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Do you have employees who, in your opinion, think they are more proficient than they are or think they should advance faster than you believe is realistic?

How you handle the situation will make a huge difference in whether your employee:

1. Listens to and respects your feedback now and in the future.
2. Stays within your employment.
3. Remains engaged if they stay.

Suggestion – don’t use the phrases:  “It takes time” and “be patient”, as this will only douse the flame of enthusiasm and ambition, and leave you with a disheartened, disengaged employee. You will end up with an employee who believes:
1. You don’t understand their ability.
2. You don’t value their enthusiasm and ambition.
3. Your organization doesn’t provide opportunities for advancement.
4. Growing professionally will require looking for a new job.

You need to first shift your employee from Unconscious Incompetence to Conscious Incompetence.

Unconscious Incompetence is when an employee doesn’t know what she doesn’t know.  She doesn’t realize what knowledge is lacking and still needs to be learned.  She isn’t aware of what necessary skills she doesn’t possess. In other words, as a Manager you need to help your employee develop Conscious Incompetence. Helping your employee develop Conscious Incompetence also stimulates motivation. They now see a gap between where they thought their current ability could take them and their new understanding that it won’t take them to where they want to go.  With this understanding, they’re more open to hearing what they need to do next. This sense of “I don’t know X and I need to know X to get to where I want to go” provides the fuel to power self-directed learning. Therefore, as a manager and coach, you need to make a list of the specific skills and knowledge that your employee doesn’t yet know, but needs to, for them to progress.

  • Give Specific, Crystal-clear Examples
  • Don’t be vague when describing the areas you believe they need to develop.  By being crystal-clear with your feedback, you help the listener feel a sense of control: “Ah … I know what he wants, what he doesn’t want, and what I can do to fix it.”
  • State Explicitly How Much You Value the Employee’s Enthusiasm and Ambition

This approach doesn’t just increase your ability to get commitment to change from your employee, it also helps to build a stronger, more productive relationship. This stronger, more productive relationship will make future conversations easier and more effective. Because they can see you care about them and want to understand their perspective, they will care more about you and your perspective.  Also, because they feel respected, valued, and heard, they will most likely care more about pleasing you in the future.

As a hiring manager, one should perceive an interview as an open dialogue and not a test that requires prescribed answers. Any intelligent person will know that any question in any conversation can be perceived in many fashions and so there can often be different responses that are valid.

An interview should not be an exam disguised as behavioral questions. It’s not the particular questions that are important in an interview; it’s how the person thinks and if they know what they are doing. An interview should be a conversation, not a test.

The idea that an interview should be an open dialogue or conversation might scare some managers.  Some might wonder how to have a conversation with someone they have never met and so end up falling back to a list of standard questions with expected answers. The fear lends itself to making a “test” and in turn avoidance of an interview.

It is the interviewer’s job, not to have a test planned, but to be able to listen and react intellectually. If the applicant didn’t give the response wanted, it doesn’t mean they have failed.  If it were a test – yes, but this is a conversation run by the interviewer, which means one can delve deeper into the response via an open dialogue. Sometimes an applicant could be thinking a test question meant something else.  If the interviewer just accepts the response as wrong, both the company and the applicant could lose out a great opportunity.  The interviewer should be able to create a follow up question on the spot to dig and see if the person knows their craft.

It’s the same with how one reads a CV: Some people just don’t make good CVs. Maybe it just takes the slightest effort to clarify a few things between the lines.There is more to a person than their most recent job title, where they went to school, or companies they worked at. If you don’t get the exact response you are looking for, then don’t think, “They failed the test.” It is your job to find out if they know their job.

As a hiring manager, you know that the recruitment process can be tedious and time-consuming. On average, it takes about 42 days to hire a new employee when you hire the traditional way. And up to double that time should candidates not accept the offer.

Why would a candidate not accept your offer?

It may be them, but it also may be you. Even though the job market is still in the gutter, it’s picking up slowly and job seekers aren’t as quick to accept a job offer as they may have been before. Here are four reasons why job seekers may be refusing your job offer.

The Position
You may think this position is awesome, but the candidate may not think so. If the job doesn’t offer the employee a chance to learn, grow or use their skills in some way then it’s likely that no one is going to want this position. It may also be the way you are presenting the position in a job description or in the interview. Are the guidelines and responsibilities of this position clear? Make sure that candidates understand what their role would be and what their day to day responsibilities will entail.

Your Strategy
How are you offering this position to your chosen candidate? Are you emailing them or are you calling them? If you are offering a job to a candidate over email then it’s time for you to change your strategy. Emailing someone is very impersonal. If you truly want this candidate to work for you, then take the time out of your day to call them directly and offer them the position. Starting your working relationship off with an email isn’t the way to go.
You Took Too Long
Yes, it’s very difficult to decide which candidate is best for the position- that’s a given. However, if you leave a candidate waiting for weeks they will likely think that you found someone else and they will move on. If they are looking for a job then chances are they have had other interviews as well. If they were the best for your position, then they may be the best candidate for someone else as well. If you know that this is the candidate you want to have on your team, then move fast. If you know this is that candidate for you then offer them the position the day of their last interview. Deciding between two candidates? Take a day after the last interviews to decide. Don’t wait much longer.
Move fast and snag that stellar candidate before someone else does.

Compensation
Are you offering fair compensation for this position? If your offer is lower than the average for the position, then candidates are going to turn you down. And why not? If they can receive better pay for doing the same job elsewhere, then why take your position at a lower pay? Make sure you are offering a competitive salary and one that is on par with the average.

 

If a company is considering investing in you by offering you a employment opportunity, there’s a good chance they’re going to type your name into Google or search for you on Facebook and Twitter.

A crucial step of the job seeking process is social media maintenance – and you need to be aware of what settings you can use, what buttons you can push, what steps you need to take to cleanse your digital footprint.  Here are some tips to help you clean up your online presence:

1. Profile clean-up – Facebook

There’s a vast amount of privacy settings on Facebook, designed to help users control who can see what, with specific settings for posts, pictures and comments. If you have any concerns about anything you might have posted, and how that might reflect on you professionally, its best to control who sees what on your Facebook profile.

The first thing you need to do is check your privacy settings – from the main drop-down menu at the top right of screen (the arrow pointing down to the right of the padlock) go down to ‘Settings’ then click on ‘Privacy’ on the left menu panel. From here, you not only have the option to restrict your future posts, but you can also lock down your previous posts and any posts you’ve been tagged in.

Once you’ve checked through these settings, click through to your profile and click on the ‘…’ tab, up next to ‘View Activity Log’ in the main profile header.

The drop down here will give you an option to ‘View as…’ – click on that and select ‘View as: Public’ to see what anyone who looks you up on Facebook will see (if they search from inside Facebook). You should also log out and look yourself up outside of Facebook to see what people get if they click through to your Facebook page from Google. You might see that some of your interests and other categories are showing up – you can go to each one individually and lock them down (there are privacy options on each section).
Make sure you read through all your posts and updates, see what information you’re revealing about yourself. If you’re in any doubt about anything, best to lock it down and restrict it to just friends. You can also restrict any future Facebook posts from within the ‘Status Update’ field – if you click on the button that says ‘Public’ below the box, you can select whether this update is shared with ‘Public’, ‘Friends’ or a range of other specific settings.

Also remember to check your photos – go through your photos and de-tag yourself from any incidents you’d prefer not to be associated with. This is done photo by photo, with a pen icon coming up when you hover over each image – click on it, then select ‘Remove Tag’ at the bottom of the drop-down list.

It’s important to conduct this audit so you’re fully aware of what info you’re making public, and what that data might say about you. If you’re ever in any doubt as to how your Facebook profile might reflect on your professional standing, err on the side of caution and lock it down.

2. Profile clean-up – Twitter

Twitter is less complex. As you can only share posts of 140 characters, there’s likely to be fewer incriminating tweets attached to your name, but you still should check it off and ensure you’re presenting your professional self in the best light.

The first thing you should do is view your profile by clicking on the ‘Me’ tab at the top of the screen. This is how you’re presenting yourself to the world, how anyone who looks you up on Twitter will see you. Worth noting too that quite often your social media profiles, particularly Twitter, will rank high in Google results for your name, so there’s a good chance anyone looking you up is going to see this profile, as it’s presented in front of you.

Update your photo and background image to professional images – if you’re still using the generic background, definitely find something else to put up there that will better reflect your personal brand. It doesn’t have to be amazing, just a simple image that looks professional and clean – anything is better than not updating at all.

Your bio is also important, and needs to be an accurate reflection of who you are, professionally, and what you do. It’s worth reviewing this and clarifying your own branding statement, what you’d like to present to prospective employers. Focus on your mission, what you bring, as opposed to your skills and experiences alone. Your Twitter bio can be the difference between a person contacting you or clicking onto the next candidate, so worth taking the time to get it right. You should also add in a link to your personal blog or, if you don’t have one, your LinkedIn profile (you can create a customised LinkedIn URL to use for this).

And the last stage is review – start with the photos and videos you’ve shared. On the left-hand pane you’ll see a selection of the last six images you’ve shared. These are particularly important, as they appear on your front page, so you need to ensure there’s nothing controversial there. If there are any you’d like to remove, go through your tweets and delete the offending tweets (deleting tweets is simple – there’s a trash can icon at the bottom of each tweet, press that, then confirm when the pop-up prompt appears).
Your images are more likely to be searched than all your tweets, so you need to go through all of the pictures you’ve shared and take out any that don’t fit into the image you want to present.

3. Profile clean-up – other platforms

Images on Pinterest and Instragram from big nights out, posts on Google+ which could be taken the wrong way. Also review what groups you’re a part of, as these will show up in your profile.

4. Google yourself
Once you’ve cleaned up all you can, put your name into Google and see what comes up. Some of these matches will be things you’ve already changed – Google’s results don’t update instantaneously, it may take days or even a couple of weeks, before all your changes are reflected.

Sourced from:   http://theundercoverrecruiter.com/stuck-career-rut-5-steps-get/

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Do you wake up every morning dreading the commute to work? Do you count the seconds until your lunch break? Are you jealous of friends who are happy with their jobs? Do you ever wonder what life would be like in a parallel universe?

Yes? Then the chances are, you’re stuck in a career rut.

Career ruts are like quicksand, easy to slide into, difficult to get out of.

Whether you started a job and subsequently got swept away with the tide, or stagnated in what used to be in your dream position don’t despair, there’s a light at the end of the tunnel.
Even if you hate your job, the good news is that the fact that you’ve already got one will work to your advantage. It’s a sad fact of life, but recruiters are more attracted to the employed than the unemployed.

Lesson #1 – Figure out why you hate your job:

Is it the work or the dress code? The commute or the unreasonable deadlines? The uncomfortable office chair or your manager? Identifying exactly why you’re in a career rut will help you find out what you’d be better off doing.
The issue here wasn’t the work itself, and if that’s your case then a career overhaul probably isn’t the best solution. If you don’t feel challenged enough, ask for more responsibility. If you’re conflicting with a colleague, resolve it with a superior. If you hate your job and everything about, it’s time to look for a new one.

Lesson #2 – Work out your strengths and weaknesses:

I used to see a therapist who had spent the majority of his twenties managing a hotel restaurant. He began to notice that as well as running the place, he spent a lot of time listening to his staff and helping them solve their problems and this rapidly became his favourite part of the job. Eventually he quit the restaurant, went back to university and emerged years later as a trained counsellor.
Now, I’m not suggesting that everyone quit their jobs and go back to school to train as something new. The point I’m making is that it’s ok to do something different. Try and pinpoint exactly what it is that you do best, and work out what career would be most suited to your strengths.

Lesson #3 – Do your research:

Unless going to work every day is akin to sticking needles in your eyes, it’s ok to take your time to do some research. I’m not implying that you spend your office hours searching job boards, although that’ll have you out of the door quick enough. Simply assign some spare time each day to browsing what’s out there, and if you’re ready for it, applying for positions.
Getting a grasp on the job market will help you assess what’s achievable, and what’s not. You’ll get a better idea of the skills you need for certain jobs, or if you don’t have them, what positions you could apply for to get a foot in the door.

Lesson #4: Be prepared:

It’s realistic to say that our job market isn’t exactly thriving and the likelihood is, that it’ll take a while to find your dream position. With this in mind, it’s important to stay positive and have confidence that you will achieve your goal. Which you will if you keep at it.
Being prepared mentally is half the challenge; the other part is making sure you have a killer CV and an impressive LinkedIn profile. Don’t underestimate the importance of LinkedIn and your other social networks. The chances are, that the companies you apply to will spend more time researching your online presence than reading your CV. So remove any inappropriate tweets and lock down on your Facebook privacy settings pronto.

Lesson #5. Don’t be afraid of rejection:

Steve Jobs, Oprah Winfrey, Walt Disney and Elvis Presley are all famous examples of people who were rejected early on in their careers. Elvis’s granddad told him to go back to driving a truck, Steve Jobs was notoriously fired from Apple, before rejoining and later becoming CEO. Did it stop them from striving toward their goals? No.
Michael Jordan famously stated “I have missed more than 9,000 shots in my career. I have lost almost 300 games. On 26 occasions I have been entrusted to take the game winning shot, and I missed. I’ve failed over and over and over again in my life. And that is why I succeed.”
The bad news is, you will face rejection. The good news is, it will make you stronger and every step you take will bring you closer to your goal. Whether it takes 5 job applications or 50, it’ll all be worth it when you land your dream job, and finally escape that career rut.

By Anne Fisher, contributor

Eight out of ten employees now gulp a quick lunch at their desks, says a new survey. But not taking a breather during the day, even for just a few minutes, is a recipe for burnout.

FORTUNE — Only 21% of people now regularly leave their workstations for a midday meal, according to a poll of 1,023 U.S. employees by talent development consultants Right Management.

These days, “far fewer employees are feeling comfortable enough with their work loads to take time away” for a quick bite, notes Michael Haid, a senior vice president at the firm. Haid adds that many companies’ cultures make people feel they need to apologize for stepping away from the grindstone even for 30 minutes. “One has to ask if such pressure, without any let-up, actually benefits the individual or the organization,” Haid says. “I mean, does it really improve performance? We are definitely not talking about a return to the days of the three-martini lunch, but have we gone too far in the other direction?”

He thinks so. Employees fearful of being seen as slackers “begin to sacrifice their own break times in order to keep up with their workloads.

Tony Schwartz, head of New York City-based productivity consulting firm The Energy Project, says more and more companies are starting to recognize the problem. “What’s at risk, when employees are overworked and stressed out, is their capacity to do great work,” he says. Avoiding burning people out is critical to success, both for companies and for individual bosses.”
A big part of keeping burnout at bay: Encouraging employees to take a break now and then. “When demand in our lives intensifies, we tend to hunker down and push harder,” Schwartz observes. “The trouble is that, without any downtime to refresh and recharge, we’re less efficient, make more mistakes, and get less engaged with what we’re doing.” The paradox here, he says, is that “by pushing people too hard, you actually make them less productive. But if employees learn to manage their energy better,” partly by taking short respites from work throughout the day, “they get far more done, and add much more value, in far less time.”
Curious about how well (or how badly) you, or your employees, are managing energy? The Energy Project has devised a quick 20-question quiz, administered to thousands of employees over the past decade, to help people pinpoint whether they might be headed for burnout. The results, Schwartz says, are usually “depressing but eye-opening. The average score is 14, meaning that, out of 20 behaviors people regularly engage in, 14 are energy-depleting.”
One of those behaviors is — you guessed it — skipping lunch breaks. “Letting employees recharge at midday is a tremendous competitive advantage,” Schwartz says. “Look at Google. Everyone goes to lunch there. The food is great, and it’s free. And people are having terrific conversations in the dining room.  “Facebook and Twitter now offer the same thing, that chance to connect with colleagues and share ideas over a relaxing meal,” he adds. “Obviously, these are highly successful companies, with forward-thinking management. Look at what’s happening there, and you’re seeing the future.” One can only hope.

Employee Turnover Rates

Successful businesses will be constantly moving and changing, and as a result, the requirements in terms of the energy, skill-set and knowledge within the company change. It is for this reason savvy business owners understand their teams will change and evolve. There comes a point when even the most valued employees will move on, or be adept at changing.

Turnover rates are key indicators

The employee turnover rate can be an important indicator for you, because it will tell you if your workforce plans are effective. To put this at its most basic: if you have recruited people you want to keep, and they are leaving, or if you want people to go, and they are staying; then you have a problem. Determining an optimum employee turnover rate, although not an exact science, can be a great way to track your progress.

According to CIPD (Chartered Institute of Personnel and Development) the way to calculate your employee turnover is:

(Total number of leavers over period / Average total number of staff employed) x 100

“I worked with a company with a turnover rate of 4 per cent, significantly lower than the industry average. On the face of it seemed great, but the business had too many people who were comfortable, although not particularly performing at their best. A friend of mine works in retail, and the employee turnover rate stands at around 16 per cent, which is in line with their recruitment policy of recruiting part-time students and seasonal workers.”

Do they stay or do they go?
The trick is to make it easy for the right people to stay and to help the people who no longer fit the organisation to leave. This is often not an easy balance to strike, but it can be done, and there are 3 steps you can take to keep the natural flow in your business healthy and relevant.

1. Be abundantly clear about your purpose, outcomes and timescale.
This is not so much about a business plan, but a strategic workforce plan which is usually big picture and over a longer period. This will help you have a clearer idea about the skills and personal characteristics you need and how long you need them.

2. Develop retention strategies specifically rewarding the skills you want to keep
Find out what is important for the people who are likely to have the key skillset(s) you want to keep; and develop your strategy around them. If you want to grow and retain specialist skills, you might offer an accredited qualification/career path which means employees with those skills will want to stay.

3. Keep recruitment and exit strategies/policies relevant, fair, and easy for everyone to understand.
Consider the many different contracts available to you and try to choose the right one(s) which will help you get the skills and attributes you need at the right time. Ensure exit and performance procedures are fair and easy to understand, and they suggest people will not have a job for life. For example, helping people develop for the next stage of their career, which might include supporting them to acquire skills which will ultimately help them leave the company, might in the short term not seem good value for money but could avoid costly redundancies, if managed well.

Amy Gallo, Harvard Business Review

Due to the current recession, the market in the US as well as in SA, has seen the unprecedented availability of top talent.

What the Experts Say

Recruiters have traditionally hesitated to place overqualified candidates because of several presumed risks, says Berrin Erdogan, a professor of management at Portland State University and the lead author of a recent study on the subject. “The assumption is that the person will be bored and not motivated, so they will underperform or leave.”

However, her research shows that these risks may be more perceived than real. In fact, sales associates in her study who were thought to be overqualified actually performed better. And rarely do people move on simply because they feel they’re too talented for the job. “People don’t stay or leave a company because of their skills. They stay or leave because of working conditions” she says.
Claudio Fernández-Aráoz, a senior adviser at Egon Zehnder International and the author of Great People Decisions and “The Definitive Guide to Recruiting in Good Times and Bad,” agrees that there are more benefits to hiring an overqualified employee than there are risks.”When making hiring decisions, visionary leaders don’t just focus on the current needs, but on the future,” he says.
Here are several things to consider next time you are looking at a stack of overly impressive resumes.

Think bigger than the job in question

When considering a candidate who is, in fact, overqualified for the job opening, ask yourself if there is room to expand the role and make use of the skills he brings. “While the old paradigm for hiring was to determine that a job was vacant and look for the right candidate, in today’s world one should also consider the talent opportunities at hand, and try to find the jobs that may be created or open in the near future for them, in the larger organization,” says Fernández-Aráoz.
“Hiring overqualified candidates can help you achieve much higher productivity, grow, and achieve opportunities that you may not even be thinking about pursuing right now.” There are other less obvious benefits too: these employees can mentor others, challenge peers to exceed current expectations, and bring in areas of expertise that are not represented at the company.

Bring them on carefully

“Effective onboarding is essential, especially for the overqualified,” says Erdogan. “Unmet expectations are one of the more common reasons for turnover,” so you should be clear with yourself, the new hire, and the rest of the organization about what the job entails, as well as what it could become. Adds Fernández-Aráoz: “You need a clear and explicit plan for the future, whether you are thinking of a promotion, a lateral move, or a new project altogether. You need to think and discuss beyond the initial stage where he or she may be temporarily underutilized.”

Both he and Erdogan caution that recruiters need to manage an additional risk: a boss who feels threatened. “Managers often worry, ‘Can I supervise the person effectively?'” says Erdogan. A superior with less experience than the new hire might be concerned that the person will take her job, make her look bad, or be too challenging to manage. This is not reason enough to say no. Instead, focus on the future for that candidate. In cases where the boss is insecure, “you should not bring that new hire in without a plan to promote him in the near term,” says Fernández-Aráoz.

Pay what they are worth

Although it’s tempting in a bad job market to buy top talent on the cheap, Fernández-Aráoz disapproves of the strategy. “While my experience shows that you can get candidates for up to 25% less in the middle of a big recession, I would not recommend underpaying an overqualified candidate,” he says. “We all have the expectation to be rewarded in a way which is reasonably proportional to our effort and contribution, and fair.”

And if the candidate is as strong as you think, you are likely competing with other employers for her. If you can’t afford her, Fernández-Aráoz says it’s better to pass than to underpay. If she wants the job anyway, simply have a frank conversation about her future prospects in terms of promotion and compensation so that she fully understands what she’s getting into.

Principles to Remember

Do:

  • Think broadly about your organization and its overall talent needs now and in the future
  • Consider how you could accommodate a promising candidate’s skill set by shaping the job
  • Onboard carefully and be clear about your plans for the new employee

Don’t:

  • Narrowly define the hiring process as finding one person for one role
  • Confuse education and experience with skills; a candidate with lots of experience still may not have the capabilities to do the job
  • Try to pay an overqualified candidate less than he’s worth

Risks and Rewards of Rehiring Former Employees
Kazim Ladimeji

With many economies starting to rebound, downsized companies are returning to the candidate market only to be greeted by critical skill talent shortages. This creates problems as employers need to tool up with top talent to help fuel their growth.

Of course, many companies are looking to develop training strategies so they can take on underqualified staff and groom them into superstars. While this is an effective approach, it is also a more medium/long term strategy and, to be responsive and flexible, firms need to hire off-the-shelf, ready made talent right now.

One often overlooked source of fully qualified, culture-ready talent are not peers from your close competition, but alumni—former employees who resigned or you laid off during harder times. They are a known quantity—good, average or bad, you know what you are getting which means they can often be a safer bet than a new hire.  There is likely to be a much shorter learning curve due to them having good job knowledge as well being familiar with company culture, procedures and having an existing network of go-to people, so they know how to get things done in your organization.
They may have developed new skills since they left and may be an even better employees.
They may have insider secrets (which they can legitimately disclose) from the competition.

But, there are quite clear issues with rehiring alumni that you should consider. For example, the rehire may still hold some grudge against your business or a current employee for letting them go – and this could translate into conflict and disharmony in your business. This is why it is crucial—no matter how tempting it may be to skip it—to still hold a formal interview process with the rehire to establish (amongst other things) if grudges remain present and if they may hinder performance.
Another issue with rehiring, particularly those who have resigned, is that the things that caused them to resign in the first place may still be present. So, what is to stop them from resigning again? Therefore, during your formal rehire interview, it’s important to probe and get a clear explanation for why they resigned. If the issue has not been resolved, you’ll need to discuss this openly with the rehire for their thoughts rather than encouraging them to blindly step back into the frying pan.

Also, think about how they will fit back into the new structure. Often when a person leaves a team, the dynamic shifts—people step up and take on new roles and responsibilities and achieve a higher status within the team. How will the rehire fit into the new team dynamic? Will they be able to adjust to suit the new team dynamic and can the new team adjust to let them back in? Clarify any differences in the role and team dynamic to the rehire so they don’t simply assume they are coming back to the 2010 structure when it’s actually a 2013 structure. For example, are they now in charge of a former equal, or is a subordinate now in charge of them?

Also, try and avoid simply giving the role to the rehire by ensuring that internal applicants get a chance to apply for the role otherwise you could generate resentment from internal staff who have been overlooked.

As a final word, I think that rehires have the ability to be a core part of an organization’s future talent stream, but there are risks as well as rewards from rehiring alumni and it’s important that employers put rehires through a formal interview process where their strengths and weaknesses can be considered alongside internal and first time applicants. This means that if you do select a rehire you know you have hired the best possible applicant available at the time.

James Tomerson writes regularly on career, education and latest job trends. To read more from him, you can visit Jobdiagnosis.com, which also offers jobseekers a free career aptitude test to choose a career which is in tune with their career, aptitude and skills.

Social media is playing a vital role in boosting job search. Are you too benefiting from the popular social networking tools that have become a rage these days? Well, not only jobseekers but employers as well are garnering the benefits of social media for finding suitable candidates. Among other social media platforms, Facebook, Twitter and LinkedIn are the three most popular social networking websites that you can use to boost your job searching process. To make the most of these social networking tools, you need to be informed of the strategic ways for networking your way into a job or career of your interest.
Given below are some important tips on how to use social media for maximum benefit in your job search. Have a look.
Let People Know You Are Searching for a Job
It is a good idea to keep people in your network informed that you are looking for a job. It’s even better to let them know what type of job you are looking for. Whether you are using Facebook, Twitter or LinkedIn, tell people that you in search of a job position. If you keep them informed, they will keep you in mind and tell you as soon as a new position opens up. The job information that you get from your contacts can really boost your job search.

Don’t Be Afraid of Networking with Friends on Facebook
As compared to social media websites like Twitter and LinkedIn, Facebook happens to be more powerful when it comes to connecting with friends, co-workers and colleagues. Friends that know you on Facebook will be more helpful in finding you a job you are looking for or providing you with some valuable job related information. Spend some good networking with friends on Facebook.

Make Your Facebook Profile Private
The profile information that you fill out on Facebook is visible to everyone by default. If you don’t want employers to see your personal updates, you can set your profile to private. All you need to do is go to ‘Account’, click Privacy Settings and choose ‘Friends Only’. In this way, only those with who you are friends on Facebook will be able to see your personal updates and profile information.

Search for Information about Hiring Managers
These days almost every large employer is on Facebook, Twitter and LinkedIn. To boost your job hunting, you can first find information about the employers you have targeted. Smart employers will certainly keep their Facebook profile private. However, you can search for the information on other social networking websites and be informed about the new job openings coming up. In addition, you can dig out more valuable details about your targeted employers.

Hyperlink Your Resume
Also remember to add the link to your personal profile on Twitter and LinkedIn. This helps employers to find your contact information if they are willing to get in touch with you. Don’t add a link to your Facebook profile, as it is private available only to your friends. Keeping profile information on Facebook private also shows employers that you are internet savvy. Many employers appreciate this skill.

Create Facebook Lists
Facebook allows users to create multiple lists, according to individual requirements. So you can create separate lists for friends and professional contacts. In this way, your professional contacts will have access to only that information that you want them to see. To create a new list on Facebook, you can go to Account, then Friends and then click Create a New List. Facebook allows you to set your privacy settings according to your requirements. This is a good strategy to be adopted by jobseekers in search of jobs.

Get Found on Google
If you want employers to find relevant information when they Google your name, you need to be active on all the above mentioned social media websites including Facebook, Twitter and LinkedIn. Fill out your profile information on all these sites carefully including the industry-related keywords as well. If you have a completely filled out job profile on these sites, employers will find your profile information in the top Google rankings.

So, if you haven’t yet created your profiles on popular social media sites, go and create the same now. At the same time be active on the networks and spend some good time connecting with your network of friends for maximum job search benefits.

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