8 Messages
Digest #2173
4
Department of Homeless Servicess (DHS) Liaison - New York City by "Keith Bogen SPHR" hrslugger2002
Messages
Tue Apr 7, 2015 1:49 am (PDT) . Posted by:
"Ian Kennedy" ibkennedy47
Always worth reading again....cheers, Ian
First impressions
We have all heard the old saw: "You never get a second chance to make a good first impression." Doug Fine has amended this a bit with his: "Don't make your first impression your last."
I only wish everyone would be so kind as to repeat these sayings to themselves in all the things they do with regard to their job search and networking.
For example, you are certainly welcome to come to meetings of our networking group in business casual. But, keep in mind that some of those attending will be coming from interviews and will be "dressed to the 9's." And, you need to consider what you are going to be asking for at those meetings. Typically it is nothing short of a referral to someone's valued business associates.
I was never a big fan of business casual, at least not in business situations. Not being high on the imagination scale, I believe it is difficult to visualize how important you might be if you don't APPEAR to be.
The same thing is true of ALL the correspondence you send out. What is your email address, and does it say your name at the top as it should? The "Bud Family" at the top, or perhaps your spouse's name will leave the impression, and perhaps rightly so, that you aren't very technologically proficient. (And, I guess you aren't, but you might want to try to fool everyone.)
A Human Resource person I know told me once that she reads cover letters first. The reason is that folks get a lot of help with their resume, but often write their cover letters themselves. If you can't put a coherent sentence together, you just might not be the person who she would hire for that senior level financial officer position at her firm.
Telephone calls are another opportunity to ruin my visualization of you. I am amazed how many folks haven't set up their voice mail or are using their standard "we're not home right now," or you have reached 203-227-8965<tel:203-227-8965>. I generally know what number I dialed. What I don't know is if I reached the right person.
A proper message and/or a cheery greeting make a first impression for you. Good, bad or ugly, you are off and running. It is your call whether you are going to have to do a repair job, or be able to coast based on those first few seconds.
Those who make a lot of phone calls or who do a lot of writing learn to make judgments quickly. Face to face meetings are no different.
If you believe you are as smart as I think you are then make a believer out of me in those first few seconds of our meeting, whether that is in person, in writing, or over the phone.
You just might not get a chance to change my mind.
Regards, Matt
You can now follow me on Twitter: @MattBudTheFENG
Sent from my iPad
First impressions
We have all heard the old saw: "You never get a second chance to make a good first impression." Doug Fine has amended this a bit with his: "Don't make your first impression your last."
I only wish everyone would be so kind as to repeat these sayings to themselves in all the things they do with regard to their job search and networking.
For example, you are certainly welcome to come to meetings of our networking group in business casual. But, keep in mind that some of those attending will be coming from interviews and will be "dressed to the 9's." And, you need to consider what you are going to be asking for at those meetings. Typically it is nothing short of a referral to someone's valued business associates.
I was never a big fan of business casual, at least not in business situations. Not being high on the imagination scale, I believe it is difficult to visualize how important you might be if you don't APPEAR to be.
The same thing is true of ALL the correspondence you send out. What is your email address, and does it say your name at the top as it should? The "Bud Family" at the top, or perhaps your spouse's name will leave the impression, and perhaps rightly so, that you aren't very technologically proficient. (And, I guess you aren't, but you might want to try to fool everyone.)
A Human Resource person I know told me once that she reads cover letters first. The reason is that folks get a lot of help with their resume, but often write their cover letters themselves. If you can't put a coherent sentence together, you just might not be the person who she would hire for that senior level financial officer position at her firm.
Telephone calls are another opportunity to ruin my visualization of you. I am amazed how many folks haven't set up their voice mail or are using their standard "we're not home right now," or you have reached 203-227-8965<
A proper message and/or a cheery greeting make a first impression for you. Good, bad or ugly, you are off and running. It is your call whether you are going to have to do a repair job, or be able to coast based on those first few seconds.
Those who make a lot of phone calls or who do a lot of writing learn to make judgments quickly. Face to face meetings are no different.
If you believe you are as smart as I think you are then make a believer out of me in those first few seconds of our meeting, whether that is in person, in writing, or over the phone.
You just might not get a chance to change my mind.
Regards, Matt
You can now follow me on Twitter: @MattBudTheFENG
Sent from my iPad
Tue Apr 7, 2015 5:26 am (PDT) . Posted by:
"Ian Kennedy" ibkennedy47
Keith Laursen shares this interesting article.
Cheers, Ian
Silicon Valley Star Search
Google spends twice as much on recruiting than the average company, even though it gets two million applicants a year.
By
Daniel Freedman
April 6, 2015 7:00 p.m. ET
A warning from Google to job seekers and recruiters: The résumé is dying. Through extensive trial, error and testing, the tech giant has found that the traditional way of attracting job seekers-post a job, screen résumés, interview, hire-isn't going to get you the best candidates.
That's because it reflects a misunderstanding of what makes a candidate successful in a job. It's not your work history or your grades. It's not how much industry experience you have. Nor it is whether you can solve brain teasers, or even show general cognitive ability, although that's very important.
The biggest predictor of whether you'll succeed, Laszlo Bock outlines in "Work Rules!," is how you fare in a sample work test. Whether recruiting for an entry-level position at a call center or for a seasoned engineer at Apple, a company needs to see people in action. For example, hearing how a job candidate keeps calm talking to an irate customer or watching how the person would solve a coding challenge.
That may sound obvious, but consider that today most companies conduct their initial filter of job applicants based on a version of the traditional résumé. Work tests come later, if at all. What that means is that, in most jobs, potentially the best candidates-those who would ace the work test-never make it past the first round. That has serious implications for a company's performance.
Mr. Bock joined Google in 2006 when there were 6,000 employees. Today there are more than 50,000. His title is head of "People Operations," rather than the typical "Human Resources," and by taking readers through the different recruiting and talent-management practices Google has tried during his tenure, Mr. Bock explains how the company got where it is today.
Google ditched many of the traditional avenues to reach candidates since Mr. Bock joined the company. Job boards like Monster.com, he says, "generate many, many applicants and vanishingly few actual hires." Recruiting firms are also unpopular in Mountain View: They tend to provide companies with specialists, and Google wants generalists. The company prefers "clever and curious over someone who actually knew what he was doing." In other words, they want people who will try something new.
Mr. Bock notes more than once that it's harder to get a job at Google than it is to get accepted at Harvard. Yet despite receiving around two million applicants every year for a few thousand positions, Google spends twice as much as a percentage of its budget on recruiting than the average company.
It may seem counterintuitive to invest so heavily in recruiting when the best and brightest are beating a path to your company's door. But this is one of Mr. Bock's biggest lessons: Outside of college campuses, the best and brightest are usually not looking for a job. Top performers are doing well where they are; odds are they are enjoying it and being suitably rewarded. Google therefore strives to identify those top people-those passive job seekers who aren't thinking about applying to work at Google (or often anywhere else)-and cultivating them, sometimes over years. They do this through an in-house recruiting team and a candidate database (gHire), which scours the Internet and tracks potential top candidates. Then Google recruiters start networking with them through phone calls and emails, doing whatever it takes to get them hired, including agreeing to hire away entire teams and open new offices, as the company did in Aarhus, Denmark, when they discovered a group of top-tier engineers based in the city.
Executives should note that, while Google spends more than most on recruiting, it spends far less on training. Top people need less training. And the lesson for talent is watch to how you're recruited: It's an indication of the company's mind-set and the talent you'll be working with.
Recruiters at top companies, who are usually inundated with résumés, often limit where they recruit from and the avenues from which to apply. Mr. Bock says that's a mistake: The right policy is to increase access; just have smarter filters. In Google's case, this involves using an internal tool called qDroid that provides interviewers with pre-formulated questions. Alongside administering the all-important sample work test, Google strongly recommends that its interviewers assess for cognitive ability, conscientiousness (will an applicant see a job through to completion?) and leadership. Notably, Mr. Bock writes that the company today prefers "to take a bright, hardworking student who graduated from the top of her class at a state school over an average or even above-average Ivy League grad" because Google prioritizes resilience and overcoming hardship.
Recruiters are encouraged to think like Astro Teller, who heads Google X, which is responsible for innovations like Google Glass and self-driving cars. "If you want your car to get fifty miles per gallon, fine. You can retool your car a little bit. But if I tell you it has to run on a gallon of gas for five hundred miles, you have to start over." In that vein, I would encourage Google and other companies to more actively recruit from communities that traditionally won't apply for those jobs-new immigrants, minorities and people from poor communities. If companies stop focusing on the résumé and instead on potential, those millions of unconnected Americans are a great untapped market.
Mr. Bock was born in communist Romania, a country he describes as similar to North Korea today. One thinks about Emma Lazarus's famous poem inscribed on the Statue of Liberty: "Give me your tired, your poor, Your huddled masses yearning to breathe free." Why didn't America ask for the very best from other countries, those with the glowing résumés and three-piece suits? Because what matters is not your history but what you'll do when you land.
Mr. Freedman is the chief strategy officer and head of business development at Apploi, a mobile jobs and hiring platform. He blogs at www.freedthinker.com<http://www.freedthinker.com>.
Ian Kennedy
President
203-538-8802
www.schegggroup.com<Ian%20Kennedy.htm#_top>
Follow us on LinkedIn @The Schegg Group<https://www.linkedin.com/company/the-schegg-group?trk=feed-liker>
A Woman Owned Small Business
[cid:image001.jpg@01D0710C.940116F0]
[cid:image002.jpg@01D0710C.940116F0]<http://www.linkedin.com/in/ibkennedy>
We are a proud founding member of the [cid:image003.png@01D0710C.940116F0] Global Outplacement Alliance<http://www.globaloutplacementalliance.com/> with more than 200 offices throughout the U.S. and affiliate offices worldwide. For information on our outplacement programs click here<http://www.schegggroup.com/outplacement>.
We conduct searches across a broad spectrum of industry and service sectors and to fill diverse positions. We currently have several searches underway. Please click here<http://www.schegggroup.com/search-practice/search-openings/> to see the open positions.
Please click here<http://www.schegggroup.com/search-practice/submit-your-resume/> to upload your resume to our database.
For information on our coaching programs click here<http://www.schegggroup.com/coaching/>.
***This information may be confidential and/or privileged. Use of this information by anyone other than the intended recipient is prohibited. If you receive this in error, please inform the sender and remove any record of this message. ***
Please consider the environment before printing this e-mail
Cheers, Ian
Silicon Valley Star Search
Google spends twice as much on recruiting than the average company, even though it gets two million applicants a year.
By
Daniel Freedman
April 6, 2015 7:00 p.m. ET
A warning from Google to job seekers and recruiters: The résumé is dying. Through extensive trial, error and testing, the tech giant has found that the traditional way of attracting job seekers-post a job, screen résumés, interview, hire-isn't going to get you the best candidates.
That's because it reflects a misunderstanding of what makes a candidate successful in a job. It's not your work history or your grades. It's not how much industry experience you have. Nor it is whether you can solve brain teasers, or even show general cognitive ability, although that's very important.
The biggest predictor of whether you'll succeed, Laszlo Bock outlines in "Work Rules!," is how you fare in a sample work test. Whether recruiting for an entry-level position at a call center or for a seasoned engineer at Apple, a company needs to see people in action. For example, hearing how a job candidate keeps calm talking to an irate customer or watching how the person would solve a coding challenge.
That may sound obvious, but consider that today most companies conduct their initial filter of job applicants based on a version of the traditional résumé. Work tests come later, if at all. What that means is that, in most jobs, potentially the best candidates-those who would ace the work test-never make it past the first round. That has serious implications for a company's performance.
Mr. Bock joined Google in 2006 when there were 6,000 employees. Today there are more than 50,000. His title is head of "People Operations," rather than the typical "Human Resources," and by taking readers through the different recruiting and talent-management practices Google has tried during his tenure, Mr. Bock explains how the company got where it is today.
Google ditched many of the traditional avenues to reach candidates since Mr. Bock joined the company. Job boards like Monster.com, he says, "generate many, many applicants and vanishingly few actual hires." Recruiting firms are also unpopular in Mountain View: They tend to provide companies with specialists, and Google wants generalists. The company prefers "clever and curious over someone who actually knew what he was doing." In other words, they want people who will try something new.
Mr. Bock notes more than once that it's harder to get a job at Google than it is to get accepted at Harvard. Yet despite receiving around two million applicants every year for a few thousand positions, Google spends twice as much as a percentage of its budget on recruiting than the average company.
It may seem counterintuitive to invest so heavily in recruiting when the best and brightest are beating a path to your company's door. But this is one of Mr. Bock's biggest lessons: Outside of college campuses, the best and brightest are usually not looking for a job. Top performers are doing well where they are; odds are they are enjoying it and being suitably rewarded. Google therefore strives to identify those top people-those passive job seekers who aren't thinking about applying to work at Google (or often anywhere else)-and cultivating them, sometimes over years. They do this through an in-house recruiting team and a candidate database (gHire), which scours the Internet and tracks potential top candidates. Then Google recruiters start networking with them through phone calls and emails, doing whatever it takes to get them hired, including agreeing to hire away entire teams and open new offices, as the company did in Aarhus, Denmark, when they discovered a group of top-tier engineers based in the city.
Executives should note that, while Google spends more than most on recruiting, it spends far less on training. Top people need less training. And the lesson for talent is watch to how you're recruited: It's an indication of the company's mind-set and the talent you'll be working with.
Recruiters at top companies, who are usually inundated with résumés, often limit where they recruit from and the avenues from which to apply. Mr. Bock says that's a mistake: The right policy is to increase access; just have smarter filters. In Google's case, this involves using an internal tool called qDroid that provides interviewers with pre-formulated questions. Alongside administering the all-important sample work test, Google strongly recommends that its interviewers assess for cognitive ability, conscientiousness (will an applicant see a job through to completion?) and leadership. Notably, Mr. Bock writes that the company today prefers "to take a bright, hardworking student who graduated from the top of her class at a state school over an average or even above-average Ivy League grad" because Google prioritizes resilience and overcoming hardship.
Recruiters are encouraged to think like Astro Teller, who heads Google X, which is responsible for innovations like Google Glass and self-driving cars. "If you want your car to get fifty miles per gallon, fine. You can retool your car a little bit. But if I tell you it has to run on a gallon of gas for five hundred miles, you have to start over." In that vein, I would encourage Google and other companies to more actively recruit from communities that traditionally won't apply for those jobs-new immigrants, minorities and people from poor communities. If companies stop focusing on the résumé and instead on potential, those millions of unconnected Americans are a great untapped market.
Mr. Bock was born in communist Romania, a country he describes as similar to North Korea today. One thinks about Emma Lazarus's famous poem inscribed on the Statue of Liberty: "Give me your tired, your poor, Your huddled masses yearning to breathe free." Why didn't America ask for the very best from other countries, those with the glowing résumés and three-piece suits? Because what matters is not your history but what you'll do when you land.
Mr. Freedman is the chief strategy officer and head of business development at Apploi, a mobile jobs and hiring platform. He blogs at www.freedthinker.com<http://www.freedthinker.com>.
Ian Kennedy
President
203-538-8802
www.schegggroup.com<Ian%20Kennedy.htm#_top>
Follow us on LinkedIn @The Schegg Group<https://www.linkedin.com/company/the-schegg-group?trk=feed-liker>
A Woman Owned Small Business
[cid:image001.jpg@01D0710C.940116F0]
[cid:image002.jpg@01D0710C.940116F0]<http://www.linkedin.com/in/ibkennedy>
We are a proud founding member of the [cid:image003.png@01D0710C.940116F0] Global Outplacement Alliance<http://www.globaloutplacementalliance.com/> with more than 200 offices throughout the U.S. and affiliate offices worldwide. For information on our outplacement programs click here<http://www.schegggroup.com/outplacement>.
We conduct searches across a broad spectrum of industry and service sectors and to fill diverse positions. We currently have several searches underway. Please click here<http://www.schegggroup.com/search-practice/search-openings/> to see the open positions.
Please click here<http://www.schegggroup.com/search-practice/submit-your-resume/> to upload your resume to our database.
For information on our coaching programs click here<http://www.schegggroup.com/coaching/>.
***This information may be confidential and/or privileged. Use of this information by anyone other than the intended recipient is prohibited. If you receive this in error, please inform the sender and remove any record of this message. ***
Please consider the environment before printing this e-mail
Tue Apr 7, 2015 6:35 am (PDT) . Posted by:
"Keith Bogen SPHR" hrslugger2002
Silicon Valley Star Search
Google spends twice as much on recruiting than the average company, even though it gets two million applicants a year.By Daniel FreedmanApril 6, 2015 7:00 p.m. ET A warning from Google to job seekers and recruiters: The résumé is dying. Through extensive trial, error and testing, the tech giant has found that the traditional way of attracting job seekers—post a job, screen résumés, interview, hire—isn't going to get you the best candidates.That's because it reflects a misunderstanding of what makes a candidate successful in a job. It's not your work history or your grades. It's not how much industry experience you have. Nor it is whether you can solve brain teasers, or even show general cognitive ability, although that's very important. The biggest predictor of whether you'll succeed, Laszlo Bock outlines in "Work Rules!," is how you fare in a sample work test. Whether recruiting for an entry-level position at a call center or for a seasoned engineer at Apple, a company needs to see people in action. For example, hearing how a job candidate keeps calm talking to an irate customer or watching how the person would solve a coding challenge.That may sound obvious, but consider that today most companies conduct their initial filter of job applicants based on a version of the traditional résumé. Work tests come later, if at all. What that means is that, in most jobs, potentially the best candidates—those who would ace the work test—never make it past the first round. That has serious implications for a company's performance. Mr. Bock joined Google in 2006 when there were 6,000 employees. Today there are more than 50,000. His title is head of "People Operations," rather than the typical "Human Resources," and by taking readers through the different recruiting and talent-management practices Google has tried during his tenure, Mr. Bock explains how the company got where it is today.Google ditched many of the traditional avenues to reach candidates since Mr. Bock joined the company. Job boards like Monster.com, he says, "generate many, many applicants and vanishingly few actual hires." Recruiting firms are also unpopular in Mountain View: They tend to provide companies with specialists, and Google wants generalists. The company prefers "clever and curious over someone who actually knew what he was doing." In other words, they want people who will try something new. Mr. Bock notes more than once that it's harder to get a job at Google than it is to get accepted at Harvard. Yet despite receiving around two million applicants every year for a few thousand positions, Google spends twice as much as a percentage of its budget on recruiting than the average company. It may seem counterintuitive to invest so heavily in recruiting when the best and brightest are beating a path to your company's door. But this is one of Mr. Bock's biggest lessons: Outside of college campuses, the best and brightest are usually not looking for a job. Top performers are doing well where they are; odds are they are enjoying it and being suitably rewarded. Google therefore strives to identify those top people—those passive job seekers who aren't thinking about applying to work at Google (or often anywhere else)—and cultivating them, sometimes over years. They do this through an in-house recruiting team and a candidate database (gHire), which scours the Internet and tracks potential top candidates. Then Google recruiters start networking with them through phone calls and emails, doing whatever it takes to get them hired, including agreeing to hire away entire teams and open new offices, as the company did in Aarhus, Denmark, when they discovered a group of top-tier engineers based in the city.Executives should note that, while Google spends more than most on recruiting, it spends far less on training. Top people need less training. And the lesson for talent is watch to how you're recruited: It's an indication of the company's mind-set and the talent you'll be working with. Recruiters at top companies, who are usually inundated with résumés, often limit where they recruit from and the avenues from which to apply. Mr. Bock says that's a mistake: The right policy is to increase access; just have smarter filters. In Google's case, this involves using an internal tool called qDroid that provides interviewers with pre-formulated questions. Alongside administering the all-important sample work test, Google strongly recommends that its interviewers assess for cognitive ability, conscientiousness (will an applicant see a job through to completion?) and leadership. Notably, Mr. Bock writes that the company today prefers "to take a bright, hardworking student who graduated from the top of her class at a state school over an average or even above-average Ivy League grad" because Google prioritizes resilience and overcoming hardship.Recruiters are encouraged to think like Astro Teller, who heads Google X, which is responsible for innovations like Google Glass and self-driving cars. "If you want your car to get fifty miles per gallon, fine. You can retool your car a little bit. But if I tell you it has to run on a gallon of gas for five hundred miles, you have to start over." In that vein, I would encourage Google and other companies to more actively recruit from communities that traditionally won't apply for those jobs—new immigrants, minorities and people from poor communities. If companies stop focusing on the résumé and instead on potential, those millions of unconnected Americans are a great untapped market.Mr. Bock was born in communist Romania, a country he describes as similar to North Korea today. One thinks about Emma Lazarus's famous poem inscribed on the Statue of Liberty: "Give me your tired, your poor, Your huddled masses yearning to breathe free." Why didn't America ask for the very best from other countries, those with the glowing résumés and three-piece suits? Because what matters is not your history but what you'll do when you land.Mr. Freedman is the chief strategy officer and head of business development at Apploi, a mobile jobs and hiring platform. 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Google spends twice as much on recruiting than the average company, even though it gets two million applicants a year.By Daniel FreedmanApril 6, 2015 7:00 p.m. ET A warning from Google to job seekers and recruiters: The résumé is dying. Through extensive trial, error and testing, the tech giant has found that the traditional way of attracting job seekers—post a job, screen résumés, interview, hire—isn't going to get you the best candidates.That's because it reflects a misunderstanding of what makes a candidate successful in a job. It's not your work history or your grades. It's not how much industry experience you have. Nor it is whether you can solve brain teasers, or even show general cognitive ability, although that's very important. The biggest predictor of whether you'll succeed, Laszlo Bock outlines in "Work Rules!," is how you fare in a sample work test. Whether recruiting for an entry-level position at a call center or for a seasoned engineer at Apple, a company needs to see people in action. For example, hearing how a job candidate keeps calm talking to an irate customer or watching how the person would solve a coding challenge.That may sound obvious, but consider that today most companies conduct their initial filter of job applicants based on a version of the traditional résumé. Work tests come later, if at all. What that means is that, in most jobs, potentially the best candidates—those who would ace the work test—never make it past the first round. That has serious implications for a company's performance. Mr. Bock joined Google in 2006 when there were 6,000 employees. Today there are more than 50,000. His title is head of "People Operations," rather than the typical "Human Resources," and by taking readers through the different recruiting and talent-management practices Google has tried during his tenure, Mr. Bock explains how the company got where it is today.Google ditched many of the traditional avenues to reach candidates since Mr. Bock joined the company. Job boards like Monster.com, he says, "generate many, many applicants and vanishingly few actual hires." Recruiting firms are also unpopular in Mountain View: They tend to provide companies with specialists, and Google wants generalists. The company prefers "clever and curious over someone who actually knew what he was doing." In other words, they want people who will try something new. Mr. Bock notes more than once that it's harder to get a job at Google than it is to get accepted at Harvard. Yet despite receiving around two million applicants every year for a few thousand positions, Google spends twice as much as a percentage of its budget on recruiting than the average company. It may seem counterintuitive to invest so heavily in recruiting when the best and brightest are beating a path to your company's door. But this is one of Mr. Bock's biggest lessons: Outside of college campuses, the best and brightest are usually not looking for a job. Top performers are doing well where they are; odds are they are enjoying it and being suitably rewarded. Google therefore strives to identify those top people—those passive job seekers who aren't thinking about applying to work at Google (or often anywhere else)—and cultivating them, sometimes over years. They do this through an in-house recruiting team and a candidate database (gHire), which scours the Internet and tracks potential top candidates. Then Google recruiters start networking with them through phone calls and emails, doing whatever it takes to get them hired, including agreeing to hire away entire teams and open new offices, as the company did in Aarhus, Denmark, when they discovered a group of top-tier engineers based in the city.Executives should note that, while Google spends more than most on recruiting, it spends far less on training. Top people need less training. And the lesson for talent is watch to how you're recruited: It's an indication of the company's mind-set and the talent you'll be working with. Recruiters at top companies, who are usually inundated with résumés, often limit where they recruit from and the avenues from which to apply. Mr. Bock says that's a mistake: The right policy is to increase access; just have smarter filters. In Google's case, this involves using an internal tool called qDroid that provides interviewers with pre-formulated questions. Alongside administering the all-important sample work test, Google strongly recommends that its interviewers assess for cognitive ability, conscientiousness (will an applicant see a job through to completion?) and leadership. Notably, Mr. Bock writes that the company today prefers "to take a bright, hardworking student who graduated from the top of her class at a state school over an average or even above-average Ivy League grad" because Google prioritizes resilience and overcoming hardship.Recruiters are encouraged to think like Astro Teller, who heads Google X, which is responsible for innovations like Google Glass and self-driving cars. "If you want your car to get fifty miles per gallon, fine. You can retool your car a little bit. But if I tell you it has to run on a gallon of gas for five hundred miles, you have to start over." In that vein, I would encourage Google and other companies to more actively recruit from communities that traditionally won't apply for those jobs—new immigrants, minorities and people from poor communities. If companies stop focusing on the résumé and instead on potential, those millions of unconnected Americans are a great untapped market.Mr. Bock was born in communist Romania, a country he describes as similar to North Korea today. One thinks about Emma Lazarus's famous poem inscribed on the Statue of Liberty: "Give me your tired, your poor, Your huddled masses yearning to breathe free." Why didn't America ask for the very best from other countries, those with the glowing résumés and three-piece suits? Because what matters is not your history but what you'll do when you land.Mr. Freedman is the chief strategy officer and head of business development at Apploi, a mobile jobs and hiring platform. He blogs at www.freedthinker.
Tue Apr 7, 2015 6:40 am (PDT) . Posted by:
"Keith Bogen SPHR" hrslugger2002
Hello again from San Francisco!
Wishing you a slightly belated Happy Easter,
Happy Passover & Happy Spring!
Last Thursday I hosted our 75th Career Wake Up Call.
I'm really excited about the new format, and great
feedback has been pouring in. Yet, many people
shared that they wanted to make the call, but
couldn't because of other family obligations.
If you missed the call, you don't have to be left in
the dark because I'm sharing a replay of the call here...
http://careerwakeupcalls.com/replay-075/
...but there's a catch...the call is only going to be
available until this Friday at midnight when it
will turn into a pumpkin!
While you may have missed out on the live giveaway
I had on the call, you can still learn a lot from the
great questions listeners sent in that I answered.
And you'll get to hear my two new segments:
the Recruiter Round-up and the Candidate Spotlight.
I also shared a link where I'll be posting new leads
for open jobs all around the country as I receive them.
There was something on the call for everyone!
So, don't miss your last chance to catch this call
before Friday at midnight. And, please feel free
to forward this email to your networking groups
or any friends who might be searching for a job.
Regards,
Absolutely Abby
Your Host for the Career Wake Up Calls
==============================================
Forward this email to a friend:
http://us1.forward-to-friend.com/forward?u=9f2404caa3078db07ebfe0787&id=ca1c8f3ad3&e=261c657a64
Update your profile:
http://CareerWakeUpCalls.us1.list-manage1.com/profile?u=9f2404caa3078db07ebfe0787&id=fdd756d0e9&e=261c657a64
Wishing you a slightly belated Happy Easter,
Happy Passover & Happy Spring!
Last Thursday I hosted our 75th Career Wake Up Call.
I'm really excited about the new format, and great
feedback has been pouring in. Yet, many people
shared that they wanted to make the call, but
couldn't because of other family obligations.
If you missed the call, you don't have to be left in
the dark because I'm sharing a replay of the call here...
http://careerwakeupcalls.com/replay-075/
...but there's a catch...the call is only going to be
available until this Friday at midnight when it
will turn into a pumpkin!
While you may have missed out on the live giveaway
I had on the call, you can still learn a lot from the
great questions listeners sent in that I answered.
And you'll get to hear my two new segments:
the Recruiter Round-up and the Candidate Spotlight.
I also shared a link where I'll be posting new leads
for open jobs all around the country as I receive them.
There was something on the call for everyone!
So, don't miss your last chance to catch this call
before Friday at midnight. And, please feel free
to forward this email to your networking groups
or any friends who might be searching for a job.
Regards,
Absolutely Abby
Your Host for the Career Wake Up Calls
==============================================
Forward this email to a friend:
http://us1.forward-to-friend.com/forward?u=9f2404caa3078db07ebfe0787&id=ca1c8f3ad3&e=261c657a64
Update your profile:
http://CareerWakeUpCalls.us1.list-manage1.com/profile?u=9f2404caa3078db07ebfe0787&id=fdd756d0e9&e=261c657a64
Tue Apr 7, 2015 7:16 am (PDT) . Posted by:
"Keith Bogen SPHR" hrslugger2002
Department of Homeless Services (DHS) Liaison - New York City, New York Purpose of the Position: The Department of Homeless Services (DHS) Liaison, working in conjunction with all Back 2 Work departments, will develop relationships and execute successful strategies for communication and the sharing of information with over 100 New York City Department of Homeless Services shelters located throughout the Bronx and Manhattan. The DHS Liaison is the point person responsible for communicating and assisting in the securing of pertinent client information and documentation, as well as the resolution of client issues related to housing, including shelter passes and transfers. Essential Functions
- Develop relationships between DHS shelter providers and the Back 2 Work program
- Build rapport with shelter staff and leadership and maintain a database of shelter locations and contacts
- Conduct shelter outreach for the purposes of employment documentation requests, customer incidents, and customer advocacy
- Maintain a detailed record of all shelter outreach and results, attending shelter provider meetings and assisting in the implementation of all new DHS initiatives
- Assist with the implementation and coordination of new initiatives targeted at long term DHS shelter stayers and other customers with barriers to employment
Knowledge, Skills and Abilities
- Excellent organizational and time management skills required
- Excellent verbal and written communication skills, strong organizational and time management skills, the ability to multitask, and a great sense of judgment
- Ability to run and maintain reports from various sources, such as Excel and internal databases. Proficient in MS Office, including Word and Excel
- Bilingual (English-Spanish) highly preferred
Qualifications Education:
- Bachelor's degree in Human Services, Education, Social Work, or a related field preferred
Experience:
- Minimum (1) year experience in a nonprofit or human services setting, and/or workforce development preferred
- 1 year experience or demonstrated interest in working with homeless populations on public assistance, criminal backgrounds, and the economically disadvantaged
OR An equivalent combination of related education and experience Program Description: Fedcap Rehabilitation Services, Inc. (Fedcap), a New York City-based not-for-profit human services agency, is contracted by the New York City Human Resources Administration to operate the City of New York Back to Work (B2W) program. B2W is workforce development program founded and administered by the New York City Human Resources Administration (HRA)to provide job readiness training, placement services and vocational training to applicants and recipients of cash assistance. These activities, shaped according to the background and skills of each individual, include short-term job search, vocational training, work experience or basic education. Through these services, in a structured and professional environment, B2W builds on each individual's capacity to achieve job placement and ultimately career advancement. To apply, please send resumes to Charlyene Latimer, Fedcap Contract HR Staffing Project Manager, atclatimer@fedcap.org, Subject: B2W Application – Case Manager. You may also apply to additional opportunities on our website:http://www.fedcap.org/about-us/career-opportunities Charlyene Latimer, Contract HR Staffing Project Manager Fedcap Rehabilitation Services, Inc. 633 Third Avenue, 6th Floor New York, New York 10017 Direct: 212-727-4325 Email:CLatimer@fedcap.org Website:www.fedcap.org For Career Opportunities, apply online at:http://www.fedcap.org/about-us/career-opportunities Creating opportunities for people with barriers to move toward economic independence. <!--#yiv2204065837 _filtered #yiv2204065837 {font-family:Helvetica;panose-1:2 11 6 4 2 2 2 2 2 4;} _filtered #yiv2204065837 {font-family:Wingdings;panose-1:5 0 0 0 0 0 0 0 0 0;} _filtered #yiv2204065837 {font-family:Wingdings;panose-1:5 0 0 0 0 0 0 0 0 0;} _filtered #yiv2204065837 {font-family:Calibri;panose-1:2 15 5 2 2 2 4 3 2 4;} _filtered #yiv2204065837 {font-family:Tahoma;panose-1:2 11 6 4 3 5 4 4 2 4;}#yiv2204065837 #yiv2204065837 p.yiv2204065837MsoNormal, #yiv2204065837 li.yiv2204065837MsoNormal, #yiv2204065837 div.yiv2204065837MsoNormal {margin:0in;margin-bottom:.0001pt;font-size:11.0pt;font-family:"Calibri", "sans-serif";}#yiv2204065837 a:link, #yiv2204065837 span.yiv2204065837MsoHyperlink {color:blue;text-decoration:underline;}#yiv2204065837 a:visited, #yiv2204065837 span.yiv2204065837MsoHyperlinkFollowed {color:purple;text-decoration:underline;}#yiv2204065837 p.yiv2204065837MsoAcetate, #yiv2204065837 li.yiv2204065837MsoAcetate, #yiv2204065837 div.yiv2204065837MsoAcetate {margin:0in;margin-bottom:.0001pt;font-size:8.0pt;font-family:"Tahoma", "sans-serif";}#yiv2204065837 span.yiv2204065837EmailStyle17 {font-family:"Calibri", "sans-serif";color:windowtext;}#yiv2204065837 span.yiv2204065837BalloonTextChar {font-family:"Tahoma", "sans-serif";}#yiv2204065837 .yiv2204065837MsoChpDefault {font-family:"Calibri", "sans-serif";} _filtered #yiv2204065837 {margin:1.0in 1.0in 1.0in 1.0in;}#yiv2204065837 div.yiv2204065837WordSection1 {}#yiv2204065837 _filtered #yiv2204065837 {} _filtered #yiv2204065837 {font-family:Symbol;} _filtered #yiv2204065837 {font-family:"Courier New";} _filtered #yiv2204065837 {font-family:Wingdings;} _filtered #yiv2204065837 {font-family:Symbol;} _filtered #yiv2204065837 {font-family:"Courier New";} _filtered #yiv2204065837 {font-family:Wingdings;} _filtered #yiv2204065837 {font-family:Symbol;} _filtered #yiv2204065837 {font-family:"Courier New";} _filtered #yiv2204065837 {font-family:Wingdings;} _filtered #yiv2204065837 {} _filtered #yiv2204065837 {font-family:Symbol;} _filtered #yiv2204065837 {font-family:"Courier New";} _filtered #yiv2204065837 {font-family:Wingdings;} _filtered #yiv2204065837 {font-family:Symbol;} _filtered #yiv2204065837 {font-family:"Courier New";} _filtered #yiv2204065837 {font-family:Wingdings;} _filtered #yiv2204065837 {font-family:Symbol;} _filtered #yiv2204065837 {font-family:"Courier New";} _filtered #yiv2204065837 {font-family:Wingdings;}#yiv2204065837 ol {margin-bottom:0in;}#yiv2204065837 ul {margin-bottom:0in;}-->
- Develop relationships between DHS shelter providers and the Back 2 Work program
- Build rapport with shelter staff and leadership and maintain a database of shelter locations and contacts
- Conduct shelter outreach for the purposes of employment documentation requests, customer incidents, and customer advocacy
- Maintain a detailed record of all shelter outreach and results, attending shelter provider meetings and assisting in the implementation of all new DHS initiatives
- Assist with the implementation and coordination of new initiatives targeted at long term DHS shelter stayers and other customers with barriers to employment
Knowledge, Skills and Abilities
- Excellent organizational and time management skills required
- Excellent verbal and written communication skills, strong organizational and time management skills, the ability to multitask, and a great sense of judgment
- Ability to run and maintain reports from various sources, such as Excel and internal databases. Proficient in MS Office, including Word and Excel
- Bilingual (English-Spanish) highly preferred
Qualifications Education:
- Bachelor's degree in Human Services, Education, Social Work, or a related field preferred
Experience:
- Minimum (1) year experience in a nonprofit or human services setting, and/or workforce development preferred
- 1 year experience or demonstrated interest in working with homeless populations on public assistance, criminal backgrounds, and the economically disadvantaged
OR An equivalent combination of related education and experience Program Description: Fedcap Rehabilitation Services, Inc. (Fedcap), a New York City-based not-for-profit human services agency, is contracted by the New York City Human Resources Administration to operate the City of New York Back to Work (B2W) program. B2W is workforce development program founded and administered by the New York City Human Resources Administration (HRA)to provide job readiness training, placement services and vocational training to applicants and recipients of cash assistance. These activities, shaped according to the background and skills of each individual, include short-term job search, vocational training, work experience or basic education. Through these services, in a structured and professional environment, B2W builds on each individual's capacity to achieve job placement and ultimately career advancement. To apply, please send resumes to Charlyene Latimer, Fedcap Contract HR Staffing Project Manager, atclatimer@fedcap.org, Subject: B2W Application – Case Manager. You may also apply to additional opportunities on our website:http://www.fedcap.org/about-us/career-opportunities Charlyene Latimer, Contract HR Staffing Project Manager Fedcap Rehabilitation Services, Inc. 633 Third Avenue, 6th Floor New York, New York 10017 Direct: 212-727-4325 Email:CLatimer@fedcap.org Website:www.fedcap.org For Career Opportunities, apply online at:http://www.fedcap.org/about-us/career-opportunities Creating opportunities for people with barriers to move toward economic independence. <!--#yiv22040658
Tue Apr 7, 2015 7:23 am (PDT) . Posted by:
"avi wagshol" awagshol
---------- Forwarded message ----------
From: Amanda Pescatore <apescatore@asn-corp.com>
Date: Tue, Apr 7, 2015 at 10:06 AM
Subject: Windows Admin/Support Opportunity in NJ- Please contact me at your
earliest convenience.
To: aviwagshol@gmail.com
04/07/15 9:53 AM
Greetings,Abraham
My name is Amanda and I'm an IT Recruiter at Alliance Sourcing Network.
Your resume shows that you are an experienced IT professional with
experience in Windows Administration and support . This experience is
relevant to one of my current openings.
The opening requires experience with Hardware and Software installs and
upgrades on Windows 2003 and Windows XP as well as understanding with LAN
technologies. . It is located in Paramus, NJ.
Member of a team responsible for maintaining physical and virtual software
test environments and test lab infrastructure in support of testing a large
suite of automated applications.
Works closely with multiple groups to perform complex server and
workstation installation procedures.
Troubleshoots and resolves technical problems, performs routine backups and
restores, maintains & upgrades network hardware & mass storage. Installs
and repair server and workstation hardware.
*Primary Skills: Support, Windows Administration, LAN Technologies.*
If you are qualified, available, interested, planning to make a change, or
know of a friend who might have the required qualifications and interest,
please call me ASAP at (201) 438-2005 Ext.304, even if we have spoken
recently about a different position. If you do respond via e-mail please
include an update word resume, daytime phone number so I can reach you. In
considering candidates, time is of the essence, so please respond ASAP.
Thank you.
Sincerely yours,
Amanda Pescatore
Recruiter of Professional Services
Alliance Sourcing Network, Inc. (ASN)
1099 Wall Street
Lyndhurst, NJ 07101
Office: (201) 438-2005 Ext.304
Email: apescatore@asn-corp.com
Note: Please allow me to reiterate that I chose to contact you either
because your resume had been posted to one of the internet job sites to
which we subscribe, or you had previously submitted your resume to ASN. I
assumed that you are either looking for a new employment opportunity, or
you are interested in investigating the current job market.
If you are not currently seeking employment, or if you would prefer I
contact you at some later date, please indicate your date of availability
so that I may honor your request. In any event, I respectfully recommend
you continue to avail yourself to the employment options and job market
information we provide with our e-mail notices.
Thanks again.
Amanda
If you would like to unsubscribe from Alliance Sourcing Network, please
click here
<http://careers.asn-corp.com/optout.jsp?d=3132305f61766977616773686f6c40676d61696c2e636f6d&e=131&t11=1428415598031>
.
Lookup Candidate
<http://careers.asn-corp.com/employers/open_candidate.jsp?canid=12554287245691825969405447041315&teamid=0&docids=-1&enc=1&rfqid=8554894>
ᐧ
From: Amanda Pescatore <apescatore@asn-corp.com>
Date: Tue, Apr 7, 2015 at 10:06 AM
Subject: Windows Admin/Support Opportunity in NJ- Please contact me at your
earliest convenience.
To: aviwagshol@gmail.com
04/07/15 9:53 AM
Greetings,Abraham
My name is Amanda and I'm an IT Recruiter at Alliance Sourcing Network.
Your resume shows that you are an experienced IT professional with
experience in Windows Administration and support . This experience is
relevant to one of my current openings.
The opening requires experience with Hardware and Software installs and
upgrades on Windows 2003 and Windows XP as well as understanding with LAN
technologies. . It is located in Paramus, NJ.
Member of a team responsible for maintaining physical and virtual software
test environments and test lab infrastructure in support of testing a large
suite of automated applications.
Works closely with multiple groups to perform complex server and
workstation installation procedures.
Troubleshoots and resolves technical problems, performs routine backups and
restores, maintains & upgrades network hardware & mass storage. Installs
and repair server and workstation hardware.
*Primary Skills: Support, Windows Administration, LAN Technologies.*
If you are qualified, available, interested, planning to make a change, or
know of a friend who might have the required qualifications and interest,
please call me ASAP at (201) 438-2005 Ext.304, even if we have spoken
recently about a different position. If you do respond via e-mail please
include an update word resume, daytime phone number so I can reach you. In
considering candidates, time is of the essence, so please respond ASAP.
Thank you.
Sincerely yours,
Amanda Pescatore
Recruiter of Professional Services
Alliance Sourcing Network, Inc. (ASN)
1099 Wall Street
Lyndhurst, NJ 07101
Office: (201) 438-2005 Ext.304
Email: apescatore@asn-corp.com
Note: Please allow me to reiterate that I chose to contact you either
because your resume had been posted to one of the internet job sites to
which we subscribe, or you had previously submitted your resume to ASN. I
assumed that you are either looking for a new employment opportunity, or
you are interested in investigating the current job market.
If you are not currently seeking employment, or if you would prefer I
contact you at some later date, please indicate your date of availability
so that I may honor your request. In any event, I respectfully recommend
you continue to avail yourself to the employment options and job market
information we provide with our e-mail notices.
Thanks again.
Amanda
If you would like to unsubscribe from Alliance Sourcing Network, please
click here
<http://careers.asn-corp.com/optout.jsp?d=3132305f61766977616773686f6c40676d61696c2e636f6d&e=131&t11=1428415598031>
.
Lookup Candidate
<http://careers.asn-corp.com/employers/open_candidate.jsp?canid=12554287245691825969405447041315&teamid=0&docids=-1&enc=1&rfqid=8554894>
ᐧ
Tue Apr 7, 2015 8:51 am (PDT) . Posted by:
"John Barry" itechjohn
The next Northern Fairfield Professionals (NFP) meeting on Tuesday, April 14th.
Our guest speaker Michael Shavel from CT Department of Labor presenting on Job Search Strategies.
NFP is where people meet to expand their network connections, as well as learn the tools needed to advance their careers. Business professionals from all industries and career levels are welcome to attend our monthly meetings.
Our philosophy is to build reciprocal relationships where business professionals can exchange ideas, job leads, and build networking skills.
We usually have a guest speaker discuss a topic of interest for business professionals.
Northern Fairfield Professionals (NFP) meets the 2nd Tuesday of every month from 5:30 - 8 pm. Attendance to NFP is free.
Networking from 5:30-6:00pm with a speaker presentation from 6:00pm to 7:30. Networking until 8 pm.
Location: The Knights of Columbus building at Saint Rose in Newtown CT, located at 46 Church Hill Road; behind Saint Rose church to the far left.
Please go in the entrance for Saint Rose church and drive in back of the church to the far left.
The building has 3 garage doors on the first floor with the meeting room upstairs.
The entrance is the door on the left front of the building.
Contact Number: 203-270-0051
***Attendance to NFP meetings remains free
If you would like to be added to our Evite list announcing our upcoming meetings, please email NFP@ITechcp.com <mailto:NFP@ITechcp.com>
Speaker: Michael Shavel from CT Department of Labor
Topic: Job Search Strategies.
Michael Shavel is a Career Counselor with the CT Dept of Labor where he has been employed for the past 24 years. He is a Nationally Certified Counselor and a Certified Professional Resume Writer. Michael enjoys providing career counseling and job search assistance to a wide variety of job seekers from entry level to upper management.
***Registration with the American Job Center is required to attend this workshop. To register for this event presented by the CT Dept of Labor, please RSVP via email or phone call to:
Michael Shavel michael.shavel@ct.gov <mailto:michael.shavel@ct.gov> or 203-455-2707
Or
Kristina Stevenson Kristina.stevenson@ct.gov <mailto:Kristina.stevenson@ct.gov> or 203-455-2704
Best regards,
John Barry
ITech Consulting Partners
30 Church Hill Road
Newtown, CT 06470
203-270-0051 Ext: 301
203-270-0071 Fax
<mailto:john@itechcp.com> john@itechcp.com
<http://www.itechcp.com> www.itechcp.com
Providing IT professionals on a contract or fulltime basis.
Please visit our website for more information about our company and a list of our hot jobs: <http://www.itechcp.com/> www.itechcp.com
linkedin profile: <http://www.linkedin.com/in/johnbarryitech> www.linkedin.com/in/johnbarryitech
<http://www.facebook.com/pages/Newtown-CT/ITech-Consulting-Partners/500931085054#!/pages/Newtown-CT/ITech-Consulting-Partners/500931085054?v=wall> http://www.facebook.com/pages/Newtown-CT/ITech-Consulting-Partners/500931085054#!/pages/Newtown-CT/ITech-Consulting-Partners/500931085054?v=wall
<http://www.twitter.com/itechcpjobs> www.twitter.
Tue Apr 7, 2015 11:02 am (PDT) . Posted by:
"Keith Bogen SPHR" hrslugger2002
Account Manager
New York City, New York Purpose of the Position: The Account Manager, working in conjunction with the Business Development and Career Services team, will develop and execute successful strategies for recruiting and screening unemployed participants for external and internal job opportunities. The Account Manager connects job seekers with available opportunities, assists with the job placement process, and ultimately helps guides participants into economic self-sufficiency. Essential Functions · Facilitate recruitment information sessions and workshops. Recruit for and fill external job orders for open employment positions · Recruit for and fill internal opportunities and hard skills trainings. Assist in the coordination in-house job fairs and large scale recruitment events · Ensure participants meet eligibility requirements and complete all application materials (application, online profile, etc.) · Prepare participants for interviews, ensuring participants have knowledge of the company and position. Successfully match qualified training graduates to employment opportunities · Maintain accurate and detailed files and case notes on participants · Ability to communicate and complete reports in Spanish for Spanish-speaking clients Qualifications Education: · Bachelor's degree in Human Services, Education, Social Work, or a related field preferred Experience: · Minimum (1) year experience in a nonprofit setting, recruiting, successful job placement, and/or workforce development preferred · 1 year experience or demonstrated interest in working with populations on public assistance, criminal backgrounds, and the economically disadvantaged · Minimum (1) year experience providing trainings and/or facilitating workshops OR An equivalent combination of related education and experience Program Description: Fedcap Rehabilitation Services, Inc. (Fedcap), a New York City-based not-for-profit human services agency, is contracted by the New York City Human Resources Administration to operate the City of New York Back to Work (B2W) program. B2W is workforce development program founded and administered by the New York City Human Resources Administration (HRA)to provide job readiness training, placement services and vocational training to applicants and recipients of cash assistance. These activities, shaped according to the background and skills of each individual, include short-term job search, vocational training, work experience or basic education. Through these services, in a structured and professional environment, B2W builds on each individual's capacity to achieve job placement and ultimately career advancement. To apply, please send resumes to Charlyene Latimer, Fedcap Contract HR Staffing Project Manager, atclatimer@fedcap.org, Subject: B2W Application – Account Manager You may also apply to additional opportunities on our website:http://www.fedcap.org/about-us/career-opportunities Charlyene Latimer, Contract HR Staffing Project Manager Fedcap Rehabilitation Services, Inc. 633 Third Avenue, 6th Floor New York, New York 10017 Direct: 212-727-4325 Email:CLatimer@fedcap.org Website:www.fedcap.org For Career Opportunities, apply online at:http://www.fedcap.org/about-us/career-opportunities Creating opportunities for people with barriers to move toward economic independence <!--#yiv7002222235 _filtered #yiv7002222235 {font-family:Helvetica;panose-1:2 11 6 4 2 2 2 2 2 4;} _filtered #yiv7002222235 {font-family:Helvetica;panose-1:2 11 6 4 2 2 2 2 2 4;} _filtered #yiv7002222235 {font-family:Calibri;panose-1:2 15 5 2 2 2 4 3 2 4;} _filtered #yiv7002222235 {font-family:Tahoma;panose-1:2 11 6 4 3 5 4 4 2 4;}#yiv7002222235 #yiv7002222235 p.yiv7002222235MsoNormal, #yiv7002222235 li.yiv7002222235MsoNormal, #yiv7002222235 div.yiv7002222235MsoNormal {margin:0in;margin-bottom:.0001pt;font-size:11.0pt;font-family:"Calibri", "sans-serif";}#yiv7002222235 a:link, #yiv7002222235 span.yiv7002222235MsoHyperlink {color:blue;text-decoration:underline;}#yiv7002222235 a:visited, #yiv7002222235 span.yiv7002222235MsoHyperlinkFollowed {color:purple;text-decoration:underline;}#yiv7002222235 p.yiv7002222235MsoAcetate, #yiv7002222235 li.yiv7002222235MsoAcetate, #yiv7002222235 div.yiv7002222235MsoAcetate {margin:0in;margin-bottom:.0001pt;font-size:8.0pt;font-family:"Tahoma", "sans-serif";}#yiv7002222235 p.yiv7002222235MsoListParagraph, #yiv7002222235 li.yiv7002222235MsoListParagraph, #yiv7002222235 div.yiv7002222235MsoListParagraph {margin-top:0in;margin-right:0in;margin-bottom:0in;margin-left:.5in;margin-bottom:.0001pt;font-size:11.0pt;font-family:"Calibri", "sans-serif";}#yiv7002222235 span.yiv7002222235BalloonTextChar {font-family:"Tahoma", "sans-serif";}#yiv7002222235 .yiv7002222235MsoChpDefault {font-family:"Calibri", "sans-serif";}#yiv7002222235 .yiv7002222235MsoPapDefault {margin-bottom:10.0pt;line-height:115%;} _filtered #yiv7002222235 {margin:1.0in 1.0in 1.0in 1.0in;}#yiv7002222235 div.yiv7002222235WordSection1 {}-->
New York City, New York Purpose of the Position: The Account Manager, working in conjunction with the Business Development and Career Services team, will develop and execute successful strategies for recruiting and screening unemployed participants for external and internal job opportunities. The Account Manager connects job seekers with available opportunities, assists with the job placement process, and ultimately helps guides participants into economic self-sufficiency. Essential Functions · Facilitate recruitment information sessions and workshops. Recruit for and fill external job orders for open employment positions · Recruit for and fill internal opportunities and hard skills trainings. Assist in the coordination in-house job fairs and large scale recruitment events · Ensure participants meet eligibility requirements and complete all application materials (application, online profile, etc.) · Prepare participants for interviews, ensuring participants have knowledge of the company and position. Successfully match qualified training graduates to employment opportunities · Maintain accurate and detailed files and case notes on participants · Ability to communicate and complete reports in Spanish for Spanish-speaking clients Qualifications Education: · Bachelor's degree in Human Services, Education, Social Work, or a related field preferred Experience: · Minimum (1) year experience in a nonprofit setting, recruiting, successful job placement, and/or workforce development preferred · 1 year experience or demonstrated interest in working with populations on public assistance, criminal backgrounds, and the economically disadvantaged · Minimum (1) year experience providing trainings and/or facilitating workshops OR An equivalent combination of related education and experience Program Description: Fedcap Rehabilitation Services, Inc. (Fedcap), a New York City-based not-for-profit human services agency, is contracted by the New York City Human Resources Administration to operate the City of New York Back to Work (B2W) program. B2W is workforce development program founded and administered by the New York City Human Resources Administration (HRA)to provide job readiness training, placement services and vocational training to applicants and recipients of cash assistance. These activities, shaped according to the background and skills of each individual, include short-term job search, vocational training, work experience or basic education. Through these services, in a structured and professional environment, B2W builds on each individual's capacity to achieve job placement and ultimately career advancement. To apply, please send resumes to Charlyene Latimer, Fedcap Contract HR Staffing Project Manager, atclatimer@fedcap.org, Subject: B2W Application – Account Manager You may also apply to additional opportunities on our website:http://www.fedcap.org/about-us/career-opportunities Charlyene Latimer, Contract HR Staffing Project Manager Fedcap Rehabilitation Services, Inc. 633 Third Avenue, 6th Floor New York, New York 10017 Direct: 212-727-4325 Email:CLatimer@fedcap.org Website:www.fedcap.org For Career Opportunities, apply online at:http://www.fedcap.org/about-us/career-opportunities Creating opportunities for people with barriers to move toward economic independence <!--#yiv70022222
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