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is more
it seems.
John Gall

It's better to
do a few things
really well than
than to do
a lot of things
If you can't
make the necessary
commitments of
time and energy
to your
scale back
your plan.
John Sumser

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The Electronic Recruiting News is a Free Daily Newsletter For Recruiters, HR Managers, Advertising Agencies and Clasified Advertising Operations

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  • Check the headlines affecting your world: Recruiter's Daily Newswire.
  • Download the Winter '98 issue of our print newsletter. Requires Adobe Acrobat Reader.
  • Download the Spring '98 issue of our print newsletter. Requires Acrobat. Links Redux
    (April 3, 1998) If you want to get a handle on the links that drive your traffic, use the "link" command in AltaVista or HotBot. A query to determine the inbound links to CareerMosaic's home page would be written as:
    (clicking will show you the results of the search, an impressive 19,352 inbound links)
    Since your traffic comes from these links, you would be prudent to run a similar search on AltaVista in the form:
    You can use the same technique to determine your competition's traffic sources and thereby see their strategy.

    When you change your site's structure, you invalidate these links. So, as we said yesterday, be sure that you include your traffic sources as a component of any redesign strategy.


    (April 2, 1998) If you're a regular, long term reader, you'll recognize the dead horse we're about to kick. Traffic to your website comes from links that point to your pages (inbound links). We generally estimate that one inbound link is worth about 10 visitors per week on average. Your ultimate success is dependent on traffic generated by inbound links.

    Because our site contains a plethora of links, we're on the receiving end of a lot of grumpy email from people who visit the site and find links that no longer work. We get almost as much mail from people who have changed their URLs and want our site to reflect the changes. While we understand the confusion about responsibility on the part of our visitors, we are constantly amazed by the pseudo-sophisticates who pose as web marketers.

    How do links change?

    Generally, some genius (a new manager or webmaster) inherits a website designed by his or her predecessor. In other cases, it's a detached boss who has just had a brainstorm. However the culprit is positioned in the organization, the result is predictable. In order to "make a mark", the website is overhauled without regard to the traffic that already visits and bookmarks the site. Clever new addresses are established; groovy new images are added, the look and feel is modified and the content changes. Unfortunately, most supposed marketers and designers don't understand that links create traffic infrastructure. So, the old URLs (and all of the customers and friends who have bookmarked or pointed to the site) are abandoned.

    Throwing away customers and alliances is not a good idea in any medium. That is, however, just what happens when links are changed without regard to the inbound links that create traffic.

    Fixing the problem at the source is quite simple. At the easiest, a simple tag called a redirect can be added to the old URL. The potential visitor will be whisked right off to the new page. More sophisticated solutions (server redirects) will take a potential prospect to a designated destination.

    Instead, unsophisticated web developers try a different tactic. They send email to the people who had links pointing to the old URL and ask them to fix it. Instead of taking responsibility and making a twenty minute fix, they ask their (often hundreds) of allies to do individual work. The term "bonehead" often comes to mind. They multiply the work involved by asking everyone else to do it. It does have the nice side effect of creating more billable hours for them.

    We don't make those changes on our site. It's not our job. We don't have the time or resources to do work just because someone else (a non-paying customer) had a brainstorm. The search engines don't, Yahoo doesn't. While inexperienced users get a little frustrated, we know that the embarrassment really accrues at the site that the link points out. Savvy surfers will quickly understand that site X isn't sophisticated enough to care about their customers.

    The moral of this rant? Before you go changing your website, find out where the inbound links to the site are. Consider them in your design and marketing. If you're going to destroy traffic from a particular site to yours, do it consciously.

    EmergIT II

    (April 1, 1998) We've fawned over EmergIT in a previous article. EmergIT is a combination print/online magazine produced by Bassett - Laudi (a Canadian IT search firm). Their clear objective is to reach out to IT candidates and Recruiters with a a constant stream of value. Building long term relationships with candidates and recruiters requires a consistent presence over time.

    Our initial look at their strategy focused exclusively on the website itself. We were extremely surprised by the quality of the hard copy magazine. Bassett Laudi shows their real commitment to this process by delivering a useful and attractive periodical.

    The second issue of EmergIT has gone to press. The material is available on their website. (Of course, we think that the most important article is an interview with John Sumser called Recruiting Eyeballs.) But take a look at these key articles:

    Building a complex enterprise of this magnitude requires a very deliberate commitment of time energy and money. While we're sure that the folks at Bassett - Laudi will appreciate our applause for their efforts, we're even more sure that they'll reap very long term benefits from investing heavily in their relationships.

    The strategy itself is not complex and can (and should) be executed by anyone wishing to retain their recruiting effectiveness over the next five years. Complexity and commitment enter the equation at the point that you begin to execute the strategy. Watch Bassett - Laudi. They're setting the model for 21st Century Recruiting.

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    (March 31, 1998) Press releases often have an incredibly self-serving feel. If you're willing to wade through the hyperbole, we've put yet another gem in our archives. This one announces a wallet bending compensation study for the IT universe. It may help you solidify and gain approval for some of the offers you'll be making in the midst of the general hype-storm. It includes some interesting conclusions like:
    • More companies are paying bonuses and incentives for IT professionals -- 77% this year as compared to 30% last year. However, rather than tying bonuses to individual contributions or team success, as META Group recommends, most companies base incentives on overall corporate performance
    • As the IT labor shortage and Y2K projects continue to drain company resources, many organizations have had to pull back on their education and training offerings. According to META Group, only 43% of companies surveyed provided tuition reimbursement in 1997, down from 86% in 1996. Additionally, only 48% provided professional seminars or formal in-house training, down from 63% the previous year
    (Thanks to Bob Mhoon).

    Bookmark the Alexander Hamilton Institute's Employment Law Resource Center. We particularly enjoyed this bit on "Office Politics" from the Problem Solvers Section.

    Here are some tips for dealing with the office grapevine.
    • Listen to whatever is being said without getting too emotional or losing your temper. You don't know what message will get sent back through the grapevine.
    • If the information is accurate, don't go on a witch hunt to find the leak. You can't close the grapevine down, but you can put a crimp in access to it.
    • If the information is totally false, don't make a public denouncement. Nothing cuts a grapevine deeper than a completely false story.
    • Pump as much accurate information into the system as you possibly can. Prevent rumors by consistently leveling with employees. Correct false rumors immediately. Communicate in person whenever you can. Memos, e-mail messages, and comments that get passed through numerous people are usually wide open to interpretation.
    • Don't try to kill the grapevine. It's human nature for people to want to exchange "inside information" about what's happening in the office. Too many attempts to manage the flow of information will make employees suspect you're covering something up.
    Each "problem solver" is accompanied by an ad for one of their publications. It's a reasonable price to pay for solid advice.


    (March 30, 1998) We continue to applaud the efforts of services who put their customers first. As we've always said, what you buy when you use a job posting service is eyeballs. The best service gets you the most "right" eyeballs for your dollar.

    Westech Career Expo (Virtual Job Fair), an outgrowth of Silicon Valley's wildly successful Hi-Tech Careers Magazine and Career Fairs, joins the rest of the substantial players in beginning to publish their blow by blow statistics.

    The service has matured substantially since we last visited them. They've added dramatic search capabilities and a partnership with Junglee. (Junglee is the service that allows a site like VJF to have ads lifted directly from your site and posted on theirs. It's sometimes called "do-nothing recruiting") Their once heavy graphics have been toned down. The site's emphasis has been squarely focused on minimizing the distance between an opportunity and a candidate. They appear to understand that, from a candidate's perspective, the best site is the one that gets you off the web the fastest.

    As for their statistics, VJF claims:

    • resumes per month per job: 9.33
    • hits per job per month: 1,452
    • unique hosts per job per month: 56.33
    That puts them right in the thick of the performance field! Although it would be much more interesting to see a measure other than hits (which usually measures the number of graphics on a page), we have to give VJF a solid nod of approval for being willing to showcase their performance in this measurable way.

    We received this interesting resume for a web savvy recruiter in the Boston area.

    Recruiting Online:
    Advanced Seminar Series

    (March 16, 1997): Our educational series has been expanded. We will be delivering seminars in 12 cities this Spring. We will be offering both of our successful courses, updated to reflect the changing web environment.

    Seminar I: Management, Strategies and Tactics
    Don't jump on the bandwagon to be cool. Don't use technology without a clear view of the payback. This intense seminar addresses the questions any manager, owner or director should ask before continuing to invest in Electronic Recruiting. It is designed for owners, managers and section heads. We're offering it in 3 cities this Spring.

    Schedule For Seminar I
    April 29: San Francisco
    May 12: New York City
    May 15: Chicago, IL

    Seminar II: Advanced Searching and Sourcing
    Learn how to mine the data fields. This one day presentation covers spidering, flipping, and depth searching...all of the tools required to unearth the passive candidate. The course includes a A CD Chock-Full Of Net Software and Tools.

    Schedule For Seminar II
    May 01: San Francisco
    May 04: Chicago, IL
    May 06: Denver, CO
    May 06: Columbus, OH
    May 08: Toronto, ON
    May 11: New York, NY
    May 13: Austin, TX
    May 15: Atlanta, GA
    May 18: Irvine, CA
    May 18: Princeton, NJ
    May 20: Boston, MA
    May 20: Seattle, WA

    Graduates receive:

  • $2,000 In Special Offers From 5 Online Recruiting Services
  • A One Year Subscription ($395 Value) To Our Subscription Only Web Site
  • All Course Materials

    Enroll today, seats are still available. There is a discount available for early registrations. The seminars have a retail price of $995. If your payment is received by April 15, there is a $150 discount. For Payments received by May 1, the savings is $100. We offer an additional discount of $100 for each member in a group of 2 or more.

    You can learn more about the seminars, register online or call us at the office (415.377.2255 or 800-358-2278) to register.

    Contacting Us
    Call, fax, write, email. We'd love to talk about your project.

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