Five Tips to a Successful Interview Follow Up Letter
The interview follow-up letter is the last of the essential tools in your job-hunting bag. This is for more than one reason. The two obvious ones are the thank you and follow-up, and the other important reason is to fill in any holes that you suspect that you left open during the interview.
1. Write The Follow-Up Letter Immediately: Once you return home, write the follow-up letter the same day as the interview. Being late with the letter can potentially reflect badly on you, or worse, make you be forgotten.
2. Include An Incident That Occurred At The Interview: Make reference to any small but pleasant incident (or subject matter) that might have occurred at the interview that will catch the interviewers’ attention. How will this help you? This makes you stand out from the crowd and triggers memories of the entire interview. It gets the interviewer to think beyond the notes he or she made during the interview.
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Safe Job Search Guidelines
I received this tips from Jobstreet recently, it might help you in searching a job online.
Dear Mr,
We would like to share with you some information and tips on safe online job searching.
Illegal ads sometimes do appear on job sites. JobStreet.com will always endeavour to ensure that job ads on our site are for legitimate job opportunities only. Ads that contravene our Advertisement Policy are removed when they are identified.
However, there are times when such ads that violate our policy may get posted. If you find any ad of the following nature, please do not respond to it but tell us about it:
- Ads that require payment for applications.
- Ads that promote pyramid selling or similar schemes.
- Ads that are untrue or misleading (e.g. misleading job title, job description or company description).
- Ads with dubious ethical credentials (e.g. social escorts, etc.).
You can email the ad to policy@jobstreet.com, giving the Company Name and Position Title, and we shall investigate.
Also, JobStreet.com discourages advertisers from misusing your application information, such as:
- Any advertiser/employer/staff using the information in your job application to approach you and sell insurance, promote multi-level marketing (MLM) or make offers that are not connected to the job advertised;
- Offering jobs that require you to pay money, processing fees, training fees, make a purchase etc. in order to obtain the job. Should fees be required, verify from an accredited government agency if the company is a licensed recruiter and/or placement agency.
- Jobs that seem proper up to the interview stage but later, are revealed to be a guise to promote other schemes.
While we will try to take appropriate action whenever possible, JobStreet.com cannot and shall not be liable for any action by employers that violate our terms of use.
Lastly, do not provide your Password to anyone, even if it appears to come from an email with a JobStreet.com address. We do not ask passwords from our members.
For more tips and articles on job search, check out: http://my.jobstreet.com/career/search/default.htm#jobhunt.
Best Regards,
LiNa, your Personal Career Agent
JobStreet.com
Popularity: 10% [?]
Leaders Must Identify, Recruit and Develop Talent
The process of identifying, recruiting, and developing talent creates great value within your organization. First, it creates a viable talent pool - a group of leaders and future leaders that you can rely on to share your vision and values and move the organization forward. On the personal side, the process gives you the ability sharpen your skills in identifying exactly what kind of talent you want to see in the organization. If you are in a constant talent identification mode, you’re going to be ready for the workforce and also keeping up with changing environments.
First, you must identify talent - but the identification starts before you look for the actual people. You must take the time to identify the competencies you’re looking for in potential talent. For example, you can look at competencies that are behavioral, attitudinal, and personal. Behavioral competencies are those that demonstrate the skill and knowledge you’re looking for - they could be skills or knowledge in certain areas that are common to your organization. Attitude and value competencies show a person’s self concept and self-perception, as well as the kind of work each person enjoys or thrives upon. Personal competencies are the traits and motivations that drive each person - these are internal factors that drive outward behavior. Look at all of the competencies shared in your organization - between yourself, your leadership team, and down the line. Once you’ve decided on the common competencies, you’ll be able to readily identify individuals who share them.
But now that you know what you’re looking for, where do you go to find it? The first place is your own network, both personal and business. You probably know people who you’ve thought of as possibilities to bring into your own organization. With your identified competencies, look at these people again and evaluate them. Believe it or not, just living your life can bring you to the identification of potential talent. When you’re interacting in the community, from the local shops and restaurants to community events, look for talent you identify with. Some organizations even provide cards telling a person that they’ve been identified as someone you want to work with. Campus recruiting is also a good way to go - you can always farm talent from the growing number of new graduates.
Recruiting is the most difficult part of the process. Your organization must be competitive in its offerings, so you have to find out what motivates your target population. You’ve identified your competencies, so which of those can be translated into a benefit of working for your organization? Money is always important, so be sure to look for industry wide salary trends and try to compete with them. But recruiting goes far beyond money - does your organization offer a flexible schedule, a relaxed working environment, or other non-tangible benefits? Think about the people with the competencies you’ve identified - and make your organization competitive by putting yourself in potential talent’s shoes.
Popularity: 14% [?]
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