Mostly recruiters are looking for 100 percentages matching between jobs description and CVs they are reviewing, by that they are reducing the number of some talented candidates, which is wrong. The kind of position you are recruiting for, Number of CV to be reviewed is important, if no hidden agenda from proponent side? Location of the company you are recruiting for, diversity, targeting area, targeting companies, level of the position and more points it should memorised while you are reviewing or you are reading job description. Job Description? To read or write the job description is the first point you should start by as the professional recruiter. if the job description is not clear you need to contact end user or proponent to make sure that you understand the requirement. Posting: Of course you will not post your position everywhere, you to ask your self several questions before you post your position? What kind of position? Which area you find your candidates? Is it niche job to be posted in some kind of portal like  world jobs  dot net? Are you targeting some area? Are you looking for some level of candidates? Are you targeting some companies? Technical Reviewing: Hundred of CVs now in your email box and you need to short list your candidates before you send to your proponent? What of technique do you will use? And how you will filter your CV? You may miss some one he is your number one candidate? Setup your matching list including score for each CVs you review, mark in top 70 percent and above CV you reviewed. The minimum requirement like education year of experience and level of the position should be 100 percent matching. Technical reviewing depends to knowledge of the position and job description you read or write. Key word some times if you are looking for key word or system search you need to focus in some key words that will help a lot will reduce the time of searching or reviewing. Final reviewing: You need to make your final reviewing and make your short list from the firest short list you made. You need to select you first list and made your backup list too. Availability: You need to contact your shortlisted candidates and to be sure about their availability and to explain to the what kind of positions they are selected for, here you need to know the type of payment, benefit and compensation, Proponent: After you shortlisted your candidates and check their availability you need to communicate to your proponent and send them your shortlisted candidates including the summary of your technical reviewing you made. Of course every recruiter had different type of reviewing and many of them they are depend to their experience and their knowledge about the position they are looking for but in the same time you should follow the proceeder to convince your proponent and make sure that your shortlisted candidates will be contacted for interview. By: World Jobs In our  world jobs  we try our best to solve the proponent and to find most experienced candidates who satisfied our clients
Eddie Vivas is in an odd position. His job is to apply mathematical formulas to  LinkedIn ’s millions of personal profiles to match the right potential job candidate with the right job opening. Yet he also admits that no algorithm could have predicted that a high-school drop out from Florida such as himself would have become “head of talent solutions” at one of the behemoths of Silicon Valley. That uneasy truth puts the boyish-looking 30-something in the middle of an ideological battle over the future of recruitment. On the one hand, LinkedIn is deploying Mr. Vivas’s computer science to help employers find new staff who will be a good fit — either because they are already connected to people there, or because their experience, skills and education make them good replicas of favorite employees. “We have the ability for you to just tell us ‘here are a group of people who I think are amazing’ and we’ll find others just like them on the platform,” he says. But a growing number of companies are moving in the opposite direction: they are actively hiding information on candidates’ CVs from their recruiters, so that they do not end up with homogenous workforces where everyone looks the same, sounds the same, and has the same college scarf. EY, a business services company, for example, now selects entry-level candidates for interview based only on their performance in online tests, and does not give interviewers any background information (such as work experience or academic grades). Politicians — increasingly fretful about social mobility — are warming to the idea too. Last month David Cameron, UK prime minister, announced that a group of public and private sector employers would implement “name-blind” recruitment for young people to try to combat racial discrimination in the hiring process. Does Mr. Vivas see the tension between these trends? “Yes and no,” he says. The tools he has designed for LinkedIn do not necessarily perpetuate homogeneity, he argues. “My background doesn’t represent the LinkedIn background at all, and me being able to bring more people that I know into our organization, I think is a really good thing”. Similarly, he could use the tools to find more people who are just like his “amazing” engineering partner Annabel Liu.   LinkedIn is also thinking about how it could use its vast amounts of data to promote diversity, by showing how diverse companies are relative to their peers and to the labour market as a whole. “Without data, there’s a lot of plausible deniability,” he says. “But diversity of ethnicity, colour and race is only part of what I think is important to solve. I think diversity of thought is really important too. I bring a very different perspective to the table than what a Harvard grad will.” Yet Mr. Vivas’s path to LinkedIn from his boyhood home in Jacksonville, Florida (“as far away from Silicon Valley as you can get,” he says with an impish smile) also demonstrates the limits of what data can do. After he dropped out of high school at 17, he moved to Chicago and worked some “tough jobs” until he met his first business partner — a man who took a chance on the youngster, even though any algorithm would have told him to steer well clear. That started Mr. Vivas on the road to where he is now, having sold his last company, , to LinkedIn last year for $120m. “Relationships matter: someone was willing to take a risk because they believed in me, even though my qualifications didn’t back anything up at all,” he says. “Data’s incredibly powerful, but data alone can’t help you hire great talent. Robots and algorithms are not going to replace recruiters. And actually, I used to believe that, by the way — I used to believe that algorithms could identify exactly who you should hire.” Real life has corrected that view. “Once somebody has spent time working in the recruitment space, and understands all the intricacies that actually exist in dealing with human beings . . . they learn that data’s a piece of the puzzle, but it’s not everything.” Data alone can’t help you hire great talent. Robots and algorithms are not going to replace recruiters Mr. Vivas subverts Silicon Valley stereotypes in other ways too. He may be a 30-year-old technology entrepreneur, but he does not know how to code. “ I know what’s possible with it, but coding — actually programming — I don’t know how to do.” In fact Mr. Vivas thinks it is troubling that policymakers are trying to make all schoolchildren learn how to code. “I think we’re moving to a world where people’s understanding at a high level of how these systems are built is going to be important, but the actual act of coding is not what we need everybody to start focusing on doing,” he says. “Coding is kind of like an art — just because you can get somebody to spend the time doing it, if they don’t know what they’re doing, you’re going to get a mess. “The world doesn’t need more bad coders.”   Sarah O’Connor: times
Particularly tough subjects to fill are in maths, English and IT, with physics teachers in London the hardest to find and secondary maths teachers in the East second Schools in England are facing a teacher recruitment crisis as nearly half of headteachers have unfilled posts, a survey has revealed. Physics teachers in London are the hardest posts to fill and the second toughest to find are secondary maths teachers in the East of England. Others which are proving difficult to find include key subjects such as mathematics, English and Information Technology, according to a survey by the education firm TES Global. Schools in London, the South East and West Midlands are facing the biggest challenges in recruiting teachers compared to just three years ago. Inner London, Yorkshire & Humber and North West England have experienced the most rapid falls in recruitment rates since 2012. More than one in ten schools have increased the number of unqualified staff to take lessons to fill the gaps. Almost half (46%) of the 250 head teachers in the survey have reported unfilled posts and more than a quarter (26%) are using more supply teachers. Schools have also been recruiting teachers from overseas (9%) and using teachers to cover subjects in which they do not specialise (16%). Schools recruiting for physics teachers in London currently receive just 2 applications on average compared to 8 in 2012. And Schools recruiting for maths teachers in the East of England now receive just 3 applications on average compared to 7 in 2012. Vic Goddard, principal at Passmores Academy in Harlow and star of TV show Educating Essex, said: “This is a challenge all over the country. Our proximity to London means that we are having to work incredibly hard to recruit teachers for shortage subjects, normally with very little success. “I am having to think very creatively about how to attract good quality teaching talent for subjects like maths, whether that’s looking overseas or even looking at how we can give teachers somewhere to live to get them to join us.” And Rob Grimshaw, chief executive of TES Global, said: “While we may not be facing a national crisis in teacher recruitment, it will certainly feel like it in some areas. Schools are having to become increasingly creative to find the talent they need. A Department for Education (DfE) spokesperson said: “The number and quality of teachers in our classrooms is at an all-time high. “New figures show we have recruited more trainees than last year and the number of former teachers coming back to the classroom has continued to rise year after year – from 14,720 in 2011 to 17,350 in 2014. “The National Teaching Service will recruit 1500 outstanding teachers and school leaders to work in underperforming schools in challenging areas.” Mirror
The Manpower 2015 talent shortage survey showed us that 38 percent of managers can’t find the talent they need, which is the highest percentage since 2007. Salespeople, engineers, technicians, skilled-trade workers, and IT professionals are proving to be the most difficult employees to find. However, employers have known — or should have known — about these talent shortages  for some time now. At this stage, no one should be surprised by any lack of skilled candidates. Talent shortages have been the “new normal” for nigh on a decade. As a result, many employers have begun to adopt more creative, targeted hiring strategies to find the right talent in the necessary volumes. This new approach to hiring has come at a price: It has created an aggressive, frantic hiring climate, which has most likely contributed to the “bad hire” epidemic. According to CareerBuilder, rushed hiring is the main cause of bad hires. Frantic hiring often emphasizes making external hires now over developing internal staff members into the right talent over time. This leads to staff disengagement and a net reduction in performance, as studies show that externally hired workers are more expensive and perform more poorly than their internal counterparts. Recruiting harder and more aggressively in the external market is not a sustainable way to deal with talent shortages. It can lead to an unstable workforce of short tenures and bad hires. External recruitment will always play a key role in replenishing resources, a better way to address talent shortages must involve a proactive model of finding and developing existing talent within organizations. Below are some thoughts on how to achieve just that: Identify Critical Skills and Incentivize Learning You’ll need to start by identifying those critical, hard-to-find skills your business so desperately needs. Then, you’ll have to incentivize workers to develop those skills. Doing this will create a renewable stream of mission-critical skills in your business, reducing your dependency on the external talent market. There are a couple of ways you can incentivize employees to develop their skill sets in critical areas: Skill-Specific Training Budgets Offer paid training time for staff, if and only if those staff members use their training time to develop hard-to-find skills that fill shortages in your business. Skill-Specific Bonuses and Raises You can further incentivize people to develop specific skills by offering bonuses for workers when who complete projects in particular skill areas. You could also offer raises to staff members who demonstrate competencies in a needed areas. Develop a Framework to Support Internal Hiring FlowerAs mentioned above, internal hires tend to outperform external hires, so it’s a good idea to build a development-focused environment that supports internal hiring. In part, this means creating a hiring process that prefers internal applicants — even if they are a little less qualified than external applicants — and gives them the support they need to fully grow into a role. Encourage Staff Members to Make Career Changes Staff members from other departments can form an additional stream of internal talent. For example, you may find that you have several extroverted, commercially focused engineers who’d appreciate the challenge of moving into client-facing roles. When advertising internal roles, make it clear you are open to receiving applications from individuals from other departments at the organization. Encouraging employees to make slight career changes within the organization could help you find just the talent you need. Be Flexible When It Comes to Promotions and Demotions Give internal hires a safety net, so that they can move back into their old roles if they fail. Let them know that failure is okay, and that they can return to their former positions and try again in the future if they wish. This permissive approach to promotion and demotion will motivate staff members to move around the organization more freely, because it will remove the risk of being fired for poor performance, which holds so many employees back from applying for internal jobs. – By putting these measures in place, you can create a culture in your business that aims to constantly develop employees into exactly the talent you need. This will reduce your dependency on an already stressed talent market, giving you a more sustainable, “grow your own talent” strategy.   From: Recruiter  
There’s something really disheartening about reaching the end of a workday and feeling as if you didn’t accomplish much. What many people fail to realize is that it is the little things you do — or don’t do — each day that impact productivity more than any major crisis situation. If you would like to get more done on any given day, take a look out these ten productivity tips. 1. Be a Ruthless Taskmaster in Meetings  People think they hate meetings. They don’t. People love meetings that are productive gatherings of relevant individuals communicating with one another and working towards a common goal. What people hate are meetings that go on too long because nobody is keeping things on track. Be the person who stops conversations from being sidetracked and who cuts off the meaningless chitchat. Your coworkers will appreciate your efforts, and you’ll shave time-wasting minutes off of every meeting you attend. 2. Stop Checking Your Email  Unless you are expecting something that urgent, you are wasting your time checking your email or other messages more than three times per day. Don’t turn checking your email into a nervous habit. Schedule specific times during the day when you will check your email, send replies, and compose new mail. 3. Work From Home When Tasks Require Significant Concentration  It’s frustrating and a waste of productive time to deal with interruptions and general office noise when you are working your way through expense reports or other tasks that require undivided attention. When you are working on a task that requires little to no human interaction, consider ditching the office in favor of your home or some other, relatively peaceful space. 4. Stop Using Email to Replace Conversation  We’ve all seen it happen. A simple email over a simple issue becomes an exchange that eats up an hour of time. You can resolve things much faster if you simply pick up the phone, knock on someone’s door, or make contact on Skype. You’ll fix small misunderstandings and get your point across much more efficiently. 5. Reduce Errors by Creating Checklists  PaperPeople who perform repetitive tasks often become too familiar with them. The result is that they go into autopilot mode, and they don’t notice errors until several steps later. This is, of course, assuming that they see the error at all. By creating checklists, you force yourself to verify every step that you take before going on to the next. You’ll reduce the overall number of errors that you make, and you’ll also catch any errors that you do make right away. 6. Take Breaks and Eat Lunch  It may seem like powering through the day without stopping is the best way to get as much done as possible. In reality, this is a formula for becoming distracted, irritable, and tired before mid-afternoon. If you take a few breaks at regularly scheduled intervals, you’ll feel refreshed and ready to concentrate when you get back to your desk. If you insist on skipping breaks, at least take a lunch. 7. If You Take the Train, Use Your Commute  Time to Get Things Done This is the perfect time to update your daily to-do lists, send important texts or emails, and check in with the people you are collaborating with. You can also spend this time reading relevant articles and checking up on your company’s social media pages. 8. Break Large Tasks Into Small,  Manageable Sets of Sub-Tasks It is very tempting, when faced with a massive task, to procrastinate and avoid it. On the other hand, it can also be tempting to put everything on the back burner until you have tackled the big job — or you have worn yourself out trying. The former means that nothing gets done. The latter means that other important tasks are neglected, and you’ll likely burn out. If you break big jobs down into smaller jobs and schedule time to work through these little tasks each day, you’ll get the job done in a reasonable amount of time. 9. Prioritize Tasks According to Importance  Try using this proven technique to prioritize the tasks that are on your to-do list. Categorize each task as you get it, and work on the tasks that are truly important before you work on anything else. 10. Shut Down Distracting Notifications Beach  At the beginning of each day, go to your phone and laptop, and shut down any pop up notifications and ‘dings.’ This includes email and text notifications, chat heads, instant messaging, and any other app that could pop up and disrupt your work. – It really doesn’t take that much to combat the little distractions and interruptions that keep us from being as productive as we could be. All you have to do is follow these simple tips, and you’ll become a super-productive all-star in no time!   From: Recruiter
After all, who in their right mind would risk giving you the name of a reference that might say bad things about them? Naturally, candidates only offer references whom they believe will compliment their work, honesty, and reliability. Verification of employment dates and job titles can be obtained by contacting the human resources departments of previous employers – but don’t expect HR to provide much more information about a candidate. HR pros have been trained well not to offer much help here.  So, does this mean references are always worthless? Not necessarily. Next time you are checking a candidate’s references, try asking a few behavioral interview questions. You may be surprised at what you learn. Use Behavioural Interview Questions to get an Honest Answer Let’s take a new look at a trusted hiring tool, the  behavioural interview question, and consider using it in a different way. I discussed behavioural interviewing in an earlier post, but I’d like today to offer a new approach to this tactic: using it to draw valuable information out of references. Consider this example: Recently, I hired for a critical position in our company. It was known and discussed during previous interviews with the finalist, Jason, that budgets would be constrained at first. He understood we were a privately held startup with the typical challenges and pace of any such company. Any viable candidate would have to be self-sufficient, hard-working, and willing to do whatever it takes to make the company successful. I gave this background information to Jason’s former supervisor before asking the following questions: Tell me about a time when Jason had to deliver on a project where he did not have all of the resources he needed. Give me an example of a time when Jason had to start from scratch and build a new team. Describe for me the environment in which Jason did his best work. Any strength, when overused, can become a liability. Describe a situation where this might have been true for Jason. Tell me something you often had to remind Jason to do. Digging Deeper When Checking References  The complete answer you’re trying to uncover through behavioral interview questions is always made up of the same three parts, whether you’re interviewing candidates or references. For our purposes in the example above, we were looking for the following: Problem: This answers the question, “What problem Jason was trying to solve?” Action: This is a description of the actions that Jason took to address the problem he was facing. Result: Here, the goal is to uncover any results Jason achieved through his actions. I call this the PAR (problem, action, result) technique. To “get PAR,” you’re listening for each one of the three and mentally checking them off as the person gives them to you. If the person skips any one of the three, ask them about it. Be persistent. Don’t stop until you get the problem, action, and result. What I Learned From Jason’s Supervisor While answering my questions, Jason’s former supervisor told me stories about Jason’s creativity and cleverness in gathering resources. This was in a situation where he had the drive and the passion, but not the budget. He also explained that Jason was a good builder of teams and very skilled at selecting people. Further, I was able to learn that Jason works extremely hard when he is connected to and strongly believes in the mission of the organizations. Jason’s supervisor also made clear to me that my challenge would be ensuring that Jason maintain a healthy work-life balance — that he leave work at a reasonable hour and is not on email all night long to the detriment of his personal relationships. I also learned that Jason’s initiative can be annoying if left unchecked. He can find himself lost in the weeds because he has not stopped and asked for others’ opinions or feedback. As a result of using behavioral questions during this reference call, I was able to get useful information that could help me a lot in managing Jason more effectively. Compare that to the generic praise you usually receive on a reference call, and you’ll see why behavioural interview questions are the way to go — whether you’re interviewing a candidate or trying to get some good information out of their references.   From: recruiter