Monthly Archives: January 2012
We got featured on TechCrunch!
Originally posted on TechCrunch:
BraveNewTalent is a social recruitment platform operating in the UK and moving into the US. I caught up with CEO and founder Lucia Tarnowski at Davos.
The startup is built around the idea that people want to follow companies they might want to work for in the future, and companies in turn want to educate potential hires about how they work.
They recently introduced a few new features, which Tarnowski outlines, notably the new feature enabling a user to follow the key employees of a company.
Good overview by Bill Boorman!
Originally posted on Norton Folgate: The Recruiting Unblog:
There’s a new world of work coming. There’s no doubt that work is moving to the contingent model, with people bringing in skills for the short-term, completing projects and moving on. Jobs have changed, and so have their requirments. The skills an employer needs now, they won’t need in the future. The shift to the knowledge sector has created a recruiting problem. New types of work are creating new functions in organisations. When sourcing in the past, recruiters looked searched for job titles, and people who had done similar jobs for competitor companies, using number of years in the role as a differentiator between one candidate and another.
Here is the problem. Many of the roles being recruited for now didnt exist even 18 months ago. The shift to the knowledge economy has changed that, and outside of the knowledge sector, it’s been a jobless recovery. Even the jobs that have remained have…
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Originally posted on johnstepper:
One of the best things about working for a large company should be the vast array of roles and opportunities throughout the firm. Yet, for most people, it’s easier to find a job across town than across the hall.
So people tend to stagnate in less-than-fulfilling roles. Or leave. And tremendous personal and corporate potential are squandered as a result.
I think we can change this. And the key is teaching people how to build relationships and shape their reputation at work.
The weakness of strong connections
If you want access to opportunities, then you need to know about them. And the people with the opportunities need to know about you – who you are, what you do, and how well you do it.
There are two big problems with this. First, it’s very difficult to find out what opportunities really exist. Great opportunities are often created with a specific…
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