A marketing executive is expected to use his knowledge and skills to push the sales of products or services offered by an organisation. Marketing department act as a spinal cord of a business. They help business in attaining its organisational goals of generating sales, inflating profits and increasing revenues of a business. There are plenty of marketing executive jobs in Malaysia as both small and big organisations are in dire need of skilled marketing professionals.
Marketing executives actually act as intermediary between producers and clientele. They often report to the CEO or marketing managers, depending on the size of the organization. The marketing executive’s job description includes many significant duties and responsibilities:
- They educate current and potential clients about the features of a products and services, so as to increase the sales of a company.
- They demonstrate product as necessary by clients and management. They make necessary phone calls to the current and potential clients
- They schedule appointment and meetings with clients and management as necessary
- They answer all the queries and grievances of the clients
- They find innovative ways to sell products, even in the face of a down market
- They conduct research using varied resources to explore the new regions to find new customers and make strategies to sell products to them.
- They analyse competition to create marketing strategies
The job and skill requirement of marketing executives vary from company to company. Some companies hire people having good communication skills, even if they are not having solid education background. On the other hand, some companies even prefer that their marketing executives have a Master of Business Administration from a reputed institute.
There is a great scope for competitive and skilled marketers. Many marketing executive start up as entrepreneur after gaining few years of experience in their preferred field. People having higher education and marketing skills are able to grab the best marketing executive jobs in Malaysia in top notch companies, MNCs and other reputed companies in industry.
Job Starc is an online platform to find jobs in Malaysia. The platform is adorned with a wide range of features to make job search easy and fast for job seekers and it is popularly used by top notch employers in the industry. The platform is aimed at bridging the gap between job seekers and recruiters.
Via Training Journal : Helping HR build a case for talent management
Talent management, encompassing employee retention, is a top priority for most businesses. Yet the C-level continues to view HR as a cost centre. This is not helpful at a time when effective talent management is key to creating the kind of dramatic transformation businesses need if they are to compete on the global stage.
According to the Bersin Deloitte annual human capital report, ‘Talent trends: HR Technology Disruptions for 2018’, “Companies are increasingly operating as networks of teams—which puts team management at the center of organizational design”.
This flatter, less hierarchical organisational structure is typified by flexibility, as teams are created as needed from a global talent pool to respond to and lead the way in global market changes.
To support this wholesale cultural transformation, Bersin Deloitte predicts that organisations will seek “technology designed around teams, individuals, and networks – tools that implement agile talent practices and also help people be more productive.”
As a result of the demand for transformational HR technology, the latest Sierra-Cedar HR systems survey reveals that around half of large and medium sized business are increasing their spend on HR technology.
There is no doubt that HR professionals are seeking to source technologies and tools that will drive team collaboration, agility and productivity. These range from mobile-enabled cloud-based collaboration platforms through to videoconferencing and productivity apps, all integrated within a talent management system that in an ideal world encompasses learning and development and performance management.
Here are five tips to address the challenges of building a persuasive business case for talent management investment:
1. Quantify the issue. Hard statistics help and money talks. So, for example, if you are looking to create a business case for an enhanced performance management system, gather some hard evidence about how much the current outdated system is costing the business.
A straightforward cost comparison is a useful starting point. Multiply the number of manager hours being spent on performance reviews by the average manager pay rate, to come up with the current cost of carrying out performance reviews. If the time managers spend on this could be halved, then there is a clear cost saving.
Alternatively, you may want managers to spend more time on more effective performance reviews and the value of this may be measured by increased employee retention statistics or enhance customer service metrics.
2. Address current, specific business issues. The business case for investment in talent management solutions should not stop at providing value for money in performance management or training, for example. Outcomes should be clearly mapped against current business pain points.
If the organisation is targeting moving into new territories, be prepared to show how the talent management solution will help with this, by providing a talent pool of employees with the skills ready to move into that location. It is worth tailoring your pitch differently to appeal to individual members of the board.
The CEO will want to hear that you can get sales staff up to speed quickly, ready to take on a new territory or market sector, while the CTO will be interested in hearing that the proposed new learning platform will swallow up less IT support time.
3. Get the finance guys on side. Map out the shared competencies HR has with finance and find the common ground both roles serve in the organisation despite conventional thinking about the ‘people side’ versus ‘numbers side’ of the business.
Work with finance to understand the full extent to which your talent initiatives will impact the business.
4. Acknowledge stumbling blocks. Anticipating objections and preparing to address them is the first rule of successful selling – and that applies to selling your business case to the C-Suite. It is a good idea to be realistic about problems you are likely to encounter and consider how best to address these at the outset.
At the same time, indicate clearly the likely repercussions of not taking action and of failing to invest in talent management. These issues might range from skill shortages to compliance failures.
5. Get to the point. Condense your talent management investment proposal into two or three sentences. Senior executives will expect your elevator pitch to be backed with detail and research, but their time is limited and getting them onside quickly is important.
A compelling proposition
The numbers are compelling; companies excelling in talent management can increase earnings by nearly 15%, according to research by the Hackett Group. However, HR will be in a better position to deliver a strong business case for investment in talent management if it is already operating as a strategic partner of the C level.
Ahead of going to the board with a request for funding, it is a good idea to build a relationship based on providing regular actionable insights to senior management. HR professionals who operate beyond the confines of the HR silo, collaborating with other departments from finance to marketing, will be best placed to cultivate perceptions of the HR function as a strategic partner.
That way, when it comes to presenting the business case for talent management, HR will be pushing at an open door.
Via CIO : 11 bad hiring habits that will burn you
From dragging out the process to missing red flags, missteps in the hiring process can lead to talent shortages, retention issues and mismatches that often derail team cohesion and productivity.
Ask IT experts what’s wrong with the hiring process and the same problems appear. It takes too long. Job descriptions aren’t on point. The hiring tools are out of date. There’s too little communication. And diversity goals remain unmet.
The worst part? It’s a lose-lose for both parties. Experienced candidates get passed over. Job hunters with potential are overlooked. Red flags are ignored, and even when the hire is made, it’s often a bad fit. The process is broken.
The good news is that focusing on the design of the hiring process — rather than short-term needs, on the fly — can help. If you make sure everyone in the process contributes meaningfully to the effort and use metrics to evaluate the success of your hires, you can get your hiring process back on track. Read on to identify and avoid hiring methods that create more headaches than they solve.
Dragging out the process
IT pros have long bemoaned the time it takes to hear back from prospective employers — and the long wait to get an offer letter. Kelly Finn, a principal consultant for the IT search division at recruiter WinterWyman, says things start heading south when your interview process takes too long.
“Candidates get soured on the company and assume it’s not well run in general,” she says. “There’s also the risk of losing candidates to other offers.”
Of course, rushing the process can also lead to negative outcomes. Better communication from the beginning, though, can help.
“Set their expectations on your timeline, and treat every entry-level hire as you would a senior hire,” says Liz Wessel, CEO and co-founder of WayUp, a site for early career job hunters. “One way that we’ve been able to create meaningful dialogue with our candidates is by sending them engaging content — press coverage, blog articles, or videos — about the company, the role, or the team. In doing so, we can maintain communication with the candidate and create an ongoing rapport, even if the process is dragged out over a couple of months.”
Overreliance on standardized tests
While they’re useful for making sure candidates have the aptitude for an IT job, some organizations put too much stock in technical and personality-driven testing, says WinterWyman’s Finn.
“Many tests don’t tell the full story of a candidate’s skills or work style,” she says. “Relying too heavily on them might eliminate a great candidate with potential. Also, many people are simply not good test takers.”
Brad Davis, branch manager of information technology at Addison Group, suggests asking technical questions during the interview instead of subjecting IT pros to test taking on their own time.
“Skilled IT professionals are a hot commodity in today’s market,” Davis says. “Some of these candidates may have four or more opportunities available to them at any given time. Between their current work schedules and interviewing for other positions, many of these candidates don’t feel the need to complete hiring tests or skills assessments. Some of their other opportunities may not require them, and most companies can’t afford to miss out on top talent by requiring testing. To solve this, hiring managers should ask technical questions during an interview to get a feel for candidates’ skill levels without requiring lengthy testing.”
The asymmetrical nature of the employer and soon-to-be employed by its nature can leave a candidate feeling uninformed and anxious. You want to provide clear feedback, Finn says, and updates on where the process stands.
“Everyone appreciates an update and constructive criticism,” she says. “It’s also important to respond to candidates who are not going to be considered for the role. A reasonable benchmark would be to respond within one week if possible. This can be as simple as an automated response that lets the candidate know that their application has been received, but you’re considering other candidates who are a stronger fit. The good will that this generates goes a long way toward maintaining a positive impression of your company in the market.”
Job descriptions that shoot for the moon
Hiring experts say they frequently see job descriptions and requirements have little bearing on reality. This frequent mistake — classic overreach — can put off qualified candidates or lead to a bad fit.
“Job descriptions should very clearly differentiate the must-have items from the nice-to-have items,” Finn says. “If a job description looks unrealistic, candidates will question a manager’s expectations and even their management style.”
Elissa Tucker is a principal research lead at performance improvement and benchmarking firm APQC. She says job requirements have become a sort of hiring manager wish list.
“These lofty rather than practical criteria narrow the candidate pool and increase the risk that the new hire will be overqualified, grow dissatisfied, and leave the position prematurely,” Tucker says. “Craft job requirements that reflect the minimum capabilities needed to learn a role over time and take into account which capabilities are realistically available. The recruiter and hiring manager need to have frank conversations about which capabilities are truly required to do the job and how much the hiring manager and organization are willing to pay to secure them.”
Untrained hiring managers
Some hiring managers head into interviews with a list of questions that they expect will show off a candidate’s strengths and weed out weaker prospects. Jamie Winter of APTMetrics, an organization staffed by Industrial-Organizational psychologists, says the well-worn list isn’t enough to make a good hire.
“New hiring managers in particular and hiring managers in general need additional guidance on how to ask follow-up questions to gather valid data during the interview,” Winter says. “Then they need to apply scoring standards to fairly evaluate the data they collect in the interview. If the organization uses other tools like tests, hiring managers should be provided with training on how to use the data to help them make better decisions. This creates fairness, accuracy and consistency in how candidates are evaluated.”
Letting a vacancy drive your hiring process
It’s unwise to develop your hiring strategy at the moment you realize a position needs to be filled. Yet all too often, that’s what happens, Tucker says.
“A better approach,” she says, “is for HR and business leaders to meet at least yearly to anticipate future hiring needs and brainstorm candidate sources. Then recruiters and employees can foster connections with these sources and candidates. When a position opens, the recruiter already has a pool of promising candidates to reach out to.”
Mike Bailen, vice president of people at Lever, proposes a standardized kickoff meeting, between managers and recruiters, before the search begins.
“In the meeting,” Bailen says, “stakeholders can cover a few areas: calibrating the perfect role profile, getting clear on what you need to be evaluating, and brainstorming areas of focus for the interview team. If you don’t take enough time to both identify the competencies of the ideal candidate and how you’ll assess them, you could find yourself with a slower time-to-fill, messy funnel, or a hire that’s poor a fit. At the very worst, this lack of clarity could lead to unfair hiring practices and bias. Each interviewer on your panel should have a detailed understanding of how they can contribute to the process: what they are assessing, why that focus is important, and strategies that will help them evaluate the candidate as objectively as possible.”
Missing red flags
If a red flag appears in the interview, says APTMetrics’ Winter, pay attention and amplify that by 10 to envision the problems you’ll be facing once the hiring is over. He recalls an instance years ago when he wished he had listened to his instincts. Instead, he paid the price.
“During the interview I asked a question about this person’s ability to work with others,” Winter says. “The candidate gave an example of a time when she was working on an important and highly visible project with another person and suddenly the person just stopped working with her and told her she could complete the project any way she wanted.”
Winter thought it sounded odd, but the candidate described the situation in a way that made her appear blameless, and he ignored the story. “I hired this person because her credentials were really great. Well, over a period of about 11 months before this person left the firm, there were several issues related to her ability to work with others on the team and many hours of very unproductive time dealing with these issues. Had I paid attention to the red flag I picked up in the interview, the bad hire could have been avoided.”
Failing to look within
Faced with a looming vacancy, most hiring managers and recruiters look outside the organization to start their search, and it can lead to the same sources and same types of candidates, year after year, says APQC’s Tucker.
“These practices make it harder to find a match, add time to the hiring process, and lead the employer to miss the best candidates,” she says. “Both HR and managers should seek out and support internal talent moves.”
One way to improve internal recruiting is to create an inventory of staff skills and keep it up to date, she suggests. And HR managers should broaden their search to include contract and part-time, job sharing and remote workers.
Passing on potential
If you’re hiring a junior position, and especially if you’re looking at recent grads, WayUp’s Wessel advises weighing their upside rather than their work experience.
“Focus on their leadership abilities, their communication skills, and how well they function on a team,” she says. “Don’t get bogged down in the fact they don’t match everything in the job description. If you hire the candidates with potential, they’ll grow within your organization, and begin checking off those boxes over time. Consider a student’s part-time work experience as real work experience. After all, over 80 percent of college students work their way through school.”
Failing to focus on communication skills
Dave Smith, senior director of engineering at DigitalOcean, says that hiring managers need to consider soft skills and think through how new hires will exchange ideas, collaborate, and execute efficiently on big projects.
“I like to test people’s communications skills in interviews by asking them to tell me their story,” Smiths says. “For example, their resume in chronological order: Where did they start their career, and what was the journey like from there? How people respond here gives me a good sense of their career trajectory, but also how they communicate on a topic they know well.”
Inability to create a diverse staff
Hiring managers looking to create a diverse workforce often get in their own way, says Wessel. She lays out the scenario she’s seen multiple times especially in large firms.
“The HR teams say they are looking for a specific type of candidate,” Wessel says. “For example, a diverse candidate pool that is at least half female — but the employees who are interviewing candidates have serious unconscious bias and end up rejecting those same diverse candidates. They didn’t implement best practices among their hiring managers or interviewers. Some companies have unconscious bias training, but that’s usually not nearly enough to make a dent in the problem. We see this more often than we’d like. ”
Wessel mentions a positive step organizations can take to drive more success when attempting to diversify their staff: Promote from within.
“Most businesses start tackling this problem by bringing in diverse and qualified candidates at the junior level,” Wessel says. “While that’s well-intentioned, I’ve found great success on my team by hiring diverse managers who can help foster an environment of inclusion. Management is what sets the tone for the team and I’ve found that junior-level candidates respond well to seeing themselves reflected in the senior team members of a company when they come in for an interview. Without that, you may be able to get junior members in the door, but it’s harder to retain them for the long term.”
Via Quartz At Work : If you really want a diverse workplace, you have to build safe spaces
This summer, the financial services firm Deloitte announced that it would be ending its groups for women, minorities, and LGBT employees, replacing them with “inclusion councils” composed of individuals from a range of demographic groups, including white men.
Although the decision and others like it have been communicated as ways to increase inclusion, it’s hard to imagine they will be successful. At their core, diversity and inclusion efforts should acknowledge and support employee identity in the workplace. It doesn’t seem likely that the elimination of spaces that allow employees to feel safe and supported in their identities will do anything to increase inclusion.
The way to recruit, retain, and develop diverse staff is not to get rid of resource/affinity groups—or eliminate top diversity positions, as companies such as Deutsche have done—but to reimagine business resource groups to allow for intersectionality.
The benefits of affinity groups
Business resource groups (BRGs) or affinity groups were created in the 60s as a tool to address racial tensions in the workplace.
Employees join these groups to feel present and comfortable being themselves in work environments that often strip individuality from what is deemed as “professional.” Research shows that they “safe spaces for innovation”, and best practices in adult learning consistently identify the need for safe environments that allow employees to raise and navigate issues they may not feel comfortable exploring in general spaces.
Today, sexual orientation, race, class, nationality and other forms of identity has been increasingly embraced as a fluid spectrum. When combined with work place identities like tenure and function —companies are presented with an opportunity to redefine diversity and inclusion around the notion of intersectionality, which has gained growing recognition in research and popular culture.
How to include leaders without diluting diversity and inclusion efforts
In their justification for eliminating business resource groups, corporate leaders at Deloitte suggested a need to include their executives and senior leaders, who are predominantly white and male, in efforts to increase diversity and inclusion. This is important, as it suggests that the groups may have never been established for success to begin with. These leaders should have already been integrated into the operations of these groups at some level, and corporations are only limited by their creativity to do so. Executives and senior leaders could be integrated into critical roles in BRGs, by helping to provide insight into business strategy and priority, serving as coaches on group projects, being receptive to anonymous feedback and sharing a bit of their personal journey as others are trying to figure path.
A modern approach
Racial tensions may have been the impetus for the first business resource groups, but race is too narrow a prism to fully encompass diversity. Employees who identify as black and gay and veteran, for instance, may not be able to speak about their concerns or share ideas in a group that excludes any one of these identities, let alone feel safe in offering their unique perspective towards business challenges.
This intersectionality can create opportunities for employers, but it requires a different approach: cross-functional, meaningful opportunities for employees to engage in problem-solving that acknowledges the multiple identities they hold.
A new framework should consider factors such as how long employees have been at the company and what type of job they have in addition to their identity when creating distinct spaces for engagement. These spaces it creates should also be diverse, like opportunities to meet with senior leaders, invitations to solve business problems, or access to an anonymous platform through which to report identity-related issues.
These groups could be layered based on the identities employees select through surveys and other data provided. BRGs organized by race could also provide pre-identified spaces to explore other identities within their racial groups such as immigrants or mothers—and may partner with other BRGs to explore them together. Imagine if two BRGs partnered to offer small group work sessions for employees of a certain tenure of work function? These structures could be much more dynamic and responsive to the real needs employees face along the spectrum of their identity.
Employers would also benefit from the creation of such spaces. A business resource group for newly-hired people of color, for instance, might teach the employer a great deal about how to recruit and retain these employees and simultaneously offer them opportunities for mentoring and support. Companies could pose challenges—like how to increase diversity and inclusion, for instances—to these groups. Or businesses could offer an annual opportunity for members across different business resource groups to pose a challenge to senior leaders. Business resource groups could help identify developmental areas for the business, thereby framing the problem in their unique perspective, one that might not be apparent to senior leadership who may be overwhelmingly white and male.
Celebrating employee identity and creating workplace community is critical in an increasingly polarized America. Eliminating what can sometimes represent the only safe space for employees to be themselves does not seem a promising solution. I hope that as businesses navigate the next generation of BRGs, they consider what makes their companies shine—employees who feel safe and comfortable showing up as their complete versions of themselves.
Via EdSurge : Lean In and Stand Out: The Do’s and Don’ts of Resume Writing
We live in the era of the Internet and video but most of us will still need one time-honored asset when we start to look for a new job: the resume. Your resume is a snapshot of what you have done professionally. And potential hirers will look at it as a clue for what kind of work you can do for them. So let’s dig in. Here are four tips for an eye-catching resume that will have hiring managers putting your name on the top of their “to call” list.
DO: Personalize Every Resume You Send
You’ve spent countless hours scanning dozens–if not hundreds–of job posts and have finally found the position that you’ve been dreaming of. You press “Apply now” and send your three-month old resume with a cover letter to firstname.lastname@example.org.
Sorry but that is a mistake. I repeat. That. Is. A. Mistake. A hiring manager doesn’t want a generic resume. Sending a generic resume is an immediate red flag that suggests you’re not interested in the role enough to put forth extra effort or that you don’t understand enough about the role or the company to personalize it. Or both.
You don’t need to rewrite your resume from top to bottom each time you apply for a role. But you should consider a handful of the key requirements that each job description lists and incorporate into your resume how you can deliver these skills.
For example, say the company that you’re interested in describes the ideal candidate as someone who has a “go-getter attitude and takes initiative without constant guidance.” You could then adjust a bullet point of your current job to emphasize the work that you’ve done that demonstrates taking initiative.
Insider tip #1: If you’re emailing your resume as an attachment, make sure that you’ve named your document appropriately. First, last, company and date is your best bet. (Our fav is: firstname_lastname_company_year) It proves that you didn’t just blast email a generic resume when sending it along to a hiring manager.
Insider tip #2: Do have a generic resume for jobs fairs or to add to your jobseeker profile. Just make sure you’re clear about what kind of role you’re seeking!
DO: Quantify Your Work
Especially if you’re an educator eager to break into edtech, show what you know. Did you rapidly improve test scores during your time as an 8th grade math teacher? Give them the numbers. You’ll be able to speak to your results and also show that you can pull insights from your data. Reading “Increased test scores by 14% year over year” is far more impressive than “Managed a class of 28 students.”
DON’T: Drone On, But Do PROD
Here, then, is your resume-writing acronym: PROD. Your resume should be personalized for the hiring manager, easy to read, organized, and have quality details about what makes you an ideal candidate. A hiring manager would much rather have those core elements in a simple, cleanly presented fashion than a beautifully designed resume that lacks information.
Insider tip #3: Use a spell checker. There is no faster way to have your resume moved to the “Trash” folder than to misspell words or have poor grammar.
DON’T: Your Online Profile and Resume Do Not Need To Be Twins
Your resume and LinkedIn profile do not need to be twins. In fact, think of these as two ways of telling a story—an opportunity to give hiring managers a broader portrait of your skills and experience. They are both tools for you to market yourself as a great fit. What’s your dream role? Are you looking to expand as a Curriculum Designer? Make sure that your LinkedIn profile spotlights relevant accomplishments such as your experience in building strong lesson plans or doing long-term academic planning.