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Companies taking longer to extend Job Offers
Many companies have been in growth mode throughout 2019 focusing on key strategic hires to support their expansion. While an average of 230,000 new jobs were created monthly in the overall labor market, the hiring process has slowed in the executive, managerial and professional sector, according to new data from the 2019 2nd Half edition of the MRINetwork Recruiter Sentiment Study. The biannual employment landscape survey, which polled 446 MRINetwork worldwide recruiters, reveals it is now taking longer for candidates to receive an offer; 3-6 weeks from the candidate’s first interview compared to 1-4 weeks in previous years of the survey. Lengthy hiring practices are common among many employers, but further extension of the process, suggests that recruitment may be competing with employee retention efforts. Employers are now faced with making fundamental changes to prevent their talent management efforts from outweighing recruitment of the brightest talent in 2018 and beyond.
An extensive, drawn-out approach to hiring is a protective measure that many companies have kept from the recession, but it is no longer effective to recruit top candidates who expect a swifter process. This is particularly the case in the executive, managerial and professional labor market which has become increasingly candidate-driven since 2014, and in 2018 reached an all-time high. Remaining unchanged from survey findings in the first half of 2018, 90 percent of respondents feel the sector is candidate-driven. In this environment, top candidates have the advantage, because they typically have multiple job offers, and the ability to reject less desirable work opportunities.
As the hiring process lengthens, rejected job offers continue to rise and a growing number of companies are losing shortlisted candidates who decide to join other organizations. According to the survey, 44 percent of participants listed “accepted another offer” as the primary reason for offer rejections, up from 37 percent in the first half of 2018. The close relationship between the time to hire and the availability of skilled candidates was further supported by recruiter insight about what is holding managers back from holding. Lengthy hiring practices (27 percent) and an inability to find suitable talent (31 percent) were listed as the top reasons keeping managers from hiring.
Relocation Advice
Candidates with children will face many challeges during the relocation process. Starting at a new school, especially in the middle of the year, is just one of those challenges. The following are a few tips that Dr. Ron Taffel, a Family Therapist had for GreatSchools.net to help a child make a smooth transition into a new school.
1. Practice the route that the school bus or you will take from your house, by driving there together.

Kids feel very reassured seeing the exact trip ahead of time. Do a little homework and talk about the different landmarks along the way. This helps a child know what the other kids already know, the basic geography of the area. Keep in mind that children pay attention to many of the things we adults take for granted - a shopping center with a nice toy store, a cool-colored billboard, a sleek new building and so on.
2. Get permission from the school to visit the building itself, a few days before your child’s first day.

Most schools are open for teacher prep and most administrators are sympathetic to this request. Walk through the school together, and again, be sure to hit the places that matter most to kids — classroom/homeroom, the cafeteria, the gym and the outdoor play areas.
3. Help your child practice socializing with the school personnel.

Especially seek out those you’ve heard (by plugging into the parents’ network) are outgoing and friendly. Make these encounters brief. Don’t expect much more from harried teachers than a nice hello and a bit of warmth. Also, don’t be surprised if your child doesn’t have much to say. This is fine — for kids, such a practice visit is about scoping out the adults he or she will have to contend with, so real conversation is not a high priority in a youngster’s mind.
4. Practice and model socializing with new families in the neighborhood.

Joining the local religious or community center is an easy, no-stress way to meet other families. Just one potential chum in another family is all your child may need as an entrée to other kids, and a new world. If you can manage, host a simple dinner, dessert or afternoon get-together at your house in which you’re essentially practicing the art of becoming a good neighbor and doing some proactive matchmaking — setting your children up with a few other kids in the comfort of your own home. Kids’ relationships can form quickly and are very portable, often moving from the living room into the classroom.
Answering Questions that get Results
People judge us by the intelligence of our questions vs. our answers or statements. Asking good questions may be the most important, yet least developed, skill for personal and professional success. One popular belief holds that we win friends and new business by being clever and quick on our feet, and that our brilliance—saying just the right thing—is what attracts others. But knowing the right question to ask is actually far more valuable than having a ready answer.

The six questions that follow can help you improve relationships, manage priorities and enjoy greater influence.

What would you like to know about...?
When people ask you to describe your company, job or services, clarify their intent before you start talking. What are they interested in learning? Don’t assume you know. There’s nothing worse than giving a five-minute answer to the wrong question. If time is tight, make sure your answer is brief and on target (i.e., “What part of my background interests you?” or “What would you like me to focus on?”). After you respond, ask if you’ve answered the question and if there’s anything else they want you to cover.

What do you think?
These four words are key to initiating conversations. Many of us expend too much energy making sure our opinions are heard and understood. Few of us provide adequate care and attention to
the others’ opinions.Many people talk too much, and too few know how to listen effectively. As Henry David Thoreau once wrote in his diary, “The greatest compliment was paid to me today. Someone asked me
what I thought and actually attended to my answer.”

Studies repeatedly demonstrate that we care most about people who listen to us. People crave appreciation, and they seek out those who will listen to them. There is nothing more potent than
asking, “What do you think?”

How will this further your mission and goals?
Human nature makes us hungry to achieve wealth, power and fame. This applies to both individuals and organizations. We become engrossed in the day-to-day challenges associated with winning at all costs, but this doesn’t necessarily nurture our hearts and souls.

Before you invest time and energy in pursuing the wrong goals, ask yourself, “Is this consistent with my values and beliefs?” Focus on what’s really important in your life.

Ask fundamental questions: What do you mean?
Ask people for specifics when they use clichéd terms: “What do you mean by ‘more innovation’—or, better teamwork?” or “What would this look like to you?” Ask people to describe, in specific detail, what they’d like to see happen. Instead of assuming there’s a shared meaning, ask for clarification. You’ll be surprised at how people answer. By asking fundamental questions, you take the conversation to a deeper level. You engage people and make them think. Instead of imposing your views, encourage others to examine their assumptions.

How did you get started?
Ask people how they got their first job or decided to go into a particular field. Background questions provide a better understanding of another’s frame of reference. Everyone has a story—and unless you ask, you’re missing key pieces of the human puzzle.

Is this the best you can do?
You’d be surprised at how many people actually appreciate it when you encourage them to do better. Instead of accepting their first efforts, give them an opportunity to improve. Don’t let them
coast. Call attention to their strengths, and suggest that they’re capable of doing more. Don’t let mediocrity or convenience replace stretch goals.

Peter Drucker’s Five Magic Questions
Management guru Peter Drucker posed five questions to his corporate and organizational clients, which can be applied to your personal and professional life:

1. What is your mission?
2. Which are the most important relationships you want to invest in?
3. What are the essential priorities and goals of those closest to you?
4. What are your expectations of the people around you, and what do they expect of you?
5. What is your plan?

Use these and other power questions to add excitement and meaning to your conversations. You’ll be surprised at the stories that unfold, thereby deepening your relationships.
Social Media is critical in today's Job Market
Until recently, job seekers benefited from posting a resume on a variety of general and specialized employment websites. The application would be visible to recruiters and companies looking to hire, and candidates were often called for an interview. Today, the rules of the game have changed and continue to evolve, say recruiters at MRINetwork, one of the world’s largest search and recruitment organizations. “Social media sites have become increasingly important platforms for finding jobs by facilitating connections and demonstrating the achievements and interests of job seekers,” says Tony McKinnon, president of MRINetwork. “But capturing the attention of prospective employers and recruiters – who have made the sites a routine part of their searches – has also become more difficult because of the overwhelming amount of information available.”
McKinnon offers a number of useful tips to help job seekers adapt their messages so they are more likely to go viral:
Keep it simple. Trim your text to its core message and stick to the point. Leave no room for interpretation. “Remove any superfluous or flowery language, and clever wordplay,” advises McKinnon. “Remember, too, that your audience may include many for whom English is a second language.” He further cautions, however, that brevity should not come at the expense of clarity. Just be sure that people know what your message is, why it is important, why it affects them personally, and what they should do about it.
Tailor your message to your audience’s needs. You won’t get far if the people you want to reach cannot see what’s in it for them. “Relate to them by tying your story to what drives them,” says McKinnon. “Make it about them and what they should do about it.” On a practical note, McKinnon suggests using pronouns like “you” and “your” and “our” and “ours.”
Consider your timing. If you find your message is being drowned out by noise, change the timing of your posts. If you’ve noticed, for example, that your target audience tends to check their online sources in the late afternoon, you’re probably posting at that time. But if it is a highly competitive timeslot, the likelihood that your message will be forwarded, reposted, or even read could be lower. Even if fewer people are reading their online sources a bit earlier or later, your message may just spread wider during slightly less busy times. Test various windows to see how your particular audience reacts.
Be selective in choosing your channels. Although the three most popular channels are commonly accepted to be Facebook, Twitter and LinkedIn, it is very likely that an influential segment of your audience is listening to other channels as well such as:
• Blogs: use blogsearch.google.com, technorati.com, twingly.com, and similar sites to find popular blogs that your target audience is likely to follow. Befriend key bloggers and arrange for some cross-posting.
• Ning: there are millions of groups. Just browse the categories and you’ll quickly arrive at popular ones you can join. It’s also helpful to find the right groups within Facebook and LinkedIn where you can post your message and develop a following.

Craft an interesting story. Fundamentally, people care about people, says McKinnon. “We all seek connections, so don’t just push a bunch of isolated facts. Craft a story and keep spinning it as you send out your messages,” he says. “Not all your content has to be tied to one single thread, but weaving it into many of your posts will give readers continuity and help keep them coming back for more.”
Push to get the word out. It is very hard to predict what will go viral and get noticed, observes McKinnon. To increase the probability of your message spreading widely, enlist the help of your friends, colleagues, and others in your network. Use every vehicle you can: Make your message into a blog post on your own blog, or if you don’t have one, ask other bloggers to post it or to publish a link to it on their blogs. Direct-message your Twitter followers and ask them to re-tweet it. Post it on your friends’ Facebook wall and ask them to share it with their friends. Post it on LinkedIn Groups and send a message to your LinkedIn network to post it as a status update.
“As recruiters, we know how difficult it is for job seekers to capture the attention of the people who can help them the most,” concludes McKinnon. “But if you plan your approach, focus your content, pick your medium, and involve your friends, you can significantly increase your chances of getting through the noise.”
How to attract Top Talent
The recession and broader economic slowdown have given business leaders the cover they need to make sweeping changes to their business structures. For some, it has meant sending core processes overseas, for others, it has meant investing in technology that would automate tasks once carried out by humans. It’s why in the depths of the recession, economic output per hour worked actually skyrocketed, growing at over 5 percent for more than a year.

After a decade of lightning-speed technological advancements, the recession was a well-placed opportunity for businesses in almost every sector to look for ways to streamline their processes and improve efficiency. It allowed many companies to mitigate the impact of the recession on their bottom lines. Yet, the law of diminishing returns means these methods will only work for so long. Eventually, growth will need to come from growth.

You would be hard pressed to find a company that has managed long-term growth without investment. That investment normally needs to begin with human capital. After a deep recession that affects people at every level, trying to expand through increasing workloads can be counterproductive as employees are pushed past their tipping point, leading to increased turnover.

New hires intended for growth, however, can be some of the most difficult. As a company expands laterally, or even horizontally, new positions with unique qualifications become necessary. Existing in-house recruiting pipelines can often fall short of meeting the demand of new pools of candidates required.

When an organization creates a new position, it calls for a very different type of candidate than if the position was already in existence. Finding the types of candidates ready to take on such a task frequently, if not exclusively, requires reaching deep into the workforce of current and would-be competitors to find people who can not only do the job, but define the job.

The type of top talent you want to recruit aren’t going to answer the phone when a competitor calls them—much less be actively applying to job openings—automatically screening out some of the best new staff you could bring aboard. That exact same candidate though, will likely not only take a call from an industry recruiter; they may already be working with one.

The most effective employees are almost by definition the most engaged. They are invested in their jobs and aren’t actively considering other employment. But it’s also not going to stop them from taking a look when an opportunity arises. In recessions and boom times, these passive candidates end up being the most consistently successful and effective hires a company can make.