This post is sponsored by SmartRecruiters.
Finding the right candidates for your organization is no small feat, especially in today’s saturated job market. To stay on top of this, a growing number of organizations are turning to cloud hiring platforms as a way to recruit and vet potential talent.
But what should you look for in a hiring platform? In its white paper, Guide to Cloud Hiring Platforms: 6 Requirements, cloud provider SmartRecruiters outlines the six keys you need to consider when choosing a hiring system.
A delightful candidate experience. Make sure you can offer job hunters a simple, efficient engagement experience. Candidates should be able to apply for or get information about a job opening with one click, from any device. The system should integrate with the major social networks, such as Facebook and LinkedIn, and pre-fill forms with the candidate’s information. It should also provide timely communication — personalized to the candidate’s job profile — and allow recruits to respond to invitations for interviews. (read more…)
Shawn Heidel, DVM, PhD, is Executive Director, Global Lead Optimization and Program Management at Covance. In this role, he is responsible for scientific and business strategy for the pathology, toxicology, pharmacology and imaging groups involved in preclinical development. He also works across Covance’s business units to ensure delivery of client solutions for nonclinical development. In this post, sponsored by Covance, Heidel talks about the nonclinical challenges of developing biologics and other industry issues.
Question: We’ve seen the new Covance advertisement with the slogan that “No Two Are Ever the Same” for biologics. What does this mean?
Answer: Biologics are medicines that are manufactured in living cells and are structurally unique depending on the conditions under which they are manufactured. You can manufacture the same biologic in different cell lines and get a structurally different biologic because the manufacturing conditions can change them.
Biologics [today] have varying degrees of human gene sequence. If you go back 20 years ago, most biologics had substantial non-human sequences. (read more…)
I was recently listening to a spiritual talk when one of the speakers said something that struck me: We must always try to do the right thing, and when we do, not only does it help others, it also helps us to feel good about ourselves and what we do.
John Fontana, a management consultant and the director of the Arupe Center of Ethics in Business, believes that grace and spirituality in the workplace can be transformative to an organization’s culture and spirit. While not everyone may embrace the idea of spirituality, many people would appreciate a culture that is about a lot more than revenues.
What I mean by spirituality and grace, really, is the idea that the people of an organization, including the senior leadership, strive for a greater purpose, such as honoring people’s personal goals, their families, their traditions and their personal and professional growth. It’s about honoring the whole person in each team member in their company. (read more…)
There were 25 managers in a recent leadership program I facilitated. Part of the program included a pre-work assessment where each manager and their direct reports assessed the manager’s leadership behaviors and overall effectiveness.
For many leaders around the globe today, such feedback is unusual — and a bit threatening. Most organizations don’t provide leaders with this kind of feedback very often.
These managers had never received such feedback in their company. I walked them through the data, helping them understand where their team members see them doing well and not as well as needed.
One manager blurted out, “I’m a great engineer. I’m clearly a lousy manager!” (His terminology for “lousy” was, um, colorful.) The whole room laughed and a number of heads nodded.
I hope — and believe — I helped these managers learn from their assessment and “get past” the critical feedback they received.
What is obvious is that this company has been somewhat casual about defining leader effectiveness. (read more…)