Articles 111 to 120 of 543

Job Seeker

Cover Letters (185)
Job Hunting (2517)
Job Interviews (750)
Outplacement (93)
Relocation (83)
Resume Writing (965)
Salary and Compensation (125)


Career Issues (2461)
Insurance (3)
Legal Issues (32)
Networking (769)
Personal Development (2211)
Working Women and Family (71)


Affirmative Action (43)
Human Resources (341)
Legal Issues (67)
Managing (654)
OFCCP (288)
Organization (320)
Recruiting (28)
Training and Testing (133)


African-Americans (5)
Asian-Americans (1)
Gay & Lesbian (2)
General Diversity Issues (72)
Hispanics (7)
Mature Workers (71)
Multicultural Issues (20)
Native Americans (2)
People with Disabilities (8)
Veterans (11)
Women (64)


Accounting/Finance/Banking (7)
Advertising/Marketing (13)
Aerospace/Aviation (3)
Arts/Entertainment (5)
Biotechnology/Scientific (5)
Charities/Social Services (9)
Customer Support (7)
Education (4)
Engineering (3)
Government (3)
Healthcare (14)
Hotels/Restaurant (4)
Human Resources/Recruiting (145)
Information Technology (15)
Legal (8)
Management/Executive (183)
Mining/Gas/Petroleum (2)
Retail (2)
Sales (41)
Transportation (4)


College Students (288)
Disabilities (6)
Self-Employment (61)
Teenage Employment (36)

Resource Request

Let us know

  10 Ways for Managers to Prepare for Interviewing a Job Candidate
by Alvah Parker - Aug, 2010
Many attorneys and other business owners start interviewing people for a job without clearly understanding what kind of person would best fit into the organization. Hiring is often done out of desperation. The attorney or business owner has a large amount of work to complete and knows he/she can’t get it done on time alone so he/she looks for someone to help. Good hiring decisions are made with planning. Here are some ways...
  Executive Coaching to Avoid Bad Leadership Decisions
by Dr. Maynard Brusman - Aug, 2010
A growing body of research reveals that our behavior and decisions are influenced by an array of strong psychological undercurrents, all of which are more powerful and pervasive than we realize. Like streams, they converge to become even more powerful. By charting these undercurrents and their unanticipated effects, we can identify our faulty thinking that lead us to make irrational decisions. Despite a great need for them,...
  It’s Scandalous! Leaders Who Don’t Lead - Taking Issue
by Dawn Lennon - Jul, 2010
Why does this happen? Career-minded people knock themselves out to achieve positions of leadership. But when they get there, they don’t lead or just get it very wrong. That’s the scandal! We expect our leaders to lead, not just sit in their offices waiting to be addressed as Your Leadness! Leadership isn’t a crown. There’s a big allure about “position power.” Why? Because it comes with more money, a better parking sp...
  How to Recruit Passive Candidates
by Lou Adler - Jun, 2010
We’re now working on a major survey with LinkedIn on determining the percent of their 70mm+ network that is active, passive, or somewhere in-between. Recent data from the Recruiting Leadership Council1 indicates that for a broad sample of the U.S. workforce, 15-20% are very active and around 20% passive, with the remaining 60% showing a mix of passive and active behaviors. Our internal research would indicate that higher qu...
  Moving Your Team From Activities to Actions
by Gary Cohen - Apr, 2010
Do you lead your team toward activities or actions? You might think “activities” and “actions” are more-or-less synonyms. When you begin to understand the defining difference, you will never look at the words in the same way again. “Activities” are those everyday behaviors that you do, the mundane, no-change, no-gap-closing initiatives. Activities are like merry-go-rounds; you’re constantly moving, but making no forward...
  Leadership: In Building Trust, Character Matters
by Gary Cohen - Apr, 2010
What if you did something shameful in front of your employees or they found something out about you that you would prefer not to be known? How might your story unfold? You are multifaceted, and there are more dimensions to you than most people know. In fact, there are parts of your character that are unknown to you because the circumstances have not presented themselves yet for you to discover–or you may have a blind spot t...
  Gen Y Employees, Felons, and Constructive...
by David Lee - Apr, 2010
Gen Y Employees, Felons, and Constructive Feedback Do you want your team members to welcome your constructive feedback—rather than defend against it or resent it? Do you want to help create an environment that inspires excellence and frowns on mediocrity? If so, you can benefit from two very diverse sources of excellence: 1) a non-profit organization that rehabs hardened criminals with a 90% success rate 2) a c...
  What Companies Can Learn From the College Admissions Process
by Barbara Safani - Apr, 2010
I recently spent two weeks touring college campuses with my daughter. I quickly became fascinated with the process...everything from the information sessions to the student guided tours to the admissions requirements made me think about what hiring authorities at companies could learn from the college admissions process. What struck me on these tours were six things that schools practice routinely that you would think would...
  If You Don't Find Me First, You're Too Late
by Lou Adler - Mar, 2010
There are three basic types of metrics that should be used by recruiting departments to see how well they’re performing. Historical metrics like cost per hire and time to fill, tell you where you’ve been, but not where you are or where you’re going. While the trends of these are important, the information is too late to take preventative action. Process control metrics like interviews per day and job postings viewed and...
  The Strong Personality Safeguard
by David Lee - Mar, 2010
The Tale of a Smart Leader Just recently, while doing a program on recognizing and working with different personality styles for a management team, I heard a great example of self-awareness from the leader of the team. We'll call him Jack. Jack, a senior level manager, scored very high on the D, or Driver dimension for the DISC profile, which means he tends to communicate in a very direct, bottom line-oriented way. H...
 If you know of an article that should be listed here, please let us know.
 [<< Prev]   1  2  3  4  5  6  7  8  9  10  11 12 13  14  15  16  17  18  19  20   [Next >>]