Tag Archive | "hiring"

How Using LinkedIn Recommendations Can Help You Find Your Next Employee


The evolution of the internet and social media has changed the way we make decisions, reported Entrepreneur. In a matter of minutes, we can tap into the collective opinions of hundreds—even thousands—of people who have already purchased a product or service and know exactly how they feel about their purchase. If you read a lot of negative reviews, you probably won’t complete the purchase. On the other hand, when you read a lot of positive reviews, you feel comfortable purchasing that product or service. Also, your chances of buyer’s remorse diminish significantly because social proof—the act of making decisions based on what others recommend—justified the purchase in your mind.

So what does social proof have to do with LinkedIn, anyway? Actually a lot. Essentially job candidates are marketing and selling themselves on LinkedIn. Their profile, job experience, skills, and the recommendations they get from others are the marketing collateral that people read to get to know them.

But how can social proof help you hire in today’s economy? Let’s say you’ve posted a job opening online. Within minutes, you have more than 100 resumes. You scan through a few of the resumes, and very few people are qualified for the position, even though you clearly spelled out the job qualifications in the job posting.

That’s because people are so desperate, they’re applying for any job—even if they aren’t qualified—hoping to catch the attention of the HR department, so maybe they can get hired for a more appropriate position. But that means you’ll have to dig through hundreds of resumes to find a handful of people to interview. So how do you find good candidates in today’s economy with millions of qualified workers looking for a job?

The fact of the matter is, most jobs are filled through word-of-mouth recommendations, not by sifting through hundreds of resumes, because it’s much easier and more reliable to hire someone who comes highly recommended by one of your trusted colleagues. The old adage “it’s not what you know, it’s who you know” is more powerful than ever today, and you can get to know the “right” people by leveraging social proof.

LinkedIn created its own version of social proof called LinkedIn Recommendations, which is a reputation manager for professionals. When people write LinkedIn Recommendations for someone, it’s the online version of the written recommendations people used to receive from instructors and former employers.

Think of LinkedIn as a reputation engine for business professionals. A job candidate’s LinkedIn profile is more than an online resume with a list of their past and present jobs, education, and accomplishments. Their professional reputation includes whom they associate with, the groups they belong to, the associations and clubs they belong to, and how much they interact with their network.

When you’re looking to hire new employees, recommendations can help you determine if a potential employee will be a good fit for your business. You can also tell if they’re actively networking and reaching out to others or if they’re a passive LinkedIn member with a static profile and no networking activity. If someone isn’t active on LinkedIn, it doesn’t mean they’re not good at what they do. It just means they’re not actively building their professional network as well as they could be.

When people keep their LinkedIn profile current, participate in LinkedIn Groups, and publish and share great content, potential employers like you can learn more about them than by just reading their resumes. The icing on the cake is the LinkedIn Recommendations, which provide third-party verification of someone’s skills. Each online activity is like a piece of a puzzle, and recommendations are the glue that holds the puzzle together. When you’re using LinkedIn to find new employees for your company, you want to look for LinkedIn members who have a complete, updated profile with lots of great recommendations.

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CNA National Welcomes New Chief Information Officer, Sean Harding


SCOTTSDALE, Ariz. – CNA National Warranty Corporation (CNAN) is pleased to announce Sean Harding as the company’s new chief information officer, effective March 16.

“With an extensive background in both information technology and business leadership, Sean has the right combination of skills to help CNA National as we continue to improve our infrastructure and network,” says Joe Becker, president and CEO. “We are excited to have Sean on the team.”

Harding’s expertise lies in driving business success through technology in both public and private corporations. He enables corporate growth by bridging the gap between business and technology. Harding has 30 years of experience in business and technology leadership, including 16 years in executive-level roles. He has worked in a variety of industries, from financial to e-commerce and insurance. He was a managing director for Charles Schwab and senior director for PayPal, where he developed highly available, complaint systems and processes while supporting double-digit growth in corporate revenue. He was also the head of IT for Jawa, LLC, where he oversaw all technology functions for the firm. In 2008, Harding founded a consulting company providing executive technology advisory services for companies such as IBM, JPMorgan Chase, Mutual of Omaha, and MetLife.

Harding holds dual bachelor’s degrees in German and International Studies from the University of Nebraska, Omaha, and received his MBA from Bellevue University.

Originally from Omaha, Harding has made Chandler, Ariz., his home for the past 16 years.

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GSFSGroup Hires New Compliance Director


HOUSTON – With an extensive career in diverse areas of the automotive industry, Lewis Kuhl brings a high level of expertise as the Senior Counsel and Director of Regulatory Compliance for GSFSGroup. He has responsibility for ensuring that the F&I products and each company are in compliance with the laws and regulations of each state in which they do business.

“It is a privilege to have Lewis join our team. His knowledge base and deep, legal understanding of the automotive industry and especially the F&I segment, is a great asset in the changing landscape of compliance,” said Diane Greene, Vice President, Legal Affairs, GSFSGroup. “At a time of rapid growth and expansion for GSFSGroup, Lewis’ expertise will be invaluable in maintaining the solid, credible reputation GSFSGroup and its product line have earned.”

Kuhl also serves as an Adjunct Faculty member at Northwood University in the Automotive Marketing and Management department where he teaches dealership legal issues. As a leading legal expert on automotive dealer issues, he is frequently invited to speak to dealer and industry related groups. A graduate of Northern Kentucky University, Salmon P. Chase College of Law, he is a member of the American Bar Association as well as the Kentucky Bar Association, Florida Bar and the National Association of Dealer Counsel.

His career history includes both law firms and automotive companies. While working in private practice at both Kurkin Brandes, LLP and Pathman Lewis, LLP, Kuhl focused his practice on motor vehicle dealer and automotive industry law. He also acted as legal counsel for JM Family Enterprises, Inc., a privately held automotive company, where he worked in the legal departments of World Omni Financial Corp., Southeast Toyota Distributors, LLC and JM&A Group. In addition, he served in both legal and operational positions for a group of companies comprised of motor vehicle rental operations, motor vehicle dealerships and an automotive finance company.

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3 Questions to Ask When Considering an Unemployed Candidate


As the economy continues to improve, more small businesses are hiring, reports Entrepreneur. However, there is still a large pool of candidates who have been unemployed for months or even years. The question becomes, should employers consider candidates who are currently unemployed less desirable than those who have a job and are seeking greener pastures?

Employers should hire the person who will create the most value for their organization. To do anything else would be to destroy shareholder value. Theoretically, a candidate’s current employment status shouldn’t impact his or her ability to create value for a new employer. With that said, hiring is an inexact science. Therefore, hiring managers will look for any clue as to a prospective employee’s future performance.

One line of thinking is that a perspective employee who has a job is desirable, at least to one employer. A prospective employee who was laid off is not a desirable employee, at least to one employer. Based on this thinking, some hiring managers tend to favor prospective employees who have a job. Such thinking is overly simplistic.

When considering a prospective employee who is unemployed, ask these three questions:

1. Why was the candidate’s prior employment terminated?

A bookkeeper who was fired because he or she was found to have embezzled is not likely a good candidate for a job in accounting. A bookkeeper who lost his or her job because the company made a decision to consolidate the function in another state is a very different thing. A candidate who was dismissed for poor performance may not be as strong a candidate as one whose previous employer closed its doors due to lack of sales.

Ask unemployed candidates why his or her last job ended. If the candidate becomes your top choice for the job, verify his or her response by speaking to his or her former supervisor.

2. How long has the candidate been unemployed?

A candidate who lost his or her position two weeks ago is very different from one who has been unemployed for three years. For the long-term unemployed, why has it been so long between jobs?

The economy matters. Higher unemployment rates may justify longer periods of unemployment. Also, it is an unfortunate fact that older candidates have a much tougher time finding employment than younger candidates. Long-term unemployment can be, but isn’t necessarily a sign of lack of ambition. If a prospective employee has been unemployed for a lengthy period, prospective employers should make sure they understand why.

3. What has the prospective employee been doing since losing his or her job?

A prospective employee who has used his or her period of unemployment to accomplish something meaningful is a stronger candidate than one who has spent most of his or her time applying to jobs online.

Has the prospective employee upgraded his or her skills? Has he or she accepted temporary work to bring in some cash while continuing to look for work? Has he or she spent time cultivating their network and learning about new industries?

The more industrious a prospective employee has been during their period of unemployment, the more likely he or she is to be industrious in his or her next job.

If you are a hiring manager, rather than dismissing unemployed candidates out of hand, consider these three questions. If you are unemployed, make sure you are prepared to give truthful and impressive answers to these questions.

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A 10-Step Recruiting Primer for Hiring Managers


Over the past 30 years or so I’ve discovered that the best hiring managers take personal responsibility for hiring the best people. However, many have the uncanny ability to snatch defeat from the jaws of victory just when a hot prospect becomes interested. This is when they often trip on their own feet or put one where it shouldn’t be, reported Inc.

Closing the deal begins by understanding the critical role hiring managers play in the recruiting process, from opening the job requisition to negotiating the final offer. The following steps are essential for any hiring manager who wants to improve his or her ability to attract and hire the best talent on the market.

10 Hiring Manager Rules for Recruiting:

1. Don’t oversell, overbuy!
Recruiting a top person is not about the recruiter or hiring managers selling the job. It is about presenting enough career-oriented information that the formerly passive candidate sells you. Most of the remaining ideas help you pull this off.

2. Create the career gap.
The career gap is the difference in what the person will be learning, doing and becoming in your job in comparison to what the person is now doing. In term of job stretch and job growth this gap needs to be about 20% in order for the job to be considered a career move. If you haven’t created a performance-based job description, the size of the gap will be questionable.

3. Conduct a broad-based Performance-based Interview to demonstrate that you have high standards.
The best candidates expect an in-depth interview that addresses all of their strengths and all of your needs. Aside from assessing competency, it demonstrates to the candidate that you have high hiring standards. Being superficial, intuitive, overly technical or making attempts at one-upmanship are a sure way to get a critical review on Glassdoor.com. The most significant accomplishment question is the foundation of a world-class Performance-based Interview.

4. Use the push and pull to explain the job and get the candidate to sell you.
Asking the most significant accomplishment question is a great way to compare a candidate’s past performance to real job needs. By describing the importance of the accomplishment as a preface to this question, you’ll get the candidate excited. This is the pull-toward technique. Raising concern about the size of the career gap will get the candidate to attempt to convince you of his or her ability. This is the push-away technique.

5. Demonstrate strong management and leaderships skills.
The best people are looking for managers who are potential mentors, those who have a track record of hiring and developing other strong people and are also on a fast-paced career track. Highlight these capabilities as part of the recruiting process.

6. Let the candidate meet other strong people.
The best way to prove to a strong candidate that the hiring manager can hire and develop strong people is to have the candidate meet some of them.

7. Create supply and demand.
End the interview telling the candidate that she or he is one of a few very promising candidates. If you leave it neutral the person will think about why he or she doesn’t want the job, maximizing the negatives and minimizing the positives. If left somewhat positive, the candidate will do the opposite.

8. Invest extra time in the process.
Hiring the best people is not a transaction. It takes extra time for a top person–especially one who’s not looking–to see an opening as a possible career move. Spending extra time with the person will also help cement the relationship. The hiring manager should expect to spend a minimum of three to five hours in at least two to three meetings with a person for any critical position.

9. Never make an offer that won’t be accepted.
Test every aspect of the offer before formalizing it. These tests take the form of the question, “Would you be open to consider an offer if we could put a package together that made sense?” Some other test questions include, “When could you start if we could address the benefit program?” or “How does this position compare to others you’re considering?”

10. Make the offer an event.
Don’t delegate the offer to someone in the corporate recruiting department. Hiring a top person is like winning the basketball lottery, so go out of your way to welcome the candidate. Breakfast or lunch in person is the minimum. When you hand the person the signed offer ask if he or she is ready to accept it. If the person says anything other than, “Absolutely,” don’t give the person the offer. Go back to step No. 9 instead. If the person says “I have to think about it,” you’ll need to start over and go back to step No. 1.

While sourcing and interviewing are important, hiring the top person is what counts. Too many hiring managers lose sight of this end game. Some never even see it. These steps will help clarify it for every manager who wants to hire the best people possible.

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USEA Hires Account Manager to Oversee Biweekly Loans


ORLANDO, Fla. — Billy Jackson has joined US Equity Advantage (USEA) as a regional account manager. He is responsible for servicing the company’s biweekly loan program for dealership partners in Arkansas, Colorado, Kansas, Louisiana, Missouri, Nebraska, New Mexico, Oklahoma and Texas.

Jackson has a decade of F&I experience. Most recently, he directed the F&I departments at some of the largest Ford, Chevrolet and Dodge dealerships in Oklahoma, where he gained experience selling and managing biweekly loan programs.

“Directing the F&I departments at some of Oklahoma’s largest auto dealerships, I saw first-hand the win-win benefits of biweekly payment plan programs,” said Jackson. “Customers saved money on interest charges and could afford more car or products without increasing their monthly loan payment, while the dealerships were able to increase their product indexes.”

His career also includes managing a loan servicing team for a Fortune 500 auto finance company and working as an outside sales consultant for express service for Nissan and Infiniti dealerships in the south central U.S.

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