly, use it, and dispose of it equally rapidly
will be essential.
The old world was built on stability; the new world is built on
change and flex. The emerging world will require fast, flexible,
passionate, recruiters who have an active orientation and a grasp of
facts and data. And they will have to be able to put all this into a
personal style that is persuasive, fun, and engaging. In short, the
recruiter of the 21st century will have to be a totally relationship-
oriented fastcruiter with a dash of élan.
----------------------------------------------------------------------
Kevin Wheeler (kwheeler@glresources.com), the President and Founder
of Global Learning Resources, Inc., is a globally-known speaker,
author, columnist, and consultant in human capital acquisition and
development. His extensive career, global client base, and research
affiliations make GLR a leading provider of both strategy and
process. GLR focuses on assisting firms architect human capital
strategies. GLR guides firms thorough comprehensive talent
acquisition processes and procedures as well as the development of
talent within organizations of all sizes.
10 Things Recruiters Should Know About Every Candidate They Interview
Interviewing candidates and gauging their fit for a culture and position is one of the most indispensable tasks a recruiter performs. The more a recruiter knows about a candidate, the better equipped they are to add value to the hiring process. That's why getting to know the candidate and understand what they are looking for, along with overall qualifications, is so critical.
But there is more about candidates you should uncover if you want to do the best possible job of providing information (read: value) to hiring managers. Below are ten points in key areas that all recruiters should investigate for each candidate they interview — before they present the candidate to the hiring manager.
1. Complete compensation details. Understand exactly how the candidate's current compensation program is structured. This means more than the candidate's base salary; the base salary is just part of the overall package. Be sure that you ask about bonuses; if, how and when they are paid out, stock options or grants that have been awarded. Compile a complete list of benefits and how they are structured (e.g. PPO vs. HMO; there is a difference) and know when the candidate is up for his or her next review, because this can alter cash compensation.
2. Type of commute. Commute is a quality-of-life issue and discussing it is important. A ten-minute commute against traffic is very different than taking the car to a train and having to walk five blocks to the new organization. If the commute to your organization is worse for the candidate than it is in his or her existing job, bring it up and see how the candidate responds. If the commute is better, use it as a selling point. By all means, be sure that you understand the candidate's current commute and how they feel about the new one.
3. The "what they want vs. what they have" differential. Most candidates do not change jobs just for the sake of changing jobs. They change jobs because there are certain things missing in their current position that they believe can be satisfied by the position your organization is offering. This disparity is called the "position differential" and it is the fundamental reason a person changes jobs. Know what this position differential is and you will be able to know if you have what the candidate is looking for. If so, you will be able to develop an intelligent capture strategy when it comes time to close.
4. How they work best. Some candidates work best if left alone, while others work best as part of a team. It is your job to know enough about the organization's philosophy and the way the hiring manager works to see if the candidate will either mesh or grind. Beware of recommending hiring a candidate who does not fit into the current scheme, because, at times, style can be just as important as substance.
5. Overall strengths and weaknesses. Be sure to get some understanding of the candidate's strong points and the candidate's limitations. All of us have strengths and weaknesses (even John Sullivan has weaknesses, but he won't tell me what they are). Our role is to identify them and be able to present them to the hiring manager. Hint: Ask what functions the candidate does not enjoy performing. We are seldom good at things we don't like.
6. What they want in a new position. Everyone wants something. Find out what the candidate wants in a new position. Be sure to do whatever is necessary to get this information. Feel free to pick away during the interviewing process with open-ended questions until you have all of your questions answered. It is difficult to determine whether a given hiring situation has a good chance of working out if you do not know what the candidate is looking for in a new position.
7. Is the candidate interviewing elsewhere? This is big; I don't like surprises and neither do hiring managers. I always ask the candidate what else they have for activity. If the candidate has three other companies they are considering and two offers are arriving in the mail tomorrow, this is absolute need-to-know information. If the hiring manager wants to make an offer, it's time to advise them as to what the competition looks like and move this deal onto the express lane, fast.
8. What it will take to close the deal. This is a first cousin of #6 above but it is more specific and flavored with a "closing the deal" mentality. #6 relates to what the candidate wants in a new position, but this one quantifies that want. For example, if the candidate wants more money, this is where you will assess how much it will take to close the deal. As another example, while #6 will let you know that the candidate wants to work on different types of projects, this one will tell you exactly what types of projects those are.
9. Can the candidate do the job? Even though, as the recruiter, you might not be able to determine if this is the perfect candidate, you should exit the interview with an opinion as to whether or not the candidate can perform the functions of the position. Furthermore, that opinion must be based upon information that was unveiled during the interviewing process and not just a gut feeling. It has to be based upon what the candidate has successfully accomplished and how that aligns with the needs of the current position. If you can't offer a solid opinion on this one, you need to dig deeper until you have a solid case for why the candidate can or cannot do the job.
10. Will the candidate fit into the culture? Predicting the future is tricky business, but someone has to take a shot at evaluating a candidate's chance for success. Not everyone that is capable of doing the job will have a successful run at the company, because culture does play a role in candidate success. For example, the culture of a buttoned-down insurance company in Boston is very different than the garage culture of a software startup in the valley. If you have a reason to believe that the person is the wrong DNA for an organization, it is imperative that you raise the issue.
There are few things hiring managers value more than solid candidate feedback based upon a well-executed interview. Convey this information to the hiring manager and take one more step towards becoming a world-class recruiter.
From India, Pune
Pradeep,
Both the areas of HR(Training and Recruitment ) has tremendous opportunities for growth, what is important here is for you to narrow on what is it that you would like to pursue. What interest you more? With your background you will have an edge. If you have a flair for marketing, recruiting may be a good bet, if you enjoy coaching and mentoring, then the "trainer" part of training may be good choice.
Best wishes
Rajnish
Both the areas of HR(Training and Recruitment ) has tremendous opportunities for growth, what is important here is for you to narrow on what is it that you would like to pursue. What interest you more? With your background you will have an edge. If you have a flair for marketing, recruiting may be a good bet, if you enjoy coaching and mentoring, then the "trainer" part of training may be good choice.
Best wishes
Rajnish
hi rajat
i m ankita MBA HR working in consultancy what do you think is it right place for me?should i have tobe in industry? i m very confusd now going to change my job but in same in job placement company
From India, Ahmadabad
i m ankita MBA HR working in consultancy what do you think is it right place for me?should i have tobe in industry? i m very confusd now going to change my job but in same in job placement company
From India, Ahmadabad
Hi Ankita,
Before i coment further..please clarify your experience in terms of years and profile of work handled. As everyone is different and what is applicable to one may not be relevant to others.
Well..working in the placement company offers one the opportunity to be own..i guess you are a lady and single :D too..i have a friend who worked in the placement industry for 5 years and meanwhile she got married and had a kid as well..she started her own placement firm leveraging her experience in the Industry and goodwill and contacts she developed.
At some point we all generally tend to be unhappy with the profile of work we handle and we recommend the following :-
Pen down
All the thoughts on what you are doing...
What you want to do..
This gap analysis once documented helps one to give clarity to thought process and develop focussed approach to work/profile. Usually we just keep thinking that we are not happy with the assignments/profile ..some aspects may be true in case of tasks but overall it may be good however our mind veers to negativity and accentuates the small negative issues into a bigger ones..hence becareful of your thoughts as they might become a Reality!
Best wishes on discovering yourself!
Cheers,
Rajat Joshi
From India, Pune
Before i coment further..please clarify your experience in terms of years and profile of work handled. As everyone is different and what is applicable to one may not be relevant to others.
Well..working in the placement company offers one the opportunity to be own..i guess you are a lady and single :D too..i have a friend who worked in the placement industry for 5 years and meanwhile she got married and had a kid as well..she started her own placement firm leveraging her experience in the Industry and goodwill and contacts she developed.
At some point we all generally tend to be unhappy with the profile of work we handle and we recommend the following :-
Pen down
All the thoughts on what you are doing...
What you want to do..
This gap analysis once documented helps one to give clarity to thought process and develop focussed approach to work/profile. Usually we just keep thinking that we are not happy with the assignments/profile ..some aspects may be true in case of tasks but overall it may be good however our mind veers to negativity and accentuates the small negative issues into a bigger ones..hence becareful of your thoughts as they might become a Reality!
Best wishes on discovering yourself!
Cheers,
Rajat Joshi
From India, Pune
Community Support and Knowledge-base on business, career and organisational prospects and issues - Register and Log In to CiteHR and post your query, download formats and be part of a fostered community of professionals.
Presentation Skills by Pradeep.ppt
PRADEEP- Resume.doc