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Vacancy for Purchase Executive/ Officer at Baroda

Vipul Mali — Tue, 21 Jun 2016 09:15:05 +0000

Vacancy for Purchase Executive/ Officer at Baroda with one Manu. Client. Any graduate with min. 1 year experience in purchase can apply. Salary up to 16k per month. Call on 8469747821 for more details or send CV at hiral@postaresume.co.in Regards

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At eight it feels Great….

Vipul Mali — Thu, 01 Oct 2015 07:48:04 +0000

Today you are reading this good news because you are one of the patrons who made this possible. As a friend, family member or mentor you guided us and we are thankful to you for the same. As a candidate or as an employer you provided us an opportunity to serve you, due to your faith in our services & ability today we can say at eight is feels great!

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10 Tips for Effective Performance Reviews

Vipul Mali — Thu, 12 Mar 2015 08:25:54 +0000

Are you interested in tips about how to make performance reviews successful in your organization? While performance review methods and approaches differ from organization to organization, universal principles about how to talk with an employee about his or her performance exist.
Whether it’s a performance review, a salary adjustment meeting, or the implementation of a performance improvement plan (PIP), these tips will help you more confidently lead the meeting.
These tips are applicable in your daily conversations with employees. They are also critical in your periodic, formal meetings with employees to discuss job goals and performance. These ten tips will help you make performance reviews positive and motivational. They will improve – not deflate – your ability to interact with your reporting employees.
Performance Review Tips
1. The employee should never hear about positive performance or performance in need of improvement for the first time at your formal performance discussion meeting, unless it is new information or insight. Effective managers discuss both positive performance and areas for improvement regularly, even daily or weekly. Aim to make the contents of the performance review discussion a re-emphasis of critical points.
In the interest of providing regular feedback, performance reviews are not an annual event. Quarterly meetings are recommended with employees. In one client company, job planning and evaluation occurs twice a year. Career development planning for employees is also scheduled twice a year, so the employee discusses his or her job and career,
2. No matter the components of your performance review process, the first step is goal setting. It is imperative that the employee knows exactly what is expected of his or her performance. Your periodic discussions about performance need to focus on these significant portions of the employee’s job. You need to document this job plan: goals and expectations in a job plan or job expectations format, or in your employer’s format. Without a written agreement and a shared picture of the employee’s goals, success for the employee is unlikely.
3. During preparation and goal setting, you need to make how you will evaluate the employee’s performance clear. Describe exactly what you’re looking for from the employee and exactly how you will evaluate the performance. Discuss with the employee her role in the evaluation process. If your organization’s performance review process includes an employee self-evaluation, share the form and talk about what self-evaluation entails.
Make sure that you also share the performance review format with the employee so she is not surprised at the end of the performance review time period. A significant component of this evaluation discussion is to share with the employee how your organization will assess performance.
The employee needs to understand that if he does what is expected, he will be considered a performing employee. In some organizations that rank employees, this is the equivalent of a three on a five point scale. An employee must do more than perform to be considered an outstanding employee
4. Avoid the horns and halo effect in which everything discussed in the meeting involves positive and negative recent events. Recent events color your judgment of the employee’s performance. Instead, you are responsible to document positive occurrences such as completed projects, and negative occurrences such as a missed deadline, during the entire period of time that the performance review covers. (In some organizations, these are called critical incident reports.) Ask the employee to do the same so that together you develop a comprehensive look at the employee’s performance during the time period that your discussion covers.
5. Solicit feedback from colleagues who have worked closely with the employee. Sometimes called 360 degree feedback because you are obtaining feedback for the employee from his boss, coworkers, and any reporting staff, you use the feedback to broaden the performance information that you provide for the employee. Start with informal discussions to obtain feedback information. Consider developing a format so that the feedback is easy to digest and share by the manager.
6. If your company uses a form that you fill out in advance of the meeting, give the performance review to the employee in advance of the meeting. This allows the employee to digest the contents prior to her discussion of the details with you. This simple gesture can remove a lot of the emotion and drama from the performance review meeting.
7. Prepare for the discussion with the employee. Never go into a performance review without preparation. If you wing it, performance reviews fail. You will miss key opportunities for feedback and improvement and the employee will not feel encouraged about his successes. The documentation that you maintained during the performance review period serves you well as you prepare for an employee’s performance review.
If needed, practice approaches with your Human Resources staff, a colleague, or your own manager. Jot notes with key points of feedback. Include bullet points that clearly illustrate the point you plan to make to the employee. The more you can identify patterns and give examples, the better the employee will understand and be able to act upon the feedback.
8. When you meet with the employee, spend time on the positive aspects of his or her performance. In most cases, the discussion of the positive components of the employee’s performance should take up more time than that of the negative components. For your above average performing employees and your performing employees, positive feedback and discussion about how the employee can continue to grow her performance should comprise the majority of the discussion. The employee will find this rewarding and motivating.
No employee’s performance is completely negative – if so, why does the employee still work for your organization? But, don’t neglect the areas that need improvement either. Especially for an underperforming employee, speak directly and don’t mince words. If you are not direct, the employee will not understand the seriousness of the performance situation. Use examples from the whole time period covered by the performance review.
9. The spirit in which you approach this conversation will make a difference in whether it is effective. If your intention is genuinely to help the employee improve, and you have a positive relationship with the employee, the conversation is easier and more effective. The employee has to trust that you want to help him improve his performance. He needs to hear you say that you have confidence in his ability to improve. This helps him believe that he has the ability and the support necessary to improve.
10. Conversation is the key word that should define a performance review meeting. If you are doing all of the talking or the meeting becomes a lecture, the performance review is less effective. The employee will feel as if he was yelled at and treated unjustly. This is not how you want employees feeling as they leave their performance reviews.
You want an employee who is motivated and excited about his ability to continue to grow, develop, and contribute. Aim for performance review meetings in which the employee talks more than half of the time. You can encourage this conversation by asking questions such as these.
–What do you expect to be the most challenging about your goals for this quarter?
–What support can the department and I provide for you that will help you reach these goals?
–What are your hopes for your achievements at our company this year?
–How can I be a better manager for you?
–How often would you like to receive feedback?
–What kind of schedule can we set up so that you don’t feel micromanaged but I receive the feedback that I need about your progress?
–What would be a helpful agenda for our weekly one-on-one meetings?
If you take these performance review tips to heart and practice these recommendations in your performance review meetings, you will develop a significant tool for your management tool bag. The performance review can enhance your relationship with employees, improve performance for your organization, and enhance employee-manager communication significantly – a boon for customers and work relationships.

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20 things to never do in an interview…

Vipul Mali — Thu, 12 Mar 2015 08:01:05 +0000

No matter how impressive a cover letter or CV you carry to an interview, there could be certain last minute changes (decisions) that could change the game for you. The job could be yours, given the precautions you undertake while talking out the nuances of your hiring. We give you a list of the most common blunders to avoid while out there for an interview.
1. Improper research
If you are running short of your research on the company, you might still loose the job despite having the skills for the job in question. Do remember to do your background check when it comes to the company you are going for an interview of…visit their website, check their online details, and you probably would end up having smarter answers when asked about reasons for joining it or your profile and importance for the company’s growth.
2. Lying on your CV
Anything written on your CV could be discussed in the interview and a fabrication of things, experience, job profile, education could damage your reputation in the long run.
3. Turning up late
Unless you have a very good excuse and have informed the respective managers before hand, turning up late for an appointment will not help you right on the first day. And don’t forget, first impression always remains the last impression.
4. Dressing inappropriately
While a smart dressing code is something that’s expected from you, make sure whatever you choose (garment, colour, design) suits the desired business etiquette. Ideally go for a smart suit, or formal trousers and crisp formal shirt, to leave the impression on the hiring manager. Remember your dressing reveals a lot about you as a person. Don’t give the other person any chance to believe that you lack order, discipline and basic dressing sense.
5. Clock watching
Have you ever witnessed or realised that constantly watching clock is something that could be really irritating. DON’T DO IT, especially during an interview. This might also make the interviewer feel that you are probably not that much interested in the job or even something that is happening or being discussed that very moment.
6. Fidgeting with unnecessary props
This can include playing around with your mobile phone, nail files and even chewing gum. Please understand this is surely something that would drive unnecessary attention towards you at the interview table
7. Poor body language
Make eye contact, sit in confident posture, have cheerful demeanour and meet the person in command with a firm handshake. Trust us, all of this is surely going make you notice for the right reasons.
8. Unclear answering and rambling
Take time to think before giving any answer and avoid fumbling when talking something extremely crucial. This will bring things to an uncomfortable halt; it doesn’t inspire confidence. Also, avoid mumbling since the interviewer would not prefer asking you time and again to repeat the answers or even strain himself to hear every word that you’re saying.
9. Speaking negatively about your current employer
Never ever complain, or say bad things about your current employer, manager, colleagues, job or anything in any capacity. Badmouthing is not going to do any god to you or your CV, but it might surely risk your chances of getting some positive feedback from the employer you so wish to get hired by.
10. Don’t Use Clichés
I am a team player, a confident professional, a hard worker, a dedicated employee, a problem-solver, a perfectionist. These all are clichés and trust us, those who have been in the cabin before you have probably said the same set of phrases, which is of no interest to your hiring manger.
11. Not asking questions
In case you have queries about the company or its working practises or for that matter its strategy or long terms goals, you are clearly showing interest. This could also impress the manager since he would be quite happy to see your keen desire of being the part of the organisation. But in case you have no questions, per say, and are simply nodding to anything/everything that the interviewer is saying, might not bring the desired results when it comes to the final round.
12. Getting personal or too familiar
Avoid sharing your family union stories, events, problems and all of that which is personal. The person sitting on the other side of the desk has no concern or interest with what your experiences have been. He is purely interested in your professional expertise and understanding of the subject in question.
13. Too Much Communication
AVOID answering your phone calls between an interview. Though it might sound as an obvious thing to do, but still there are people who do not hesitate to take the calls in the middle of an important communication with the hiring manager. Leave your phones, ipad, and tablets behind or at least turn them off before entering the cabin.
14. Be opinion-free
Don’t go overboard when it comes to being flexible or accommodating about the job in question. Though its good to be excited and show the temptation, but do remember there is a limit to everything and overdoing it would just spoil the chances in the long run. Sure even the companies prefer a less rigid professional – but the one who at least has a sense of who he/she they is.
15. Not bringing along additional CVs
It’s always good to be double sure while making a move from your house for an interview. Carrying some additional copies of your CV could save you from the embarrassment, in case there are more than 1 or 2 interviewers. You need to show to your preparedness for any situation, which once again is an extremely critical ground for any job.
16. Sitting down before invited
As a mark of common courtesy, do not jump on the chair to grab a seat for yourself. In fact, wait to be asked for it and avoid sitting in a haphazard manner. Make sure your posture is right and firm.
17. Discussing money or time off
Wait for the papers to come in and the discussions to start before initiating talks about money, holidays and other perks. It’s advisable to show patience when it comes to such decisive matters.
18. Cursing
No one would appreciate usage of foul or inappropriate language/words. Rather if put put up an act like this, it might show you in the bad light.
19. Don’t say you weren’t looking for a job
There are times when you get calls from recruiters, even if you are not seeking the job opportunities that actively. It’s best suitable if you avoid slamming down the phone on the face. Be polite and appreciate the call. There are better ways to avoid an unwanted offer than being rude or upfront about it. Not just this, many times you might feel the urge to at least go and give it a shot. Avoid going by any such urges since by doing this, you are not only wasting your own time but even that of recruiter’s.

20. Not following up
You might not think you’ve performed well in an interview but if you simply put across a courtesy mail, it might just pay off in the long run.

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10 Interview Questions You MUST Ask Before Accepting an Offer

Vipul Mali — Tue, 12 Aug 2014 08:37:43 +0000

A job interview should be viewed as a two sided street. As a candidate, you should be interviewing the company just as much as they are interviewing you. I’ve had friends, family and colleagues all end up in the wrong job because they didn’t ask the right questions before they started. Be the candidate posing original questions of the hiring manager instead of merely answering all the questions you’re asked. It may seem a bit intimidating, but this out-of-the-box strategy not only benefits the candidate, who can show that he or she has done their research and knows what they’re doing. It could very well impress a potential employer who will see initiative and promise. Avoid surprises and check out these interview tips so you’ll not only get a job offer, you’ll also know whether or not to accept.
Interview Tip #1:
Ask: Where do you see the company going in the next one/five/ten years?
First consider: Rather than simply answering the age-old question of where you see yourself in x amount of time, try asking the hiring manager the same question. Where does he/she believe the company will be years down the line? Will the firm have expanded, in terms of capital or geography? Will it have branched out into other industries? What about financial growth?
Interview Tip #2:
Ask: What impact would I have on the team/in the company if hired?
First consider: Foremost, this question shows that you are confident; you are essentially asking the hiring manager how/if he thinks you and your skills will come into play once you land the job. The answer to this question should also give you a more personalized response than a general job description and help you to better gauge the ramifications of the position.
Interview Tip #3:
Ask: What qualities does the ideal candidate for this role possess?
First consider: Another question that could get you a more personalized response and a better feel for the job requirements, this inquiry shows that you are not just looking for any job, but a job where you actually have the skills/qualities needed to perform well. You could even reply to whatever answer you are given in an email following the interview, mentioning which desired qualities you possess, which you are working towards (such as mastering new software, learning a new language, etc.), and which you are willing to improve or master.
Interview Tip #4:
Ask: How long have you been with the company? For what reasons have you stayed?
First consider: This question might surprise your interviewer because you are asking something that she must answer personally, something that cannot be answered with a “we” or “the company”. The question shows confidence, and, if answered truthfully, can give you a better idea of how the company treats its employees, as well as the values of the company.
Interview Tip #5:
Ask: What kinds of opportunities may open up down the road for someone who lands this type of position?
First consider: Showing initiative and motivation is critical to a successful interview, especially if you’re just starting out. This question would be ideal to ask if you are a candidate new to the working world and concerned/curious about how a job could benefit you in the future, whether at the same company or elsewhere.
Interview Tip #6:
Ask: How would performance be measured for this job?
First consider: Alternatively, What goals would someone in this position be expected to meet? or What checkpoints should I be expected to pass within the first 90 days or so of employment? This can further help you determine whether the role is really suited to you based on whether you can keep up with the demands of the work environment.
Interview Tip #7:
Ask: Is this position a new position or a replacement job?
First consider: If the answer to this question is affirmative to the latter, ask why the previous employee is no longer working the role. Knowing whether someone you are stepping in for was fired or quit, and for what reason(s), is useful information.
Interview Tip #8:
Ask: May I speak with a member(s) of the team I will be working on?
First consider: This question goes along with interview tip seven. If you find yourself to be under consideration for a replacement job, there is really no way of knowing whether you are truly getting the facts from the person interviewing you because he/she has the company’s best interest in mind. Potential co-workers would probably be more likely to give you the truth about the working environment (i.e. how workers are treated, work relationships, and reasonableness of tasks and deadlines).
Interview Tip #9:
Ask: What do you see as the biggest obstacle to company growth?
First consider: If a hiring manager seems to have trouble giving an answer, or responds by replying that there are no obstacles, take it as a bad omen. No company is perfect, and you do not want to end up working somewhere where things are not the same as the way they are portrayed.
Interview Tip #10:
Ask: What is your company’s image in the industry?
First consider: How other brands in the industry view a company is a major reflection on the company’s reputation. Do your research beforehand and see if your interviewer’s answers match up with what you find.
Along with this list, remember to research the company before going in to ask company specific questions. You can see how excited (or not) someone is about the company and their products by asking the right questions. You’ll set yourself apart by knowing about the company as well.

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What did u learned from this story???

Vipul Mali — Mon, 18 Feb 2013 13:42:58 +0000

Father was a hardworking man who delivered bread as a living to support his wife and three children. He spent all his evenings after work attending classes, hoping to improve himself so that he could one day find a better paying job. Except for Sundays, Father hardly ate a meal together with his family. He worked and studied very hard because he wanted to provide his family with the best money could buy.
Whenever the family complained that he was not spending enough time with them, he reasoned that he was doing all this for them. But he often yearned to spend more time with his family.
The day came when the examination results were announced. To his joy, Father passed, and with distinctions too! Soon after, he was offered a good job as a senior supervisor which paid handsomely.
Like a dream come true, Father could now afford to provide his family with life’s little luxuries like nice clothing, fine food and vacation abroad.
However, the family still did not get to see father for most of the week. He continued to work very hard, hoping to be promoted to the position of manager. In fact, to make himself a worthily candidate for the promotion, he enrolled for another course in the open university.
Again, whenever the family complained that he was not spending enough time with them, he reasoned that he was doing all this for them. But he often yearned to spend more time with his family.
Father’s hard work paid off and he was promoted. Jubilantly, he decided to hire a maid to relieve his wife from her domestic tasks. He also felt that their three-room flat was no longer big enough, it would be nice for his family to be able to enjoy the facilities and comfort of a condominium. Having experienced the rewards of his hard work many times before, Father resolved to further his studies and work at being promoted again. The family still did not get to see much of him. In fact, sometimes Father had to work on Sundays entertaining clients. Again, whenever the family complained that he was not spending enough time with them, he reasoned that he was doing all this for them. But he often yearned to spend more time with his family.
As expected, Father’s hard work paid off again and he bought a beautiful condominium overlooking the coast of Singapore. On the first Sunday evening at their new home, Father declared to his family that he decided not to take anymore courses or pursue any more promotions. From then on he was going to devote more time to his family.
Father did not wake up the next day.
What did u learned from this story???

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Five ways to work out a new set of KRAs

Vipul Mali — Sat, 21 Apr 2012 09:40:41 +0000

Just when many have let out a collective sigh of relief at appraisals being over, a new set of key result areas (KRAs) needs to be cleared.
Firms have made their variable component higher and the criteria more rigorous, so nothing short of achieving them completely would ensure a good take home at the end of the stipulated period.
However, there are ways to make the goals look simpler and attainable for a smoother year ahead.
Do a fish bone analysis:
Once targets have been given, an executive should develop the flowchart of programmers to develop, training to receive or give, and parameters that will help him or her reach the desired goal.
Called the fish bone analysis, the employee will then have to talk to different departments which will support him. “Business metrics have to be defined and converted into quantifiable metrics and linked to the final goal.
It should be in cause-and-effect terms,” says Rajesh AR, head of employment services division of Manipal Education.
Draw up an action plan:
The boss should be consulted on stages that need to be reached to achieve the KRAs. “Chalk out a detailed performance action sheet,” says SM Gupta, HR head of Bangalore-based ITeS firm Aegis.
With each KRA there should be a ‘smart principle’ where goals are broken down. The manager must ensure the status is checked regularly, while the executive has to list daily, monthly, quarterly, half-yearly tasks.
Prioritize targets:
A list will help the executive chart out areas that require immediate attention, training, or assistance from other teams. There will also be the long-stretched goals, which the employee should deal with separately.
Start with clear goals:
To make goals more achievable, the supervisor has to give a set of tangible goals.
So if he wants sales to increase, then he has to hire employees, add distribution centres etc, and not follow a feel-good syndrome during performance review, says K A Sudarshan, co-founder of EMA Partners in India.
Bring HR to the table:
KRAs can be made more tangible if there is a discussion between the HR and business heads on the goals of the financial year and how they are important in improving organizational performance, says Srinivas Nanduri, partner board & leadership hiring, Maxima Global Executive Search.
Once these goals are clear, the individual can make KRAs fit into the overall milestones.
Article Courtesy – Economic Times

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7 Ways to Make Yourself Irreplaceable in the Office

Vipul Mali — Sat, 31 Mar 2012 10:09:51 +0000

In order to protect yourself from the next round of layoffs, you need to convince your employers that you’re valuable and that your existence alone benefits the company.
“Today’s business environment doesn’t allow for satisfaction with the status quo. It requires constant growth and change,” writes Mark Samuel in his book Making Yourself Indispensable: The Power of Personal Accountability.
“Being indispensable means that you are adaptable, learning and growing with your organization as it changes and evolves…at the end of the day, you are either working to make yourself indispensable or working to make yourself obsolete.”
Here are the seven tips to help you become the most valuable person to your employers:
1. Never take the shortcut. Have you known many highly-successful people to be lazy? In order to be truly irreplaceable, you have to work hard. You can’t take shortcuts and still expect tremendous respect.
2. Be adaptable, not rigid. It’s been said that being rigid is the fastest way to losing your job. In an age where technology, workplace environment and strategy techniques are constantly changing, the most pernicious thing you can do for your career is to cling on to something from the past and refuse to change.
“The good news about rigidity is that it gives you a sense of control — it is predictable. You understand it, know it, can explain it, and can even teach it to others,” he says. “The bad news is that the sense of control is often a false one or temporary at best.”
“You can always tell when someone isn’t adaptable to change. They demonstrate their paralysis through resistance, advocating for the old way, talking about the “good old days,” or undermining current change efforts through their lack of cooperation and cynicism.”
3. Being a perfectionist will be your downfall. Most people think that being a perfectionist is what they need for success, but, in actuality, it prevents it.
“Perfectionism fosters inaction — waiting until we can guarantee success before we take action. And this negates accountability and prevents success. We wait for the perfect plan, the perfect decision, and the perfect action that won’t fail.”
4. Be of service to others without expecting anything in return. Most of us only do things for other people if we get something in return, but a truly irreplaceable employee is someone who makes decisions and solves problems for the good of their team and other departments in the organization.
The more you become “we-centered” rather than “me-centered” the more indispensable you become.
“Trust grows when our motives are straightforward and based on mutual benefits — in other words, when we genuinely care not only for ourselves, but also for the people we interact with, lead, or serve.”
5. Be purpose-driven, not goal-driven. At work, you will have goals to achieve, but these goals are often “established without a clear sense of purpose.” And since most people are often too busy to go above and beyond their daily tasks, they’re not making an effort to produce actual changes.
“Substantial evidence demonstrates that in addition to motivating constructive effort, goal setting can induce some unethical behavior.”
So don’t stresses out about finishing every single step you’ve written down on your checklist or it’ll become a never-ending cycle.
6. Be assertive. Life is a game, so play big or go home. Take charge, stand apart and don’t be afraid to speak up during meetings for fear of sounding unintelligent or being wrong.
7. Forgive others quickly. “The measure of accountability is based more on how you handle mistakes, mishaps, and breakdowns than on getting everything right all the time,” Samuel says. “It’s about how fast you can pick yourself up when you fall; how quickly you correct a mistake that you made; that little or no harm comes to your customer, family member, or friend.”

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Seven Reasons Why Recruiters Instantly Reject Resumes!!!

Vipul Mali — Wed, 28 Mar 2012 09:01:45 +0000

Forget “What color is your Parachute?” Here are seven reasons why resumes always get rejected according to the report conducted by tech recruiters at Kovasys IT Recruitment.
New York, NY (PRWEB) March 19, 2012
A new report from Kovasys IT Recruitment answers a question that many IT candidates are asking: “Why are the technology recruitersignoring my resume?” We have sat down with Alex Kovalenko, a technical recruiting manager at Kovasys Inc. with operations in Toronto, Montreal, New York and San Francisco, to discuss. “If a tech recruiter can not tell within ten seconds that you are worth a call then your resume will go straight into a recycle bin. Keep in mind that at our firm recruiters can review up to 50 resumes every day and can not spend hours reviewing resumes,” said Alex Kovalenko with Kovasys Inc.
Mr. Kovalenko says that there are seven reasons why IT recruiters could potentially reject yourresume and are as follows:
1. Firstly, when a recruiter looks over a resume – he or she wants to find experience in the field. If acandidate is a PHP Developer with no object oriented development experience and the job is for anobject oriented Java Developer – the recruiter is not going to call. Companies are paying recruiters to find an apple to fill an apple job. Companies are not paying recruiters to help candidates transfer their skills from one field to another. If a company is going to pay a recruiter a significant retainer fee, they expect a perfect match.
2. What is candidate’s level or title? If the recruiter is searching for a team lead developer and a candidate’s title is a senior developer, that candidate should not expect an interview with the recruiter. Again, the recruiter is hired to find a team lead developer, not to squeeze a senior developer into a team lead position. On the other hand, if the client wants a senior developer and a candidate is a team lead – that candidate is over-qualified and even if he or she thinks they can do a senior developer’s job the client will not. The first team lead job that comes along might interest that candidate more, causing the recruiter and the company to suspect that you are going to pursue the better opportunity; neither party is willing to risk that.
3. The next area the recruiter is going to look at is the most recent experience. If the client wants aLinux Systems Administrator for a hosting company and a candidate has the experience, but it was over five years ago, recruiter will reject the resume. Any good recruiter can find a candidate with that current familiarity. If candidate was a good Linux Administrator five years ago and have not worked in that area since, their skills might be nowhere near contemporary due to new technologies like virtualization, vmware, etc.
4. Location, location, location. If a client is in New York and a candidate is in Miami – that candidate will most likely not get an interview. Relocating candidates is just too problematic if there is a viable candidate in the client’s location. In addition, most companies are not interested in paying for relocation in a bad economy. Moreover, there is usually the additional challenge of a spouse who must also relocate and find a job.
5. The next aspect the recruiter will look at is whether the industry experience matches the client’s. Again this is not an economy that allows for deciding whether skills will transfer from one industry to another. If candidate is in medical software development and the job is in financial development – the recruiter will not be calling. Skills might transfer and candidate might become a financial software developer, but it is not up to the recruiter to do that.
6. Education is the next big thing to consider and this one can be an automatic killer. Most recruiters are looking for a Masters in Computer Science or Engineering because they are hired to find the best candidates. No company will be paying a recruiter for a non-degreed or Bachelor of Arts candidate.
7. If candidate does not hold any position for an extensive period of time, job seeker should not expect an interview with a recruiter. a If candidate had six jobs in the last four years there better be a very good reason for it.
And last but not least says Alex Kovalenko: “List your accomplishments and what technologies you have worked with the two – three companies you have worked for. Make sure your resume is two pages long (even if you have worked for over 10 years) and is in traditional and chronological format.”
Courtesy by: Alex Kovalenko

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Why Porter’s Model No Longer Works

Vipul Mali — Fri, 16 Mar 2012 06:29:39 +0000

magine that you wanted a new home theater system. But instead of spending hours in Best Buy or on Amazon comparing configurations and assembling the parts you needed, you could signal what you wanted and a company would create it for you. You might simply Pinterest the elements you liked, including information about your space or noise limitations (“One-bedroom apartment on busy street in New York,” or “suburban space that needs stuff protected from little kids”), and then have a retailer give you a personalized, optimal configuration.
Right now, social is largely seen as a way to amplify messages (“Like” us on Facebook!) or to create conversations around customer service (“We’re so sorry you’re having a problem,” the persistent tweet from @ComcastCares). These two key functions — Marketing and Service — are regularly discussed as shaped by social era dynamics.
But the social era can — and will — be more than that. It will help us decide what we make, how much we make, and how we finance that production. While social media doesn’t shift Porter’s model, the social era surely does.
Big Isn’t Enough
This is the third part of a series on what it takes to win in the social era: being fast, fluid, and flexible.
Let’s think about the way that changes our modes of production. Size once gave organizations purchasing power. Being big used to enable high barriers-to-entry, keeping out potential competitors. Big had the dollars to buy the mass-market access to consumers back when mass media was the only way to reach an audience. But when the capital requirements to enter markets have declined, the marginal cost of reaching consumers is effectively zero, and one-off production is not hard to do… being big offers a much smaller advantage than it used to. Being big ain’t enough, anymore.
Most existing big organizations — the 800-pound gorillas — subscribe to Michael Porter’s value chain framework. As I mentioned in the first part of this series, this model optimizes for efficient delivery of a known thing. Organizationally it means Z follows Y, which follows X. It carries with it one fundamental assumption: that customers are tangential to the process.
There is no question that Porter’s work has helped shape (some would say, “invent”) modern-day strategy. I’ve used his ideas for over 20 years of running companies big and small, and I consider myself a fan of his thinking. But, to put it bluntly, Porter’s value chain is antiquated in the light of the social era. It was created at a time when being big and having scale was in itself a key aspect to competitive advantage and profitability.
Generic vs. Distinct
People buy two categories of things: The distinct, and the generic. The distinct items are the things that have a limited quantity, that are artisanal in nature, and that are worth paying a premium for. The generic items are, well, the things you might find on Amazon.
When companies like Best Buy or Target are simply aisles of what you can find online, then it’s easy enough to become a storefront for Amazon. Everything that is undifferentiated is going to be delivered in ever more efficient, low-cost ways. Porter’s value chain is well suited for this mass-market, cost-driven approach, where customers remain at the end of the value chain.
But for organizations wanting to thrive in the social era, being distinct is key to both profitability and winning. While there has always been a market for bespoke, differentiated items, until very recently that market served a tiny fraction of the uber-rich. But today, both macroeconomic forces, and technological advances mean that customized products aren’t just for the one percent. Instead, customized products and experiences can be for everybody, at least some of the time.
How will the smartest, nimblest companies move away from less-profitable generics and into more-profitable distinct goods and services? By using the rules of the social era.
Social Becomes Central to What We Build
During Fashion Week in September 2011, Burberry did a direct campaign with an everyday consumer (not just the editors and fashionistas) to showcase their new line in what they called a #tweetwalk, letting users tweet about what they liked (or didn’t). It created an immediate signal between the company and its broad users.
It was an interesting first step.
Every brand already has the ability to get direct feedback from consumers on what they like; the friction cost of doing this is effectively zero through a social media conversation. But Burberry stopped short of doing what makes the most sense to their bottom line. Imagine if they’d actually created a video of a runway walk that enabled click to order. They could produce only what was ordered, and thus reverse their supply chain to produce only what is already sold. They could even allow customers to request products in particular colors at premium prices. Social gives companies more control to operationally adjust their offers and create zealots by better collecting and amplifying even weak signals.
This puts the customer at the center of the company much more than any lip service about being “customer centric.” Today, we see brands asking consumers to “like” them on Facebook as a way of getting permission to push them information. The brand is still the central part of that communication. Imagine what that dynamic becomes when using the power of pull. Ask yourself, what would it look like to put customers at the center?
Many of you already know of Kickstarter as the largest funding platform for creative projects in the world. Several other platforms exist to allow community to fund expansion. When no one funds you, you know there’s no market for your idea. This changes more than the economic source. When a community invests in an idea, it also co-owns its success. In other words, it’s not just socially funded; it’s socially meaningful.
Now, let’s go back to that imagined home entertainment system. What if you — and everyone else shopping for a similar system — could signal your desired systems and have Best Buy choose one of hundreds each week to showcase (or perhaps choose the most popular per region). You would then have a reason to check out that configuration in a retail store — to see it and feel it — and then order it so they could come set it up at your place. See how that changes the retail experience from generic long aisles of commodity items to customized and community experiences? That is what social allows.
A Cycle of Profitability
When companies figure out how to shape their design, production, and manufacturing cycle from rigid planning and production systems to unique customer-driven experiences, they’ll design a way to respond in smaller bursts of more profitable cycles.
By allowing customers to directly fund an expansion, companies will know exactly what to build, and what is extraneous. By allowing signals to direct production, there’s an opportunity to learn immediately what the market responds to. Organizations can be in a constant conversation to learn what is working and what is not, and adapt on the fly. These nimble organizations consistently try new things, adapt to what works and thus improve the bottom line. What is interesting about this approach is that no company has to get it “right” the first time, as much as know how to learn and discover what works for growth.
The 800-pound gorilla dominated at a time when companies needed and used more capital, when the value chain could be profit maximized through vertical integration. To run this kind of organization, leaders had to be focus on being big enough to enable scale — because that’s where the profits once were. Once an organization got big, it took a lot to displace it. But the social era demands something more of our organizations. Something that is qualitatively different. The social era rewards the gazelles — the ones that are fast, fluid, and flexible.
Courtesy: http://blogs.hbr.org/cs/2012/02/why_porters_model_no_longer_wo.html?cm_mmc=email-_-newsletter-_-strategy-_-strategy031512&referral=00210

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6 Reasons Why You Didn’t Get The Job

Vipul Mali — Tue, 13 Mar 2012 06:05:04 +0000

Why You Didn’t Get the Job: A Candid Chat with the (Hypothetical) Boss

Wouldn’t it be great if hiring managers could tell us exactly why we didn’t get the job?

No more second-guessing why your resume disappeared into the hiring “black hole.” No more wondering why your seemingly perfect interview never turned into a callback. Just clear, honest feedback.

Well — let’s pretend they can talk.

In this post, we’re sitting down with a fictional hiring manager, “Betty Boss,” to get to the bottom of why you didn’t make the cut. This week, we’ll cover the things you can control — like your resume, your application, and how you present yourself in interviews. Next week, we’ll tackle the things you can’t control (and what to do about them anyway).

Let’s jump into the interview.

Me: Thanks for joining us, Betty.

Betty Boss: Happy to be here.

Me: Let’s start with the basics. What’s one big reason someone didn’t get hired?

Betty: Simple — I never saw your resume.

If your resume doesn’t make it past the Applicant Tracking System (ATS), or gets filtered out by an HR screener, I’ll never even know you existed. It’s not personal — it’s just the process.

Today, your resume needs to speak to four audiences:

The ATS
The HR admin
The recruiter or HR partner
The hiring manager (me)

If it doesn’t satisfy all four, it won’t land in front of me.

Me: Got it. What’s another common reason?

Betty: I had no idea why you applied.

Too many applicants hit “apply” without considering whether they’re truly a fit. If the job requires a CPA license and you don’t have one — I won’t bother guessing why you think you’re qualified.

Sometimes people are switching careers or industries — and that’s okay — but if your resume doesn’t clearly explain the why and show evidence you’re making that transition seriously (like courses, side projects, new skills), I’m not going to take the risk.

Me: And when a resume does land on your desk?

Betty: It needs to stand out.

I’m looking through dozens of resumes. I don’t want vague language like “Responsible for a $17M budget.” I want to know what impact you made — how you saved money, led change, improved results. Specific, measurable achievements grab my attention.

Me: Some candidates might say they’re not expert writers…

Betty: That’s the reality of business. Presentation matters.

Whether you’re selling a product or yourself, the way you package and present your value affects how people perceive it. A strong, clear, well-formatted resume can set you apart — even if your experience is the same.

Me: Let’s talk interviews. What’s a red flag?

Betty: It was a nice conversation — and that was the problem.

We talked about hobbies, moving to the city, raising teens… but the candidate never made the case for why I should hire them. I need someone who makes me confident they’ll solve my business problem. If you don’t do that in the interview, it’s a missed opportunity.

Me: Anything else that candidates overlook?

Betty: Yes — not showing genuine interest in the specific role.

You said you were “exploring options.” That doesn’t tell me you’re excited about this job. Hiring someone is a big commitment. I want someone who’s ready to roll up their sleeves and tackle the role, not someone who’s just browsing.

Me: OK, one last question — any final insight?

Betty: Timing.

Sometimes I didn’t hire you simply because someone else moved faster. Maybe your interview went well, but another candidate followed up immediately, stayed responsive, and had advocates vouching for them. Meanwhile, you delayed, were slow to respond, or appeared distracted by other offers.

When I’ve got approval to hire, I move quickly. If you’re not ready, I’ll move on to someone who is.

Me: Thanks, Betty. That was honest — and really helpful.

Betty: Glad to help. Best of luck to your readers. And remember — hiring is business, not personal. Make your case clearly, confidently, and fast.

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Why You Didn’t Get the Job: A Candid Chat with the (Hypothetical) Boss

Me: Thanks for joining us, Betty.

Me: Let’s start with the basics. What’s one big reason someone didn’t get hired?

Me: Got it. What’s another common reason?

Me: And when a resume does land on your desk?

Me: Some candidates might say they’re not expert writers…

Me: Let’s talk interviews. What’s a red flag?

Me: Anything else that candidates overlook?

Me: OK, one last question — any final insight?

Me: Thanks, Betty. That was honest — and really helpful.

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