by Helene Cavalli, guest blogger

While LinkedIn is holding tight to the idea that people want to continue to keep their personal and professional networks separate, Facebook is positioned to give traditional job boards a real run for their money within the next year.  Monster, a leading global online jobs site, sees the writing on the wall and has launched its own Facebook app, BeKnown, which now has over 800,000 members.

The Wall Street Journal recently reported that more organizations are using Facebook pages to find candidates.  While right now only 1% of new hires were sourced through Facebook, its use as a recruiting tool is poised to grow quickly. 

A good job search strategy includes targeting companies you want to work for.  Be sure to check out Facebook pages for those companies you are targeting in your search.  You can gain direct access to current job openings and apply directly – bypassing more inefficient job boards. And consider “Liking” the company to stay informed on news, events and discussions.  You’ll also gain valuable insight into an organization’s values and culture which will help you determine if the company’s a good fit for you.

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Helene Cavalli is Director, Corporate Marketing for DBM. She has over 25 years of experience in the areas of human resource consulting, talent management, workforce strategy and career transition.  Follow Helene Cavalli on Twitter or connect with her on LinkedIn.

by Christi Karvasek, guest blogger

In a recent poll, DBM asked HR professionals to tell us their top talent management challenges.  We learned that many aren't confident they have the right talent strategy in place to drive improved organizational performance.  The top five challenges reported include:

• 38%  Increase leader effectiveness
• 21%  Onboard new leaders
• 21%  Reduce turnover
• 21%  Develop existing employees
• 19%  Improve efficiency and effectiveness

These results aren't surprising as companies continue to look for ways to enhance organizational performance by elevating the performance of their workforce.  But continuous change, increasing complexity and new demands are transforming the way we manage talent today. 

Of the top five challenges reported, onboarding can play a key role in each of the other challenges reported.  Successful onboarding programs can increase leader effectiveness, reduce turnover, identify appropriate development plans and improve efficiency and effectiveness early on in a new role.

Judith E. Glaser, CEO of Benchmark Communications, Inc. states that effective onboarding programs should create learning and greater awareness in three key areas of context:

• Business context.  It is critical for the new employee to understand the “heart and soul” of the company, including its vision, how it is viewed internally and externally, and its business challenges and opportunities.
• Situational context.  Set clear expectations with the new employee about his or her role and contribution.  And help set the stage for success by ensuring all members of the team are informed and in alignment, so that there are no misunderstandings about what is expected from the new employee. 
• Cultural context.  This component cannot be underestimated and warrants significant focus. Unfortunately, cultural context is often overlooked, leading to perceptions of “poor fit.”  The new employee needs to understand what is valued within the organization, how decisions are made, how problem solving is done and what defines success.  Organizations need to give an honest depiction of their culture to the new employee.   

Is your onboarding program enhancing your talent management strategy?

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Christi Karvasek is Manager, Corporate Marketing for DBM. She has 25 years of operations and marketing experience in the human resource consulting and career transition industry. Follow Christi on Twitter or connect with her on LinkedIn.

by Helene Cavalli, guest blogger

Organizations are interested in hiring people who not only possess the right skills, knowledge and technical qualifications, but who also demonstrate the right behavioral characteristics, personality attributes and aptitudes.   By assessing for both technical and behavioral competencies, organizations can make better hiring decisions while also creating a foundation for setting goals and identifying areas for development and advancement that will help position new hires for success.

It’s important to know the “soft” skills that are most important to a potential employer.  Is the potential employer looking for a self-starter? Someone who works effectively in a collaborative environment? Someone who is resourceful?  Someone who has a positive attitude? Be prepared to provide examples that demonstrate the following abilities:

• Expressing yourself clearly and persuasively in written and oral communications
• Good listening and understanding of the interests and needs of others
• Building collaborative relationships and providing support to others in the organization outside your team
• Identifying, assessing and resolving a problem
• Adapting to change and transforming it into an opportunity for growth

Prior to an interview don’t neglect to conduct research to glean insights into the company’s culture via your network and social media platforms.  Look for clues that signal what behaviors and attitudes are most valued.

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Helene Cavalli is Director, Corporate Marketing for DBM. She has over 25 years of experience in the areas of human resource consulting, talent management, workforce strategy and career transition.  Follow Helene Cavalli on Twitter or connect with her on LinkedIn.

by Christi Karvasek, guest blogger

A recent Towers Watson study showed that moving employees from low levels of engagement to high levels of engagement can add more than four percentage points to operating margin.  Recognition and reward are often cited as top engagement drivers, but to affect engagement, recognizing employees must be done in ways that truly motivate and inspire them.

Public praise, a personal note, a reward, a new learning opportunity, a chance to tout results, an invitation to participate on a new task team – recognition methods are as diverse as your employees – or at least they should be.  When it comes to meaningful employee recognition that garners long-term organizational and individual performance benefits, one size doesn’t fit all.

The most effective form of recognition offers something the employee values and matches his or her motivators.  For example, if an employee has asked to attend a conference, recognizing efforts with an engraved paperweight will likely miss the mark.  If an employee is a parent, offering additional travel opportunities may not be practical for him or her.

In the end, meaningful recognition that will have a long-term impact on engagement and performance requires knowing your employee and customizing the reward and recognition to fit his or her values and career goals.

What do your employees value and how can you recognize them accordingly?

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Christi Karvasek is Manager, Corporate Marketing for DBM. She has 25 years of operations and marketing experience in the human resource consulting and career transition industry. Follow Christi on Twitter or connect with her on LinkedIn.

by Helene Cavalli, guest blogger

New research reveals that only 14% of U.S. workers believe their leaders are honest and ethical.   Even worse, only 10% trust management to make the right decisions in uncertain times.

Leaders who don't engender trust will most likely find their teams lagging in productivity and performance – leading to poor organizational results.

In order to build a strong culture, it is important for organizations to consider the question of trust as they assess leadership competencies and coach to fill gaps.  Most of our leaders are, indeed, trustworthy. However, the survey results seem to indicate that many leaders are lacking in critical competencies that contribute to high levels of trust. They may not be skilled communicators, they may lack emotional intelligence, or, stretched by competing demands, they may be failing to invest time in building collaborative relationships. 

Create trust by:

• Establishing credibility by speaking and acting consistently
• Communicating what’s going on in the organization honestly and openly
• Strengthening the sense of team by focusing on shared goals
• Ensuring everyone feels valued, heard and respected

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Helene Cavalli is Director, Corporate Marketing for DBM. She has over 25 years of experience in the areas of human resource consulting, talent management, workforce strategy and career transition.  Follow Helene Cavalli on Twitter or connect with her on LinkedIn.

by Helene Cavalli, guest blogger

You have a great strategy, but you’re still not accomplishing goals.  What’s gone wrong? 

According to new research failure to execute strategy is most likely tied to a failure to ensure employees understand the strategy and what needs to be done to execute it effectively.  The findings suggest that “the rank-and-file aren't doing what they should be doing to achieve the desired business results."  

One of the most powerful performance drivers is to see how one's work contributes to the success of the business. If people are working in vacuums, with little or no understanding of shared goals and expectations – and how their efforts impact results – there isn't much motivation to put forth the discretionary effort that separates high performers from low performers.

These four steps provide a good starting point for getting all employees on board:

• Clearly articulate goals so that everyone understands and owns the same goals
• Set expectations around each person's role in achieving goals
• Recognize and reward accomplishments that advance goals
•  Repeat

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Helene Cavalli is Director, Corporate Marketing for DBM. She has over 25 years of experience in the areas of human resource consulting, talent management, workforce strategy and career transition.  Follow Helene Cavalli on Twitter or connect with her on LinkedIn.

by Christi Karvasek, guest blogger

In today’s employment market, job seekers continue to face challenges.  Hiring remains weak and companies are holding on to cash. Organizations are hiring, and they are doing so very strategically – focused on filling the most critical roles. It’s important for individuals who are in the job market to understand how this impacts their job search strategy.  We’ve identified three trends that have emerged and how job seekers can respond:

1. Shift in recruiting strategies. While the number of job openings inches up, there remain a large number of people vying for open positions.  Faced with hundreds and sometimes thousands of applicants – many unqualified – companies are shifting their recruitment strategies,  relying less on job boards and more on employee referrals and social networking sites as a way to identify qualified candidates for plum roles.  In the current market, job seekers need to focus efforts on networking and social media, leveraging sites like LinkedIn to attract potential employers and burnish their online brands.
2. In-demand skills changing. Some industries and functions are disappearing, some are recovering, while new ones are emerging. The skills needed today are different from those needed not so long ago.  Individuals must assess their current skill set and determine if they possess the skills and capabilities most valued in today’s job market.  Some may want to consider learning new skills to stay competitive or shift to a new industry or function where their skills may be transferable. 
3. Companies hiring for attitude and skill.  It remains a buyer’s market and companies want to make hiring decisions that will create competitive advantage.  In order to differentiate themselves from the competition, job seekers need to understand the qualities and competencies recruiters and hiring managers are looking for.  While you need to demonstrate you can do the job, it’s important to demonstrate you have a positive attitude. Companies are looking for candidates who offer a unique, fresh perspective to problems, take initiative, demonstrate adaptability and dependability, and have a track record of building strong relationships.

 How are you differentiating yourself in the job market?

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Christi Karvasek is Manager, Corporate Marketing for DBM. She has 25 years of operations and marketing experience in the human resource consulting and career transition industry. Follow Christi on Twitter or connect with her on LinkedIn.

by Helene Cavalli, guest blogger

We hear all too often about the lack of employee engagement in today’s workplace.  Make no mistake, employee engagement is important.  There is no denying the positive impact on business performance when engagement is high.  The question repeatedly asked: What are organizations and leaders to do to make sure employees are happy and satisfied?  We need to ask another question: What are employees doing to boost their engagement and satisfaction?

It's sometimes a hard lesson for employees to learn that it’s not all about them.  It’s about the mission and goals of the organization.  There often isn’t a lot of room for egos.  It might be time to park them at the door. And, instead of being part of the problem, look to be part of the solution.

Leaders can play an important role in helping employees be part of the solution.  Employees must understand how their roles contribute to the organization's ability to meet business objectives.  Leaders can provide guidance and coaching to help employees chart meaningful career paths.  But it must always be done with an eye on helping individuals align their career goals and aspirations with the needs of the organization.

Those individuals who take responsibility for finding meaning in their work tend to be the most successful, motivated and engaged. These are the people who look around and say, "OK, where's the gap? What's needed to help support the business that isn't happening right now? And how can I fill that need?"

And then do it.

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Helene Cavalli is Director, Corporate Marketing for DBM. She has over 25 years of experience in the areas of human resource consulting, talent management, workforce strategy and career transition.  Follow Helene Cavalli on Twitter or connect with her on LinkedIn.

by Christi Karvasek, guest blogger

The extent to which you engage in social media and whether you are strategic in your activity will determine the impact it has on your career. It’s helpful to think of your social media efforts in terms of progression along a continuum from an Observer to a Thought Leader as described here.  The more strategic your approach, the greater returns you’ll see.

• Observer. This is where a majority of people currently reside. This person observes the things around him or her but is not a participant in new tools and social media platforms. 
• Early Adopter. This person is often the first to engage in new tools. He or she is perceived as knowledgeable about new tools and technologies.
• Utility Player. This person has developed strong skills and knowledge about the tools and is up-to-date on industry developments.
• Strategist. This person has become so knowledgeable about his or her field that he or she can make and offer strategic advice, recommendations, and decisions about how the company should be performing.
• Thought Leader. This person is a leader in the company and the industry. He or she is on the cutting edge, always thinking about what’s new and what’s next. He or she speaks at conferences and is well-regarded and sought-out in the industry.

As you move beyond the first three levels into a Strategist and Thought Leader, your reputation as an expert in your field is greatly enhanced.  Because the majority of those utilizing social media do not participate at these levels, those who do stand out and find social media fueling their career goals.

Remember, you don’t necessarily need to be everywhere.  Identify which platforms are right for you by assessing who your target audience is and where you’ll find them.  Carefully consider your social media objectives and then choose those sites that can best help you achieve your goals. For some people, this will be LinkedIn; for others this could be a blog or Twitter channel.

Where do you want to be on the continuum?

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Christi Karvasek is Manager, Corporate Marketing for DBM. She has 25 years of operations and marketing experience in the human resource consulting and career transition industry. Follow Christi on Twitter or connect with her on LinkedIn.

by Helene Cavalli, guest blogger

Change is a constant drumbeat in today’s business environment. We need to be nimble as we implement new regulatory, technological and business changes. Employees are evaluated on adaptability and flexibility in dealing with change. Leaders are evaluated on their effectiveness to lead change.  The message: “Get on the bus.”

Organizations want to build a “change capable” workforce that can quickly adapt, mobilize and move to the next stage.  But when a company struggles through a change initiative, leaders ask, “Why are people resistant to change?”  “How can we help employees overcome their resistance?”

When you are faced with employees who are resisting change, it’s important to view resistance as a natural part of the process that has distinctive benefits. Individuals who play systemic roles in the organization are naturally prone to a vigilant approach and are attuned to possible pitfalls that overly optimistic types may overlook. This is a valuable trait in their roles and adds a critical sense of balance to the organization.   These individuals will often be instrumental in uncovering obstacles and anticipating problems that could arise in the future.  Engage them in discussions and listen to their feedback. Their natural resistance may require additional effort to move them along but their vigilant approach can be instrumental in success.

With their insights, you’ll now have an opportunity to make adjustments, strengthen the initiative, win new supporters and, ultimately, build a partnership with employees.

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Helene Cavalli is Director, Corporate Marketing for DBM. She has over 25 years of experience in the areas of human resource consulting, talent management, workforce strategy and career transition.  Follow Helene Cavalli on Twitter or connect with her on LinkedIn.