In order to increase the talent pool in a business companies might consider “Zig-zag” career progression that enables top talent to gain a variety of experiences.

In doing so this replicates the career process that top talent defines for itself when developing a career. This means moving from one company to another and from one responsibility to another.

Placing top talent in one position and maintaining that for too long is likely to create boredom and frustration that eventually means the loss of the talent to one’s competition.

Between 2010 and 2025 it’s estimated that up to 95 million BabyBoomers will leave the US workforce but only 40 million X&Y generation workers will be available to replace them.

Source: Nouriel Roubini Blog

In a recent report into global talent talent it’s been found that business leaders agree that recruiting and retaining talented employees is getting tougher (46.5 per cent saying it was becoming slightly more difficult and 41 per cent believe it is becoming significantly more difficult).

Yet only a quarter of organisations surveyed have a talent management strategy in place and 16 per cent said they had no talent management strategy.Given the low number of businesses with a formal talent management strategy, it’s unsurprising that a third of respondents said their organisation were poor at forecasting the need for talent requirements and being able to retain talent.Recruitment and retention difficulties are seen as being most acute in Asia, whilst business leaders in Western Europe and North America agreed that employee career switching is a major issue in fuelling talent shortages and they are more concerned than their Asian counterparts of the effects of an ageing population.

In recent years with most economies growing and shortages of talent being common, candidates and employees have held the upper hand in workplace negotiations. However with speculation that a U.S. recession could trigger a global business slowdown, the position of power in employment negotiations may soon change.

It’s estimated that the financial downturn is likely to increase job turnover at the senior levels as companies search for executives able to weather the financial storm.

Top search companies and Headhunters in The City are gearing themselves up for an increase in the number of companies searching for senior executives with the right skills and experience.

However, if you think that a financial downturn will reduce salaries or provide a better negotiation platform when discussing the remuneration package with a new hire…then think again.

Senior executives with the necessary skills and experience of working in a financial downturn are few. As a result we estimate that incoming top executives will be demanding higher salaries and more severe severance packages.

We consider that this is more likely where the incoming executive is also a “Change catalyst” and is being recruited to turn the business around or to protect it.

However, we also predict that recruitment for middle management will decline as “change catalysts” shed staff in order to make bottom line savings.

If the press is to be believed this next year is likely to be one where credit is difficult to find, the house market will stagnate, food and oil costs will rise sharply as will demands for pay increases and an increase in industrial conflict. The result will be a fall in sales. Coupled with this will be further business costs attached to increases in employee rights.

There are many strategies to cope with such pressures and save money. One that tends to be an early adoption is to reduce the staff team and/or delay the replacement of staff that leave. Sometimes this is just reducing the fat that was built up in better times but too drastic a policy can lead to an extended recovery process.

There are certain tactics that can be planned that can increase the chances of a fast recovery. These include:

1. During a downturn sales become even more vital. Identify salespeople from outside your business that would be an asset to maintaining or increasing sales and identify their current and future availability. Make your telephone number available to them in the event they need a job

2. Identify new technology that will reduce administration time or costs, review it (vigorously) and install whilst there is the budget available.

3. Review work processes (to reduce bottlenecks) and systems that reduce customer contact time (particularly for the sales team).

4. Review targets and sales expectations and design tactics to cope with a downturn.
   

A strategy for survival through a time of pressure is a poor one unless it looks at a fast recovery.

Some interesting statistics emerged from the conference hosted by SumTotal Systems at BAFTA in London on 3rd October 2007. Among these were that research shows that there is a world demand for salespeople. The demand is also spread over all areas of business. The research confirms BRC’s findings that salespeople are amongst the most sought after employees and the ones, if successful, that tend to survive longest in a financial downturn.

Talented candidates for a job are all different, but there is one thing that they will all be looking for and that’s the best salary they can get. In today’s competitive market a company wanting to attract top talent to it must offer the chosen candidate an attractive salary.

The salary negotiation, however, brings hidden dangers if handled badly. Inevitably the company will want to recruit at the lowest salary they can whilst the prospective new hire is looking to increase it as far as possible. The moment a candidate knows the top end of the salary range they will strive towards that figure. The anticipated result is that both parties meet halfway so that everyone is happy! Too often this doesn’t happen

In the UK many senior jobs are advertised on a Circa £70k (salary about figure). This then becomes the expectation of the candidate whilst the Company will often have a salary figure between £65k to £72k in mind. So having identified their preferred candidate the company will come enter into salary negotiation and start at a salary bid below the one advertised(£68K) with a promise of an increase or bonus after a number of months satisfactory work.

The difficulty with this tactic is that it upsets the relationship with the preferred candidate at the earliest possible stage and the candidate now feels that the company is less trustworthy than anticipated. The result is that the prefferd candidate turns the offer down (causing wasted time and face as the company struggles to offer the post to the second or third candidate). If the preferred candidate accepts the job then it often results in early disgruntlement and the causes for early departure or lack of motivation.

The best position is for a company to make the salary a fixed one at their preferred rate of  £68K and to negotiate on a “reward package” which includes a bonus. Naturally the bonus will be based upon measurable results but the candidate will most likely accept this as a benefit that has been successfully negotiated from the company. As such he/she will congratulate themselves on gaining something that wasn’t on the table in the first place. Whilst the company can work within the salary scale they had originally envisaged paying whilst saying to the candidate that they have driven a hard bargain.

In this way both parties can be satisfied without any loss of face.

The long-awaited credit crunch has arrived.

Whilst many media commentators suggest that the effects will be increased re-posessions and defaulters (although being smaller than in the USA) the effects on the UK economy may be huge. Queues oustide Northern Rock offices to withdraw savings?will only heighten the more hysterical tabloid headlines and increase concern, despite?the fact that the UK economy is sounder than most of the other G7 countries.

However, the squeeze on credit is likely to cause layoffs and “Hiring freeze”. In fact, this has already begun with Lehaman Bros announcing job cuts and much of the UK’s financial square mile halting recruitment. The effect is likely to be increasing unemployment?that will ripple from the City’s square mile as other business prepare for hard times.

But actually halting recruitment altogether might not be a sensible strategic move. A company wanting to exit the downturn faster that its competitors might well use the opportunity to re-inforce its “Top Talent”.??

I’m not?not saying that?companies should?not downsize at all. Just that, if the business can afford it and most banks?and many other companies can, NOW might be the time to attract that “Top?Talent” required to weather the storm. The?talent that companies should consider as good investments?are?Grade “A” strategists, marketeers and salesteams.

Attracting “Top Talent”?at this time should be particularly easy when people in other companies feel pressured by staff cuts and a halt on recruitment. The result could reduce the time that most companies will feel current pain and create a springboard for increased competitiveness.

But one has to wonder how many will be brave enough!

Below are 25 of the most common interview questions, together with some advice.

1. Tell me about yourself:
This is probably the most often asked question at an interviews. It requires short statement answer previously rehearsed. It’s best to restrict the time to under four of five minutes (So as not to bore the interviewer) Be careful that it does not sound
too rehearsed. Start with the item farthest back and work up to the present.

2. Why did you leave your last job?
Always present a positive aspect to the answer, Refrain from talking about problems with management and never speak ill of the previous organization. If you do, you will be the one looking bad.

3. Do you consider yourself successful in your career?
You should always answer yes and briefly explain why. Talk about how you have set goals, those that you have met and those that you expect to achieve in the future.

4. What would your team say about you?
Be prepared with a quote or two from team members.

5. What do you know about this organization?
This question is designed to see if you have undertaken research into the business. Failure to do so can lose a job. I know of one interviewing panel for a drinks firm thast asked “How much is our pint of ***** beer charged in bars? Only one candidate was able to answer and he got the job!

6. What have you done to improve your knowledge or skills in the last year?
Include activities that relate to the job.

7. Why do you want to work for us?
This is a similar question to no5 and can only be based on the
depth of the research you have done. It’s best to relate your answer to your long-term
career goals.

8. Are you a team player?
You are, of course, a team player. Be sure to have examples ready.
However, also specify that you are also a self-starter and self-motivated.

9. Have you ever had to dismiss anyone? How did you feel about that?
Don’t make a joke when answering this question. The point to stress here is that when it comes to the organization versus the individual you will always protect the
organization. It’s also beat to emphasise that the correct HR procedures were followed and that the individual that was fired felt fairly treated. (If that was the case)

10. Have you ever been asked to leave a job?
If you have be honest, be brief.

11. Explain how you would be an asset to this organization
If this question isn’t asked directly then think of a way of answering it anyway by including the information as part of your answer to another question. It gives you a chance to highlight the talent that the organisation wants to hire.

12. Why should we hire you?
See Q 11

13. What irritates you about co-workers, subordinates or a boss?
This is a trap question. Don’t be tempted to answer. Think real hard but fail to come up with anything that irritates you. “I seem to be able to see other peoples actions and opinions as being their best efforts to get the job done.

14. What is your greatest strength?
Numerous answers should be included in your answer. A few good examples:
An ability to manage tasks, problem-solving skills, ability
to work under pressure, leadership skills, positive attitude

15. What would your previous supervisor say your strongest point is?
This is similar to Q14. and again there are endless good answers:
Loyalty, Energy, Problem solver , Leadership qualities, Team player, Technical skills,
Initiative, Patience, Hard work, Creativity.

16. Tell me about a problem you had with a supervisor
deepest of all holes you will dig if you answer. This is a test to see if you will speak ill of
your boss. If you fall for it and tell about a problem with a former
boss, you may as well say “goodbye” to the job there and then. Develop a poor memory about any trouble with a supervisor.

17. Tell me about your ability to work under pressure.
Give an example that relates to the type of position applied for.

18. Are you willing to work overtime? Nights? Weekends?
This is up to you. Be totally honest. If you have family commitments then it’s best to say so now.

19. Would you be willing to relocate if required?
You should be clear on this with your family prior to the interview if
you think there is a chance it may come up. Be honest and save yourself
future grief.

20. Describe your management style.
Try to avoid management jargon. Say that you prefer to manage according to the
situation, instead of a one size fits all model.

21. Do you have any weaknesses?
Another trick question. If you know about any weknesses they should be very minor ones or positive ones. (I tend to take work home too often)

22. What qualities do you look for in a boss?
Talk about the qualities that all bosses claim to posess. A sense of
humor, fair, loyal to subordinates and someone who works to high standards.

23. What position do you prefer on a project team?
Be honest. If you are comfortable in different roles then say so.

24. Describe your work ethic.
Emphasize benefits to the organization. Things like, determination to
get the job done and work hard but enjoy your work are good.

25. What’s been your biggest professional disappointment?
Be sure that you refer to something that was beyond your control.

The Final Question . Do you have any questions for me?
Always have some questions prepared that reinforce your strenghts.

1) Don’t presume that Top Talent will always be available. There’s a world shortage of Top Talent in most business?sectors and that’s likely to become more acute.

2) Decide on the skills, attitude, aptitude and motivation that you require from your talent and then search for it using that criteria.

3) Look at how your competitors attract top talent and seek ways of improving what they do. Review this often as they will seek to copy your strategy.

4) Resist the temptation to “Throw Money at Top Talent”. Remember that talent doesn’t always look for money and in any event there will always be someone who will have more money?than you. Consider other strategies.

5) Identify why talent would be attracted to your firm.

6) Identify why talent stays with you or is leaving.

7) Different types of talent will look for different things. So be flexible in how you develop your talent strategy. One size won’t fit all.

8) Don’t vest all your energy into one small section of talent (such as a graduate programme). The ideal solution is to have talent from top to bottom in the organisation.

9) If your business is a SME consider having a talent strategy for your associates or even suppliers and review this regularly.

10) Remember that if one talented person leaves your business then the risk of losing further talent increases by 50%.?If you can attract top talent to you then your chances of attracting more increases by 50%