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IN THIS ISSUE |
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New Offices!
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Question The Conventional Wisdom About 2005 Hiring -
Don't Underestimate the Hiring Timeline
By
John Miller, Principal Consultant
miller@mbsearch.net |
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2005 budget planning, year-end performance reviews,
Sarbanes-Oxley implementation, final tax planning,
year-end close. The list can go on and on. The 4th
quarter is a kind of purgatory - time to focus on
cleaning up the unfinished business of the current year
while simultaneously trying to think strategically about
the upcoming year.
To top it all off, you throw in a few holidays and a
couple of client/company functions, and before you know
it, you’re up to your elbows in guacamole and watching
the “Fight for the Roses” on the big screen. If you’re
like me, the 4th quarter has historically been unlike
the other 3 - it all goes by in a flash. And, unlike the
other 3, there was always a persistent, low-frequency
hum in my head: am I really ready for the New
Year?
[Full
Article] |
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Empower Your Network To Work For You
by Denae Butte, Director, McDermott &
Bull Executive Network
butte@mbsearch.net |
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Continuing on from the article in The McDermott & Bull
Recruiter,
Issue 7, “Building a Network That Will Serve You For
Life”, in this article we will address how to use your
network to help you find your next opportunity. You have
now built a network of solid relationships that can aid
you in finding that next opportunity, but does your
network know how they can be helping you? Having a
network is not enough; it’s what you do with your
network that will determine how effective it will be in
leading you to your next opportunity. This article will
address how to use your network to get introductions
into target companies, how to expand your network
through your network, and how to communicate effectively
while continuing to strengthen your relationships.
[Full
Article] |
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WHO’S IN THE SUCCESSION PLANNING QUEUE? PART II
by Chris Cottey, Principal Consultant
cottey@mbsearch.net |
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In the
last issue of the
McDermott & Bull Recruiter, we began this discussion by
identifying several common “reasons for promoting”
someone that most of us have witnessed and questioned.
Most of these, in fact, were merely baseline
requirements for the competent worker to keep his/her
job, not as bases for placing an individual in a more
demanding role. As each of us has probably experienced,
the potential failure of someone promoted for these
reasons impacts far more within an organization,
including its performance, morale, employee retention,
and attractiveness as a quality employer of choice
within an industry, than simply the person unfairly
pushed into a position for which he/she is ill equipped. [Full
Article] |
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