Hi people,
Of all these days being at home, I realize that I am rather a good designer. For years I've been doing this of my passion. I somehow managed to design my wedding sari while working and dating....... Now, when am at home full time, I thought why not I make it my profession. Certainly I've always dreamed to be a designer, seems to be good time now.
Most of our wardrobes have huge collections which we do not even look at. The clothes being off the shelves/fashion, too many of them, change in size, do not like anymore, mis paired, sentimental, blah blah blah. All I want is to have a look at those clothes and the person who wants to wear them. I will spend few minutes to understand the person's style and will work out to give a new shape to those clothes.
The cost of designing each garment starts from Rs. 50/- Stitching will be optional and additional.
Hey, let me also add.......... I am being trained by an Italian designer and a Tollywood designer. Am gonna be certified soon.
Will await your responses.
Sreedevi
Saturday, November 29, 2008
Tuesday, November 25, 2008
Recession
A recession is when GDP growth slows, businesses stop expanding, employment falls, unemployment rises, and housing prices decline. For those reasons, many experts say the U.S. is actually in a recession now:
· GDP is slowing,
· Businesses are expanding more slowly,
· Employment is falling,
· Housing prices are down 10%
As USA faces a visible recession in current times, it is evident that economists are in overdrive to review the fiscal statistics and give expert opinions. The stock markets have already created a panic situation in the country. The biggest lenders are now facing a cash crunch and for the first time they are also admitting it. Most of the credit has gone into housing, car, security and insurance schemes. Americans who have invested in such schemes have only their stocks to offer as collaterals and now are facing the brunt with embarrassing foreclosures. Does this recessive situation warrant a soul search amongst the other nations who are depending and banking their economies on Uncle Sam’s federal reserves? The answer is yes. There has been no sustainable development in major sectors like housing, medical, small scale business. The US economy has reached its peak and is slowly going downhill. Jobs are being outsourced to other countries while Americans are themselves jobless. As Asian countries are getting more employment, even expatriates are returning home. India and China are major outsourcing backyards for the US. Cheap goods manufactured in China, Thailand and other poor countries have hitherto relied on the dollar power for sustenance. As the value of the dollar falls, the American dream is going bust for many. Whether it is the shoe maker or the food chain or cola giants or even real estate developers, the earning potential has been cut.
Causes of recessions
Currency crises
Inflation
National debt
Speculation and economic bubbles
War
Excessive interest rates
Underconsumption
Overproduction
Effects of recessions
Bankruptcies
Banks lending less money
Deflation (or disinflation)
Foreclosures
Reduced sales
Stock market crash
Unemployment
· GDP is slowing,
· Businesses are expanding more slowly,
· Employment is falling,
· Housing prices are down 10%
As USA faces a visible recession in current times, it is evident that economists are in overdrive to review the fiscal statistics and give expert opinions. The stock markets have already created a panic situation in the country. The biggest lenders are now facing a cash crunch and for the first time they are also admitting it. Most of the credit has gone into housing, car, security and insurance schemes. Americans who have invested in such schemes have only their stocks to offer as collaterals and now are facing the brunt with embarrassing foreclosures. Does this recessive situation warrant a soul search amongst the other nations who are depending and banking their economies on Uncle Sam’s federal reserves? The answer is yes. There has been no sustainable development in major sectors like housing, medical, small scale business. The US economy has reached its peak and is slowly going downhill. Jobs are being outsourced to other countries while Americans are themselves jobless. As Asian countries are getting more employment, even expatriates are returning home. India and China are major outsourcing backyards for the US. Cheap goods manufactured in China, Thailand and other poor countries have hitherto relied on the dollar power for sustenance. As the value of the dollar falls, the American dream is going bust for many. Whether it is the shoe maker or the food chain or cola giants or even real estate developers, the earning potential has been cut.
Causes of recessions
Currency crises
Inflation
National debt
Speculation and economic bubbles
War
Excessive interest rates
Underconsumption
Overproduction
Effects of recessions
Bankruptcies
Banks lending less money
Deflation (or disinflation)
Foreclosures
Reduced sales
Stock market crash
Unemployment
Quality Management
Quality Management
Enterprises are discovering that it is very important to follow good management practices to realize the organizational goals of excellence and profitability and for winning and retaining customer confidence. A number of organizations from manufacturing and service sectors have demonstrated that consistent performance with effective quality guarantee achievement of these goals.
Quality is considered as the most powerful factor to capture, retain and enlarge customer base in the modern business scenario. Achieving customer satisfaction is the essential business of business and quality management is the most effective enterprise strategy. The state-of-the-art quality management is an embodiment of concepts, methods and applications. In the last few years, the business world has stood witness to many real life success stories.
Planning and achieving higher level of quality is fundamental to the successful operation of enterprises, which necessitates understanding and managing various dynamics in an organization in order to set goals and judiciously deploy resources. The efficiency and effectiveness with which resources are obtained and utilized will depend upon the good management practices that the organization follows.� Quality management also necessitates how well the system measures, monitors and improves different metrics related to the business processes. Interrelationships among the business processes, their metrics and the organizational achievement are influenced by how well an organization deals with issues related to quality.� A number of innovative approaches are required for balancing the objectives of the partners of the enterprise and the requirements of customers, as there are many conflicting goals such as high customer service, low inventory, low unit cost etc.
*time*Speed* quality==closure
Enterprises are discovering that it is very important to follow good management practices to realize the organizational goals of excellence and profitability and for winning and retaining customer confidence. A number of organizations from manufacturing and service sectors have demonstrated that consistent performance with effective quality guarantee achievement of these goals.
Quality is considered as the most powerful factor to capture, retain and enlarge customer base in the modern business scenario. Achieving customer satisfaction is the essential business of business and quality management is the most effective enterprise strategy. The state-of-the-art quality management is an embodiment of concepts, methods and applications. In the last few years, the business world has stood witness to many real life success stories.
Planning and achieving higher level of quality is fundamental to the successful operation of enterprises, which necessitates understanding and managing various dynamics in an organization in order to set goals and judiciously deploy resources. The efficiency and effectiveness with which resources are obtained and utilized will depend upon the good management practices that the organization follows.� Quality management also necessitates how well the system measures, monitors and improves different metrics related to the business processes. Interrelationships among the business processes, their metrics and the organizational achievement are influenced by how well an organization deals with issues related to quality.� A number of innovative approaches are required for balancing the objectives of the partners of the enterprise and the requirements of customers, as there are many conflicting goals such as high customer service, low inventory, low unit cost etc.
*time*Speed* quality==closure
Quality Management
Quality Management
Enterprises are discovering that it is very important to follow good management practices to realize the organizational goals of excellence and profitability and for winning and retaining customer confidence. A number of organizations from manufacturing and service sectors have demonstrated that consistent performance with effective quality guarantee achievement of these goals.
Quality is considered as the most powerful factor to capture, retain and enlarge customer base in the modern business scenario. Achieving customer satisfaction is the essential business of business and quality management is the most effective enterprise strategy. The state-of-the-art quality management is an embodiment of concepts, methods and applications. In the last few years, the business world has stood witness to many real life success stories.
Planning and achieving higher level of quality is fundamental to the successful operation of enterprises, which necessitates understanding and managing various dynamics in an organization in order to set goals and judiciously deploy resources. The efficiency and effectiveness with which resources are obtained and utilized will depend upon the good management practices that the organization follows.� Quality management also necessitates how well the system measures, monitors and improves different metrics related to the business processes. Interrelationships among the business processes, their metrics and the organizational achievement are influenced by how well an organization deals with issues related to quality.� A number of innovative approaches are required for balancing the objectives of the partners of the enterprise and the requirements of customers, as there are many conflicting goals such as high customer service, low inventory, low unit cost etc.
*time*Speed* quality==closure
Enterprises are discovering that it is very important to follow good management practices to realize the organizational goals of excellence and profitability and for winning and retaining customer confidence. A number of organizations from manufacturing and service sectors have demonstrated that consistent performance with effective quality guarantee achievement of these goals.
Quality is considered as the most powerful factor to capture, retain and enlarge customer base in the modern business scenario. Achieving customer satisfaction is the essential business of business and quality management is the most effective enterprise strategy. The state-of-the-art quality management is an embodiment of concepts, methods and applications. In the last few years, the business world has stood witness to many real life success stories.
Planning and achieving higher level of quality is fundamental to the successful operation of enterprises, which necessitates understanding and managing various dynamics in an organization in order to set goals and judiciously deploy resources. The efficiency and effectiveness with which resources are obtained and utilized will depend upon the good management practices that the organization follows.� Quality management also necessitates how well the system measures, monitors and improves different metrics related to the business processes. Interrelationships among the business processes, their metrics and the organizational achievement are influenced by how well an organization deals with issues related to quality.� A number of innovative approaches are required for balancing the objectives of the partners of the enterprise and the requirements of customers, as there are many conflicting goals such as high customer service, low inventory, low unit cost etc.
*time*Speed* quality==closure
Reason has always existed, but not always in a reasonable form.
Reason has always existed, but not always in a reasonable form.
This statment got me thinking ...
We always have reasons for all our actions & reactions... but are they reasonable... Invite all of you to contribute your thoughts on this ... i want to open this discuession where we state our experiences ... Please contribute..
This statment got me thinking ...
We always have reasons for all our actions & reactions... but are they reasonable... Invite all of you to contribute your thoughts on this ... i want to open this discuession where we state our experiences ... Please contribute..
Hi a small message for you all.
If you have a function/party at your home and if there is excess food available at the end, don't hesitate to call 1098 (only in India ) - child helpline. They will come and collect the food. Please circulate this message which can help feed many children. PLEASE, DON'T BREAK THIS CHAIN.... 'Helping hands are better than Praying Lips'. Pass this to all whom you know and whom you dont know as well.
If you have a function/party at your home and if there is excess food available at the end, don't hesitate to call 1098 (only in India ) - child helpline. They will come and collect the food. Please circulate this message which can help feed many children. PLEASE, DON'T BREAK THIS CHAIN.... 'Helping hands are better than Praying Lips'. Pass this to all whom you know and whom you dont know as well.
Wednesday, November 12, 2008
Friday, November 7, 2008
I am very happy for Sangeetha. She's at the verge of proving her success with Kelly.
Let me tell you all a secret.......... I did not like this girl initially. I had a disagreement with Deepa David while recruiting Geetha, but this girl has always respected me of whatever anger I showered on her; has always striven to perform and prove. I still remember complaining Karthik of my difficulty to manage this girl. I did struggle with Sandhya also, but she was a hot iron to be shaped......... a very strong person who could survive of my frustration o her. I must agree that each member in my team has a unique quality for which I treated them with lot of care.
None of my team members would now probably believe that I was so angry, coz I never exhibited the same while with them.
Am happy to hear them do things with a hunger to achievement........... I will never forget Sandhya, Sangeetha and am proud to take them back with me whenever I have a chance.
Hope my boys are doing well too.......... all the best to Srikanth and Pinaki. I felt sorry to have taken in just before the mishap but both have cheered me by their positive attitude. I will take you guys back once there's a chance. I trust their Honesty (YS) and Patience (PC). I keep hearing from Rinkan and am happy for him too; He is still so bubbly making those childish acts and mimicry over the phone.
Message out of this mail: Of all my frustrations and anger, I heard the word repeatedly from Kaptain, "Patience".
The one word that helped us bond so strong; the word that helps me be strong personally; the word that helps us achieve targets............. the one word that leads us to success
Let me tell you all a secret.......... I did not like this girl initially. I had a disagreement with Deepa David while recruiting Geetha, but this girl has always respected me of whatever anger I showered on her; has always striven to perform and prove. I still remember complaining Karthik of my difficulty to manage this girl. I did struggle with Sandhya also, but she was a hot iron to be shaped......... a very strong person who could survive of my frustration o her. I must agree that each member in my team has a unique quality for which I treated them with lot of care.
None of my team members would now probably believe that I was so angry, coz I never exhibited the same while with them.
Am happy to hear them do things with a hunger to achievement........... I will never forget Sandhya, Sangeetha and am proud to take them back with me whenever I have a chance.
Hope my boys are doing well too.......... all the best to Srikanth and Pinaki. I felt sorry to have taken in just before the mishap but both have cheered me by their positive attitude. I will take you guys back once there's a chance. I trust their Honesty (YS) and Patience (PC). I keep hearing from Rinkan and am happy for him too; He is still so bubbly making those childish acts and mimicry over the phone.
Message out of this mail: Of all my frustrations and anger, I heard the word repeatedly from Kaptain, "Patience".
The one word that helped us bond so strong; the word that helps me be strong personally; the word that helps us achieve targets............. the one word that leads us to success
Global recession in 2009, Forecasts IMF
Thursday, November 6, 2008
In an update of its World Economic Outlook from October, the IMF said global growth would slow to 2.2 percent in 2009, down from the 3-percent forecast made last month. Growth of under 3 percent is considered a global recession.
The US, the world's largest economy, will contract by 0.7 percent and the euro area by 0.5 percent in 2009. Advanced economies as a whole will contract 0.3 percent, compared to 1.4-percent growth this year, it said.
All figures represent a downward revision of more than 0.7 percent from the IMF's October forecast.
Developing and emerging economies by contrast will continue to lead growth in the world, increasing 5.1 percent in 2009. But that is still down from a forecast of 6.1 percent made in October. Growth in the developing world was forecast at 6.6 percent this year.
A global financial crisis has severely impacted the availability of credit around the world, curbing spending in wealthy nations and restricting poorer nations' access to foreign investment.
"There has been a sharp worsening of credit conditions to emerging countries," said chief IMF economist Olivier Blanchard.
The IMF expects sharp slowdowns in Eastern Europe as well as Russia and its neighbours. China's economy will continue to grow at 8.5 percent in 2009, down from 9.7 percent this year and 11.9 percent in 2007.
Thursday, November 6, 2008
An end of one Journey and memories of the milestones that made that Journey!
Sometime in the early part of 2007, I decided to take the leap of faith. I joined an organization whose business was very alien to me. I did try very hard to cope with the rigours of the new job and I believe that I gave it my best shot. I have written many times in my personal blog, of the triumphs and failures in this new job, but I know that in return, this job has helped me immensely.
First few months were spent trying to ensure that I understood this business as best as I can. During that time I also tried to restructure the team I had with me. I quickly sensed that this team was in need of unity and direction. Inspiration in an industry I did not know much about was hard to come by. Only I know of the deep thought process I applied to this situation. I have always believed in inclusive leadership. This way everyone is involved in the development of self and the team around them. I ran many "campaigns" to get the team involved. There was limited success, but I do believe that there was some change in the thinking of the team.
I faced many hurdles and many disappointing moments in the early stages of my tenure there. Not very often do you come to know that under your leadership, the team put up its worst ever score. But the most important point is that I believed in the things I was doing to improve the performance of the team. I always backed my people who had the talent and in time they rewarded me with results. Soon we recorded the best ever performance by this team, ever! It was a moment to cherish and all the hard work I had put in paid off. I had with the help of my team turned around a group of under achievers to a team of winners. I learnt a valuable lesson that if the basics are right and adhered to, then there is no stopping you.
The team almost entirely changed in the following months of our success and I found myself back to square one. During those times, it was difficult to focus on performance as the sword of Damocles (read attrition) hanging over me at all times. Inspite of that, I truly know that my team and I tried very hard to restore parity to performance.
There are little grudges on either side of the aggrieved parties. But I am sure that time will heal this animosity. The end was rather abrupt and very poorly executed in my personal view. Inspite of anticipating the worst, I hold myself responsible for not trying enough. Perhaps that in itself is a lesson learnt.
The closure of our operations left me with little bitterness and many friends that I hope I have made for life. It was a turbulent one and a half years, but I do believe that I have emerged the stronger for the efforts. I bear no grudge against anyone and I am sure that there is no one who grudges me. When there are things beyond your immediate control, there is little that can be done to overturn the tides of destiny. I have accepted my new destiny and I am very happy for it. What is even more heartening is the fact that my team has also found its new destiny and each one of them is doing well.
It has been an absolute honour being the leader of a great group of people who accepted me for my fallacies and then worked very hard to ensure that we achieved success. I can safely say that having know them at close quarters, all of the individuals with whom I worked during my tenure have great talent and will do very well for themselves in their professional lives.
Cheers to the devils!
KK
First few months were spent trying to ensure that I understood this business as best as I can. During that time I also tried to restructure the team I had with me. I quickly sensed that this team was in need of unity and direction. Inspiration in an industry I did not know much about was hard to come by. Only I know of the deep thought process I applied to this situation. I have always believed in inclusive leadership. This way everyone is involved in the development of self and the team around them. I ran many "campaigns" to get the team involved. There was limited success, but I do believe that there was some change in the thinking of the team.
I faced many hurdles and many disappointing moments in the early stages of my tenure there. Not very often do you come to know that under your leadership, the team put up its worst ever score. But the most important point is that I believed in the things I was doing to improve the performance of the team. I always backed my people who had the talent and in time they rewarded me with results. Soon we recorded the best ever performance by this team, ever! It was a moment to cherish and all the hard work I had put in paid off. I had with the help of my team turned around a group of under achievers to a team of winners. I learnt a valuable lesson that if the basics are right and adhered to, then there is no stopping you.
The team almost entirely changed in the following months of our success and I found myself back to square one. During those times, it was difficult to focus on performance as the sword of Damocles (read attrition) hanging over me at all times. Inspite of that, I truly know that my team and I tried very hard to restore parity to performance.
There are little grudges on either side of the aggrieved parties. But I am sure that time will heal this animosity. The end was rather abrupt and very poorly executed in my personal view. Inspite of anticipating the worst, I hold myself responsible for not trying enough. Perhaps that in itself is a lesson learnt.
The closure of our operations left me with little bitterness and many friends that I hope I have made for life. It was a turbulent one and a half years, but I do believe that I have emerged the stronger for the efforts. I bear no grudge against anyone and I am sure that there is no one who grudges me. When there are things beyond your immediate control, there is little that can be done to overturn the tides of destiny. I have accepted my new destiny and I am very happy for it. What is even more heartening is the fact that my team has also found its new destiny and each one of them is doing well.
It has been an absolute honour being the leader of a great group of people who accepted me for my fallacies and then worked very hard to ensure that we achieved success. I can safely say that having know them at close quarters, all of the individuals with whom I worked during my tenure have great talent and will do very well for themselves in their professional lives.
Cheers to the devils!
KK
Sunday, November 2, 2008
Why We Hate HR ???
Here's why.
HR people aren't the sharpest tacks in the box. We'll be blunt: If you are an ambitious young thing newly graduated from a top college or B-school with your eye on a rewarding career in business, your first instinct is not to join the human-resources dance. (At the University of Michigan's Ross School of Business, which arguably boasts the nation's top faculty for organizational issues, just 1.2% of 2004 grads did so.) Says a management professor at one leading school: "The best and the brightest don't go into HR."
Who does? Intelligent people, sometimes -- but not businesspeople. "HR doesn't tend to hire a lot of independent thinkers or people who stand up as moral compasses," says Garold L. Markle, a longtime human-resources executive at Exxon and Shell Offshore who now runs his own consultancy. Some are exiles from the corporate mainstream: They've fared poorly in meatier roles -- but not poorly enough to be fired. For them, and for their employers, HR represents a relatively low-risk parking spot.
Others enter the field by choice and with the best of intentions, but for the wrong reasons. They like working with people, and they want to be helpful -- noble motives that thoroughly tick off some HR thinkers. "When people have come to me and said, 'I want to work with people,' I say, 'Good, go be a social worker,' " says Arnold Kanarick, who has headed human resources at the Limited and, until recently, at Bear Stearns. "HR isn't about being a do-gooder. It's about how do you get the best and brightest people and raise the value of the firm."
The really scary news is that the gulf between capabilities and job requirements appears to be widening. As business and legal demands on the function intensify, staffers' educational qualifications haven't kept pace. In fact, according to a survey by the Society for Human Resource Management (SHRM), a considerably smaller proportion of HR professionals today have some education beyond a bachelor's degree than in 1990.
HR people aren't the sharpest tacks in the box. We'll be blunt: If you are an ambitious young thing newly graduated from a top college or B-school with your eye on a rewarding career in business, your first instinct is not to join the human-resources dance. (At the University of Michigan's Ross School of Business, which arguably boasts the nation's top faculty for organizational issues, just 1.2% of 2004 grads did so.) Says a management professor at one leading school: "The best and the brightest don't go into HR."
Who does? Intelligent people, sometimes -- but not businesspeople. "HR doesn't tend to hire a lot of independent thinkers or people who stand up as moral compasses," says Garold L. Markle, a longtime human-resources executive at Exxon and Shell Offshore who now runs his own consultancy. Some are exiles from the corporate mainstream: They've fared poorly in meatier roles -- but not poorly enough to be fired. For them, and for their employers, HR represents a relatively low-risk parking spot.
Others enter the field by choice and with the best of intentions, but for the wrong reasons. They like working with people, and they want to be helpful -- noble motives that thoroughly tick off some HR thinkers. "When people have come to me and said, 'I want to work with people,' I say, 'Good, go be a social worker,' " says Arnold Kanarick, who has headed human resources at the Limited and, until recently, at Bear Stearns. "HR isn't about being a do-gooder. It's about how do you get the best and brightest people and raise the value of the firm."
The really scary news is that the gulf between capabilities and job requirements appears to be widening. As business and legal demands on the function intensify, staffers' educational qualifications haven't kept pace. In fact, according to a survey by the Society for Human Resource Management (SHRM), a considerably smaller proportion of HR professionals today have some education beyond a bachelor's degree than in 1990.
7 Mistakes Internal Recruiters Make
In an increasingly competitive business climate, companies are scrutinizing their HR departments like never before. Internal recruiters need to take a hard look at how effective they are at filling key positions, and they need to get past the conventional recruiting methods that are holding them back. From a headhunter's perspective, here are seven mistakes internal recruiters make.
1. They don't recruit.
Because of the sheer volume of "resume flow", internal recruiters don't identify and pursue the people they want. Instead, they take what comes along. That is, they limit their hires to the those people who "come to them". Corporate recruiting has become a paper-shuffling, passive process. Recruiters need to act more like headhunters. A company should have two tiers of recruiters: those who handle applicants, and those who actively pursue the top people in the field.
2. They rely too much on ads.
The best candidates are lost to headhunters and to employers who leverage personal connections to attract them. Internal recruiters need to spend less time on advertising so they can devote more time to active, personal contact with people who can lead them to top performers.
3. They know too much about HR and too little about their industry.
The typical recruiter spends more time reading HR journals than trade and professional publications that are read by the people they want to recruit. Recruiters can develop a real edge by learning more about their industry than about HR. It's important to remember that HR is not an end in itself -- it's an interface to a company's professional community. By developing expertise in their industry, recruiters create a more effective interface.
4. They spend too much time sorting resumes.
The typical explanation for why HR recruiters have no time to recruit actively is that they have too many resumes to sort. This very real problem is solved easily: stop soliciting and accepting resumes. Instead, solicit the right people through good contacts, starting with people in the department you recruit for. A recruiter who spends more than 20% of her time in the HR office isn't recruiting. Get out there and get active in the community you recruit from.
5. They let managers get away with murder.
Managers hate to recruit. But a manager's first job is to find and hire great people. One of HR's missions should be to "put the recruiting back in the manager's job". Move your desk out of the HR office and into the department you recruit for. That's how you can daily influence the hiring manager's recruiting activities.
6. They waste candidates' time.
Good candidates don't have time for applications, tests and screening interviews before they talk with the hiring manager. All these preliminary hurdles have become necessary because recruiters are processing unknown candidates rather than recruiting people they know can do the job. It's an insult to extend an invitation then to make the candidate jump through hoops before he meets the manager. How to avoid this? Do your homework about the candidate before you contact him. Yep: this involves an entirely different recruiting approach. (See 2, 3 and 4 above, and see Respecting The Candidate.)
7. They let the Internet waste their time.
Every day, thousands of people submit resumes in response to job postings on the Net -- for jobs they know nothing about. In essence, they're sending you junk mail, and you're forced to sort through all the garbage. Don't let the Net use you. Use it as a research tool to help you learn about (and participate in) the community you want to recruit from. Instead of running ads, spend time on the sites and in the newsgroups where your recruiting targets go -- and get to know them. Then you can start recruiting the people you want, rather than processing the people who come to you.
1. They don't recruit.
Because of the sheer volume of "resume flow", internal recruiters don't identify and pursue the people they want. Instead, they take what comes along. That is, they limit their hires to the those people who "come to them". Corporate recruiting has become a paper-shuffling, passive process. Recruiters need to act more like headhunters. A company should have two tiers of recruiters: those who handle applicants, and those who actively pursue the top people in the field.
2. They rely too much on ads.
The best candidates are lost to headhunters and to employers who leverage personal connections to attract them. Internal recruiters need to spend less time on advertising so they can devote more time to active, personal contact with people who can lead them to top performers.
3. They know too much about HR and too little about their industry.
The typical recruiter spends more time reading HR journals than trade and professional publications that are read by the people they want to recruit. Recruiters can develop a real edge by learning more about their industry than about HR. It's important to remember that HR is not an end in itself -- it's an interface to a company's professional community. By developing expertise in their industry, recruiters create a more effective interface.
4. They spend too much time sorting resumes.
The typical explanation for why HR recruiters have no time to recruit actively is that they have too many resumes to sort. This very real problem is solved easily: stop soliciting and accepting resumes. Instead, solicit the right people through good contacts, starting with people in the department you recruit for. A recruiter who spends more than 20% of her time in the HR office isn't recruiting. Get out there and get active in the community you recruit from.
5. They let managers get away with murder.
Managers hate to recruit. But a manager's first job is to find and hire great people. One of HR's missions should be to "put the recruiting back in the manager's job". Move your desk out of the HR office and into the department you recruit for. That's how you can daily influence the hiring manager's recruiting activities.
6. They waste candidates' time.
Good candidates don't have time for applications, tests and screening interviews before they talk with the hiring manager. All these preliminary hurdles have become necessary because recruiters are processing unknown candidates rather than recruiting people they know can do the job. It's an insult to extend an invitation then to make the candidate jump through hoops before he meets the manager. How to avoid this? Do your homework about the candidate before you contact him. Yep: this involves an entirely different recruiting approach. (See 2, 3 and 4 above, and see Respecting The Candidate.)
7. They let the Internet waste their time.
Every day, thousands of people submit resumes in response to job postings on the Net -- for jobs they know nothing about. In essence, they're sending you junk mail, and you're forced to sort through all the garbage. Don't let the Net use you. Use it as a research tool to help you learn about (and participate in) the community you want to recruit from. Instead of running ads, spend time on the sites and in the newsgroups where your recruiting targets go -- and get to know them. Then you can start recruiting the people you want, rather than processing the people who come to you.
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