Developing a realistic succession plan for critical roles in any organization is a serious undertaking. Identifying, developing, measuring and retaining talent are more than just a series of singular tasks to be tackled in a specified timeframe. Succession planning cannot be an extremely overt effort either; requiring people to groom their replacements is not exactly motivating.
For the majority of candidates, the job interview is the most difficult portion of the hiring process. You’re under the gun to make a strong impression. And research we’ve conducted shows that you don’t have a lot of time to do so. Sixty percent hiring managers form an opinion of job seekers in 10 minutes or less. Almost one in five (18 percent) do it in half that time. With that in mind, here are six interview tips for the next time you’re across the desk from a potential employer — and six people who are doing it wrong, according to managers we’ve surveyed.
So much work, so little time. Maybe there aren’t enough people to get it all done, and it’s time to hire. But attracting the best candidates takes time and, well, let’s face it, money. If hiring is on your agenda in 2014, then let’s talk salary information.
The basic requirements of the Sarbanes-Oxley Act are relatively well-known, having been in effect for more than a decade now. Section 302, which requires that the CEO and CFO personally attest to and sign quarterly and annual financial statements, subject to criminal prosecution for false attestation, has received significant media coverage.
When writing a resume, the spell-check function can be your best friend. But don’t rely on it entirely. As we all know, it won’t catch every error. In particular, it’s unlikely to flag a word that is spelled correctly but used incorrectly.