Missing Ingredient
Each day, I read a variety of news sources that summarize trends in the day's activities. I use Google News for starters. I gobble up Techmeme. I try CNN and the Wall Street Journal (soon to be free).
I am generally unsatisfied when I am finished with my news meal. It always feels like I have not had enough news. I have this unnamed hunger for more.
(Read more of John Sumser's article, Missing Ingredient, in the Electronic Recruiting News.)
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Reveille and Hyperbole: CareetTV, a career video website with the largest collection of employer videos online, doubled its traffic in October and November after launching on August 7, 2007.
PayScroll.com, an online Career 2.0 company is committed to empowering job seekers with a one-stop career site featuring a salary search tool, a job search tool and a business networking platform, to help candidates make better educated decisions in the pursuit of their dream job, launches free One-Stop Career 2.0 Website.
The Monster Employment Index for the U.K. declined for the second consecutive month in October, the Monster Worldwide said Tuesday. The index dropped 2 points in October to 160 points. The decline in the index indicates fall in online hiring activity in the U.K.
Comings and Goings: Richard Gonzalez, former director of human resources for Petro Stopping Centers, has been appointed vice president of human resources at El Paso Electric.
Survey Says: Deloitte Survey Finds Key Differences in M&A Outlook, Decision-Making, and Timing Among Strategic Acquirers
"Strategic Acquisitions Amid Business Uncertainty: Charting a Course for Your Company's M&A," (Merger & Acquisition) a new report by Deloitte Research based on a survey conducted by the Economist Intelligence Unit (EIU), warns that some companies may be overlooking four potentially troublesome issues when evaluating their M&A options in building value for their investors.
"The deal environment has obviously changed in recent months," said Jerry Leamon, Global Managing Partner, Merger & Acquisition Services, Deloitte Touche Tohmatsu. "Earlier in 2007 it was easy to be enthusiastic about M&A, but regardless of the conditions, companies still need to make their decisions based on facts and logic."
The report identifies four areas where problems may arise, including the company's approach to M&A, the effect of a deal on achieving overall strategic goals, input into the company's M&A decisions, and the organization's deal execution capabilities. Based on significant differences in how successful and less successful acquirers approach these areas, the report draws conclusions for companies evaluating their M&A options:
-- Don't drift with the M&A current. Respondents who admitted their companies seldom meet their M&A goals ("low achievers") were almost as enthusiastic about doing more deals as were respondents who said they do well at M&A ("high achievers"). Low achievers likewise exhibited what now appears as questionable optimism about the effect of factors such as the business cycle, exchange rates, and interest rates. Low achievers may be more subdued today, but taking cues from the prevailing mood isn't the way to make M&A plans.
-- Consider the long-term strategic implications of M&A. The survey results show that low achievers tend to undervalue the importance of having the right deal strategy. Only 32 percent of low achievers cited defining the acquisition strategy as a crucial pre-acquisition task. But even a well-defined strategy can be vulnerable if it relies on one view of that the future may hold - for example, the high level of turnover among national leaders in major capitals calls into question what lies ahead in areas of government policy that affect deal economics.
-- Give full consideration to different points of view. Low achievers reported that their CEOs and boards dominate M&A decisions at the expense of those with a practical business perspective, notably business unit heads and managers from finance and accounting, marketing and sales, operations and production, and IT. They also signaled concern about insufficient attention to activists, government, unions, and media. High achievers were much more comfortable with their organizations' M&A decision-making.
-- Be sure that M&A follow-through capabilities are strong. Low achievers ranked getting things done rapidly as the most crucial deal management task, and also emphasized naming the right leaders. High achievers gave more weight to defining the integration plan and establishing a measurable definition of deal success - suggesting they think it is more important to set sail with a good map and compass.
The report is based on a survey conducted earlier this year by the EIU of 276 M&A strategic acquirers and advisors based primarily in Europe, Asia-Pacific and North America.
"Whether it makes sense to proceed now with an acquisition depends on factors that are specific to each company's plans, markets, and finances," said Dwight Allen, a director with Deloitte Research and author of the report. "The important thing is to make the decision carefully and objectively, with due attention to all the relevant viewpoints and considerations - that makes it more likely strategic acquisitions will be truly strategic."
About Deloitte Deloitte refers to one or more of Deloitte Touche Tohmatsu, a Swiss Verein, its member firms, and their respective subsidiaries and affiliates. Deloitte Touche Tohmatsu is an organization of member firms around the world devoted to excellence in providing professional services and advice, focused on client service through a global strategy executed locally in over 140 countries. With access to the deep intellectual capital of approximately 150,000 people worldwide, Deloitte delivers services in four professional areas-audit, tax, consulting and financial advisory services-and serves more than 80 percent of the world's largest companies, as well as large national enterprises, public institutions, locally important clients, and successful, fast-growing global growth companies. Services are not provided by the Deloitte Touche Tohmatsu Verein, and, for regulatory and other reasons, certain member firms do not provide services in all four professional areas.
As a Swiss Verein (association), neither Deloitte Touche Tohmatsu nor any of its member firms has any liability for each other's acts or omissions. Each of the member firms is a separate and independent legal entity operating under the names "Deloitte," "Deloitte & Touche," "Deloitte Touche Tohmatsu," or other related names.
John La Place, jlaplace @ deloitte.com, +1 212-492-4267;
Andrea Duffy, aduffy @ deloitte.com, +1 212-492-4263;
National Public Relations Public Relations Deloitte Services, LP Deloitte Touche Tohmatsu.
SOURCE Deloitte
Deep Release: Human Resource Professionals Certified on Hogan Personality Inventory for Talent Management Applications
Professional certification program shows how to use Hogan Personality Inventory, Hogan Development Survey and Motivation, Values and Preferences Inventory to select talented job candidates and manage employee talent through personality testing.
Personality testing is rapidly becoming a "best practice" for companies interested in selecting high-caliber employees and developing talent. Performance Programs, Inc. will offer professional certification seminars for human resources consultants, coaches, and practitioners on the leading job personality test, the Hogan Personality Inventory (HPI). The HPI offers a business-based assessment of personality and is designed to predict occupational success.
Performance Programs is an authorized distributor and certification training provider for Hogan Assessments. The one-day seminars will take place on December 7, 2007 and February 29, 2008 from 8:30 a.m. to 4 p.m. at Water's Edge Resort in Westbrook, CT, which is easily accessible by train or by car from Rt. 95. Participants receive a Hogan certification manual, a technical manual, the opportunity to interpret their own assessments, and one hour of follow-up telephone consultation. These services would normally be valued at $1545 if purchased separately, but are discounted to $995 for certification participants. The seminar is pre-approved for Continuing Education Units (CEUs) by the Society for Human Resources Management (SHRM). Participants will also have the opportunity to purchase The Hogan Guide, a new reference book for users of Hogan
personality assessments, for $75.
Participants learn how to administer, interpret, and provide coaching to individuals based on results from the Hogan Personality Inventory (HPI), Hogan Development Survey (HDS), and the Motivation, Values, and Preferences Inventory (MVPI). A new cognitive test, the Hogan Business Reasoning Inventory (HBRI), will be discussed. The agenda includes the optimal uses of these validated tests, their history and development, and overviews of the specialized reports—including the Leadership Forecast Series for executive coaching, and the new Candidate Potential Report, which helps select the right candidates for jobs throughout an organization.
Seminar leader Paul M. Connolly, Ph.D. is an industrial organizational psychologist specializing psychometrics and organizational assessment. He has worked with the Hogan Personality Inventory, the Hogan Development Survey, and Motivation, Values and Preferences Inventory for more than 10 years. He has offered this workshop since 1998.
For further information, call Sonya Hamilton at 1-800-565-4223 or visit the Performance Programs Web site.
** Background information on the personality instruments from Hogan Assessment Systems:
Hogan Personality Inventory is published by Hogan Assessment Systems of Tulsa, OK. All Hogan products are grounded in 30+ years of research and scientifically-based predictive power. These tests are in use by organizations of all types and sizes worldwide. The Hogan Personality Inventory has a successful 30-year track record in predicting employee performance and helping companies improve bottom-line business results such as reducing turnover, absenteeism, shrinkage, and poor customer service. The HPI was the first Five-Factor personality inventory developed specifically for the business community and, through an ongoing program of research and development, the HPI continues to maintain its industry-leading position.
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