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Howard Adamsky & Danielle Monaghan

Danielle Monaghan is a staffing director with Microsoft Corporation, where she and her team are responsible for identifying and hiring top technical, sales, and marketing talent into the Information Worker and Business Solutions Divisions. She was formerly the senior talent acquisition manager for national sales and the executive talent acquisition team at T-Mobile USA. Prior to joining T-Mobile, Danielle spent seven years in various talent acquisition roles at Microsoft. Danielle has extensive experience and expertise in sourcing, recruitment metrics, account management, workforce planning, employment branding, assessment strategies and organizational development. Howard Adamsky is the founder and president of HR Innovators, Inc. He is a management consultant, author and public speaker. As a consultant, Howard's sole purpose is to improve the condition of his clients' business (he has to or they don't pay him). Howard's new book, Hiring and Retaining Top IT Professionals/The Guide for Savvy Hiring Managers and Job Hunters Alike, has been published by McGraw-Hill. He is currently finishing the last edits of his new book on people skills and had just completed development an interviewing program entitled The Other Side of Experience/Six Critical Assessment Tools for Long Term Thinkers.

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Why Should I Work for Your Company?

by Jun 27, 2006

Well, why should I? That seems like a fair question considering the fact that great candidates can have multiple opportunities just within one organization and several offers from competing organizations. Today’s candidates are very often willing to forego a top title for a great career path, flexible work schedule, performance-based rewards, and/or meaningful work. (Which of the four does your company provide?) With this reality quickly becoming the modus operandi of top-tier job seekers, the important questions that support your ability to hire great candidates now become clear:

  • Has your organization evolved to meet their needs, or is it business as usual?
  • keep reading…

Really Cool Examples of Everyday Pushback on Hiring Managers

by Nov 2, 2004

In Part 1 of our article series about pushback on hiring managers, we discussed why pushing back on a hiring manager is necessary for recruiters’ credibility, top end results, and ability to hire the best candidate. Let’s now explore some real examples of pushback and see how it can be done in a way that is both tactful and effective. Before deciding to pushback, the recruiter must understand that not every battle is worth fighting. If you are going to push back, the outcome must add value. If you’re mulling over pushing back on a given situation, consider the following conditions as guidelines:

  • You as the recruiter must believe the hiring manager’s plan for the candidate, i.e. the process or the course of action being proposed, is flawed.
  • keep reading…

The How and Why of Pushback, Part 1

by Jun 29, 2004

Great recruiters utilize a number of skills and competencies to establish themselves as talent acquisition experts and trusted advisors to their hiring managers. One such competency is the fine art and carefully honed skill of “pushback.” Done in a thoughtful, firm and respectful manner, pushback can make a very significant impact on how you as a professional are perceived, how effectively you run your business, and ultimately how successful talent acquisition is within your organization. Even before the sourcing begins, hiring managers very often ask recruiters to do the impossible: to source candidates who are needles in a haystack, to offer compensation levels that are unrealistic, or to expect to have candidates lined up to be interviewed before the ink on the requisition is even dry. We would really love to help them of course ó but we are in the business of talent acquisition, not magic. This predicament is one that most recruiters live with on an almost daily basis. How many of the following eight examples are indicative of how you are running your recruiting organization?

  1. I find out about openings after positions have been vacated. (“Oh, I didn’t know Sandy left. You needed this position filled when?” or “The agency called about their invoice. Who got hired, when, and in what position?”)
  2. keep reading…