Alija/Getty Images Congrats, you got the job! Now you have to decide whether or not to take it. You’ve done your research and know the ins and outs of the company’s public profile, but how can you assess cultural fit — and if you’d actually be happy working there? Should you reach out to former employees? Or ask to go and spend a day at the office? What the Experts Say During the interview process, you had a singular goal: to get an offer. Now that you have one, you need to assess whether the job and organization are a good fit. It isn’t necessarily a straightforward task, according to Claudio Fernández-Aráoz, a senior adviser at Egon Zehnder International and the author of It’s Not the How or the What but the Who. After all, you’ve probably only been in your potential new office building a handful of times and met potential colleagues during your job interviews where everyone was on their best behavior. “Interviews end up being a conversation between two liars,” he explains. John Lees, the UK-based career strategist and author of How to Get a Job You Love, agrees that it’s important to do further “due diligence” on the company and its people to make sure it’s a place you want to work. Your goal is “to decode the organization and find out where the bodies are buried,” he says. Here are some ways to do that. Interview your prospective colleagues Presumably you already researched the company during your candidacy, but now that the clock is ticking on a decision, you need to focus your efforts. Your first port of call should be your prospective colleagues. “Talk to as many people as you can,” says Lees. In particular, get to know the coworkers who will comprise “your key working relationships.” And then, “Just chat. Ask, ‘What are you working on at the moment? What are you hoping to achieve? And what gets in the way?’” Their answers will be revealing. “Is it market factors? The economy? The CEO? Internal backbiting?” Pay close attention to the kinds of people you’re meeting. “If you identify talented, motivated people who have been there a long time, that is a very good signal.” Your mindset should be “simultaneously positive and optimistic but also cynical,” he says. Don’t betray any skepticism or negativity, however. “You must constantly communicate that you are pleased to have received the offer and delighted at the prospect of working there.” Do a test run It’s worth asking if you can come in and spend a few hours with your prospective team for a group meeting or brainstorming session, says Lees. Doing so will give you a sense of how people interact with each other, what daily life is like there, and how you might fit in. Observe “how they bounce ideas around,” he says. “Are they supportive or obstructive?” Your objective, says Fernández-Aráoz, is to figure out whether the organization has a “highly collaborative culture or a more individualistic one.” Bear in mind, though, that this trial won’t be entirely indicative of reality, he warns. “Most people will be putting on a good show,” he says. And don’t forget that even though you have an offer, your potential colleagues will be watching your every move. “They get to see how you perform, too.” Get to know your boss Your job satisfaction can hinge on your relationship with your boss. Particularly at small, private, family-owned companies or startups, employees who don’t get along with their managers are “as good as dead,” says Fernández-Aráoz. So, before you sign on, you need to develop as deep an understanding as possible of what makes this person tick and what it will be like to work for him or her. Lees suggests trying to have a good and lengthy conversation with your prospective manager “about his vision for the organization.” Try to “project forward,” he says. “Ask, ‘What does success look like here?’ And say ‘In my six-month review, what do you want to be congratulating me on?’” If your potential boss shies away from having this conversation and getting to know you better, consider “it a danger signal. It means that he’s already bored of you.” Interview outside sources In addition to speaking with current employees and your potential boss, you need to do some “behind-the-scenes” research by speaking with “people with recent, objective, and unbiased knowledge of the organization and its culture,” Lees says. Reach out to your network to identify former employees, as well as as others — such as consultants, auditors, lawyers, contractors, and suppliers — who know the company. Once you’ve found these people, you need to “invite them out for coffee” and pepper them with questions, says Lees. You needn’t be cagey. “Say, ‘I am trying to get a fuller picture.’ And then ask, ‘What is this organization like to work with? Where is it succeeding?’ What kinds of people do well in this organization? And what kinds of people leave?” If you can, “ask about turnover and find out what happened to the last person who did the job.” Fernández-Aráoz recommends also inquiring about “challenges the company is facing,” such as planned integrations or changes in strategy. If nothing more, consider what you find out as “immunity against frustration” later down the road. Think beyond the initial offer It’s also important to consider opportunities at the organization beyond the contract on the table, says Fernández-Aráoz. Talk to the hiring manager about potential paths. “Ask if you are able to move into other functions and other roles as your career progresses. Ask about opportunities for training and development. And find out what kind of high-potential programs the company offers,” he says. Lees advises against speaking to folks in HR, since they probably won’t be able to provide you with much useful information. “And you’re just opening yourself up to another sales pitch,” he says. During this evaluation stage “you need to have a healthy mistrust of corporate spin.” Be introspective Once you have all the information, it’s time to do some soul searching. You need to think about whether the organization is a place where you will thrive and be challenged. Lees recommends asking yourself, “How do I fit in here? And how do my skills complement what this organization is trying to achieve?” Remember that you’re never going to have perfect data and beware of analysis paralysis. “It often comes down to instinct,” he says. “There comes a time when you need to trust your judgment and make a decision.” It’s not as scary as it may seem. “Most decisions are about 80% right anyhow,” he says. Principles to Remember Do Adopt a mindset that is simultaneously positive but also skeptical. Reach out to your network to identify people who know the company and can give you the unvarnished truth about it. Make a special effort to get to know your potential boss — a good relationship with your manager will be critical to your job satisfaction. Don’t Discount the idea of doing a trial at the company to get a sense of how your prospective team works and how decisions get made. Ignore red flags. If your boss doesn’t seem interested in getting to know you, consider it a bad sign. Succumb to analysis paralysis. Trust your judgment and make a decision. Case Study #1: Talk to outside sources and spend time at the office to observe culture first hand A few years ago, Brad Neuenhaus was invited to join a company that was being incubated out of a large teaching hospital in Boston. “Joe” — the CEO of the new company — asked Brad to come on as chief strategy officer. “I knew Joe personally and quasi-professionally, but I hadn’t worked closely with him before, [so] I wanted to get the nitty-gritty of what it was like to be on his team,” he recalls. Brad identified several people in his network who had worked with Joe in senior roles and enaged each in in-depth conversations about his ability to set goals, allocate resources, and trust and manage employees. “The gist of all those conversations was: what is it like to work with Joe?” he explains. Brad also “had a rich, strategic conversation” with the COO. “There were a lot of operational changes taking place in order to scale the business,” he says. “It was going to be a disruptive time, and so I wanted to gauge her feelings about the [situation].” Finally, Brad asked Joe if he could visit the office in the afternoon and “do some wandering around” to get to know some of the employees. “I wanted to meet the rank-and-file workers and have candid conversations,” he says. “I wanted to know: What do they do? How do they do it? I wanted to get a feel for who they were.” Brad also seized the opportunity to observe the culture. “I wanted to see what happened at the end of the day — did everyone blow out at 5 PM or did people stick around?” When it came time for Brad to determine whether to accept the offer, he “added up the pros and cons — and there were some in each category,” he says. Ultimately, he didn’t think the job was the right cultural fit and he was concerned about the health of the business. “In the end, it came down to my assessment of the likelihood of this incubator succeeding.” Brad decided not to take the job, which was, he says, the right decision. Joe ended up leaving the company less than a year later. Today Brad is the Chief Business Officer of MindEdge, the Waltham, Massachusetts-based corporate learning company. Case Study #2: Spend time with your potential colleagues and then go with your gut Three years ago, Jason Guggisberg was offered the role of regional vice president at Adecco USA, the employment services company in Chicago. Before he took the job, he wanted to make sure the company was right for him. “Cultural fit was my number one priority as many of the staffing firms I worked at previously were driven by business, rather than culture,” he says. “In my previous positions, I felt that something was missing at work.” After he got the offer, he had long talks with prospective colleagues, including his potential boss, the vice president of operations, and a national sales team member. “I asked them why they enjoyed working at Adecco, what drives them to get up in the morning, and why they had been at the company so long,” he says. “Hearing their stories gave me a more well-rounded picture.” He also flew in for an in-person lunch meeting with the company’s president — and that’s what finally sealed the deal. “I saw that she was a leader who cared about people and cared about what she did, which is putting thousands and thousands of people to work every day,” he says. “I left her office that day [having seen] that culture and passion mattered from the top down at Adecco, and I wanted to be a part of it.” Jason says that deciding whether or not to accept a job is a “gut decision” that ought to be driven by fit. “You can read the Great Places to Work stats, charitable giving numbers or review benefits packages to learn more about the company, but at the end of the day, you want to feel that instinct that the company and people — especially leadership — resonate with your own core values,” he says. Jason took the job and hasn’t looked back. Today he is the regional vice president of Adecco’s Manhattan branch.
The buoyant young Indian workforce is expected to bring staffing firms into the limelight as industries strive to attract the best of manpower resources.
Zacks.com featured highlights: Volkswagen, Hitachi, Citizens Financial Group, Greenbrier and Adecco Group
Zacks.com featured highlights: Volkswagen, Hitachi, Citizens Financial Group, Greenbrier and Adecco Group
Price-to-Sales is often preferred over Price-to-Earnings as companies can manipulate their earnings using various accounting measures.
Французская инвестиционная компания Partech Ventures привлекла €400 млн в фонд поддержки технологических стартапов США и Европы. Поддержку фонду оказали Европейский инвестиционный фонд, фонд Bpifrance и компании Nokia, Cisco, Accenture, L`Oreal, Adecco и Unibail-Rodamco. Об этом сообщает The Financial Times.По словам представителя Partech Ventures, две трети средств будет инвестировано в европейские стартапы, разрабатывающие передовые технологии в сфере виртуальной реальности, блокчейна и беспилотных летательных аппаратов. Остаток средств будет инвестироваться в технологические компании США.В настоящее время Partech Ventures управляет €1,2 млрд. Фонд уже вложил средства в приложение для женщин с детьми Peanut и интернет-сайт Made.com.
The election of centrist reformer Emmanuel Macron to the French presidency is poised to boost the country's competitiveness and eventually add jobs, according to the world's biggest staffing group. But as David Pollard reports, Adecco's optimism isn't shared by everyone. Subscribe: http://smarturl.it/reuterssubscribe More updates and breaking news: http://smarturl.it/BreakingNews Reuters tells the world's stories like no one else. As the largest international multimedia news provider, Reuters provides coverage around the globe and across topics including business, financial, national, and international news. For over 160 years, Reuters has maintained its reputation for speed, accuracy, and impact while providing exclusives, incisive commentary and forward-looking analysis. http://reuters.com/ https://www.facebook.com/Reuters https://plus.google.com/u/0/s/reuters https://twitter.com/Reuters
Европейские фондовые рынки повысились во время утренних торгов во вторник, чему способствовала оптимистичная сессия на Уолл-стрит и стабилизация цен на сырьевые товары. Общеевропейский индекс Stoxx 600 поднялся на 0,44 процента, при этом почти все сектора и крупные биржи торгуются на положительной территории. Сектор основных ресурсов показал рост, поскольку фьючерсы на медь повысились после снижения во вторник, цены на металл поднялись на 0,2 процента до $5,508 за тонну. Акции горнодобывающих гигантов Antofagasta, BHP Billiton и Glencore выросли более чем на 2 процента. Commerzbank сообщил о 28-процентном увеличении чистой прибыли за первые три месяца года во вторник. Второй по величине кредитор Германии превзошел ожидания аналитиков и заявил, что он будет стремиться сохранить свои базовые издержки стабильными в течение всего года. Его акции выросли примерно на 3 процента. Прибыль Adecco в первом квартале выросла более чем на одну пятую, так как крупнейшая кадровая компания мира продолжала получать поддержку от основных рынков в Южной Европе. Ее акции выросли более чем на 0,8 процента, поскольку отчетность фирмы, базирующейся в Цюрихе, превзошла ожидания аналитиков. Между тем, акции Micro Focus резко упали до нижней части европейского индекса во вторник после того, как британская фирма по информационным технологиям заявила, что разочарована снижением доходов в бизнесе Hewlett Packard Enterprise, который она покупает. Ее акции упали почти на 7 процентов в середине утренних сделок. Индекс волатильности VIX, общий показатель напряженности на фондовом рынке, упал до 23-летнего минимума во вторник. Победа центристского и проевропейского кандидата Эммануила Макрона на французских выборах в воскресенье, судя по всему, значительно снизила волатильность в еврозоне, которая, по мнению глобального стратега по фиксированным доходам в Societe Generale, может оказаться «слишком хорошей» для инвесторов. «Риск просто очевиден - сверхлегкая денежно-кредитная политика создает искусственно низкую волатильность и вводит деньги в торги и инвестиции, которые неправильно оцениваются», - отметил Кит Джукс в своем электронном письме. Согласно опубликованным данным, немецкий импорт и экспорт достигли рекордного уровня в марте, и последние данные показывают, что крупнейшая экономика Европы импортирует и экспортирует больше, чем когда-либо прежде. В другом месте, Южная Корея провела президентские выборы во вторник после отставки бывшего президента Парка Гуэн-Ги в марте, когда конституционный суд страны оставил в силе ее импичмент в связи с предполагаемым участием в коррупционном скандале. На текущий момент FTSE 7340.41 39.55 0.54% DAX 12758.06 63.51 0.50% CAC 5402.79 19.84 0.37% Информационно-аналитический отдел TeleTradeИсточник: FxTeam
Let's have a sneak peek at five major Business Services stocks scheduled to report first-quarter 2017 earnings tomorrow.
Scout International Fund (UMBWX) seeks long term capital appreciation as well as income
Is Adecco Group a great pick from the value investor's perspective right now? Read on to know more.
Sebastian Siemiatkowski is the CEO and co-founder of Swedish giant Klarna, a payment solutions provider. He has eight years of experience in sales, including being former Head of Sales at Djuice Uppsala. Siemiatkowski has received multiple awards for his leadership including runner up in the 2015 Global EY Entrepreneur of the Year Award, Leader of the Year by Adecco, and European Entrepreneur of the Year Award by TechTour. Siemiatkowski holds a Master's economics degree from Stockholm School of Economics. What were your early years like? I was born in Sweden of Polish immigrants. Both of my parents were intellectual and had capacity for greatness, but in Sweden my father ended up as cab driver and as a food inspector checking in on restaurants. My mother had a problem with her back and retired early. She couldn't go to work, so instead she became a painter and sculptor. My parents divorced when I was 11 years old. Back then, I thought that money could solve any problem in life, but over the years I learned that this is not necessarily the case; money doesn't always bring happiness. There was something about becoming financially successful that intrigued me. As a kid, I used to spend a lot of time coming up with business ideas, and I read a lot of business books about successful entrepreneurs like Richard Branson. I started working early in life--my first job was flipping burgers at a Burger King fast food outlet. Then I worked in telesales, making cold calls and selling products. At age 21, I was promoted to become the manager of the sales team. It was the first time I started to learn about managing a team. What has been your biggest challenge? When we started Klarna we were only 3 people--now we employ more than 1500 people. The scaling infrastructure changed massively and grew to much greater heights than we could have foreseen. My challenge is to consistently push myself and set high expectations. At each stage of my career I've questioned my ability to succeed in new and challenging environments. I ask myself if I'm good enough, if I'm growing and changing fast enough, if I am adapting to changes. I've had to push myself to take new steps. I think it is important to lead by example. I can't expect something from others that I wouldn't expect from myself. I consistently reflect on what is it that I could do to improve in my roles, and to me this reflection is crucial in order to feel that I am doing a good job. What are some important leadership lessons you've learned over the years? Early on, I learned that if I wanted to build a large and successful company, I would need to go out and find the right people to work with--people who have the ambition and skills to help me achieve my ultimate vision. It is important to establish a world-class team. As a manager, I was sitting in a position in which I was consistently chasing goals. A year before I started Klarna, me and my co-founder, Niklas, travelled around the world for half a year without flying, moving from one place to another. When I came back from that trip I felt like I was twice the age I was when I left. My brain was stuffed with as many memories from that trip alone as I probably had from the rest of my life. Because our environment changed daily, I still vividly remember unique events from each day. Through this experience, I came to realize that it's not the destination, but the journey that matters. While I do have high ambitions for Klarna, I make sure to enjoy the journey and the challenges that we are facing. How would you describe your leadership style? As a leader, I am quite tough. I think that all people are driven by different things; many are driven by the prospects of making a career, achieving financial success, promoting change in the work environment, or by social aspects. All people have different motivators, and these differences are important. Over my working years, I have realized that I strongly desire to build a great company that has a positive impact on the world. For me, my company's impact is my most important driving factor. Therefore, I strive to create an environment in which my company can achieve this purpose. How do you motivate your team? I like to surround myself with people who are highly motivated. To a large degree, many people are self-motivated and good at what they do. Their motivation often surfaces when they are placed in an environment where they can make an impact that can move mountains. Therefore, employers must ensure that their employees work in an environment in which they can fly. What is the key to your company's success? The key to our success has been our ability to deliver for our customers. I think a lot of companies get caught in their ambition to change the world. But what should really be driving companies is the potential to make their service even more attractive and better for their customers. The most important thing to a company should be to build an awesome product; once that is achiever, the rest will fall into place. The product should be something that the consumers truly appreciate, and that helps to make their daily lives easier. This is the purpose that we strive to achieve. How do you hire? I am very keen to understand people's backgrounds, including where they are coming from. To a large degree, I am looking for their motivating factor--I want to see that they have the drive and hunger to accomplish great things. To this end, I'll often ask the following questions: "Tell me about yourself? In your last job, what were your responsibilities? What changes have you made since leaving your previous organization, if any? And why?" How a person answers these questions helps me to determine his or her real character. Should you yell at someone at work? It is not acceptable to yell. In trying situations, I would first need to identify and understand what the problem is and why it isn't working itself out. Does the problematic person not have the abilities or resources to completed the job, or are they having other difficulties? The best way to solve these problems is to sit down and try to understand what's going on. When I see that an area isn't functioning effectively, I try not to jump to the conclusion that people are not performing or that the problem is their fault; I look at all possible explanations for the problem. What advice do you give to young people? If you are having a bad experience then it is likely that you can change it, and if you want to better something then you may need to change your own behavior. Success comes from having new experiences, testing ideas, and analyzing outcomes by asking yourself what you did right or wrong in a particular situation, and what you learned from it. When I advise young entrepreneurs, I tell them, "It's not about figuring out the best business ideas, and it's not about solving problems theoretically, but it's about testing your ideas. It's about coming up with an idea, and then trying it and learning from it." Building a successful business is about your ability and about how often you can conduct these self-evaluations. This interview has been condensed and edited for clarity. This post is part of "CEO Talk" series, which features leaders around the world speaking about their journeys. What does it take to become a successful entrepreneur or CEO? What is the path to success? What challenges did people face and how did they overcome them? Lan Anh and her guests answer all these questions and much more. To view the entire series, visit here. -- This feed and its contents are the property of The Huffington Post, and use is subject to our terms. It may be used for personal consumption, but may not be distributed on a website.
http://www.weforum.org/ By 2025, over 250 million young people will enter the Indian workforce. What new skills will be needed to thrive in an increasingly global, digital and innovation-driven economy? Dimensions to be addressed: - Creating an agile and entrepreneurial workforce - Leveraging technical skills in manufacturing - Prioritizing digital literacy · Akshay Kothari, Managing Director, LinkedIn Corporation, India · Sergio Picarelli, Regional Head, Italy, Eastern Europe, Middle East and North Africa, and India, Adecco Group, Switzerland · Shikha Sharma, Managing Director and Chief Executive Officer, Axis Bank, India Moderated by · Shekhar Shah, Director-General, National Council of Applied Economic Research (NCAER), India
Крупнейшая в мире рекрутинговая компания Adecco Group зафиксировала 7%-ное увеличение чистой прибыли во втором квартале, которая составила 190 млн евро ($211,9 млн). Выручка, тем временем, возросла на 4% г/г до 5,67 млрд евро.
http://www.weforum.org/ What are the technological advances, industry challenges and policy shifts transforming the nature and pace of growth in China? Dimensions to be addressed: - Transitioning from state-owned to mixed-ownership enterprises - Rebalancing from industrial to service sector - Expanding from e-commerce to digital finance Speakers: -Liu Zhen, Senior Vice-President and Head, Strategy, China, Uber, USA. -Long Guoqiang, Vice-President, Development Research Center of the State Council (DRC), People's Republic of China. -Ma Weihua, President, China Entrepreneur Club, People's Republic of China. -Ni Ying, Chief Executive Officer, Fesco Adecco, People's Republic of China. -Wang Jianzhou, Chairman, China Association for Public Companies, People's Republic of China. -Xu Jinghong, Chairman, Tsinghua Holdings, People's Republic of China. Moderated by Wang Boming, Editor-in-Chief, Caijing Magazine, People's Republic of China.