Kyiv Employer Branding & Engagement Forum 2014

27-28 листопада 2014 року відбувся надзвичайно надихаючий форум – Kyiv Employer Branding & Engagement Forum 2014. Організатор PRP. Співорганізаторами були Mondelez Ukraina.

Отримала заряд енергії, емоцій, мішок різних думок, натхнення для роботи, для making changes and making diffrence… Дуже багато цікавих людей і цікавих розмов. А головне – мільйони ідей. Форум відбувався в Музеї Духовних Скарбів України, що вже само собою створювало своєрідну атмосферу. Падав сніг, з вікон було видно засніжений прекрасний Київ, а всередені були представлені виставки робіт Лілії Тептяєвої та Марії Примаченко, а також відео-інсталяція “Ілюзія присутності”, присвячена Майдану. Справді особливий був дух у цього форуму. Думаю, що всі, хто там був, це відчули.

Оксана Семенюк, як завжди надихала. Вкотре переконуюся, що працюю в одній з найкращих і небайдужих організацій #ILoveMyJob. Гості з Ізраїлю ділилися досвідом, як жити далі, працювати продуктивно, і не втрачати надію в умовах війни. Олег Покальчук без прикрас вказав нам, як суспільству, діагноз – пост травматичний синдром. Кожен за цей рік пережив або особисту трагедію, або співчував оточуючим. Я й сама досі не можу без сліз, ба навіть ридання, дивитися кадри і хроніки з Майдану, АТО… Дмитро Шимків ще не втратив надію змінити щось на краще на держслужбі. You have our support! Павло Шеремета ділився цікавими спогадами. Владислав Рашкован закликав усіх працювати в НБУ, KUDOD, by the way, за оригінальний підхід в рекрутингу :). Якби не мала такої шикарної роботи, їй-Бо, подалась би в НБУ :). Ірена Карпа та Павло Гудімов дискутували з Оксаною Семенюк та Наталією Попович про культуру, культурну політику та корпоративну культуру. І ще було багато-багато цікавих людей, обговорень і доповідей… Згадую щоразу, і знову надихаюсь.

Думаю натхнення вистачить до KEBEF 2015, з нетерпінням його чекатиму наступного року!

Вітаю всіх з Різдвом Христовим, хто святкує його сьогодні! А всім іншим – веселих прийдешніх свят, натхнення та МИРУ нам всім!

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Burning Man

(с) Predictably Irrational by Dan Ariely

Burning Man is an annual weeklong
event of self-expression and self-reliance held in Black
Rock Desert, Nevada, regularly attended by more than
40,000 people. Burning Man started in 1986 on Baker Beach
in San Francisco, when a small crowd designed, built, and
eventually set fire to an eight-foot wooden statue of a man
and a smaller wooden dog. Since then the size of the man being
burned and the number of people who attend the festivities
has grown considerably, and the event is now one of the
largest art festivals, and an ongoing experiment in temporary
community.
Burning Man has many extraordinary aspects, but for me
one of the most remarkable is its rejection of market norms.
Money is not accepted at Burning Man. Rather, the whole
place works as a gift exchange economy—you give things to
other people, with the understanding that they will give
something back to you (or to someone else) at some point in
the future. Thus, people who can cook might fix a meal. Psychologists
offer free counseling sessions. Masseuses massage
those lying on tables before them. Those who have water offer
showers. People give away drinks, homemade jewelry,
and hugs. (I made some puzzles at the hobby shop at MIT,
and gave them to people. Mostly, people enjoyed trying to
solve them.)

The Big Idea: 21st-Century Talent Spotting

Why did the CEO of the electronics business, who seemed so right for the position, fail so miserably? And why did Algorta, so clearly unqualified, succeed so spectacularly? The answer ispotential: the ability to adapt to and grow into increasingly complex roles and environments. Algorta had it; the first CEO did not

read here:

http://hbr.org/2014/06/21st-century-talent-spotting/ar/1

 

 

Business Networking

(c) http://www.businessballs.com/business-networking.htm

Ten Essential Principles

1. Elevator speech. Describe yourself concisely and impressively.
2. Be different. Differentiate yourself. Aim high. Be best at something.
3. Help others. Help others and you will be helped.
4. Personal integrity. Integrity, trust and reputation are vital for networking.
5. Relevant targeting. Groups and contacts relevant to your aims and capabilities.
6. Plans and aims. Plan your networking – and know what you want.
7. Follow up. Following up meetings and referrals makes things happen.
8. Be positive. Be a positive influence on everyone and everything.
9. Sustained focused effort. Be focused – and ever-ready.
10. Life balance. Being balanced and grounded builds assurance.

 

http://www.businessballs.com/business-networking.htm

 

10 Common Networking Mistakes To Avoid

(c) http://www.careerealism.com/common-networking-mistakes/

Here are some common networking mistakes to avoid in your job search:

1. Neglecting The Power Of Face-To-Face Contact

Job seekers “want to do everything online, without actually pressing the flesh and meeting people in person,” said networking and communications technology expert, David Strom. “There is no substitute for getting out there and introducing yourself to people who might know someone who is hiring.”

An article written by Ruth Mantell on the Wall Street Journal website titled “Networking Mistakes We Often Make” agrees with Strom’s deduction. Job seekers are misusing the Internet by relying too much on its networks and forgetting there is less room for rejection when meeting with someone in person (no unanswered e-mails, for example).

“Go to at least two or three meetups a month, and bring business cards and introduce yourself to random people,” said Strom. “Don’t be shy, even if you aren’t the most outgoing person, talk to one or two strangers at these meetups, and see if you can find common ground.”

2. Expecting Too Much Too Quickly

In his article on Inc.com, “Top 5 Most Common Networking Mistakes,” author Jeff Haden writes that it is important to not ask for what we want from networking contacts right away. We’ve got to give before we get.

Take some time, get to know your contact, and see what skills or services you can provide for that person. Try not to think about what they can do for you just yet. The goal is to broaden your network and make meaningful connections so that they can help you later. So, start networking early.           

3. Not Working On Personal Branding

Emdad Khan, graduate consultant at 3 Minute Mile, says that job seekers – particularly Millennials – are not properly branding themselves for the job market.

“Anyone can reel off their qualifications and their ‘skills,’” he says, “my favorite being, I can work well as part of a team, but can work independently as well, but that’s not going to work at a networking event.”

Khan suggests having more self-awareness can help with this networking mistake. “By understanding ourselves, we will be better equipped and more confident in ourselves and our abilities (and indeed shortcomings). We are better able to understand what transferable skills we have, in what environments we work best in, what drives us to work… When meeting people, if you understand yourself, this confidence resonates.”

4. Not Meeting Enough People

Although you want to build strong relationships with your networking contacts, the goal is to meet as many people as possible when you’re at networking events, says an article on MasterMind Connections – a site led by business coach, Chad Coe.

“Ask questions and, presuming you see a fit, politely ask for their card and ask for permission to stay in touch,” states Coe. “Remember, this is not the time to make a sales presentation or to tell your life story. It is the time to spend a few minutes of quality time with someone new and then move on to meet a new prospect.”

5. Lacking Professionalism

“Let’s say someone has found a way to brand themselves,” said Khan, “a way to differentiate themselves, how will people know about you?” Though LinkedIn and other social networks like Facebook and Twitter have made it easier to network and get your name out there, many job seekers fail to keep a professional image of themselves online.

“Spend some time improving your LinkedIn profile and developing your network,” added Strom. “Remove those pictures from Facebook that you shouldn’t have taken, also.”

Remember, no employer wants to hear about your fun weekend in Vegas, let alone a professional network contact.

6. Not Being Specific

When we meet with what we hope are our next job referrals, we want to be specific about our skills and talents. That way, our contacts know who we are and who they should refer us to.

In an article for The Wall Street Journal, chief executive Scott Melland of Dice Holdings, reflected on an executive who was too vague: “A very experienced product executive told me during a single lunch that he wanted to start a company, go back to school and serve on a board. How on earth could I ever help that person? My take-away was that he didn’t know what he wanted to do.”

Be specific and try not bombard your contacts with different, unrelated things you want to accomplish in your professional career.

7. Not Following Through

Another common networking mistake Khan finds is the lack of following through with networking contacts.

“They expect others to come to them,” he said. “More often than not, this will not happen in the work context, and it’s up to the job seeker to follow through. For example, if a job seeker meets a potential lead, and they connect on LinkedIn, what next?”

According to an article titled, “10 Networking Mistakes That Make You Look Dumb,” you have to remember to follow-up with contacts to continue your relationship and building a good network.

Send your contact an e-mail every now and then or give them a call to schedule another meeting, but try not to go overboard. The last thing you want to do is annoy your networking contacts.

8. Not Having Patience

“Building a professional relationship is a lot like a romantic one – fragile,” said Khan.

That being said, you shouldn’t be afraid to work hard to build relationships. According to career coaching website, Success Coaching, one of the top networking mistakes is a lack of patience in conversations and wanting to pitch your sale from the beginning.

You have to build up to your pitch. Focus on the other person for awhile and find ways where you two can continue to connect.

9. Forgetting To Say Thank You

In an article on Forbes.com titled “4 Networking Mistakes You Don’t Know You’re Making,” the author highlights that not showing gratitude to your networking contacts can make a negative impression.  That’s not what you want to leave others with.

Since life can get busy and it’s easy to forget to send out a thank you card, setting a reminder on Gmail to say thank you can help you remember to show your appreciation to your newly acquired professional contacts.

10. Not Dressing Appropriately

Whether it’s a networking event you are attending or simply meeting a contact for lunch – or even a Skype chat – dressing professionally is something you should always keep in mind. You’re trying to get a job, not go out on a casual date with friends.

Dan Woog, wrote on Monster.com that “A networking event can be a dress rehearsal for a job interview, but no one will help you get your foot in the door if you give the impression that you’ll slouch through it once it’s open.”

Remember, you have to look and act the part so you can convince others that you’re ready to work and be a professional.

How Google Sold Its Engineers on Management

Kinda epigraph 🙂

There is a movie – “The Internship”, 2013 –

about hiring process in Google.

I’d reccomend to watch.

http://www.imdb.com/title/tt2234155/

Prakti.com (2013)

 

 

And now, concerning Google proving that Managers matter:

Google downplays hierarchy and emphasizes the power of the individual in its recruitment efforts, as well, to achieve the right cultural fit. Using a rigorous, data-driven hiring process, the company goes to great lengths to attract young, ambitious self-starters and original thinkers. It screens candidates’ résumés for markers that indicate potential to excel there—especially general cognitive ability. People who make that first cut are then carefully assessed for initiative, flexibility, collaborative spirit, evidence of being well-rounded, and other factors that make a candidate “Googley.”

So here’s the challenge Google faced: If your highly skilled, handpicked hires don’t value management, how can you run the place effectively? How do you turn doubters into believers, persuading them to spend time managing others? As it turns out, by applying the same analytical rigor and tools that you used to hire them in the first place—and that they set such store by in their own work. You use data to test your assumptions about management’s merits and then make your case.

Analyzing the Soft Stuff

To understand how Google set out to prove managers’ worth, let’s go back to 2006, when Page and Brin brought in Laszlo Bock to head up the human resources function—appropriately called people operations, or people ops. From the start, people ops managed performance reviews, which included annual 360-degree assessments. It also helped conduct and interpret the Googlegeist employee survey on career development goals, perks, benefits, and company culture. A year later, with that foundation in place, Bock hired Prasad Setty from Capital One to lead a people analytics group. He challenged Setty to approach HR with the same empirical discipline Google applied to its business operations.

Setty took him at his word, recruiting several PhDs with serious research chops. This new team was committed to leading organizational change. “I didn’t want our group to be simply a reporting house,” Setty recalls. “Organizations can get bogged down in all that data. Instead, I wanted us to be hypothesis-driven and help solve company problems and questions with data.”

People analytics then pulled together a small team to tackle issues relating to employee well-being and productivity. In early 2009 it presented its initial set of research questions to Setty. One question stood out, because it had come up again and again since the company’s founding: Do managers matter?

(c) Read more: http://hbr.org/2013/12/how-google-sold-its-engineers-on-management/ar/4

So…

Google found that the best managers share these eight traits:

1. Is a good coach.
2. Empowers the team and does not micromanage.
3. Expresses interest in and concern for team members’ success and personal well-being.
4. Is productive and results-oriented.
5. Is a good communicator — listens and shares information.
6. Helps with career development.
7. Has a clear vision and strategy for the team.
8. Has key technical skills that help him or her advise the team.

 

Identifying the best traits and behaviors of managers is just one step. Managers aren’t just given the eight rules listed above. They also get feedback from the People Operations department on employees’ assessments of their performance on each trait, information on best practices, and suggestions on classes they can take to improve any areas of weakness.

Though the project succeeded in both convincing people of the necessity of management, and getting them to contribute to constantly improving it, Google plans to continue its research.

According to Prasad Setty, who leads analytics for the People Operations department, the company is now trying to analyze the managers’ assessment scores by their personality types to find more patterns and more areas to improve.

(c) Read more: http://www.businessinsider.com/google-engineering-management-2013-11#ixzz2noMe9BE3