Recent Articles From EvanCarmichael.com http://www.evancarmichael.com/ http://www.evancarmichael.com/Human-Resources/3355/SECRETS-FROM-A-HEADHUNTER--INTERVIEW-SURVIVAL-TIPS.html http://www.evancarmichael.com/Human-Resources/3355/SECRETS-FROM-A-HEADHUNTER--INTERVIEW-SURVIVAL-TIPS.html SECRETS FROM A HEADHUNTER – INTERVIEW SURVIVAL TIPS http://www.evancarmichael.com/Human-Resources/3355/Economy-Meltdown-Executive-Candidate-Survival-Tips.html http://www.evancarmichael.com/Human-Resources/3355/Economy-Meltdown-Executive-Candidate-Survival-Tips.html When the going get's tough, the tough get going! http://www.evancarmichael.com/Human-Resources/3355/Top-Job-Hunting-Tips-Secrets-From-A-Headhunter.html http://www.evancarmichael.com/Human-Resources/3355/Top-Job-Hunting-Tips-Secrets-From-A-Headhunter.html How To Get Re-Engaged In Employment Within 90 Days Losing your job is a stressful situation and it can have an impact on the entire family unit depending on the circumstances. We are currently living in unprecendented economic conditions, and unemployment is on the rise. In many instances, very senior executives are for the first time faced with job uncertainty and many are having to proactively look for a new job and career. Many of my colleagues in the Banking, Finance & Property sectors have been affected, but this is just tip of the iceberg. So let me share with you some of my insights on what you need to do to get re-engaged in meaningful employment within 90 days. http://www.evancarmichael.com/Human-Resources/3355/Taking-control-of-your-ITT-career--June-2004.html http://www.evancarmichael.com/Human-Resources/3355/Taking-control-of-your-ITT-career--June-2004.html Implementing a successful career management strategy in the IT&T industry has been anything but easy in the last few years. Changing market conditions, mergers, acquisitions, redundancies, retrenchments, and pay reductions have become the common mantra. http://www.evancarmichael.com/Human-Resources/3355/360-Feedback-in-Performance.html http://www.evancarmichael.com/Human-Resources/3355/360-Feedback-in-Performance.html Organisations seeking options for enhancing the effectiveness of performance management are likely to find attraction in the use of 360 feedback as an input. Where performance management is used solely to determine a performance rating and reward outcome, the research does not endorse the use of 360 feedback. However, with a carefully considered approach, an effective linkage between 360 feedback and performance management can lead to the identification of more informed learning outcomes and developmental action plans. http://www.evancarmichael.com/Human-Resources/3355/Executive-Coaching.html http://www.evancarmichael.com/Human-Resources/3355/Executive-Coaching.html Stakeholders – be they senior executives, junior staff or even external to the organisation - are increasingly recognising that appropriate coaching programs will lead to greater performance and contribution from the person being coached. An interesting trend is that whereas in the past, coaching programs were designed to assist coachees address sub-standard performance, current approaches are more likely to focus on helping high potential executives realise even greater levels of achievement and performance. http://www.evancarmichael.com/Human-Resources/3355/How-to-negotiate-with-integrity.html http://www.evancarmichael.com/Human-Resources/3355/How-to-negotiate-with-integrity.html For some the worlds of negotiation and integrity may seem poles apart. How can you ensure you get what you want whilst retaining your integrity? Well, according to sales guru Jack Collis negotiators fall into one of three categories. http://www.evancarmichael.com/Human-Resources/3355/Coaching-with-a-Solutions-Focus.html http://www.evancarmichael.com/Human-Resources/3355/Coaching-with-a-Solutions-Focus.html In most coaching situations, identifying and analysing a problem becomes the precursor for action planning and subsequent change. Breaking from this traditional mould, ‘solutions focused coaching’ emphasises the solution rather than the problem, the future rather than the past and a positive focus on what is ‘going well’ rather than the negative approach of what is ‘not working’. http://www.evancarmichael.com/Human-Resources/3355/360-Degree-Avalanche.html http://www.evancarmichael.com/Human-Resources/3355/360-Degree-Avalanche.html There is an intrinsic attraction to 360-degree feedback. Traditional feedback processes are effectively one-degree type systems with, usually, the immediate supervisor providing the employee with uni-directional comment. By involving more than just one person in the feedback process, the process is likely to be more meaningful for both supervisor and employee with greater representation in the amount and type of information supplied. Those providing the multi-rater feedback may include peers, direct reports, other levels of management, internal and even external customers. Suppliers may also provide feedback and there is, of course, the opportunity for self-appraisal. http://www.evancarmichael.com/Human-Resources/3355/Are-you-an-emotionally-intelligent-leader.html http://www.evancarmichael.com/Human-Resources/3355/Are-you-an-emotionally-intelligent-leader.html Every organisation needs a leader. In fact, every individual within an organisation at some stage will be called upon to display leadership qualities. It is not the exclusive domain of the Chief Executive Officer. It begs the question what qualities make for a good leader? According to Kouzes and Posner authors of the widely acclaimed "The Leadership Challenge" there are five practices of exemplary leadership.