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Article Check - Are Executives Worth the Effort?
Knowing how to write a resume is what stops many people from even beginning their job hunt. Some job seekers think resume writing and preparing a cover letter is too hard and give up before they begin. Others understand how important a professional looking resume is for their job hunting prospects but don't know where to start. And then there are those who underestimate the importance of creating a resume that works for them
Regardless, every CEO knows a bad hiring decision can cripple a company or worse. As an example, propagate this down through the Sales organization's hierarchy all the way down to individual contributor quota carrying sales people, and you have a recipe for disas
The use of paper business documents can significantly reduce productivity and increase costs in a wide range of business processes. Perhaps the best example of these inefficiencies occurs in the accounting department. Types of business documentsJust what do we mean by business documents? Generally speaking, they are the communications vehicles by which business is executed and recorded. I
Sound paradoxical? So why does this happen?
Is it because companies believe executives aren't worth the effort? Hardly; you'd be hard pressed to find a CEO that doesn't think people are the key to their company's success.
Unfortunately, some hiring executives trivialize the importance of defining the decision criteria and the evaluation process associated with the acquisition/promotion of an executive. The response is simply, "I know what I want, and I'll recognize it when I see it" with respect to hiring criteria and the associated evaluation process.
Others don't want to admit they know it's important but don't have the time to invest in defining the decision criteria and the evaluation process associated with the acquisition of an executive. So they just pass the responsibility off to an underling or the HR department who attempts to define all this in a vacuum.
There are even hiring executives who simply don't want to admit they really don't know how to go about defining solid objective based decision criteria and evaluation process associated with the acquisition of an executive.
Actually, it typically isn't just one reason this paradox raises its ugly head; it's a combination of reasons ranging from trivializing the importance, to knowing it's important but not making the time, to not knowing how.
Regardless, every CEO knows a bad hiring decision can cripple a company or worse. As an example, propagate this down through the Sales organization's hierarchy all the way down to individual contributor quota carrying sales people, and you have a recipe for disast
Employee retention matters to all companies, for many different reasons. A high turnover of employees not only results in a loss of skills, a waste of training time already spent but also indicates something wrong within a company that might need addressing.Turnover levels vary between different industries, and labor turnover in occupations such as call centers and the retail industries might not be so critical to a company as
Is it because companies believe executives aren't worth the effort? Hardly; you'd be hard pressed to find a CEO that doesn't think people are the key to their company's success.
Unfortunately, some hiring executives trivialize the importance of defining the decision criteria and the evaluation process associated with the acquisition/promotion of an executive. The response is simply, "I know what I want, and I'll recognize it when I see it" with respect to hiring criteria and the associated evaluation process.
Others don't want to admit they know it's important but don't have the time to invest in defining the decision criteria and the evaluation process associated with the acquisition of an executive. So they just pass the responsibility off to an underling or the HR department who attempts to define all this in a vacuum.
There are even hiring executives who simply don't want to admit they really don't know how to go about defining solid objective based decision criteria and evaluation process associated with the acquisition of an executive.
Actually, it typically isn't just one reason this paradox raises its ugly head; it's a combination of reasons ranging from trivializing the importance, to knowing it's important but not making the time, to not knowing how.
Regardless, every CEO knows a bad hiring decision can cripple a company or worse. As an example, propagate this down through the Sales organization's hierarchy all the way down to individual contributor quota carrying sales people, and you have a recipe for disas
With the growing importance of customer care and service, companies are hiring more Secret Shoppers and evaluators. The Secret Shopping industry has also become a convenient way of making extra money and there are numerous Jobs available to Secret Shopping aspirants in business setups such as restaurants, convenience stores, movie theaters, financial institutions etc.Before applying for any Secret Shopper Job, make sure that the
Others don't want to admit they know it's important but don't have the time to invest in defining the decision criteria and the evaluation process associated with the acquisition of an executive. So they just pass the responsibility off to an underling or the HR department who attempts to define all this in a vacuum.
There are even hiring executives who simply don't want to admit they really don't know how to go about defining solid objective based decision criteria and evaluation process associated with the acquisition of an executive.
Actually, it typically isn't just one reason this paradox raises its ugly head; it's a combination of reasons ranging from trivializing the importance, to knowing it's important but not making the time, to not knowing how.
Regardless, every CEO knows a bad hiring decision can cripple a company or worse. As an example, propagate this down through the Sales organization's hierarchy all the way down to individual contributor quota carrying sales people, and you have a recipe for disas
Some time ago I was visiting a friend at his company and we got to talking about the software that I was working on. I explained it was a web-based CRM system that could be used by any company (large or small) to help streamline their business. He said to me, "I don't see how it could help us, we have half a dozen support reps and they handle our customers just fine". I asked him if anyone had taken the time to actually calculate dolla
There are even hiring executives who simply don't want to admit they really don't know how to go about defining solid objective based decision criteria and evaluation process associated with the acquisition of an executive.
Actually, it typically isn't just one reason this paradox raises its ugly head; it's a combination of reasons ranging from trivializing the importance, to knowing it's important but not making the time, to not knowing how.
Regardless, every CEO knows a bad hiring decision can cripple a company or worse. As an example, propagate this down through the Sales organization's hierarchy all the way down to individual contributor quota carrying sales people, and you have a recipe for disas
You don't have to be rock-star famous before you are recognized as an authority in your field. You just have to begin to get the word out. Your goal is to be the person that people think of when your field is mentioned. At first, that may happen only locally, but take heart. Start where you are, with what you have, and you'll light a spark that could eventually become a firestorm of publicity.Maybe you offer a workshop at your o
Regardless, every CEO knows a bad hiring decision can cripple a company or worse. As an example, propagate this down through the Sales organization's hierarchy all the way down to individual contributor quota carrying sales people, and you have a recipe for disaster.
You can have the best strategy, a bullet proof process, and know exactly what tactics you need to implement to achieve success. It all falls apart if you are deploying the wrong people; because a company's ability to execute is effectively limited by the people doing the executing – full stop.
As an example, companies spend millions of dollars on strategic sales process training every year, but never ask themselves if they are training the right people, let alone take the time to define what "right" looks like. They don't invest in defining hiring criteria and an objective evaluation process consistent with the objectives they are asking sales people to achieve. "Hire someone who excelled at one of our competitors" is the typical hiring criteria, combined with an "I'll know it when I see it" evaluation process. This unfortunately is what precipitates a "sink or swim" situation for sales people. Do this consistently, and your company's revenue stream is in a "sink or swim" situation.
So, are executives worth the effort? Absolutely! Simply put, this is about good risk management. In fact, investing time and effort into defining the decision criteria and the evaluation process associated with acquiring an executive responsible for driving +$1 million of bottom line profit (let alone the corresponding top line revenue) will result in acquiring an executive who will yield far greater ROI for your company than any +$1 million capital acquisition a company could ever hope to produce.
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