His lasted book is THE MACKAY MBA OF SELLING IN THE REAL WORLD (Portfolio, 2011). The wonderful publicity folks retained by Mr. Mackay were kind enough to grant me an email interview after I read the book. His answers below build on a great read and create the basis for a larger conversation that the world desperately needs to have. Harvey is part of an increasingly rare breed of business leader who understands that people, human capital and organizational transformation are vital to success. For our society to survive as we know it, we must rapidly work to reverse this trend and create a new generation of leaders with these all too rare skills. You feel the sense of urgency in his answers below. I can’t wait to spend another day with Harvey Mackay, the mutual learning would be overwhelming.

You stated “Fostering employee loyalty is the first step to creating customer loyalty” in Chapter 4. Over the past two decades, many companies have treated employees as disposable assets. How would you convince management to reverse this unfortunate trend?

Harvey Mackay: Our company mission statement is to be in business forever.  That means no compromising … not compromising your core principles and taking any shortcuts.  It is virtually impossible to stay in business over a long period of time if you treat your employees as disposable assets.  In 50-plus years in the business world, I know of no one who stayed in business with a revolving door of employees.  It’s sad to say, but in these difficult economic times there are still too many businesses that still don’t get it.

Chapter 15 states, “Your past is not your potential” and “Far too many people exist in a world of “what is” rather than applying their energies to “what can be”.” Today skills are dynamic and changing; this has implications for returning to the basics of recruiting naturally curious lifelong learners based with the vision to lead change. How can companies best stop the practice of picking leaders of the past?

Harvey Mackay: I have hired over 500 people in my career, and the single most important word in the dictionary that I look for and demand is trust.  Once I have established that, then I immediately look for capacity and willingness to learn.  I can’t begin to tell you how many people out there in the marketplace and disciples of the Peter Principle.  There has been a seismic shift in the business world.  The great classical business principles still hold true but they need to be fused with cutting edge internet technology.  That’s the kind of leaders that companies should be looking for.

Fred Smith got a “C” on his term paper for his idea for Federal Express. Mike Bloomberg was told his idea for what became the Bloomberg terminal would never work by his former employer. Why is it often so difficult for most executives to grasp paradigm changing business ideas?

Harvey Mackay: It’s way easier to stay in the comfort zone, especially when things are going good than to go out on a limb and take some risks.  My philosophy is exactly the opposite:  Sometimes it’s risky not to take a risk.  And remember, if you walk backwards, you will never stub your toe.  One of the most difficult things in life for any individual or business is to accept and adopt change.

So, as you like to say, “People don’t know what they don’t know?”

Harvey Mackay: The way I like to fine tune this statement that I made up in college is – I know that you don’t know, but you don’t know that you don’t know!  By that I mean there are three reasons why individuals and businesses fail:

1.    Arrogance

2.    Arrogance

3.    Arrogance

There has been a consistent, gradual decline in ethical business practices in the United States for about 50 years, and it reached new extremes in the “daisy chain” of the sub-prime mortgage industry in the period of 2002-2008.  This was caused by executives getting chapped lips from kissing the mirror too much, which is a perfect example of how arrogance set in.

You discuss the importance of listening, what is the best way for a salesperson to use the obtained information to create a successful sales?

Harvey Mackay: First of all you can’t learn anything if you are doing all the talking.  Sales people should always be developing their earQ, not their IQ.  The only way to create a successful sale is to understand that knowledge (from listening) does not become power until it is used.  And ideas without action are worthless.

You talked about enthusiasm, what is the best way to maintain it in the face of adversity?

Harvey Mackay: First of all, I have never yet met a successful person who hasn’t had to overcome either a little or a lot of adversity in his or her life.  If life there is a lot of lumps and bumps … a lot of throttling up and a lot of throttling down.  Failure is not falling down, but staying down.  Therefore, you have to ignite your own enthusiasm.  The ten most powerful two-letter words in the English language are:  If it is to be, it is up to me.  Be active, be energetic, be enthusiastic and you will accomplish your object.  I agree with Ralph Waldo Emerson who said, “Nothing great was ever achieved without enthusiasm.”

In chapter 67 you cut the world-famous Mackay 66 to the Mackay 25, Please share more about why you changed it…

Harvey Mackay: The Mackay 25 does not replace the Mackay 66.  Rather it is a streamlined version, which gets you to an instant snapshot of the prospect or buyer’s attitude and expectations.  It gets to the heart of what is commonly known today as relationship selling.

In a recent blog post you stated that you are always surprised when you ask who their customers are and they say everyone. Rob La Gesse (@kr8tr) asks who is your customer?  Have you decided who is not?  If so, you have already self-limited your ability to affect change?

Harvey Mackay: You can’t be all things to all people.  In most businesses the company will have what I refer to as nitch-picking.  In short, virtually everyone has their own niche within an industry.

I had the distinct pleasure of spending the day with you during your Chicago media tour in 2010. I was amazed by the way you prepared for each interview. You were seeking to learn about each interviewer and worked to bring that into the on air conversation. What can aspiring radio and TV guests learn from your techniques?

Harvey Mackay: I call this humanize your selling strategy.  I attempt to do a Mackay 66 Question Customer Profile on everyone I meet throughout my life.  That means customers, employees, suppliers, competitors, audiences, radio and TV talk-show hosts and journalists.  This is what I teach our sales force and the people I mentor, and that is that every single person I encounter I have a deep-down burning desire to learn what turns that person on and what he or she is most interested in.  In any relationship, you must find a common denominator.

———————————————————————————————————————————–

Thank you Harvey! Every CEO, board of directors member and business leader should read this interview and distribute it (and his book) to their teams and then talk about these meaty issues! I welcome the world changing conversation.

Learn more about Harvey at http://www.harveymackay.com/

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At first I was thinking this would be a long speech, it was in actuality a short, crisp presentation followed by a spirited, fun and playful question an answer session. It far exceeded my expectations and Kevin Ryan should be commended for having this type of community event.

Now onto a discussion of his new book, Meatball Sundae. The foundation for a new economy is being built. The past several years have laid the foundation for a new industrial revolution.

Told the detailed story of Josiah Wedgewood and his high standards for pottery.

There are 14 main themes occurring right now in the world – though there are many smaller and industry specific trends playing out. These 14 trends are (I typed them fast in a live blog situation so I might not have them exactly right):

- Direct communication with customers is creating massive change

- Individuals can amplifying their voice and become a critic – these are not hassles to be dealt with. The answer is building an organization that thrives and survives on this…

- Having an authentic story is vital

- We don’t have attention spans anymore (why are you still reading this post? )

- The new marketplace long tail – very few organizations are embracing it

- Create innovation – If you can describe a job it can get done by somebody cheaper

- Google and the shredding of information and bundling

- Noise and infinite channels of communication

- Consumers can talk directly to consumers without the middleman or company

- The changing balance of scarcity and abundance – it’s hard to imagine people being bored

- Big ideas can reach many people quickly

- The shift from how many to who – the idea of being on the today show instead of a blog is higher value is over

- Democratization of the wealthy – the gap between the rich and poor is getting wider but the rich is going up

- Gatekeepers are more important as they distribute information yet less important as you can go around them easier than ever

After the short speech on the trends there was a free for question and answer session…

Is your marketing out of sync?

SG: They should say how change your marketing (what you do) so that it’s in sync with what the market demands.

Why don’t most companies get it yet?

SG: I spent many years selling advertising. People buy TV advertising, it’s fun and it’s not measurable. When the Internet came along and they went running to Yahoo! to buy ads that aren’t measuring. Google and Overture were used by small business people in the ad. The choice is Superbowl ads that don’t work and measurable ads that are harder to make work. It’s naïve to hope that they will shift in a month or a year. They will eventually have to shift. The prices will continue to go up. People still applaud the commercial not the SEM.

(At this point the Gmail javascript froze all of my browsers. I had to reboot and relaunch. OF COURSE THIS WAS THE MOMENT KEVIN RYAN CHOSE TO ASK THE QUESTION I SENT IN – SO I’LL HAVE TO WAIT FOR THE AUDIO THERE.)

Where do you find thoughtleaders to lead organizations and instead of hiring people with “experience”?

SG: I wrote a post on a similar topic about the loss of relevancy of credentials today. Basically, there are two types of leaders qualified to do this:
- People who have managed change before
- Idea people who don’t necessarily know better

How do make a corporate blog work?

SG: Blogs don’t reach people, people reach blogs… You need to be quick and candid. It’s all about change and being iterative in nature.

Everyone attending SES Chicago will receive a copy of Seth’s book. I look forward to continuing our conversation and maybe even hearing his answers because Gmail’s javascritpt won’t be interfering with his in person appearance!

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If you were recruiting in the traditional manner, you’d seek these attributes:
- college degree in music
- experience working for an orchestra or band
- experience in an educational institution as a music teacher

But if you were looking for a true leader and innovator these measures would miss the hidden gems. People who are self taught are often thought leaders and innovators who lead to breakthroughs because they lack certain limiting beliefs. Tommy Emmanuel is one such person. Let’s look at his unique attributes:
- Tommy is self-taught, having picked up a guitar at a young age
- Tommy has never had any formal training in music
- Tommy has never learned how to read sheet music, yet he knows how to play literally thousands of songs
- Tommy never uses a set list in his solo performances, the creativity flows from circumstance and audience participation
- Tommy constantly innovates and reworks his songs making incremental improvements

Yet, Tommy now plays 300+ nights a year on five continents!!! If you looked at his resume based on traditional measures, you’d likely pass him over. But in the scarce talent, post baby boomer generation we are now entering, people need to look beyond keywords and look into passion and self-taught competencies. Those who do will build industry leading companies. Others will rapidly fall behind and lag in relation to their peers.

I’m fortunate to see Tommy again this evening in Chicago! I had the great pleasure of interviewing Tommy Emmanuel in 2003. Such a remarkable and inspiring person. Here are some samples of his live work on Youtube, enjoy!

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When I saw this description I knew I had to attend this session…

The HR systems at Lehman Brothers, the fourth-largest investment bank in the world, have traditionally been siloed, probably just like yours. But, competing with Goldman Sachs and Morgan Stanley, VP Heather Redderson knew she had to integrate them all so her 27,000 employees could collaborate around their careers and new opportunities for internal mobility. She’ll tell you how she aligns and compensates them and tries to leverage best practices, and fill you in on the internal community she’s created for employees with new tools and competitive intelligence on those other, bigger guys.

When Heather arrived, Lehman Brothers systems appeared disorganized. How disorganized? A Summer intern gets to give a presentation to a C-level team during the first month she is there. The intern’s presentation? Two slides. One basically system mapped out the systems Lehman has. The second with all demonstrating how many don’t talk to each other. The intern stated that “this was a problem that needed to be fixed” and then sat down.

I don’t know if the intern got a full time job at Lehman upon graduation. If they didn’t I’d love to hire this person at the next company I work at. Why? People who can point out the root cause of problems and say this is what needs to be fixed are all too rare. The intern likely created the vital executive sponsorship for the magnitude of the changes that Heather is now making.

In reference to internal mobility, internal employees were frustrated as they were applying and never got hired. Hiring managers were frustrated with volumes of people applying for roles at the wrong level. Employees were frustrated with lack of execution.

Using Vurv and Congos there is now rule driven reports and drivers. They now focus on the relevancy of resumes and are trying to add other data elements to the mix.

$12 million dollar savings in just four months by reducing outside contingency recruiter fees! Put all new initiatives for 2008 on hold and reallocated budget money. Focused on utilizing what we have better.

Discovered that there were many people in roles with job descriptions that didn’t match. Fixing that through transparent conversations is occurring at a rapid rate.

Lehman HR mantra:
To recruit talent
To protect our employees
To gage our landscape

They are also creating an alumni site. (I wish that BlackRock would create an Alumni site, it would bring me joy in so many ways.

It’s clear that Heather’s efforts are not only transforming HR, they are transforming the process and way the whole organization operates. That’s what it’s all about effective execution with what you have. Develop a data strategy and process then iterate and improvement. I’ve always loved Lehman Brothers scrappy style when I worked on Wall Street, it’s good to see them laying a foundation for future transformation and differentiation.

More on this when I have time to elaborate on an element I saw that fascinates me. Soon.

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eComXpo is the premier virtual Internet Marketing conference that is FREE to attend. I’ve also had the honor of speaking there previously. It’s a great resource for learning Internet marketing concepts and networking. Register now.

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TiECon Midwest is the premier event organized by TiE-Midwest held every two years. Join us in Chicago this October 5th for TiECon ’07 Mentorship: Boosting Tomorrow’s Business Leaders, a half-day event for leading Midwest entrepreneurs to share thoughts and ideas on business and innovation.

Over 400 attendees will hear a keynote address by local, successful, serial entrepreneurs Glen Tullman and Howard Tullman. Following the keynote, distinguished panelists will present topics aimed to increase Entrepreneurial IQ through a series of sessions. Panels topics are: Right Dollars at the Right Time, Business Model Refinement, Attracting and Retaining Talent and Executive Coach for the Entrepreneur. The event will conclude with a cocktail reception designed to foster networking.

TiE stands for Talent, Ideas and Enterprise and is a not-for-profit global network of entrepreneurs and professionals. Founded in Silicon Valley in 1992, TiE is an open and inclusive organization that has rapidly grown to more than forty chapters in nine countries. TIE Global is the world leader in cultivating and nurturing entrepreneurship.

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“Yahoo is reported to be working on a new social networking service that matches college students to employers.” (emphasis added)

This is not a knock on Yahoo!, but this is not solving the actual problem that the entire recruiting industry fails to address well – highly intelligent people with excellent life experiences that are applicable in many ways in the secondary market, what some people would call experienced hires. A marketplace that is badly broken and fails to hire the highest potential, most innovative candidates that are capable of creating new paradigms.

The high value problem is the getting the productive utilization of underutilized assets in the US economy in the roles they should be in already. These can be people with resume gaps due to the events of September 11th, the increasing usage of temporary workers using checklists of keywords who aren’t truly qualified to do the screening based on what matters education and competencies, suffer from an out of favor job title due to a reorganization in their company or increasingly can be subject matter experts who research extensively on their own and often write blogs. Or the fact that position searches simply take too long. I’ve been told of companies with some roles that have been open for three years and they’ve been interviewing people all of that time. I have personally have been involved in search that is over 9 months old.

If Yahoo! (or anyone else for that matter) wants to be a hero by building a hiring application, I highly suggest building an application that reduces the insane amounts of friction and dysfunction in the experienced hire marketplace that reduces cycle times. I’m working on a few ideas of my own with some amazing people. It would be a pleasure to be a part of creating the solution in this arena.

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Google held an event with several senior executives last night in Chicago. Eric Olson told me about the event, I recently spent a fun day serving as a volunteer website judge with Eric at the annual FBLA-PBL convention – you can read those details here.

I was told by one source that they wish to personalize the recruiting process more and make it less about numbers, keywords and passive candidate recruiting and more about soft skills, knowledge and passion. Time will tell if they succeed in this attempt at change but even stating this shows that they are listening to numerous types of stakeholder feedback and innovating from that. It’s a positive sign. So I have to acknowledge these communicated goals as they suggest that change is a priority.

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I’ve heard some of their Reach Branding Club seminars and while I’ve made a ton of progress using their concepts and other related ideas, I think the major lesson is that we all can improve our personal brands and to ignore the issue is a risk that one should not take!

One great lesson of the book is unintentional. In the Preface, there is a discussion of William’s and Kirsten’s life journey. I learned many things about them that I did not know that personalized their brands for me in a new way. Don’t be afraid to discuss your struggles they are likely critical areas that define you. You should definitely check out this book.

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So I’d like to ask the blogosphere, “How does one judge this inflection point of being better off with this asset, person or money infusion?”I’d say this is an especially tough question when the many startups aren’t focusing on the priorities in the correct order. When I advise a start up or look to join an Internet, Web 2.0, search engine or mobile start ups, I look for the following things:

1) A workable revenue plan either now or that can be communicated in a believable timeline and/or a data model that collects opt-in data that would allow monetization once scaled.

2) An understanding that bringing in a person with strong knowledge of data models and marketing methods early in the process is critical to success and to reducing the revisions to applications later. A CTO without a logical end goal is all too often a wasted resource that could and should wait until there is a clear execution vision.

3) People that have a passion for creating, implementing and executing on an idea first and foremost.

4) A willingness to march into a new direction without limiting beliefs. This is where breakthroughs originate.

Again, in the end it’s all about judgment and knowing the current teams strengths and weaknesses! I wish you well in your start up ventures.

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Thanks for dropping by via your search engine of choice.

Comments on this post are now closed due to job spam. You may contact David with your MBA level jobs and he’s happy to talk to you about them.

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There are too many things to list from a user standpoint, here are just a few:

1) No resume posting section in the jobs section. The reply to blind ads system in America is completely broken, why build another one? Why not create some unique value.

2) The user interface to reply to an ad is not good. Manually entering a bunch of data on a screen with a captcha is just plain brutal.

Improve and refine the data categories and user interface and then please try again. Thank you.

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Read Jerry’s thoughts here on the Yahoo! blog

Official Releases

I can’t say I’m totally shocked by this based on recent events. No need to rehash those – you can read those on the other blogs and outlets.

Although it was clearly emotional and difficult for all, it was unique and class move the way that they did it with Terry participating in the call announcing his departure.

Good luck to Jerry Yang in his new role and congrats to Susan on her promotion. I look forward to hearing from them again with more details shortly.

It would be great if Jerry Yang was to reach out to members of the blogosphere to hear and see their thoughts and it would be delightful to actually share those ideas with him. It should be a top priority if the company is to regain it’s prominence.

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Maybe he should focus more on his operations and his employee referrals rather than trying to extort a cheaper workforce from overseas.

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It says:

“Maybe an infusion of new thinking, new experiences, and fresh perspectives would be good for Yahoo.”

Then later:

“Maybe employees who weren’t yet ingrained with Yahoo’s past ways of doing things would be able to breathe new, renewed life into the one-time Internet king. “

Time will tell if they wisely chose this path.

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What follows are the raw notes of Danny Meyer’s speech at the National Restaurant Association in Chicago on May 19, 2007. There are amazing insights in his speech and new book, Setting the Table, in regards to separating the concepts of service and hospitality, recruiting and how to life to it’s fullest. All lessons that can be applied to web 2.0 or any business in need of refined and high performance culture. Please note that the notes are raw and from his voice:

He let everyone know that it was his first time speaking at an NRA show. However, he attended the 1985 NRA convention. I wanted to learn about a POS system. We got a big presentation on it. I gathered the courage to ask a question. Is it really feasible to give a rolled thermal check instead of a proper check? If you give them good food at a fair price you can give them a check on toilet paper and they will come back someone chimed in.

Something dawned on me about five years ago. We focus on mistakes more than what is going right. My grandmother was proud of her garden. She taught me to garden at the age of 6. Ignore the weeds water the flowers. It dawned on me many years later that is what we should do in real life. A lot of things were going right.

Opening my restaurant was a passion. The strongest business decision I ever made was to fire myself as chef. In a city that has 22,000 restaurants, we have 6 in the top 42 Zagat Favorite Restaurants. People who are highly institutive make poor analysts. I do things that are intuitive. I employ over 1,500 now.

What does it mean to be my favorite (restaurant)? When you put those words in front of anything it is the highest compliment that can be paid. If I could figure out the secret sauce, Id have something. Location has ceased to be a critical fashion. The other 95% of the people say its’ service and not location, location, location. We needed a service economy. The car rental company didn’t have the convertible you wanted, the bank didn’t do what you wanted, etc. The Internet changed the rules. If you wanted to rise to the level of my favorite, you did if via performance. Performance used to be the thing that did it for you. I’ve always made a practice of asking why. You guys make the best roast chicken, you seat us on time, etc. We stopped hearing that when people started using the Internet. If you wanted to set yourself apart you could do things to differentiate, but replication happens much sooner now. Performance is a lot like air conditioning. Nobody has ever walked into the Grammercy Tavern and said this is great air conditioning, but if it doesn’t work, they don’t come back. Performance is now a lose proposition, it is not a win proposition. Nobody defined how hospitality is different than service. Did the waiter clear the table timely? Hospitality defines how you make someone feel. You have made them feel like you are on your side. Hospitality only occurs as we see it. Service is the technical delivery of product. You can write a manual to define the service and we have a different manual for hospitality. If you do something, do it consistently. Hospitality is not a monologue it’s a dialogue. The preposition for is involved in hospitality and the preposition to is there when you do something to somebody. It takes certain technical skills to open up a bottle of wine. We had been focusing 49% of skills training for technical skills. We spent the other 51% hiring for hospitality.

Hospitality IQ is the companies which are successful are the most successful in hiring the right hospitality. We need to hire people who derive pleasure from giving pleasure. What occurred to me is that you can’t teach it.

Kind, Intelligent and Curious, a high work ethic and integrity. These people were people with a high degree of empathy. Integrity is more than honesty. It is the judgment to do the right thing. More often than not they are life choices. Talked about leadership and the relationship to being a captain on a team. You get to be in a business of setting rules. Every single organization in the world have the exact same five stakeholders – customers, investors, community, employees and suppliers. We created a virtuous cycle of events. But if you believe in virtuous cycles, you can make more money by putting ourselves first, employees trust and put investors last. If I could raise my Hospitality IQ when hiring we’d be better. We put our community and suppliers ahead of investors to. Why would we have a community investment department? Why not help fix the park across the street. A rising tide lifts all boats. You might succeed at that. You can invest in the tide. Do your competitors go up with you? The niche of BBQ goes with the tide. Table is another example. We needed to create a new tide. We have been working to build community. In the same way that a championship horse is born with the DNA, it still needs to be trained. Make sure your staff needs to have the heart muscle worked hard. Birds of a feather flock together. The staff wants other people to work with that have a high hospitality quotient. People who have the same emotional need to learn pleasure. If you teach me more than the next guy, I’ll stay here. The biggest thing, please listen to my aspirations. We always want people to be part of a new opening of a new restaurant.

49% of a swans body mass is below water, 51% of the swan is above water doing the graceful stuff. My favorite chapter is the road to success is paved with mistakes well traveled. Waves are like mistakes, there is another one just behind it. My biggest mistake was back in 2002 and I found it hard to find the type of people. It took 35 minutes to get a drink on opening night at Blue Smoke. When I learned the swan theory, I never knew. Eye contact, a mile a hug and some pretty darn good food.

Question: Questions about putting staff ahead of customer.

What I’m saying is exactly that. If you have the best recipe, it’s not good if you don’t have good ingredients. Our hospitality will never rise to a higher level. The two things I look for in any business are focused on their work and enjoying each others company, I know it will work.

Question: When you were hiring for HQ, how do you train your managers.

Since you derive pleasure for making people for feeling comfortable, you can be blind to it. Have others help you. The prospect drops out that can be frustrating. I’ll ask someone, “Tell me how you used heart in your last job.” We tell people there are the skills that matter for you.

Question: Can you talk about the importance of the quarterly newsletter?

Listening is as important as expression. The fact that you think it’s quarterly when it’s twice a year is a testament to its’ effectiveness.

End.

It was a pleasure to listen to Danny speak. I’m glad I took the time to listen and learn from his wisdom about life and hospitality.

UPDATE: He had a book signing to go to at 2PM. At 4:45PM, I still saw him standing there with a line of people with books. Nothing short of amazing!

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1) I wish it were broadcast online, even the Chris Cornell concert, this is a lost opportunity for exposure to those who can’t be at the summit and build positive PR.

2) We’re going to hear another round of Yahoo! and Microsoft merger talk. Much like Charlene Li, I do not think this is the best path. They would be better off hiring teams of people with experience innovating products and services in different industries. This get past the limiting beliefs of continually hiring passive candidates who demonstrate no loyalty or passion for their present companies.

3) Why is John Battelle the only person at the summit blogging his thoughts? His post is the only one I could find about the opening night’s festivities.

4) I’m interested in information about the people shaping mobile search at the summit, please contact me.

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First the Dmarc founders left Google.

Now http://www.dodgeball.com/ (dead link 11/2010) founders, Dens Crowley and Alex Rainert (please drop me a note if you read this guys), not only have left Google but they posed for a thumbs down photo that they have posted on Flickr, a Yahoo! property. The photo already has over 26,000 views and appears to have a viral element based on the view count growth, the interesting comments on the Flickr photo and a lot of blogosphere reaction. I’m trying to imagine how frustrated someone must be to post of photo of this nature, announce new project associations and state that they are throwing a party “to celebrate our escape”.

Putting my investment management hat on, I’d like for independent analysts to be allowed on the earning call this Thursday. If allowed to do so, I’d like to ask the following question, “Why is Google having such a hard time with HR and staffing issues, whether it is regarding hiring new employees, retaining pre-IPO employees (see podcast) or integrating acquisitions? Has Laszlo Bock’s background proven not to be the right style of leadership and is it time for a change?” The “all big companies are always ineffective” is a major cop out as there are big companies that are admired and in fact some cases adored.

Ideas on what to do with Dodgeball are everywhere you look. The comments on the Flickr photo are fascinating to read. P.S. When searching for these entries on Google Blog Search I found considerable splog/spam (MFA Made for Adsense) sites – Google should work to solve that issue.

Dodgeball Founder Departure – April, 2007 post

http://www.blogator.com/g/2833510 (dead post 11/2010)

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http://www.electrolicious.com/archives/2007/04/did_twitter_kill_it.html (dead post 11/2010)

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http://mcmanus.typepad.com/grind/2007/04/two_dodgeball_f.html (dead link 11/2010)

“http://topicstop.blogspot.com/2007/04/google-alert-google_1007.html (dead link 11/2010)

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“http://ipfreaks.com/dreamscene/?p=2258″ (dead post 11/2010)

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“http://www.tmesolutions.co.uk/web_design_kent/Marketing+News/2007-04-16/Google+dumped+by+Dodgeball+founders/3800849030″ (dead link 11/2010)

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http://yummy.vermontconnect.com/cool/dodgeball-founders-leave-google-and-that-leaves-dodgeball-probably-dead/ (dead link 11/2010)

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http://www.teknolife.com/tech-news/disgruntled-dodgeball-founders-leave-google-infoworld/ post removed

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It then goes on to say, “A person familiar with the situation says that Mr. Payne is leaving to start his own company, to be based in Seattle. A spokesman for Microsoft wouldn’t comment. Mr. Payne’s departure comes amid a broader set of changes wrought by Microsoft Senior Vice President Steve Berkowitz, who was hired last year from search engine Ask.com to head Microsoft’s online group. On Monday Mr. Berkowitz named three new marketing managers to the online group, including one who will oversee search marketing.”

The article also states that Vice President of AdCenter, Blake Irving will retire this Summer.

Current analysis: There is evidence in my recent queries that live.com is becoming equal to Google in terms of search result quality. It is my belief that is where the problem resides. They need to be better, different and/or provide unique value by a wide margin to get people to switch.  This didn’t happen yet because to date they have hired people from Google and elsewhere to rebuild the same wheel in much the same way. To me, the proper next step is to hire a larger number of people with strong competencies from other businesses that have created world class user experiences in different disciplines to curiously question conventional search industry thought processes to create innovation. To mature fully, successful search companies need to build strong cultures that reward and encourage the hiring of fresh voices with passion to build a product that is differentiated and then be able to communicate that value proposition clearly that resonates with both B2C and B2B audiences.    

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“If Yahoo! builds the appropriate mechanisms to utilize and respond to this feedback, it could easily be the most important thing they do all year.”

I made a post on Yahoo! Suggestions – “Yahoo! E-mail – please improve the spam filters – too much spam gets through” in the hopes that it would get voted on by other people caring about the issue and that Yahoo! would respond by putting resources on correcting the issue. At mid-afternoon, the entry had 9 votes. Then I got the message below stating it was deleted. As I write this I’m absolutely stunned, how can Yahoo! state that the “Suggestion is not actionable by owners of this Suggestion Board, therefore we are removing it.” If this is going to be the normal procedure of Yahoo! Suggestions, I now have serious concerns about the success of the Yahoo! Suggestions initiative. Hopefully, they will review the procedures and improve this.

• Date: Thu, 15 Feb 2007 13:48:25 -0800 (PST)
• Subject: Your suggestion on the my suggestion board was deleted
• From: “Do not reply”
• A board administrator has deleted the suggestion you placed on the my
• Suggestion Board.
• Reason provided: Suggestion is not actionable by owners of this
• Suggestion Board, therefore we are removing it.
• Suggestion topic: Yahoo! E-mail – please improve the spam filters
• Yahoo! E-mail – please improve the spam filters – too much spam gets
• through

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When are the majority of recruiting departments going to realize that compliance based hiring doesn’t build best of breed companies?  They should try competency and potential based hiring as the magic formula?

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I first met Peter Harkins in person at Barcamp Chicago in the Summer of 2006. As I’ve gotten to know him, he knows far more than just coding, as he appreciates and participates constructively in conversations about business strategy and monetization. It’s a winning combination.

The response has been incredible to the Sociable plugin, so you’ve been slammed with inquiries…

Peter: I’ve gotten dozens of mails about Sociable in the last week, from sites wanting to be included, users testing it out in unusual situations and last-minute feature requests. I’ve promised to get 2.0 out by Midnight February 1, so it’s been a race to the wire to get in new features.

Peter: I’ve added 26 sites at last count in this version. Just this morning a Hungarian programmer sent me at least a few more, so I may have as many as 60 sites in the next version.

You’ve add new language translations with this version, that is exciting…

Peter: Yes. It looks like this version will have support for Spanish, Czech, Italian, German and French with more to come. Before 2.0, interested users were just picking it up, translating it, and offering it for download on their blogs. It was a bit frustrating to track bug fixes between different branches of Sociable. Now we’ll have a unified project to share resources and drive development faster, I want to have releases at least every other month in 2007.

You keep the installation and interface pretty simple…

Peter: Deliberately, so, yes. As a programmer, it’s really easy to think of the UI as “that last bit I have to add so people can use my beautiful code” instead of what it truly is: the most important part of the application. So I spent a lot of time making sure that you can install Sociable just by unzipping and uploading it, rather than try to provide complicated install instructions. I spent time on a feature most people never see: when you install Sociable, it checks a manifest of files to make sure it was uploaded right, and it tells you what files go where if it’s not perfect. It provides help right when you need it most, and plainly enough that you understand it.

Peter: The drag-and-drop in the admin interface is just a delight to use, and deliberately so. I want blog owners to feel safe playing around with the different options to see what works on their site. So I’ve spent most of my time on making the UI really nice as well as fixing up the insides.

So you also reprogrammed the internals of the Sociable application for future development and expansion beyond WordPress?

Peter: I want to start porting Sociable over to work on other blog engines like TypePad, Movable Type, Mephisto, and more. So I’ve cleaned up the internals of 2.0, laying the groundwork for 2.1 or 2.2 to support more engines. It’s also going to start doing a little stat reporting when it checks for updates. I know there are roughly 10,000 blogs out there using it, but I’d like to know more exactly and maybe cross-reference to traffic rating services to find out what kind of positive effect it has.

You have an alert system for updating?

Peter: Yes, Sociable checks for new versions when folks view the admin console and notifies the blog owner to go download it. Without it there’d still be people using Sociable 1.2 in five years, hopefully with it everyone will be upgraded in a month or two.

In the past you mentioned that there are three different types of users of Sociable…

Peter: First up, there’s beginning bloggers. They’ve just started a blog, and they’ve got stars in their eyes of being the next BoingBoing or something. Sociable is a tool they’ll use to get the word out about their new blogs, and I’m really glad to help out. As much trouble as some have had spelling “Sociable”, it’s been most rewarding to talk to them because they’re new to blogging and are so happy to be able to easily drop in Sociable.

Peter: Then there are the established bloggers. They’ve got an audience and they want to start leveraging it. Sociable makes it easy for their audience to start getting the word out and growing the blog. I get most of my feature requests from this group, and they’re the people who send me the code to add their favorite bookmarking site.

Peter: I get a lot of links from the SEO crowd, who really put the word out about Sociable. They’ve found Sociable to be a useful tool, so they turn around and install it for their clients. Oddly they’re group I hear the least from, they almost never mail me. But they’ll be the most unusual mails sometimes.

So how are the SEO emails unusual?

Peter: I’ve gotten a really bizarre feature requests like – “You should make Sociable automatically submit each blog post to every bookmarking site! And then vote it up!” – or other crazy schemes! It’s frustrating, Sociable is a tool to help blog owners by reminding readers to bookmark good content. “Sociable should make other blogs using Sociable link to mine with the link text I fill in!” Ugh! I should mention that this is a tiny minority of the SEO folks, I’ve only gotten a half-dozen “Help me spam!” mails.

Sounds like we could monetize a Sociable SEO Pro version together?

Peter: There are definitely a few customers waiting, but I’ve got plenty of other projects ahead of it.

Like what?

Peter: I just recently launched NearbyGamers, a social site for tabletop gamers to find other folks to play card, board, and role-playing games with. It’s been a real blast, but my to do list is as long as my arm so it’s eating up my free time. And I’ve been trying to keep updating my own blog with web coding tips but it’s easy to slip out of the habit.

Sociable has created great networking for you. What are some of the better stories?

Peter: I ended up doing CrunchBoard for TechCrunch because I met a guy via a guy via a guy who used Sociable, and that was a real fun project.

What are some of the underused or misunderstood features of the tool?

Peter: One minor frustration has been writing CSS for Sociable that can deal with all the odd things different blog themes do. I’ve had dozens of people mail me asking (sometimes quite forcefully) why Sociable doesn’t look right on their blog, and so far none have thought it’s their own site doing it.

What else should the people know about Peter Harkins?

Peter: You should never ask him to sing anything…

Good luck with the release Peter!

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It’s interdisciplinary combinations-design and technology, mathematics and art-”that produce Youtube and Google” , says Thomas Friedman, the best selling author of The World Is Flat.

Yet human resources, hiring managers, executive recruiters, candidate sourcers, chief marketing officers and  chief financial officers haven’t yet mastered the art of finding this skill set of thought leaders seeing big picture patterns and seek out one dimensional candidates with “experience”.

What has to happen to integrate these skills into a recruiting and hiring mindset of what is this person capable of rather than a limiting belief frame of compliance? A discussion of how to recruit these types of skills more proactively is certainly welcome in 2007!

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It’s a great post and it relates to a lot of problems in the business world in terms of having innovative customer service. Let’s hope her post prompted some people to realize that operating in this manner is a mistake.

Congrats!

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One of Andy’s videos “Drifting” made it onto the front page of Youtube this week and has now received over 700,000 views! While it’s great that this occurred, it’s a sad reminder of a broken music industry that categorizes people much the same limiting way online recruiting does, not being seen by all of the people who might be interested in the competencies and skill set that a person offers! It’s great when you start to see these barriers and limiting beliefs starting to be broken, hopefully 2007 will be the year we see this happen in not only music, but also recruiting as well. If you like this video be sure to check out his remake of Toto’s “Africa”.

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In this case it’s inexcusable because it’s all one zip code that would be easy to surpress: 10048.

Whether it’s mail, e-mail, web pages, web 2.0 social networks and/or social media, the value creation foundation starts with data integrity. To build the superior ideas of the future, this area will play a pivotal role. Unfortunately, all too many people do not properly value data integrity or value not been blessed enough to be immersed in a culture who is obsessed with it as I have been in the past.

Consider whether you have a good enterprise data strategy before you launch your next project!   

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Billy was working as a headhunter on the search at the time. MTV couldn’t decide which candidate to select and met with Billy to discuss the issue. After the meeting, MTV HR called Billy and said they changed their mind, they wanted to hire Billy instead! He thought they were joking, but they weren’t. They asked him to make his offer for them. In his words, he went “real ghetto with it”. They accepted his initial proposal untouched and h felt like he should have asked for more! I’m not doing the story justice with this blog entry, you should hear him tell it one day!

One of his networking tips that is distinct is that Billy says, “people need to feel comfortable with you.” It’s an interesting concept, one that Billy himself is a bit challenged to explain more deeply, though he claims not to be a natural.

Here are some of Billy’s tips for success:

- Develop a script to engage people and your “30 second commercial”

- Attend an opportunity event frequently

- Develop both up and down mentoring

- Study, refine and prioritize your personal and professional networking contacts

- Put your execution plan on paper by date and context

- Find ways to make connections with others

- Constantly monitor you results celebrate your accomplishments and adjust your plan, if required   

As I stated, Billy Dexter is both interesting and enganging, I look forward to building a relationship with him over time.

If you ever need someting to start a conversation about with Billy – try golf, he is an avid golfer!

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What I’m not certain about:

- Mr. Amato states, ”Most employers don’t post ALL of their openings on traditional job sites because it would be cost prohibitive, but they do post them to their own corporate career center, which costs nothing, we help jobseekers find these hidden jobs.” This is not 100% true – for some reason many employers do not post all open jobs, choosing to keep senior jobs private and undisclosed. This is most unfortunate as many qualified and passionate seekers are not enabled to be looked at and more employers need to look at becoming fully transparent.

- How does one know that these companies actually utilize posted resumes and not primarily from recruiters?

- Mr. Fulton then states, “This allows jobseekers to read the entire job description and apply for the job using the companies preferred application method. It is believed that resumes passed directly through a company career site are more visible than those transmitted through a third-party site.” Based on what?

- Not having a searchable resume database is interesting, but it’s very time consuming to fill out things with an uncertain outcome.

Overall, I appreciate Bob Etheridge for calling me and informing me about the service, with a few tweaks, I could see it becoming a strong player in the marketplace.

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As a proud alumni, I want be clear that I appreciate the quality students, alumni and faculty at Chicago GSB.

However, theses surveys have not changed much since the rating systems were started several decades ago. What’s missing from that survey is alumni and the alumni experience now that MBA programs are a mature and not a growth industry. The metrics and experience here is much more unclear and are overdue for significant redesign.

Some questions I’d like to see in a redesigned survey that should carry a one third weighting alongside current students and alumni:

1. What is the alumni satisfaction rating of the institution from alumni at the 5, 10, 20 year mark?

2. What Internet based networking tools are in use? For example, I’ve asked Ted Snyder for a Simple Machines Message Board for all alumni (privacy set to no outside view) for several years and this has not been made a priority which is sad as it’s simple to implement. I want to be able to post obscure topics and find that needle in the haystack, whether I’m going to Shanghai and need to network, what to find others interested in using blog buzz to help price options or other new topics of interest. In other words, which school has not only the best network, but a culture of lifting all boats and leaving nobody behind?

3. What percentage of the alumni does the institution have accurate contact data for in a shared directory for all alumni to use? What is the strategy to create value so that all alumni are excited about staying in touch with the school and the network?

4. What is the ratio of dollars spent on alumni every year versus new student attraction? If it’s a quality alumni experience, the ratio will be less. This is a simple metric to calculate once the data is transparent.

5. What percentage consider themselves fully employed and utilized?

6. Do salaries really go up from graduation level or are most of these salaries higher due to churn and burn industries with long hours? Stated a different way are the salaries the GMAC publishes for the sole purpose of student attraction misleading? Some suggest that they are. Considering the GMAC publishes these studies during the application season, the business school self-reported salary data is highly suspect.

7. As the baby boomers age and pockets of shortages arise, we need to change the campus recruiting policies to focus on hiring gifted thought leaders based on competencies regardless of year of graduation – there are pockets of underemployed MBA’s form the 2001-2003 era that should be redeployed fully to roles worthy of their skills – the current process doesn’t allow this to occur and it is obsolete – it exists only to encourage student attraction and influence each year’s performance stats – you see it in the Business Week stats – it’s all about salaries (which are inflated because they are mostly not jobs with normal hours) – isn’t there more to life than just salary?

8. What percentage of the alumni are currently giving gifts to the school?

9. What percent of alumni are living in the geographic region of their choice?

10. Does the school have functional and relevant alumni activities both in industry verticals and in geography?

These are just a few of the metrics that I would invite Business Week, Wall Street Journal and Financial Times to explore fully for overhaul. Please feel free to comment and add ideas to this discussion, link to this post or forward it to anyone via e-mail whom could influence this positive and needed metric changes. Thank you for joining the conversation for needed reform.

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Personal stationery makes you feel like you’ve arrived. For the person on the receiving end, opening the envelope is like opening a gift.

The ladies of the Personalized Stationery Team were like fairy godmothers. They knew their products, their manners and what was appropriate for every occasion. They helped customers create a first impression that made a statement before the recipient read a single word.

It could easily take hours to choose stationery, which is nothing when you consider it can take years to use it up. A few weeks after placing an order, the stationery arrived in the mail, appropriately. Inside the cardboard mailing boxes were the stationery boxes themselves, sturdy, tasteful yet fancy. The stationery fit perfectly inside its box. The paper was bundled with a sealed paper ring, the envelopes underneath neatly stacked like folded laundry.

It then goes on to say:

The online stationery shopping experience promises the full dose of isolation and frustration. There we’ll be, staring at the computer screen, clicking down endless selections of paper, trying to discern on a flickering screen the true texture and weight of paper, wondering what color it will it be in real life. No one will be there to suggest the perfect color of ink, or a squiggle or flourish or icon that will turn mere paper and ink into a personal trademark.

Sounds to me like an exact replica of what is happening in online recruiting, a working process has been replaced with and isolating and frustrating process that doesn’t bring true thought leaders into leadership roles. What is the quality of the paper and sentence structure – who is this person? We need to put the most talented hiring managers back into the final selection of sourced resumes before recruiters call.

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But here’s my bigger question. Earlier this year, MSN hired Steven Berkowitz, the CEO of ASK. I have yet to see one meaningful interview in a five months now of this man, why hire him at all if you can’t delegate the spotlight properly to him?

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See you there. Be sure to RSVP…. I’ll be wearing a bright orange shirt for the October season…

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Let me repeat, a real live person was reading my resume and physically at 11:10PM!!! Wow!!!

This tells me some things:

1) The odds of Brightcove beign a long-term success just rose significantly in my view by the way they conduct business

2) They might find and hire thought leaders and not drones hired from keywords. Good for them.

3) My desire to be a part of this organization is stronger than it was before this interaction.

Thanks for the reply…I look forward to the next step in the conversation when appropriate. Jeremy Allaire should be proud.

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Virtual Edge Software: Roger Coker – VE Pilot:
- Zero-Talent Outages
- Succession not Replacement
- 360 view of talent pipeline

Fox Interactive Media: Conrad McGinnis

50% Professional
35% College
15% Other

FIM Talent Sources
35% Employee Referral Program
25% Direct Sourcing
15% Job Boards
25% Our Career Website

1400 Employees based in the US currently

Traditional Sourcing Method
- Old Media Mentality
- Dated and geared to film and TV
- Limited to local universities

New Strategic Sourcing Strategy
- Targeted to Tech
- Tech tools for better communication
- Global versus local
- Recruiting structure – Personnel
- CRM – VE Pilot

Search Engine Marketing – overall has found Google to be most effective

Why Search Engine Marketing?
- Reach Active and Passive Candidates
- Inclusive and Broad Approach
- Pay for Performance
- Workforce Planning
- VE Pilot

Other Tools:
- Fox Careers Site
- Myspace Careers Site

Reference Checker and Sourcer are separate

Frees up recruiter to build relationships with hiring manager and candidates

Training and Networking Events:
- Recruiters must know the business
- Recruiters need to spend more time in front of the desk than behind it
- Recruiting teams are true partners in moving the business forward

Employee Referral Program
- Myspace friend branded
- Ticket themed logo for concert – B.Y.O.F.
- Increased cash incentives
- Teaser campaign

Tracking Referrals
- Keeping track of individual job referrals
- Link track (like affiliate marketing campaign

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A fabulous introduction of Maggie Rubey Lynch, Corporate VP, Worldwide Recruitment & Executive Search, Time Warner by Deb Besner, CEO of Brassring opened the session (Time Warner uses Brassring for their employment/jobs portal), Lauren Levine a member of Maggie’s team also participated in the session.

Areas of best practice:
- Time Warner has an in house executive search practice
- Operate on a business unit basis, country specific candidate experience
- Outstanding partnership between IT and HR – a model for any other company

270 recruiters globally, no centralization prior to 2003

TM Divisional Feedback re Recruitment Needs:
- Quality Candidates
- Fast Fills
- Superior Service
- Ease of Process
- Client Group Ownership
- Strategic vs. Reactive
- Cost Savings
- Ability to Identify / Move Internal Talent
- Ability to Identify Top Tier Diverse Talent

Spend time on the front end selling and partnering with people to make it work

Business & Recruitment Feedback:
- Recruitment support at more levels that just senior
- Research support at more levels than just senior
- Diverse Slates
- Internal Mobility
- Tough to fill discipline specific

The mission:
- Create holistic recruitment team
- Leverage in-house expertise

Deeper Dive:
Attrition by Division
Types of roles by Division
Volume of Recruitment Efforts
Structure of Recruitment Teams
Expenses – Internally / Externally
Recruitment Systems

Action Steps:
Design and build scalable infrastructure
Identify top Recruitment Professionals to move the recruitment objectives
Streamline Processes and create efficiencies
Understand where investments are producing a return
Be true business partners
Know our business and identify growth areas to anticipate recruitment needs

Four Critical Areas:
Executive Search
Strategic Sourcing
Research
Recruitment Operations

Integrated Recruitment Teams
Recruitment Director (headquarters)
Client Group Recruiters (anchored in Operating Units)

“Beyond the resume” – transferable skills, diversity or experience – it’s about process and having a conversation about where you want the position to go. (Stated a different way, why use an ancient job specification?)

Results:
100% Utilization by all Divisions
1,496 Search / Research Assignments
Cost Savings of $48 Million
48% Females Hires
41% Diverse Hires
Increased internal mobility from 2% to 35%
Created a first time external revenue stream by conducting external search

Getting legal team to agree across divisions was the biggest challenge

(Human Capital Management, HR Technology Conference 2006 #9, Time Warner – TWX)

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This was a great session where you learned about how to truly implement complex change across an organization.

Brian Bohling, SVP HR, Hess Corp.
Hess, $18 million case with Authoria
86 of Fortune 100
$23 Billion in revenue
12,000 employees
Headquarters in NYC

Authoria provides enterprise-scale technology across all aspects of the talent management lifecycle.

Performance management process  Hess had been using 6 different systems. Our technology stuck. Revamped it from scratch.

Strategic map designed by employees. We changed 401K vendors. We are building transparency.

We got people to use the tool, redesigned rating metrics and emphasis on results.

Training, onboarding, objectives create performance, money, career paths, everything, etc.

Made certain to check with internal clients to make sure things worked along the way. Started with remote locations first then brought it to home office.

Feedback and buy in were critical. People like the intuitive an online support.

Tod Loofbourrow, Authoria, 9 year old company, 300 customers representing 4.2 million software installations…almost ten times salesforce,com

30 of the 300 clients are full talent management clients integrating all of those pieces in a simple and branded fashion is something Hess did well. Having a vision of the desktop. One less complicated system. Understanding key talent drivers. Look a the way business processes link. Career development and learning.

Is this stuff real. Remove silo problem perspective. This is a line of business and CEO issue. ERP, CRM, etc.

You need Integrated Talent Management drives client experience.

Example about Raytheon  they need to hire 11,000 engineers and scientists annually. A massive challenge given the constraints.

Competencies – keep it simple, yet learning is driving change in Hess process. Select on fit for purpose.

(Human Capital Management, HR Technology Conference 2006 #9)

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Blogger’s view of online recruitment and beyond

“I’m in control. The individual is in control.”

Risk is good!!! Stare risk in the eye and take a chance!!! It’s not life or death.

Information overload – people are overloaded with information.

N’sync, sold 1 million albums first week, Napster. The Long Tail became an infinite tail of data for music. The tail is getting longer with job sites.

Search is very important to local job sites. Search is intent based advertising. Vertical search is particular channels. Indeed, Simplyhired, Jobster, etc.

API – I can take the technology of a company and put it on my own site.

Monster is not customer friendly.

Myspace – the suits moved in, TOS change so that we own it, critical mass attracts the evil doers now. Candidate for governor has a Myspace page. How uncool is that to young people.

Verticals have a problem with monetization. Simplyhired, lets get as many seekers as possible.

2 blogs created every second. What if you had blogs that showed the true face of the corporation. Showed “what if” example for McDonald’s with audience member.

Attract passive seeker with blogs.

Push versus pull – the world is changing about pull instead of push. Be remarkable!!! (or are you linkworthy?)

—————————————————————————————–
Shally Steckerl, Manager, Core Technical Central Sourcing Team, Microsoft Corp

Raised in Colombia, South America, has worked in Nicaragua and Australia

Former Peace Corps, conduct and train on International Sourcing

Why does sourcing differ from country to country? Privacy standards, solicitation is not OK in some places, blogging is not increasing at the same rate in other countries, some people perplexed by this amount of information and you need to read up on cultural nuances of each target company.
Windowontheworldonline.com – useful country cultural information

Recruiting works best by region, while sourcing typically works best by channel.

Topjobsites.com

Searchenginecolossus.com – country specific search engines

Domain extensions typically correlate with ISO country codes.

—————————————————————————————–
Patrick Sullivan, President, Workopolis

Canada’s biggest generalist job board, niche in terms of country focus

51% think they will find your next role on the web

Pecking order in Canada: Workopolis, Working, Monster, Jobboom

Strong partnerships with newspapers

Tiered levels – now additional fees

—————————————————————————————–
Peter Weddle, Edito and Publisher, Weddles.com

Climbed the Matterhorn – outstanding story

The way you approach a challenge allow you to define success.

The war for any talent (there is still battle wounds from this in my opinion) morphed into the war for the best talent

Scarcity on verticals and for A-level performers

Defining attributes
- They are passionate about their career
- They’re not as rare as you think
- They listened to their mother
- They must be convinced to change devils

We need to understand what works best?

Prediction: job boards will double every three years.

Specialization and Transformation
There is no barrier to entry in the online employment industry

It is one the most successful segments of the e-commerce space

It’s tough to tell a well capitalized, well run site from something else

It’s surprises Peter that the institutional knowledge is not collected for the enterprise

International Association of Employment Web Sites (800+ sites)

Protect the privacy of information, the data that they report to you is accurate

Career Community Centers are the new trend

2GP + 3N + 2D = 1GH

Summary
Advantages
Benefits
Capabilities
Sign-off/Call to Action
(tailor your information)

Mentioned University of Michigan study in which hiring managers were only 4% better than a coin flip.

—————————————————————————————–
John Sumser, Founder and President, IBN: interbiznet.com

Death of Diversity
- No Longer a Theory
- Requires Practical Tolerance
- Not Acceptance, Reliance
- Harness What You Already Have

Top 10
Transparency
Quantify and Test Your Assumptions
Lead With Like Gets Like
Encourage Collaborative Communications
Embrace Negative Publicity
Create Dynamic Employee Feedbackloops
Define Workforce Requirements, Flexible Solutions
Practice Small Group Commnity Development
Tune Employment Brand To Desired Workforce
Teach The problem. Use the Data. Encourage Dialog.

—————————————————————————————–
John Younger, Founder and CEO, Accolo

Employee Referrals are the Best Source of Candidates
Only the Outcome Counts
It’s the Work, Not the Job
Align the Values

Job Seeker and Hiring Manager Satisfaction trending lower

94% of online applicants never hear anything from anyone

Disrespect is now expected from candidate.

Exactly the same model is being used from 1963 – more tools does not equal more productivity!!!

Battle of the Brands
Corporate Brand
- Become Employer of Choice
- Focus only on Corporate Success

Personal Brand
- MySpace
- Family Web Site
- Personal website

Interesting Work – why the right person would want the job

Personal Interest at this time

His Currency
Trust
Accuracy
Relevancy

Recruiting Relativity Theory – Desire to move is not a constant

Conclusions
- We are all “temporaries”, it’s just a matter of degrees
- We are all in various stages of availability
- The term “candidate” only defines a stage of life

—————————————————————————————–
Matthew Parker, Group Managing Direcor, StepStone Solutions 

Europe – labor shortage (20 million by 2030 per projections)

Sweden – Candidate must authorize data deletion

Matthew detailed a number of very interesting problems with data and legal conflict in Europe.

—————————————————————————————–
Louis Vong, VP Interactive Strategy, TMP (talks too fast)

Mobile networking is the web outside.

Mobile users are using “fill time”

There are more mobile than landline phone subscribers at this point n time

350 Billion text messages are exchanged every month

Advergaming – $1.8 Billion by 2008

Starbucks – Summer Scavenger Hunt

Dodgeball.com

Wiffiti

Download mobile assessment tests involving games

Gave away an Ipod by asking for a text of the alphabet – half the respondents in attendance got it wrong! Scary indeed.

(If you attended the ERE conference – come see what you missed at Onrec!)

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Talent is about a “state of mind”. Your top recruiters are your executive.

Kai-Fu Lee – Microsoft to Google – settlement reached.

27% – amount time spent by executives on talent related issues. (The Economist).

Finds who spend more on training outperform S&P 500. Taleo customers do the same.

HR should be a value creator, not a cost center!!!

Prediction of worker shortage by 2010, 40% of companies have no succession plan. The largest 500 companies will have 50% of senior executives attrite in the next 5 years.

Which metric to use? Wall Street looks at the revenue per employee. Yet this is not good enough. Total labor spent, which should

Return of Workforce = Operating Income / Total Labor Costs

Operating Levers: Skills, motivation, job fill ratio

Workforce Levers: Offshore, Downsize, Change compensation

HR is becoming talent management. Selection and succession planning are becoming strategic drivers. Assess, Acquire, Align and Develop.

Critical things:
Be the enabler of best of class talent management processes.
- Only the Outcome counts: Quality hires that fit. Do I have the right people on the bus in the right way? Do you fit your role? How well do we assess our strengths? Cornell Study – fascinating chart shows self perception of performance versus reality! Retention focus.  Cost of workforce 36% of revenue (estimate)
-  Screening accuracy – scientific versus art.
Age – bad predictor
Graphology – bad predictor
Education – some degree of validity
Experience – declines after 5 years
Reference Check – some degree of validity
Interview (unstructured) – some degree of validity
Job Tryout – some degree of validity
Cognitive Ability –Top 4 Predictor
Work Sample Tests – Top 4 Predictor
Interview (structured) – Top 4 Predictor
Peer Ratings – Top 4 Predictor (This is interesting as almost all of my linkedin endorsements are from peers)

Communication – Market Maker – communication needs significant improvement

OP + NT = EOP
Old Process + New Technology = Expensive Old Process

Supporters and detractors are built through effective communication.

Summary
1) Executives need to be involved.
2) Quality Focus and you will impact top line
3) Communication with stakeholders must improve

Checkster – new company – matching supply and demand – info@checkster.com

Prediction: In the next two years you will see major innovations in recruiting.

—————————————————————————————–

Dr Marie-Paule Donsimoni-Bupp – CEO, IKM

No Head of HR in the Boardroom – This is a problem!

There is growing and strong competition from overseas for your talent. We can have access to almost anyone anywhere in the world. Example – Wipro – IT outsourcing company.

Blogs (Heather Hamilton for example), Internal referrals, HID

You may not have the people you want to have, but you need to do measure the gaps accurately so you can fill the position appropriately.

Shorten the recruitment cycle – You need to have a human intelligence database to scan your workforce when new roles emerge. Flexibility is paramount.

Strengths and competencies can far outweigh any gap, processes must adapt to this. 

—————————————————————————————
John Zappe – Recruitment Analyst, Classified Intelligence

Personal Referral Programs – 3.9
Online Job Sites – 3.5
Social Networking Sites – 2.8
Career Fairs – 2.7 (Branding & Networking)
Print Media – 2.4

Employee referral plans – 45% expect to raise payouts in 2006
Career Fairs – flat spending
Social Networking – spending going up, though in experimentation phase, many had no opinion yet.

Niche professional sites, general/national sites – outperform

Diversity, regional and executive job boards – underperform

Linkedin – uncertain results, lots of time to farm and recruit

Niche site are on a higher growth rate to fill harder to fill positions

Question – Report shortcoming, no job seeker perspective. This was acknowledged.

Any changes in employee referral programs? Not measured.

—————————————————————————————–

Discussion Panel:
Chair – Carl Kutsmode, Principal, Capital H Group
Ron Weber, Global Staffing Manager, Schneider Electric

Mobility when they are young, training the mindset, you must be comfortable with ambiguity, defining your terms (Ron)

General Questions on this topic – nothing groundbreaking

Germany – don’t put salary info in the ad, UK put it in the ad (David Hurst)
—————————————————————————————–

Jerome Ternynck, CEO, MrTed.com

150 customers, 50,000 corporate users in 100 countries

China –
War for Talent in fierce in China
70% companies report problems to recruit
Salaries are growing fast
Staff Turnoveer average 13%
Agency market is booming
Becoming a “sales process” more than a “recruiting process”

But there is a contradiction…
Mismatch – 4 Million Graduates are coming out of Chinese Universities in 2006 and they have a hard time finding a job.

Steps to Success:
Gain Control
Streamline Delivery
Source Smart – no set standards in company brands – yet…
Hire Right
Train to Retain

If you follow these practices you will be in the top 5% of employers and have an advantage.

—————————————————————————————–

Steven Rothberg, President and Founder, CollegeRecruiter.com

Extremely basic introduction to social networking – though much of the room seemed unaware of what he was speaking about in general.

Talked extensively about Generation Y attitudes and how they are indifferent to what is being perceived. (What he didn’t talk about is that perhaps the viewer should not be so judgmental and more understanding of these issues as they affect corporate culture even in the perfect candidates.)

Posting information on the Internet is kind of like getting a tattoo.

Problems for employers (assumes the information is accurate):
- If true, great for background checking but perceived as an invasion of privacy
- If bogus, lack of judgment by candidate but best candidates eliminated
- If bogus and posted by third party can you tell?
- Legal – tortuous interference with employment opportunities?

Sincere potential for potential backlash. 

Legal issues:
Discrimination
Federal Communication Act – TOS outlaw commercial purposes

Benefits –
Remember this is all about networking
Alternative to resume searching
Candidates can advertise availability to you
 
Every employer should have a Myspace page. (While I agree with this sentiment, if you maintain the pathetic 94% non-response rate I saw quoted frequently throughout the conference it would be damaging to brands).

—————————————————————————————–

Barry Mehrman, Director Employment Strategy, US Human Resources, McDonald’s

Workforce trends –
Aging
Workforce supply is beginning to tighten
Shortfall by 2010

Technology – POS, etc

Tope Sources:
Employee Referrals
Customer Employment merchandising
Community organizations
Media

Careerbuilder (29,700/420,000) higher application rate than Monster (19,550/479,200*) 2006 YTD *25% of visits come from mcdonalds.com

McState.com – local site

60% of hires come from Internet

Retention efforts are an area of increased focus

—————————————————————————————–
John Benson, CEO, eFinancialCareers.com (has print media background)

Founded in 2000, publishes websites 14 countries and 6 languages

jobsinthemoney.com 

Increased demand for professional skills
Increased demand for more diverse skills and cultures
The adoption of global norms, standards & qualifications
Skills becoming increasingly mobile

Demographic shift – the population is both aging and declining

How far would you move for a new job? 55% said they would go to a new country or new geography.

Solutions;
Work longer, retire later
Export jobs
Import talent

Content on sites drive traffic: pay news, hiring trends, etc

Does considerable Search Engine Optimization and Marketing techniques to create traffic.

—————————————————————————————–

Chair, Hank Stringer, Managing Director – Qtalent, Consultant – ItzBig Partners
Bryan Burdick, COO, zoominfo.com
Faryan Yahsin, President, International Group, Careerbuilder
Matthew Embrescia, CEO, Dotjobs
Teresa Fearis, Partner Manager, SHL
Don Ramer, CEo, Arbita

Disconnect between expectations and realities of online recruiting exists. (Don)

People view it as a transaction and it can be transformational to both the individual and the company. (Don)

Online recruitment is a resource to attract talent. It is a sourcing channel not a complete solution. (Faryan)

Getting the right person in the right role at the right time, you need to work collaboratively to find the right role. (Teresa)

It can be more than just finding candidates. It’s a sales role more than a recruiting role. (Bryan)

We have dehumanized the process. We have to remember it’s about the people. It’s about a match between vision and value. (Don)

You gain a lot of efficiencies with online recruiting, but recruiting is a personal activity. (Faryan)

Transparency is bi-directional and an agreement of values. (Don)

Marketing will be necessary for the next generation of online recruiting. (Bryan)

We ought to be looking at how to make I more simple. (Don)

Candidates want quality, time savings and feedback. (Hank)

Aggregation of vast quantities of information is not what people want. People want to match their values with the ability to be value add to an organization.

—————————————————————————————–

John Bell, CEO, Boxwood Technology

Looking for candidate that loves sports, food, money, SEX (millionairematch.com)

Dead last in where recruiters currently look: Association web sites

Associations Industry is huge!!!!!

86,000 associations in the U.S.

Annual budgets exceed $62 Billion Dollars

113 Million Dues Paying Members

27% goes to Education & Public Iinformation

21 million people attend conferences

5 million attend committee and board meetings

Micro niche job boards – percentage of total market matters

Afponline.org, American Marketing Association, aaf.org, the-dma.org, marketingcareernetwork.com

How do I find and association “job title” and “association” 

(If you attended the ERE conference – come see what you missed at Onrec!)

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