So the latest buzz seems to be to take data from other sources about your professional and personal life and tabulate it using some sort of algorithm and then show to the world as “where you stand among your peers” or “how you appear to the world” !

I say what???? So you think that taking data from sources like linked-In or Facebook or just scouring the web and then create your online “Picture” is something you will accept as a true picture of your abilities and your brawn…..

I say NOT ……

I mean that may work for a model of car or a computer but you are a Professional who has charted many trails to get to where you are today and there are many tales about your journey to success that no one knows anything about except you and some of your confidants and peers and close friends and family……so a real “You” is known by a few and only their input can paint a picture that is as close to you as you are….

That’s why we believe that providing a tool where your friends, peers and family members can provide honest and candid feedback is the way to go.

Now at many places you can get a “Recommendation” and post it online but what does that recommendation really say? Hmm…..”Bob is a nice hard working chap”………or…..”Andy is a great sales person with a focus on closing deals and delivering sales numbers”………or …….perhaps something like this…….”Jack went above and beyond the call of duty to help us get our system back up online and spent 3 days nonstop onsite until we were fully operational”…….

Well some of the above example do tell a good bit about what these folks are all about but other statements are just plain vanilla and non-computational……

We have created a platform where you can get a recommendation that truly highlights your abilities and your key differentiators. We provide the ability for your connections to rate you based on their real life interactions with you taking into consideration the circumstances of the interaction.

We believe that makes for a better “You” or “Me” picture ….don’t you agree?

Comments??…..post them below…. and happy trails through the jungle of life..

Right, you’re a math whiz kid. But can you demonstrate enthusiasm for investing and the grounding it takes to fabricate models to create wealth or protect your company’s investments? That’s exactly what is expected of you when sit down for an interview process. According to an interviewer at Alliance Consulting firm, Paul Sorbera, here are some few significant questions to expect.

What interests you in this position?

Of course, people go to Wall Street to build wealth. And executives need individuals whom money is the motivating factor in some extent. These executives also expect to see how you can get fervent in relation to the markets and seek for innovative ways to build products that raise profitability. “Particularly when interrogating an entry-level candidate, there passion is critical,” Paul says. “Or else they’ll be bored in six months and exit.”

Describe your education

Mainly, if your resume has less work history experience, recruiters need to know the kind of classroom expertise you bring to prepare you for the post. Advanced degrees in physics, mathematics or electronic engineering from top schools are hot-cakes. Other professions will call for explaining. “If you’ve done an electric engineering degree from Massachusetts Institute of Technology, that will rest the concern,” Paul says. “However if you’ve only done BS in economics, you’ll be forced to quantify it with additional assignments in calculus or alternative theory and how it associates to derivatives.”

What is your personality?

Although your actions will show ultimately, those that will assume derivatives sales departments will need to demonstrate a stronger, further outgoing personality than those in research or trading. “Generally such candidates appear be a bit left brain, extra analytical and rational in their dialogues,” Paul says.

What’s your contribution to your company’s profits?

As a candidate you should be prepared demonstrate how your previous projects increased your firm’s outcome. “It’s an important subject for candidates with quantitative talent sets that they’ve got the product facts, but haven’t illustrated how they can transform that into creating or saving capital for their company,” says Paul.

Have you ever come up with a new system before?

Other than functioning on an existing system, enlighten how you engineered a new model or

Have you ever experienced an injury when playing – say, your favorite sport like football? Well, if you have, you know what it means to take action in the first 48 hours. Whether you’ve pulled a muscle, injured some ligaments or sustained something more serious, the first 48 hours plays a major role in minimizing injury and speeding your recovery process.

The exact standard applies when confronting other forms of distress – like when you’ve lost a job.

We will illustrate a few steps that are not exactly complex – most individuals will take a greater part of these exploits ultimately. However, the chief principle is TIMING of these actions.

Award yourself consent:

Award yourself consent to be a bit “all over the place.”

It’s not strange to have a bunch of contradictory emotions: for example, feeling angry, sad, traumatized, in denial in addition to being calmed or even contented – all within the initial days of job loss. Having those mixed emotions is part of the process; hence you don’t need to worry much about the situation. It’s common.

Engage a support team:

Instead of holding back out of humiliation or disgrace, ensure you inform your close colleagues what has occurred as soon as you realize or got the information. Family, friends, colleagues and or your clients should be highlighted about your situation. Besides, that information should come directly from you, and not the Wall Street gossip.

Taking such steps ensures support: and all kinds of ideas, contacts, sometimes financial help and opportunities will be through your inner circles. Hence, the earlier these people get informed – the better placed they’ll be to assist you.

Inform your recruiters:

Contact one or more recruiters you know to keep them posted on your situation.

Don’t get concerned about updating resume/CV/ recommendations just yet or even immediately trying to reach recruiters. The point here is just to show them you’re around in case an opening comes up. If they’re ardent to meet right away or they’ll call you with what appears to be an ideal opening, then that should be the time to update your resume/CV/ recommendations. Nevertheless this should not mean you hold off making calls just becaus

As the recession continues, many corporate executives—hold by the employment jitters—are stepping up to join social networks in a jostle to build their social wealth. Popular sites such as our newly launched uRecommendMe and LinkedIn are on the rise: just a year ago, LinkedIn had little trademark profile and was regarded mostly as a platform for corporate executives trolling for official contacts as they plan their next career shift. A huge social platform such as Facebook, by distinction, has enormously attracted candidates seeking a convincing site for exciting social networking.

Presently, LinkedIn’s annual growth is up almost 200% in the US and it now commands above 35 million profiles— most of whom were previously working within the heavy-hit financial sector. LinkedIn is  just one of the several sites to which depression-struck executives are  going to: Xing (located in Germany) which has about 7 million members along with special Lehman Brothers graduates division, and another UK based, Meet the Boss – limits membership to C-level financial candidates, is also boasting escalating membership levels.

This growing trend of Web-based social networking is changing the nature of business networking, through deep implications in the direction business individuals manage their professions. Nevertheless it also promises profound transformation for social networking itself.

As scores of people embossed into online social networks, the distinction between business and social networking is becoming more and more indistinct. Then the question remains: whether the ethics and codes of conduct precise to the practical world will eventually clash with real-world moral values and norms. For instance, Facebook, with still the perception of a “friend” is openly entrenched in the interface, and is increasingly muddled with marketing personnel, self-promoters and professional artists. What ensues as this drift intensifies and those employing Facebook solely for career networking raid?

Sure, powerful economic reasons could be behind the trend. As Nan Lin a sociologist and an author of Social Capital, illustrates in his book, “People engage in communication and networking in turn to generate profits.”  Such gains are based upon influence, information, social credentials, and acknowledgment. The amassed social capital, temporarily, helps persons to increase competitive leads in the labor market because of restricted access to “resources” found on the social network sites.

Yet, for most– it does get really irritating when a new “friend” goes ahead and contacts you almost instantly with an improper call for a favor. Usually, it’s more prudent to go into a social networking platform as a contributor, rather than a taker, and slowly build relationships according to shared favors. In general, Web-based social networking, including its support groups plus trusted access, is run by a society of sharing, and not selling.

And can the crowds of gatecrashers really be seen as frien

If you’ve never gone through this situation, it could possibly be your most horrible nightmare: You’ve rehearsed and prepped the normal interview questions, done a background check on the company. But something goes south during the interview process. You then stumble. You utter something regrettable.  Your interviewer begins fidgeting. The reaction of disaster begins a downward spiral that later ends with you leaving the interview room, and tail between your legs.

However this situation isn’t inevitably hopeless.  A few tactics below should get the interview back on course.

Stop, calm down and ask

It’s not an offence to pause in the middle of a respond to ask the boss for feedback, according to Lilly Zhu, an ex- Morgan Stanley deputy president of investment banking. Lilly now runs Kuaguoren, a career training firm meant for Chinese professionals. “Break and say, ‘you just thought of checking and to see if you’re headed in the correct direction,’’ Lilly suggests. “This has actually been witnessed being practiced by very attentive interviewees during a recruiting process. And often interviewers are caught trying to help the candidate provide more meaningful responses.

Revise your respond in real time

According to Pennell Locey, a top consultant with Keystone Associates, Pennell urges applicants to take control of the process – particularly when they blander. “Applicants time and again let the interviewer control the interview, although there’s no problem to say ‘I understand I may have sent a wrong intuition before when I said Y. and in reality, I meant Y,’ Pennell says. “So, it’s a case in point of an expertise, experience you’d want to draw attention to, or maybe an opinion conveyed that you want mitigated, you can always go back.” But if you won’t recall of it until your way home, make use of your thank you note to correct the incident.

Help the interviewer help you

Sometimes it does get a bit difficulty to strike a rapport/bond/connection with the interviewer, ask the interviewer what they’re looking for. “Their reaction to, ‘In your view, can you illustrate your right analyst applicant?’  It could bring an opening to illustrate some experience or expertise,” Lilly says. “This builds a new platform in which you can go into the conversation. Interviews are more like opportunities to broaden relationships.”

Pimp your resume

If you’re caught stuck staggering about a section of your career that seems challenging, show an example where you have exce

A new era of strong customer engagement is here with us. Today, marketers are adjusting to innovative ways of marketing, for example social-media management; different programs to enhance advertising campaigns on television, online, and in print; including added staff with Web skills to handle the outburst of digital consumer  environment. But according to experiences, that alone won’t bring real results home.

To really engage customers who drive advertising is growingly becoming irrelevant, businesses should do a lot more outside the limits of conventional marketing structures. Ultimately, consumers no longer divide the link between marketing and the item for consumption—it is the product. There’s no division between marketing from their online or in-store experience—it is the experience.

This shift obviously brings a huge challenge: if each person is responsible for marketing, who’s blamed? Also, what does this new certainty mean for the organization and charter of the department of marketing? It’s a predicament that matches the one that surfaced a while ago, the day’s of quality movement, actually before it was finally entrenched in the fabric of overall management.

Fundamentally, businesses need to be marketing vehicles, with the marketing team itself assumes the role of consumer-engagement engine, in charge for instituting priorities and fueling dialogue in the whole company as it looks to design, build, manage, and revamp advanced consumer-engagement approaches.

As that change takes center stage, the entire marketing institution won’t be the same: a greater allocation of existing marketing undertakings to other tasks will be experienced; additional councils and unofficial alliances that organize marketing tasks across the business will be realized; stronger affiliations with outside vendors, customers, and possibly even your competitors will become evident; and a huge role for data-driven consumer insights. Today’s editorial will show some real-life instances of these kinds of adjustments.

Marketing’s revolutionary is being redefined on a daily basis. Though, it’s still difficult to find definitive map illustrating how business can fruitfully take the helm in the epoch of engagement, we are optimistic to help top executives—and not just salespersons— begin to draw one.

Pervasive marketing

To engage consumers every time they interact with the company— be it on the phone; responding to an e-mail, an online review, a blog post, or physically in a store—marketing must spread through the entire organization. Businesses like Zappos and Starbucks have made strong engagement as their vital source of competitive upper hand from the start; already demonstrating some of these attributes. Such

While creativity is often seen as an attribute of the privileged few, any kind of person or group can develop themselves to be creative—better still, be able to breed the breakthroughs that kindle the growth and performance of a company. In fact, findings by McKinsey research, indicate that most corporate groups, from experienced C-level managers to customer service representatives, imply that companies can employ simple techniques to enhance creative output of the workers at any level.

The point here is perception, actually according to one of the leading neuroscientists, Gregory Berns of Emory University, confirms it’s basically linked to creativity of human brain. To see things differently, Gregory maintains, we must shower our brains with some things it has never come across. Such novelty is fundamental since the human brain has evolved for proficiency and regularly assumes perceptional shortcuts to save energy. Forcing our brains to re-group information and move outside our usual thinking patterns we would begin to envision truly novel choices and concepts.

In today’s editorial, we’ll dig out a few practical procedures for CEOs or managers to apply in order to stir up deep-seated perceptions and boost creativity— both individually and with their juniors and extensive work groups. Of course, we’ve not invented these individual techniques, but we’ve discovered their joint power to help business breed different ways of taking on perennial issues—a valuable capability for any organization on the prowl for prospective game-changing progress opportunities.

Absorb yourself in

Professing innovators should open up their pre-existing thoughts. Unluckily, human mind is to our surprise skilled at supporting its entrenched ways of seeing the world while separating facts to the contrary. Sure, academic research implies that even when handed with overwhelming evidence, vast majority (including highly-educated ones) just won’t dump their deeply held views.

The remedy is personal experience: having firsthand experiencing and seeing something can stir people up in ways that discussions around meeting room tables can’t. As a result, it’s enormously valuable to begin creativity-building practices or idea building efforts outside the workplace, by constructing personal experiences that openly confront the members’ implicit or explicit views.

We’ve witnessed that by coordinating personal encounters like these, organizations predispose their staff to greater creativity. CEOs who want to begin strengthening group creative-thinking capabilities —or those of their own—we recommend practices such as:

ü The first practice is to have a firsthand experience of a real consumer – going through the process of buying your own services or products— just the same way a real consumer would—and document the experience.

 

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As soon as you assume a role as a senior executive, you’ve undoubtedly acquired a set of skills and proficiencies that makes it possible for you to be efficient in your new job. To help you get to this position, you somehow had mentors and coaches who very much monitored your progress, pushed you to develop your talents, and, when necessary, they confronted you with constructive feedback that you may not have wanted to hear but needed to in order to persist on your upward course.

At this level in one's profession, most of your former colleagues are probably subordinates. Even as you may well be “overseen” by your senior boss or  the board of directors, your top level executives most likely no longer directly observe your daily activities. But instead, they’re now forming their opinions based on your presentations in comparatively official settings or on hand-me-down reports coming from your subordinates.

Too often though, when these senior managers eventually do get feedback in their end-year evaluations (normally the 360-degree-feedback plan) they’re shocked to be faced up with specific criticisms in relation to their leadership style, interpersonal skills and communication approach. Worse still, wide concerns are often raised about their key tactical decisions, strategy, and working priorities for the company.

The main objective of this editorial is to extract these approaches into a detailed and actionable recommendation. In doing so, we anticipate more awareness of the inclination to become isolated and advice approaches to our executives in getting better feedback, mostly from junior staff, which will help bosses materially develop their performance levels. We will also argue more steps top obtain considerably better strategic guidance regarding your business or organization. By considering these actions, you ought to be able to acquire better ownership of the recommendation process and advance your ability to put together your organization, capabilities, and occupation.

Promote a network of subordinate coaches

According to recommendations, getting recommendations, job feedback, when to give the job recommendations, Executive job searches

Human Resource chiefs have inspired to be tactical advisers to industry leaders for no less than a generation. However, this hasn’t been easy for many since it’s so hard to quantify the business value of Human Resource acomplishments. For example, you’d ask your HR executive “Are we getting any ROI from training?” and “What is the best screening practice to capture the top performing recruits?” or “Which target-setting technique will most motivate performance?” Such questions have often been replied with loose answers.

Today, conversely, new tools and techniques for analyzing statistics enable HR to delineate the link between performance and “individual practices” more efficiently. It couldn’t have come at appropriate time, given that CEOs are hunting for value added service. The end result: if you haven’t of late discussed with your HR executive ideas for using data to develop a talent strategy that’s a bit closely connected to business results, it’s not too late.

Does it even make any sense at the moment? Of course it does, well, for starters – the corporate trend to embrace HR information systems and enterprise resource forecasts has made information on business performance, operations, and personnel more standardized and accessible. Besides, the growth of HR information systems has built a society of software and technology third parties that can assist business executives and HR use data to unearth connections between labor productivity and talent management. Lastly, the strengthening and outsourcing of operational HR work has driven most leaders to take a first step in quantifying and detailing HR expenditures and performance.

The Bon-Ton chain of close to 285 department stores in the US, for instance, leveraged its statistics to spot elements that made sales representatives dealing with cosmetics successful. Currently, it’s screening potential representatives by employing test of situational judgment, cognitive ability, initiative taking, including other relevant characteristics. Those who manage to score on the top half have a tendency to sell 10% more products compared to those who tend to love their work more. From 2008, the company has witnessed growth of about $1,400 in sales per rep.

More establishments are emerging, predominantly in businesses where workers are vital to value creation (especially financial sectors, retailing, and health care) and more so where inadequate technical skill governs growth (for example technology and upstream oil exploration). Although specific individual-related practices that put in value will vary by organization—industry dynamics, growth rates, talent scarcity, and corporate customs all shape the answers— most businesses witnessed that obtain additional value from investing in HR data used some variation of these undertakings.

Most companies thought increasing wages was the best way to motivate employees. Workers were given bonuses for achieving their objectives, salaries were increased to members of staff with exceptional performance, and over-achievers were granted additional stock options.

However, when the thorny global economy took a different direction a few years ago, many firms were pushed to cut down on financial incentive programs in order to stay economically viable.

So, what is the best way to motivate employees when a company has lost its previous grip to offer financial incentives or wishes to look beyond tranditional compensation and movitational sturctures? And, most importantly, how can employees motivate themselves in such a scenario.

According to McKinsey research, “workers motivation is wilting all over the world – self-esteem has dropped at nearly half of all organizations.”  Which means it’s more crucial than ever for executives to seek ways to successfully retain and motivate top performing employees. This also means workers need to contemplate on better ways improve their morale and keep themselves motivated.

Interestingly, the McKinsey survey illustrates how three non-cash motivators are “even more valuable motivators compared to most highest-rated financial incentives”:

ü Leadership attention (for example one-on-one conversations)

ü Praise from direct managers

ü An opportunity to direct projects or tasks

Employees should work one-on-one with top management and human resources to find cost effective ways develop their skills, hence remain even more valuable to the firm.

Today global economies are showing signs of recovery and we are optimistic that organizations will embark on reinstating financial rewards in the future.  Nonetheless, it’s imperative for both parties (managers and employees) to reflect on creative, non-econ

Well, you’ve tirelessly been looking for that job opportunity and submitted several applications to different hiring firms, then, one day you wake up and you receive two different calls inviting you for an interview. You think a bit, and you really can’t reach a decision as on which one to pursue. In our careers at some point or another, this kind of dilemma will encounter, so what are the most effective steps to take before making that critical career decision.

When two or more job opportunities come knocking, here are simple most effective steps take prior any decision:

• Brainstorm: The first thing it to sit down and gather all the things that are most significant to you when it comes to your career. For instance, you may gather a list of items that include: The capacity of the company to promote you upward, income, commission arrangement, bonus eligibility, the organization’s culture, the kind of work, and control over particular projects which you’ll be assigned to, company stability, medical coverage, scheduled hours to work per week, projected cost of business travel, etc.

• Prioritize: After you’ve brainstormed, run through the list again and select top 5 items that you find most important to you. Make priority your list of 5 items from the top being the most significant to the last item in the list as least important of your priority.

• Analyze: Arrange two columns alongside your prioritized list, to match each job opportunity. Figure out each item and the degree to which each employment opportunity will endow with /satisfy each main item.

After carrying out this exercise, it normally becomes a lot easier as to which job opportunity better fits most of your listed items, considering you career moves, needs, and wants.  Of course this exercise can’t completely lessen your risk of going into a new position; but it will definitely afford more adequate time analyzing every job opportunity so as to make the most clued-up decision possible. Note: most of the things we learn in life usually involve some level of risk.

In a recent study carried out by researchers Joanna Lahey and Emily Johnson, “post-high school training and education, like from a professional training program or a college, are main factors in determining  if a woman would secure an interview.”

Unemployment today has risen up to 9% and most of all, women are having difficulty securing a gainful employment, particularly if they are making a re- entry to  the workforce subsequent to a long absence. This encouraged researchers Lahey and Johnson to carry out a résumé audit. “The point of this research was to find out which resume attributes are considered significant by potential employers of working-class women coming back to the workforce,” according to the researchers.

According to the study, Lahey and Johnson came up with roughly 8,000 different résumés which they later submitted pairs of résumés that were randomly categorized to 3,996 hiring firms across US. The firms chosen represented a range of industries such as manufacturing, sales, law firms, services and health care. Of course all included entry-level jobs that needed up to at least a year of post-high school education in addition to experience. The researchers observed at the effects of one’s age, vocational training, job-related experience, other non-work related activities and span of gaps in employment history. What they discovered was rather unexpected:

Employment-related experience included on a résumé doesn’t increase the likelihood of an applicant to secure an interview: Although these results were “varied and statistically irrelevant.” Employers showed more interested in education compared to previous employment experience.

Including activities outside of work also doesn’t necessarily increase the possibility of securing an interview: Surprisingly, this seemed to contrast across geographic regions. For instance, “in Massachusetts, volunteerism poises an important positive effect on one’s résumé, while sports is statistically irrelevant. On the contrary, in Florida, sports initiated a positive effect on the possibility of securing an interview, whereas volunteerism has no important effect,” according to the researchers.

Showing a gap in employment history between jobs doesn’t affect any odds an applicant will secure an interview: This finding in reality runs counter to what most résumé coaches advise their clients in relation to employment gaps. Contradictory to what researchers expected would happen, “showing a gap in employment history has nearly no effect on the likelihood an applicant will receive an interview ca

you recommendation your online picture me ranking online

Welcome,

I am sure everyone is wondering about what U Recommend ME is? 

U Recommend Me is a very powerful site where you can give and receive in depth, meaningful and honest recommendations.  We all know that recommendations are a very key part of anyone's professional and personal portfolio.  However, unless a recommendation provides real meaning and candid feedback most people don't consider it valuable!

A recommendation should provide information about a person's traits both personality and professional.  In our discussions with the hiring managers, university admissions offices and many professional organizations, one thing that gets repeated over and over is that the recommendation does not provide enough data into a person's core characteristics to be considered valuable.  Thus more and more places are asking for detailed   recommendations from previous managers and professional contacts.  This creates a major challenge for recommendation providers as it takes valuable time to write the recommendations and often to do it multiple times What is more challenging is that recommendations are requested when quite a bit of time has elapsed between the two people and the recommendation provider feels a bit hesitant in providing an honest and real feedback. Instead, most often the recommendation contains generic and general content which lacks the depth and candor that a meaningful recommendation should have.     

We would like to hear your feedback and comments as you use our system.

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