One of the most flattering things in the professional world is getting headhunted on behalf of a renowned company. If someone rings you out of the blue and takes an interest in you, it is a sure sign that you are doing all the right things in your current job. When I started my first headhunting firm many years ago, almost every time I approached a candidate on behalf of a prestigious company their self-esteem would instantly be boosted. It would be a very risky approach to sit back and purely wait to be headhunted but when great opportunities do present themselves over the course over a career it is always important to grasp them.
Having discussed harnessing social media, enabling internal knowledge creation and leveraging social capital in previous articles, it seems a logical topic to cover next is to address one the key players in this debate and how they interplay with advances in data analytics and technology: Human Resources.
Whilst the economy is showing signs of recovery and job opportunities are increasing there is also an increasing amount of competition for every graduate job. This means that if you are joining the race you have to be prepared for what the world of work entails. Here are three top lessons to stay ahead as a 21st Century graduate.
To become brand advocates on-line, employees must positively reflect a company's values and follow the protocols established for on-line posting; though I would conclude by noting that there is a great deal of potential here for all organisations and employees to build the trust of their audience through investing in the trust and empowerment of their employees.
There are many important decisions SME owners have to take in the early stages of their business, and one of the most important is making that first hire. Depending on the individual company, this could be done immediately, within a few months, or even a year after starting up. There is no singular approach, but it must be the right decision at the right time. The key question to ask yourself is whether you can justify making a new hire, in terms of cost and workload. I experienced this when I started my first recruitment business - it was four months before I had enough money in the bank to be able to take someone on.