Are you having trouble viewing this email? If so, click here to see it in a web browser. |
November 15, 2013 Job Candidates Should Be Less Risk AverseCandidates like to employ a play-it-safe strategy during job interviews. They offer conservative answers. They avoid saying anything atypical. They let their credentials do the talking. But in this hyper-competitive market, a risk-averse approach may not be the way to go. When it comes down to it, hiring committees talk about what they remember most about a job candidate. Experience and credentials are important to them, of course. But so, too, are lasting impressions. So perhaps candidates should stop worrying about fitting in, and start trying to find ways to separate themselves from the pack. SOURCE: The Value of Being the "Weird" Job Candidate by Neil Bearden |
PREVIOUS IDEAS |
FEATURED PRODUCTThe First 90 Days App for iPhone and AndroidMAKE YOUR NEXT CAREER TRANSITION A SUCCESS.Download The First 90 Days App today to help you stay ahead of the game. Download on the App StoreDownload on Google Play |
FEATURED PRODUCTHBR Guide to Coaching Your EmployeesHBR Press BookWhen you're swamped with your own work, how can you make time to coach your employees—and do it well? If you don't help them build their skills, they'll keep coming to you for answers instead of finding their own solutions. Got a star on your team who's eager to advance? An underperformer who's dragging the group down? A steady contributor who feels bored and neglected? You'll need to agree on goals for growth, motivate your people to achieve them, support their efforts, and measure their progress. This guide gives you the tools to do that. You'll get better at (1) Matching people's skills with your organization's needs; (2) Creating realistic but inspiring plans for growth; (3) Customizing your approach; (4) Prompting with questions before you dispense advice; (5) Providing the support your employees need to achieve peak performance; (6) Giving them feedback they'll actually apply; (7) Tapping their learning styles to make greater progress; (8) Giving people room to grapple with problems and discover solutions; (9) Engaging your employees and fostering independence. Buy It Now |
Copyright © 2013 Harvard Business School Publishing, an affiliate of Harvard Business School. All rights reserved. Harvard Business Publishing 60 Harvard Way Boston, MA 02163 CUSTOMER SERVICE: 800-545-7685 (US/Canada) 1-617-783-7600 (outside the U.S. and Canada) |
No comments:
Post a Comment