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JOB INTERVIEW FOLLOW UP LETTER

Job interview follow up letter is an interesting tool in accomplishing the job application process. There are some ways to write job interview follow up letter. We will discuss some of the most significant ones in the following paragraphs.


How to Write a Great Cover Letter and Resume

Resumes and cover letters are both important tools when searching for a new job.  Both documents are written representations of you before you are able to represent yourself in person.  When well written, they can open doors of communication, land you an interview and possibly a new job.  There are key components to a resume and a cover letter.  There is information you must include and information best left out of each document.  While you want to identify certain strengths, there are some that may be inappropriate to forward to a hiring manager or recruiter.  Grammar, spelling, flow and sentence structure are all important parts of a resume.  Resumes come in different forms and formats.  Decide on the best one for your particular history and information.


Twelve recruiting strategies for securing exceptional talent

2.  Finding and marrying great talent doesn"t happen over night.  So don"t expect it to.  Start the process as soon as you possibly can.  The longer you delay, the greater the chances you will rush to judgment.

3. Take your time to get to know the candidate. Evaluate him/her like you would a potential marriage partner.  Expect a great hire to take 3-6 months.  Get to know the candidate, and if they are a fit culturally for both of you.

4. By the third or fourth meeting ask for a non-compete, non-solicit, a list of their  unvested stock options, life-insurance coverage, current medical benefits, restricted stock, deferred compensation, and bonus schedule.

5. Get a list of references during the third or fourth interview. If they canð€™t develop a list of five or six references off the top of their head, this is a huge red flag.

6. Ask the consultant if there are any yellow flags. Great consultants will communicate their concerns along with alternative candidates they want you to consider hiring. If theyð€™re only interested in theyð€™re fee, they wonð€™t share with you their concerns. If the consultant doesn"t share with you any concerns,  don"t hire the consultant again.  No one is perfect.

7. As the employer if you have a high caliber recruit, you need to "woo" the candidate irrelevant of the economics.  People are motivated by different things, some may be motivated by title, recognition or compensation.  You need to discover what motivates this candidate and if it"s title, and you want him, then give him the title he wants.  Some people get too wrapped up in title because they carry with them their own baggage, for example, how long it took them to achieve the Managing Director title.  If the MD title is going to motivate and close the candidate, give it to him.

8. There is a huge difference between hiring people who are looking for a job versus recruiting top notch talent.  When recruiting top notch talent - those people generally are not looking for a job -- you as the employer need to understand the ð€Çwooð€Ý factor.  Top notch recruits need to be wooed, they want to get to know their potential partner so take them to dinner, have a few meals with them.  Top notch recruits see their career as a marriage, not a one night stand and expect to be treated as such, otherwise you lose them.

9. A candidateð€™s perception is THEIR reality.

10.  Hire the most talented people you can afford to hire.

11.  Donð€™t hire friends and relatives.  They won"t be friends and relatives for long.

12.  Listen to the answer to your question.






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