Categorie: Corporate

Postare scrisă de Alexandra Ene pentru LinkedIn https://www.linkedin.com/in/alexandraene1/ 

Poată părea contra-intuitiv că spun asta, dar nu cred că orice colaborare angajator – agenție de recrutare are sens. Am avut discuții cu potențiali clienți din care m-as retras, simțind că nu pot să ajut, dar și situații când am început proiecte pe care la un moment dat a trebuit să le opresc, pentru că simțeam că nu aduc suficientă valoare. La modul general, iată care sunt situațiile în care mi se pare util să accesezi suport extern:

💎 Pentru poziții de nivel înalt sau specializate: Atunci când vrei să ocupi astfel de roluri, experiența și rețeaua unui headhunter pot fi esențiale pentru a identifica candidați calificați care nu sunt neapărat în căutarea unui job sau sunt dificil de găsit prin metode tradiționale.

💎 Când resursele tale interne sunt limitate: Dacă departamentul tău de HR este mic sau are deja multe pe cap, altcineva poate prelua sarcina de a căuta, evalua și negocia cu candidații, eliberându-ți timp și resurse.

💎 Pentru a păstra confidențialitatea: În situații unde schimbarea unui manager sau crearea unui nou post trebuie să rămână sub radar, un headhunter extern poate gestiona procesul de recrutare discret și eficient.

💎 Când căutările anterioare nu au avut succes: Dacă ai încercat deja să ocupi o poziție folosind metodele interne sau alte resurse fără succes, un Consultant cu experiență relevantă poate oferi o nouă abordare și acces la o rețea diferită de candidați.

💎 Pentru acces la o rețea mai largă: Headhunterii externi au adesea rețele extinse și îți oferă acces la candidați pe care altfel s-ar putea să nu îi găsești.

💎 Eficiență în procesul de selecție: Un Consultant experimentat evaluează candidații înainte să ți-i propună, astfel se asigură că doar cei mai potriviți sunt prezenți la interviu cu echipa ta, economisindu-ți timp și resurse valoroase.

💎 Negocierea ofertelor: Partenerul în recrutare poate acționa ca mediator în negocierea ofertelor de angajare, ajutând la identificarea zonei de confort pentru ambele părți și prevenind posibilele neînțelegeri.

💎 Pentru a naviga în piețe de muncă competitive: În domenii unde anumite competențe sau profiluri sunt foarte căutate și competiția pentru candidați este acerbă, serviciile unui headhunter pot fi decisive pentru a te diferenția și a atrage cei mai buni candidați.

În esență, apelarea la un headhunter extern poate fi o strategie valoroasă pentru a găsi talente de top, în special când rolurile sunt cheie, resursele sunt limitate, sau când e nevoie de confidențialitate și eficiență în procesul de recrutare.

… and how to avoid “this meeting could have been an email” feedback from your participants.

In the article below, we will go through key strategies for preparation, facilitation, and follow-up to ensure your meetings are productive and impactful.

Introduction to Management Meetings

 Management meetings play a pivotal role in the corporate world, serving as a platform for decision-making, strategizing, and team alignment. In recent years, these gatherings have evolved, adapting to new technologies and workplace dynamics, and represent an important step towards organizational success.

Pre-Meeting Preparation

The foundation of a successful management meeting lies in thorough preparation, therefore the first important step is identifying its core purpose. This could range from strategic planning, problem-solving, or information sharing. Setting clear, achievable objectives for the meeting, that are clear for everybody, not only guides your agenda but also helps in measuring the meeting’s effectiveness later.

Participant Selection

Choosing the right participants means including the necessary expertise, decision-making authority, and a representation of different departments or functions, depending on the topic and objective of the discussion. In general, it’s key to balance the hierarchical levels to ensure a diversity of perspectives.

Agenda Setting

A focused and well-structured agenda is the backbone of any efficient meeting. Keep it efficient from a time perspective and allocate time wisely for each topic to keep discussions on track. The agenda should be circulated in advance to allow participants to prepare adequately.

Logistics Planning

Selecting an appropriate venue and ensuring all technical requirements are met. For in-person meetings, consider the room size and layout, while for virtual meetings, ensure a reliable digital platform is used. Take into consideration differences in time zones.

Communication Before the Meeting

Distribute any pre-read materials well in advance and communicate the meeting’s objectives and expectations to the participants. This step helps set the tone for the meeting and ensures that everyone comes prepared.

The Role of a Meeting Facilitator

A facilitator plays a key role in driving the meeting towards its objectives. They should possess skills in time management, conflict resolution, and effective communication. A facilitator’s job is to encourage participation from all attendees and keep the discussion aligned with the agenda. Thus, they should actively encourage participation from quieter members and manage dominant personalities.

Conducting the Meeting

Start the meeting on time and adhere to the scheduled time for each agenda item. Use engaging techniques like open-ended questions to foster discussion and ensure that every participant has the opportunity to contribute.

Problem-Solving in Meetings

Effective meetings often involve problem-solving. Utilize strategies like brainstorming or SWOT analysis to address disagreements constructively. Decision-making should be inclusive, yet decisive, to maintain the meeting’s momentum.

Incorporating Technology

Embracing digital tools can significantly enhance meeting efficiency. Use software for real-time collaboration, project management, and digital minute-taking. For virtual meetings, understanding best practices is crucial to ensure engagement and productivity.

Documenting the Meeting

Accurate minutes are fundamental for record-keeping and follow-up. They should capture key decisions, action items, and responsibilities. Choose a method that suits the nature of your meeting, whether it’s traditional note-taking or digital recording.

Post-Meeting Actions

Effective meetings lead to actionable steps. Ensure that action items are clearly assigned and deadlines set. A follow-up email summarizing the meeting’s outcomes helps in keeping everyone on track.

Feedback and Continuous Improvement

Gather feedback post-meeting, implement suggestions, and review in a critical manner the meetings’ effectiveness to make future meetings more productive.

Challenges in Management Meetings

Be aware of common pitfalls like lack of focus, dominance by a few members, or off-topic discussions. Stay adaptable to the changing business environment and be prepared to modify your meeting strategies accordingly.

Case Studies: Successful Management Meetings

Analysing real-world examples provides valuable insights. Study how industry leaders conduct their meetings and learn from their best practices and innovations.

Future Trends in Meeting Management

The future of meetings is likely to be influenced by technological advancements, globalization, and increased remote work. Stay abreast of these trends to keep your meeting strategies relevant and effective.

In today’s world of business, management meetings should not be seen as just administrative routines; they represent the space where ideas merge, strategies take shape, and visions turn into actionable plans. It’s where the collective intelligence of a team is exploited to drive an organization towards its goals. Thus, rebrand them within your company as opportunities for innovation, collaboration, and inspiration.

Also, remember that the efficacy of a management meeting isn’t just measured by the decisions made within it, but by the actions it generates after. Participants should leave the discussion energized, aligned with the organization’s vision, and equipped with clear directives.

Thus, organizing and coordinating an efficient management meeting requires careful planning, clear communication, and a commitment to continuous improvement. By following the guidelines, these gatherings can become powerful tools for driving your organization’s success.

Postare scrisă de Alexandra Ene pentru LinkedIn https://www.linkedin.com/in/alexandraene1/ 

🗣️ Ce este sesiunea de briefing/intake și de ce este esențială în executive search 🗣️

Se referă la discuția de început cu toți factorii de decizie într-un proces de recrutare la orice nivel, dar cu atât mai mult când vorbim de poziții de management. De exemplu, dacă ești proprietar al unei afaceri, Director General, Director de HR, manager direct, probabil vei participa la această discuție, în funcție de companie și rolul pentru care căutăm candidați.

Care sunt pașii 👇

✅ Trecem prin motivul pentru care poziția este deschisă, responsabilități, cerințe și calificări necesare pentru rol, dar căutăm să înâelegem cât mai multe despre obiective, companie, model de business, cultură organizațională, employee value proposition (EVP), echipa în care va lucra viitorul angajat, specificități, așteptări și provocări.

✅ Este cel mai important pas în proiect: dacă noi înțelegem bine ce tip de profil căutăm, atât la nivel profesional, cât și ca profil, personalitate, abordare, vor crește șansele să aducem la masă candidații potriviți.

✅ Povestim despre cum decurge procesul de recrutare, care sunt etapele și calendarul și care sunt responsabilitățile fiecărei părți. Vrem de asemenea să înțelegem ce așteptări are clientul de la noi și care sunt factorii de decizie.

✅ În același timp, consultanții trebuie să și citească printre rânduri în cadrul discuției cu stakeholderii. Uneori, ce povestesc clienții despre compania lor reprezintă mai degrabă o aspirație sau o proiecție decât realitatea, ori noi trebuie să plecăm la drum cu o imagine obiectivă asupra contextului. Prin urmare, este important să primim informații reale într-un mod transparent.

Spre exemplu, unele organizații sunt flexibile, agile, tipologia de start up cu puține niveluri de aprobare, altele care se află în fază de maturitate sunt ierarhice, cu procese bine definite, unele sunt foarte competitive, orientate către piață și profit, altele pun oamenii pe primul plan. În fiecare tip de companie performează mai bine alt profil de om, deci trebuie să clarificăm de la ce plecăm și care sunt obiectivele.

Mi-am dat seama de importanța acestei etape în proces foarte repede după ce am început să lucrez în acest domeniu:

– pe de o parte, avem nevoie de informații ca să înțelegem ce profiluri căutam;

– pe de altă parte, trebuie să avem un nivel de înțelegere complex, pentru a le putea povesti candidaților lucruri relevante.

Deoarece recrutăm poziții de management, candidații au pe bună dreptate foarte multe întrebări, și trebuie să înțeleagă rapid dacă proiectul pentru care îi abordăm poate fi interesant pentru ei sau nu.

👉 Recomandarea noastră: o sesiune de briefing bine structurată și asumată de toate părțile ne permite să ne concentrăm pe găsirea candidaților potriviți, fără a risipi timpul și resursele noastre sau ale candidaților care nu corespund cerințelor reale. Această abordare optimizează procesul de recrutare și poate duce la angajări mai rapide și mai eficiente.

Decoding Talent Acquisition: Balancing experience and potential when recruiting a manager is a nuanced process that depends on the specific needs and goals of your organization. Here’s a breakdown of both perspectives:

Experience:

• Proven Track Record: Experienced managers have background in handling various challenges, making them equipped to manage different situations more effectively. Encountering and resolving various issues in past roles equips senior candidates with problem-solving skills that can be applied to new situations. This can save time and resources when dealing with complex issues.
• Immediate Impact: They often require less training and can contribute to the organization’s goals more quickly due to their familiarity with similar roles. They can often hit the ground running, being a what we call a “plug & play” profile.
• Risk Reduction: Their experience can mean high-quality work and more appropriate decisions, reducing the potential for costly mistakes and allowing them to provide guidance to their team based on past experiences.
• Reduced Learning Curve: Learning curves are inherent to any new role. However, experienced candidates often have a shorter learning curve, allowing them to adapt to new processes and technologies more swiftly.
• Mentorship Potential: Experienced employees can serve as mentors to less experienced team members. They can provide guidance, share insights, and contribute to the growth and development of the team, facilitating knowledge transfer within the organization. Furthermore, having experienced mentors can help retain top talent, as employees value opportunities for growth and learning. When new hires see that the organization invests in their development by providing access to experienced mentors, they’re more likely to feel engaged and motivated to contribute effectively.
• Client and Stakeholder Relations: In roles that involve interacting with clients and stakeholders, experienced candidates are more likely to have established relationships and a better understanding of client needs.
• Leadership and Decision-Making: In managerial roles, experience often leads to better decision-making and effective leadership. Experienced managers can draw on past experiences to guide their teams and drive results.
• Crisis Management: When unexpected challenges arise, experienced professionals tend to remain calm and composed, drawing from their past experiences to manage crises effectively.
• Industry Insights: Experienced candidates bring insights about industry trends, competition, and market dynamics that can be invaluable in shaping business strategies.
• Confidence and Poise: Another advantage of recruiting a person with experience is the confidence and poise they bring to their role. Seniority often equips individuals with a sense of assurance in their abilities. Having faced and overcome various challenges in their career, experienced professionals tend to approach new tasks and responsibilities with a level of self-assuredness. This confidence can have a positive impact on their performance, decision-making, and interactions with colleagues, clients, and stakeholders.

However, past performance does no guarantee future performance, which is why high potential candidates should still be in the run.

Potential:

• Fresh Perspectives: Individuals with less experience, unburdened by preconceived notions, often bring to the table creative thinking, original viewpoints and innovative ideas that can challenge the status quo. This encourages a culture of continuous improvement and fosters a mindset of innovation which can drive the organization to explore new opportunities.
• Adaptability: Potential-driven managers tend to be more open to learning and adapting to changing contexts, which is essential in today’s rapidly evolving business landscape. Their proactive approach to evolving circumstances can lead to the organization remaining responsive and resilient.
• Long-Term Investment: By identifying and nurturing high-potential individuals, organizations make a strategic investment in their future top leadership pipeline. These candidates possess qualities that can be developed over time, aligning with the organization’s growth trajectory and long-term vision.
• Eagerness to Learn: High-potential candidates are typically eager to learn and take on new challenges. Their curiosity can lead to continuous improvement and a culture of ongoing development.
• Energy and Enthusiasm: Their enthusiasm and passion can be contagious, boosting team morale and motivation, and fostering a positive work environment. Thus, they could have an impact on team spirit, elevating engagement levels, and cultivating an atmosphere where challenges are seen as exciting opportunities to excel.
• Resilience: High-potential candidates often exhibit a high level of determination and resilience, enabling them to bounce back from setbacks and persevere in the face of challenges.
• Diverse Skill Sets: These candidates may come from various backgrounds, bringing miscellaneous skill sets that can complement and enrich the existing team’s capabilities. Their distinctive capabilitities could bring fresh dimensions to problem-solving and decision-making, driving well-rounded outcomes.
• Leadership Potential: Even if they’re not stepping into a top role immediately, high-potential candidates often display leadership qualities that can be nurtured and developed over time.
• Cultural Fit: Being relatively new to the organization, these candidates are more likely to embrace and embody the company’s culture, making integration smoother.
• Retention and Engagement: Organizations that invest in high-potential individuals demonstrate a commitment to employee growth and development, which can lead to increased job satisfaction, engagement, and retention.

Finding the Balance:

• Context Matters: Consider the specific role, team, and company goals. For critical positions requiring immediate results, experience might be prioritized. For roles with room for growth and innovation, potential could be more valuable.
• Hybrid Approach: Look for candidates who offer a blend of both. Someone with a strong foundation of experience combined with a demonstrated hunger to learn and grow can be a valuable asset.
• Assessment Tools: Utilize assessment tools, psychometric tests, competency-based interviews, simulations, and scenario-based assessments to gauge a candidate’s ability to handle real-world situations, regardless of experience.
• Investment in Development: If you lean towards potential, ensure you have a solid plan for mentoring, training, and guiding the manager to meet your organization’s expectations.

In essence, the best approach is to prioritize what aligns with your organization’s immediate and long-term needs. Remember that each recruitment scenario is unique. Therefore, carefully evaluating candidates based on your organization’s circumstances and culture will yield the best outcome.

Postare scrisă de Alexandra Ene pentru LinkedIn https://www.linkedin.com/in/alexandraene1/ 

Eforturile Consultantului în recrutare și ale compania angajatoare pot fi foarte mari, însă câteodată procesele de recrutare nu sunt finalizate așa cum a fost planificat. Iată câteva dintre cele mai comune motive:

1. Diferențele dintre așteptările angajatorului și piață: poate exista o discrepanță între ceea ce angajatorul caută și ce își doresc candidații. Iar asta întârzie procesul de recrutare sau chiar îl blochează.

💡De exemplu, angajatorul poate avea așteptări nerealiste privind lista de cerințe pentru poziția respectivă, bugetul este sub nivelul pieței, tipul de profil căutat nu este disponibil în zona sau domeniul în care activează compania.

2. Competiția puternică pentru talente: în contextul actual, avem o piață a candidaților, iar companiile trebuie să facă eforturi să atragă profesioniștii potriviți.

Avem de asemenea situații când candidații ajung până în faza finală a procesului și refuză oferta, deși din punct de vedere financiar se aliniază cu așteptările financiare comunicate la începutul procesului de recrutare. Aceasta deoarece au opțiuni multiple, nu se grăbesc să facă schimbări doar pentru bani, ci vor să ia decizia cea mai bună pentru cariera și nevoile lor.

💡Un sfat pentru managementul blocat în ideea că “mai sunt 100 de oameni la poartă care așteaptă să fie recrutați”: încearcă să te recalibrezi conform realității din piață.

3. Procesele de recrutare pot fi întrerupte uneori din cauza unor probleme interne sau a schimbărilor în companie. Acestea pot include:

· Reorganizări sau schimbări în structura organizațională care afectează nevoile de personal.
· Bugete reduse sau restricții financiare care conduc la amânarea sau anularea unor angajări planificate.
· Schimbări în prioritățile companiei sau ale strategiei de business care determină reevaluarea nevoilor și a cerințelor postului deschis.

4. Angajatorul are un renume prost. Candidații fac research, caută online, vorbesc cu cunoscuții, se interesează despre mediul de lucru al viitorului angajator. Dacă află lucruri care îi pun pe gânduri, despre comportamente toxice sau stiluri de management care nu se aliniază cu așteptările lor, de cele mai multe ori nu vor continua procesele de recrutare.

Noi căutăm mereu rețeta care să ducă la 100% rată de succes, însă pentru a maximiza șansele finalizarii unui proiect cu succes, recomandăm:

✅ o comunicare foarte bună între angajator și Consultant
✅ o planificare strategică
✅ o strategie de employer branding
✅ răbdare și flexibilitate de ambele părți.

Standardele pot rămâne sus, însă trebuie să ne adaptăm noilor realități ale pieței.

Vrei să reduci riscul de întrerupere a procesului de recrutare? Sunt importante comunicarea deschisă și transparentă cu candidații și evaluarea constantă a procesului de recrutare, dar și a potențialelor probleme interne.

Dear employers, using Employee Testimonials is a great way to promote your employer brand by showcasing why your organization is a good place to work.

Encourage your team members to share their experiences working at your company through testimonials, as they provide valuable insights that can significantly impact the recruitment and hiring process. These accounts can be in the form of written posts, short videos, or even employee takeovers of the company’s LinkedIn page.

Here are a few things to take into consideration:

✨ Format: Create a visually appealing graphic or video featuring a quote from the employee and their photo. Alternatively, you can share a carousel post with multiple employee testimonials.

✨Authenticity: Encourage employees to share genuine experiences and emotions. Authenticity is crucial in building trust with potential candidates and showcasing the real culture of your organization.

✨Variety of Voices: Feature testimonials from employees at different levels and departments within the company. This will provide a well-rounded view of the workplace and demonstrate that positive experiences exist across the organization.

✨ Highlight Achievements: Ask employees to mention specific achievements or growth opportunities they’ve had while working at the company. This showcases the company’s commitment to employee development.

✨ Impact on Personal Growth: Emphasize how working at the company has positively influenced the employee’s skills, career trajectory, and overall personal growth.

✨ Inclusivity and Diversity: Ensure that the testimonials reflect the diversity of your workforce and how the company fosters an inclusive environment.

✨ Call-to-Action: Include a call-to-action at the end of the post, encouraging interested candidates to reach out, visit the company’s career page, or explore open positions.

✨ Engagement: Encourage your employees to engage with the post by liking, commenting, and sharing their colleagues’ testimonials. This will increase the post’s visibility and reach.

✨ Employee Spotlights: Consider turning employee testimonials into a series of posts. Regularly feature different employees to keep the content fresh and showcase the various aspects of your company culture.

Learning about current employees’ experiences in working for a company or employer is crucial for potential employees as it provides an understanding of the company’s culture, work-life balance, career growth opportunities, team dynamics, and manager-employee relationships. Positive experiences reflect a healthy work environment and engaged workforce, leading to better retention and higher productivity. On the other hand, negative experiences may raise concerns and help candidates make informed decisions about the company’s suitability for their career goals and values. Transparently sharing employee experiences also boosts the company’s employer brand and fosters employee advocacy, attracting top talent in the long run.

Succession planning is the process of identifying and developing potential successors for key leadership positions within an organization. This process is decisive for ensuring a smooth transition of leadership and maintaining operational continuity. In this article, we will discuss its importance, the challenges organizations face when implementing a succession plan, and strategies for successful implementation.

Understanding the Process

Succession planning involves identifying key roles within an organization and determining which individuals have the potential to fill these roles in the future. This process may involve evaluating an individual’s skills, experience, and leadership qualities to determine their suitability for the next level(s) within the organization. Once potential successors have been identified, they must be developed and trained to ensure they have the skills and knowledge necessary to succeed in their future roles.

What is a Succession Plan and Why is it Important?

It is a comprehensive strategy that outlines the process for identifying and developing potential successors for key leadership positions within the company. This plan is important because it helps organizations ensure that they have a strong pipeline of leaders who are capable of guiding the organization through periods of change or transition.

Without a succession plan in place, organizations may struggle to find fast qualified candidates to fill key leadership positions, which can result in operational disruptions and other negative consequences. By developing a succession plan, organizations can ensure that they have a strong pipeline of talent available to fill key leadership positions as they become available. Through this approach, they have a clear roadmap for identifying and developing potential future leaders, which can help them maintain operational continuity and achieve long-term success.

In addition, succession planning can also help organizations improve employee retention and engagement. When employees see that there are opportunities for career advancement within the organization, they are more likely to remain loyal and engaged, which can result in higher levels of job satisfaction and productivity.

Common Challenges in Implementation

The process can be challenging for organizations, particularly if they have not engaged in such an endeavour before. One of the most common challenges is identifying the right individuals for key leadership positions. This may require organizations to evaluate a wide range of factors, including an individual’s abilities, soft skills, and potential.

Another common challenge is developing and training potential successors. This may require organizations to invest in training and mentorship programs or other resources to ensure that potential leaders have the skills and knowledge necessary to succeed in their future roles.

Strategies for Successful Succession Planning

Develop a strategy proactively and ahead of time. If you are expecting an employee to depart from the company, like in the case of a planned retirement or internal promotion, you will have time to plan accordingly. However, a sudden, unexpected departure can be disorienting, which is why it is important to have a plan ready for such an occurrence. Upon analyzing the team, it is important to ask several questions: Who are the essential players? What are their roles? What is the impact of their work on our day-to-day operations? What are their main skills?

Identify potential successors. After you have assessed the potential consequences of the departure of certain people, decide who among the team members may be able to take on those roles. Inquire of yourself: Which of our current employees would be the most suitable for the X position if we decided to hire internally? Would the candidates require any additional training? And, if so, what kind of training?

Although the individual who is right below the role may be the natural choice to succeed, don’t forget to consider other people. Evaluate all employees for the aptitude and traits needed to succeed in a higher role, regardless of their current job title. To identify potential successors, organizations may use a variety of methods, including performance evaluations, leadership assessments, and interviews. Organizations need to take a comprehensive approach to this process, considering a wide range of factors when evaluating potential successors.

At the same time, don’t make assumptions about the career objectives of your team members. You could have a vision of certain individuals assuming positions of senior management, however, it is not guaranteed that they will be interested when the idea is brought to their attention. Therefore, it is wise to discuss the professional ambitions of these workers prior to deciding on a succession plan.

Communicate the succession plan to all relevant stakeholders, including employees, shareholders, and other key stakeholders. This can help ensure that everyone is aware of the organization’s plans for leadership succession and can help reduce uncertainty and anxiety during periods of transition.

Develop and train potential successors. This may involve investing in training programs, arranging job rotations, shadowing or mentorship programs, coaching, workshops, or other resources to ensure that potential leaders have the skills and knowledge necessary to succeed in their future roles.

Incorporate your succession plan into your recruitment strategy. Once you have determined which employees are suitable to fill important roles within your company, it is important to assess any skill deficiencies they may have. This will help you to identify where to direct your efforts when recruiting new personnel.

Evaluating and Refining Your Succession Plan

Finally, it is important for organizations to regularly evaluate and refine their succession plan to ensure that it remains effective and relevant. This may involve reviewing the plan on an annual basis, soliciting feedback from stakeholders, and making changes as necessary to ensure that the plan reflects the organization’s current needs and priorities.

If your organization has not engaged in succession planning, now is the time to start. By taking a proactive approach, you can ensure that your organization is well-positioned for long-term success, with a strong pipeline of talent available to fill key leadership positions as they become available.

Postare scrisă de Alexandra Ene pentru LinkedIn https://www.linkedin.com/in/alexandraene1/ 

Ca angajator, probabil îți dorești foarte multe lucruri de la viitorul coleg, atât la nivel de competențe, cât și abilități interpersonale.

Însă suntem oameni și cu toții avem plusuri și minusuri. Important e să descoperim din lista de cerințe ce este cu adevărat relevant pentru rolul și business-ul tău, ce poate fi suplinit sau dezvoltat, respectiv unde se pot face compromisuri. Astfel, încă din primele discuții trebuie să decidem împreună ce este cu adevărat urgent sau prioritar. 👇

Iată care sunt primii pași pe care îi vom face dacă vom lucra împreună:

Înainte de orice, Consultantul dedicat va face research, aflând despre viitorul client cât mai multe detalii, atât despre companie/produse/servicii, cât și despre reputația organizației. În plus, vom pregăti pentru prima întâlnire date și informații care ar putea fi relevante pentru recrutarea respectivă (de la salarii la alte insight-uri descoperite în proiectele anterioare). Astfel, vom avea fundația care va sta la baza strategiei de recrutare.

La întâlnirea de start a proiectului vom veni cu o serie de întrebări. De obicei, cerem multe informații despre rol, organizație și așteptări, dar vom discuta și aspecte legate de termene limită, etapele de selecție și alte detalii relevante ale procesului de recrutare.

Este important să fiți deschiși cu ceea ce vă doriți, dar și cu ceea ce e cu adevărat urgent sau prioritar. Must-haves vs. nice-to-haves.

Prin urmare, ca antreprenor, Director General sau Director de HR, trebuie să-ți blochezi o fereastră de timp agreată de comun acord și să fii deschis(ă) și transparent(ă). Cu cât vei privi colaborarea ca pe un parteneriat, cu atât cresc șansele ca noi să îți găsim oamenii potriviți.

Am avut clienți care au fost reticenți să dea informații, în ideea că noi, ca specialiști, trebuie să știm mai bine de ce au ei nevoie. Dar noi vom reuși să evaluăm profilul ideal doar dacă înțelegem în profunzime contextul real al companiei tale, precum și piața.

🌟 Spre exemplu, un CFO într-o corporație din industria bunurilor de consum are un rol foarte diferit față de unul într-o companie antreprenorială din servicii; prin urmare, numele poziției nu spune mare lucru. Și chiar în cadrul aceleiași industrii, fiecare companie se confruntă cu lucruri diferite. Poate organizația vine după o perioadă de tranziție, fuziune, dificultăți financiare, fluctuație mare în echipă, sau urmează o schimbare de strategie sau management.

În calitate de Consultanți, multe lucruri le aflăm din research, însă altele este imposibil să le știm din afara organizației, deci avem nevoie de sprijinul companiei angajatoare.

Apoi, pe parcursul colaborării, vom fi în contact pentru calibrări și recalibrări și vom continua să avem nevoie de feedback-ul și colaborarea ta.