The CXC Talent Solutions Digital Interviewing Experience CXC Talent Solutions results-driven approach to business sets us apart.  We are working to build teams of the best people in the Apartment industry: people who are hard-wired to be intellectually curious, ethical, provide an exceptional customer experience, and deliver tangible predictable results. 

To that end, we are using the latest technologies to secure the top talent in the Apartment industry, and present them the best career opportunities in the industry.  We're excited to learn more about you and hope you enjoy our unique, digital interviewing experience. 

Digital interviewing is a modern, new way to interview. Simply record your answers to pre-set interview questions using your webcam-enabled device—laptop, desktop, and mobile device (iOS and Android smartphones and tablets), and that's it!  Your responses will be shared across hiring teams so we can best assess your skills and fit. It will help speed our hiring process and keep you well informed along the way.


Survey after survey confirms that job boards are among the most effective ways to find a new or better job in today's tough job market. For all that success, however, there are still many job seekers who come up empty-handed when using such sites. What should they do? Learn the two secrets to putting job boards to work for you.

The first secret is based on a hard truth: no one job board can adequately connect you with the full range of employment opportunities for which you are qualified. The key to success, therefore, is to ensure you tap the full range and depth of jobs posted online that are likely to be relevant and interesting to you.

How do you do that? Use my  6:1 Method. It goes like this: 3N + 2G + 1A = 1GJ


  • 3N stands for three niche sites, one that specializes in your career field, one that specializes in your industry and one that specializes in the location where you live or want to work. If location isn't important, double up in one of the other two categories. These sites give your job search depth in the job market online.
  • 2G stands for two general purpose recruiting sites. These sites cover all or most professions, crafts and trades, industries and geographic locations. They collect employment opportunities from a broad swath of employers - large and small, local and national - so they give your job search range in the job market.
  • 1A stands for one affinity site which focuses on employment opportunities for a specific group with which you have a personal relationship. For example, it might be a job board for your professional society or trade association or your undergraduate or graduate school. These sites give you an edge over other job seekers because they are not used by the general public.
  • And, 1GJ stands for one great job - the job for which you are qualified and in which you can do your best work.

But wait, how do you know which six sites to pick? With over 100,000 employment sites now operating on the Internet, it's not easy to identify the specific ones that will work best for you. To help with your selection, therefore, I recommend that you use the insights and information of:

  • Colleagues in your field,
  • Published Guides and Directories,
  • Research librarians at your public library, and
  • Other job seekers.

Archaeology Personal Statement Help Then What?

The second secret to using job boards effectively in a job search is knowing what to do with them and how best to do it. Here are three key ways to make sure these sites work for you:

  • see Sign up for the site's job agent. A job agent is a software-based personal shopper for your dream job. As with human personal shoppers, however, these tools seldom provide exactly what you want on the first try. So, set your parameters as carefully as you can, and then adjust and readjust them until the job agent starts delivering exactly what you're looking for, all or most of the time.
  • Archive your resume or profile in the site's database. Not all employment sites offer such a feature, but those that do are giving you a global billboard for advertising your credentials. But, be smart about how you do it. Proof read the document after it's uploaded to make sure the technology hasn't let you down, and then, keep it up-to-date as you add to your credentials.
  • Use the site's social capabilities. Job boards invented online networking - not LinkedIn - so take advantage of the discussion forums, chats, and other social features available at these sites. And when you do, practice the Golden Rule of Networking: You have to give in order to get. Share your insights and information with others so they will want to share their knowledge and tips with you.

There is no silver bullet in today's challenging job market. Job boards, however, have established a track record of success that makes them the bronze bullet of job searching. Use them correctly and they'll add a durable strength you can count on to your job search

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Employment branding gets a lot of coverage both at recruiting conferences and in recruiting publications. Despite the interest, however, most employers don't have an employment brand. They either can't be bothered or the brand they do create doesn't say anything memorable. As a result, they are a faceless organization, and that vacant expression becomes their image in the job market.

A strong employment brand is essential to success in the War for the Best Talent. Top performers have choices. They are almost always employed so they can stay with their current employer or they can consider a new one from among the numerous inquiries they receive on a regular basis. And, the single most important input to their assessment of the alternatives is each organization's employment brand.

Why, then, do so many organizations either lack an employment brand altogether or develop one that makes them invisible to top talent? Not surprisingly, each situation has a different cause.

How Can You Help Your Community Essay The Case of the Missing Brand

Despite the constant battle for top performers in recruiting today, many employers never get around to developing a brand that will attract and engage these individuals. And yet, many of those that lack such a brand actually think they have one. They believe their organization's consumer brand is their employment brand.

Consumer brands, however, only work because buyers already know something about a product. They have experience with cars or computers or television sets, so the brand can leverage that knowledge and take shortcuts - in the form of a short phrase or tag line - to communicate an image or sense of the organization and/or its product.

Candidates, on the other hand, aren't shopping for an organization's products but rather for its employment opportunity. They've had no experience with the organization so know little or nothing about what it's like to work there. For that reason, an employment brand must be more comprehensive - in the form of a brief but descriptive statement - and communicate what the organization stands for as an employer.

Think of the difference this way: a consumer brand only has to entice a buyer, while an employment brand must educate as well as attract a prospective new hire. That's why using a consumer brand as an employment brand is the functional equivalent of not having an employment brand at all.

The Case of the Say Nothing Brand

Other employers think that they have branded themselves with the content on the career or employment page of their corporate Web-site. They believe that by describing the organization's benefits, facilities and corporate track record, they've established an employment brand that matters to top talent. They haven't.

An employment brand is not a description of the organization, but rather a window on what it's like to work for and in the organization. It is based on culture and values, to be sure, but it translates those organizational attributes into a signature statement about the unique experience it offers to the individuals who are employed there.

Why is developing such an experiential brand so important? Because research has shown that the nature of work in the organization is the #1 trigger for top talent. Sure, they want to know what the requirements and responsibilities of a job are, but whether or not they will choose to do the work will be based on the environment in which it is performed.

Top performers want to stay top performers so they look for organizations that establish the right conditions for their success. They look for an employer that provides the support, leadership, camaraderie and ethos they need to do their best work, and the first judgment they make about those conditions is based on its employment brand.

With too many open reqs to fill and too many applicants to screen, it's easy to put an employment brand on the back burner. In a highly competitive labor market, however, that brand is the single best way to reach and engage those top performers who will best contribute to an organization's success.

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go here The Most Unpopular Term in the Job Market For Recruiters

A.S. Byatt once opined that “Vocabularies are crossing circles and loops. We are defined by the lines we choose to cross or to be confined by.”  Words have meaning, of course – they convey information – but they also elicit responses – they touch nerves – that shape the perceptions of those who read them.

For that reason, the choice of words as much as their definition matters in recruitment.  In the minds of the people who visit corporate career sites and read job postings, an employer is defined as much by the words it uses as it is by the information it provides or the practices it follows.

The impression is often unintentional, but it is real and potent nevertheless.  And, one term that is now jargon to recruiters but anathema to everyone else on the planet is “job seeker.”  It says an organization views prospective employees as supplicants for work. 

The Active & Passive Interpretation

To put it bluntly, both those who are actively looking for a new job and those who are passive prospects think the term “job seeker” signals an organization that may be prejudiced against them.  After all, they read the same news reports that everyone else does – you know, the ones that report on surveys which find an unspecified number of recruiters who now view today’s job seekers as damaged goods.

Those actively in the job market may not be put off by the term – they have no choice – but to them it says the employer may well view them as Losers.  Passive prospects, on the other hand, refuse to even acknowledge that the term applies to them and avoid the organizations that use it.

If you have any doubt about that latter point, do a survey of the visitors to your corporate career site.  Ask about their employment status, and you’ll almost certainly find that the vast majority – 80 to 90 percent – are unemployed.  And, yet, according to the U.S. Bureau of Labor Statistics, at any point in time, just 16 percent of the workforce is actively in transition.  In other words, your site is plumbing the depths of the small cohort of the population that has no choice and missing out altogether on the much larger cohort of people who do.

How can you redress this situation?  Not simply by using different words.  To be credible, a change in vocabulary must be more than simply a matter of semantics.  It must reflect an organization’s culture and values.

So first, change the mindset of your organization to remove any conscious or unconscious bias against any prospective hire because of their employment status.  That means ensuring a more inclusive perspective among hiring managers and receptionists as well as recruiters.

Second, change the vocabulary on your corporate career site and in your job postings to remove any impression that you view potential applicants as Losers.  To have a lasting impact on the perception of your organization’s employment brand, however, that involves more than simply replacing one word with another.

For example, you might decide to replace the term “Job Seeker” with the more respectful word “Candidate.”  Site visitors and ad readers will certainly notice the difference – it’s such a rarity among employers – but they may not understand why you’ve made the change.  So, also include a visible statement – not one hidden six clicks deep in your site – that affirms your organization’s commitment to treating everyone as a valued employment prospect.

Jargon is often criticized for its lack of clarity, but in the case of the term “job seeker,” its impact is exactly the opposite.  To active and passive candidates, it sends a clear (if unintentional) signal that the organization views them as damaged goods, and that impression, in turn, undermines the organization’s ability to recruit high caliber talent effectively.

Thanks for Reading,


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Peter Weddle is the author of over two dozen employment-related books, including A Multitude of Hope: A Novel About Rediscovering the American DreamThe Career Fitness Workbook: How to Find, Win & Hang Onto the Job of Your Dreams, The Career Activist Republic, The Success Matrix: Wisdom from the Web on How to Get Hired & Not Be Fired, and WEDDLE’s 2011/12 Guide to Employment Sites on the Internet.  Get them at and today.

Published in Work Strong Articles

Members of the human resource community are taking on more duties than ever before. With more job candidates and less time allotted for the recruitment process, HR professionals can only spend about six seconds to review one resume, according to a new study. While this may not be a lot, job seekers are starting to streamline and structure their résumés to ensure they stand out to recruiters. There are number of strategies recruiters can utilize to maximize those six seconds and find top talent.

Prioritize Relevant Information

A new study from The Ladders, a job-matching service, found HR professionals take an average of six seconds to review one résumé. According to, four seconds are used to scan for four areas: job titles, previous employers, start/end dates and education. This narrows recruiters to only two seconds to see everything else, such as the candidate’s skill set and any compatible qualifications. The study also found recruiters spend 20 percent of the time looking for keywords that match the job description.

While many of these things are essential to performing the position’s duties, recruiters should remember to create a hierarchy of what is most important to the position. Job seekers are beginning to optimize their résumé formats for HR professionals to observe qualifications easily. Recruiters may want to consider taking one second to scan through how the candidate formatted the résumé. Doing so can provide instant insight in the job seeker’s creativity, efficiency and ability to innovate, which can show the potential for top talent. A candidate who can organize his or her résumé into a clear format may offer stronger analytical skills than their counterparts and show they are systematic.

Use the Cover Letter as a Guide

According, only 17 percent of recruiters read cover letters. Taking the time to scan the cover letter may fall outside the six seconds recruiters allot to reading résumés, but provides information about whether the job seeker understands the position. A résumé highlights the candidate’s accomplishments and it can be easy for an applicant to embellish their experience and skill sets. Recruiters should think about reading the cover letter as a way to glean insights about how the candidate may perform on the job. It can also offer a standard that recruiters can utilize when scanning the resume. The cover letter helps HR professionals ensure they are not missing any relevant information that can aid in finding top talent.

Joseph Azzata
Joseph J. Azzata is the founder of eCareer Holdings, Inc. From 2002 to 2010, Azzata was CEO and co-founder of Medical Connections Holdings Inc.

Published in Work Strong Articles

A terrible phenomenon has emerged in the United States since the Great Recession. I call it serial unemployment. Many of those in transition – people who are understandably anxious to get back to work – take the first job offer that comes along, only to find themselves back out on the bricks six or twelve months later looking for another job.

Why? Because the employer or the job or both didn’t match their skills, their values or their talent. Now, everybody recognizes the potential downside of the first two, but it is the mismatch with your talent that is most harmful. It more than anything else causes serial unemployment.

Why? Because when you’re not employed at your talent, two bad outcomes occur. First, you aren’t able to perform at your peak. And second, you feel dissatisfied at work. You contribute less to your employer than it deserves, and you give away one of the rights you deserve as an American – the pursuit of Happiness.

What Makes Someone Happy at Work?

You are going to spend one-third of your life on-the-job. While some believe that’s the penance you must pay for the enjoyment you get after work, recent research has found exactly the opposite to be true.

We now know that work is the single best place to be engaged with meaningful challenges. No less important, when you’re employed at that kind of work, you achieve two positive outcomes. You perform at your peak and you feel happy doing so.

The only work that will engage and challenge you, however, is work that requires you to use your talent. That presupposes that you have one, and in our culture, talent is not generally seen as a democratic attribute.

If you watch TV, for example, talent is winning a dance contest or the Super Bowl. In other words, it is the province of special people doing special things. We recognize the talent of Lady GaGa and Joe Flacco, but not the talent of a city bus driver or an accounts payable clerk or a customer service representative.

Why is that?

It all begins in elementary school when we give our kids an IQ test and, based on the results, designate a small number of them as “gifted and talent.’ By definition, then, all of the other kids are “ungifted and untalented.”

Now, of course, we want to take care of those youngsters who are academically more able, but we have to do so without telling every other child that they were at the end of the line when talent was handed out. Because nothing could be further from the truth.

The Mystery of Talent

You see, talent isn’t a skill, an occupation or an achievement. Talent isn’t the ability to hit a baseball over some fence or to act in the movies or on the stage. Talent is the capacity for excellence. And happily, it is an attribute of our species.

All of you reading this column as well as your spouse or partner, your kids and grandkids, your siblings and parents – every single one of you – has been endowed with the gift of excellence. Like our opposable thumb, it is a characteristic that defines being human.

The tragedy is that most of us don’t know what our talent is. Just a few lucky people are born with that knowledge. They’re the ones who say they have a “calling.” The rest of us can only discover our talent if we make the effort to do so.

It might be the ability to communicate technical subjects so everybody can understand them. Or, to disaggregate complex problems into smaller, more manageable tasks. It might be the ability to empathize and show compassion to others who are struggling or ill. Or, to organize a group of disparate individuals and get them to function as a team.

Such a talent resides quietly within you; you just have to take the time to make its acquaintance. Now, some will tell you that talent is your passion. It’s what you love to do. That’s nonsense. I’m passionate about golf, and Tiger Woods has nothing to worry about from me.

No, talent is what enables you to excel at work. So, it is the intersection of passion and practicality. It is what you love to do AND do best. I’ll show you how to find that intersection in my next column.

Thanks for reading,


Visit me at

Peter Weddle is the author of over two dozen employment-related books, including A Multitude of Hope: A Novel About Rediscovering the American Dream, The Career Fitness Workbook: How to Find, Win & Hang Onto the Job of Your Dreams, The Career Activist Republic, The Success Matrix: Wisdom from the Web on How to Get Hired & Not Be Fired, and WEDDLE’s 2011/12 Guide to Employment Sites on the Internet. Get them at and today.

Published in Work Strong Articles

Why are these rules so important?  Because passive, high caliber candidates are different from everyone else in the workforce.  They are almost always employed.  In order to recruit them, therefore, you have to convince them to do the one thing we humans most hate to do: change.  Your ad has to convince them to go from the devil they know – their current employer, boss and commute – to the devil they don’t know – a new employer, a different boss and an unfamiliar commute.

Rule #1:  Turn Titles into Magnets

Job postings are not position descriptions; they are electronic sales brochures.  Their purpose is to sell top candidates on the opportunity inherent in an opening.  That can’t happen, however, unless they are attracted to an opening and intrigued enough to pause and read it.  So, give your job posting titles a magnetic pull by using the three most important triggers to action among passive prospects, separating each with a dash:
◾Location – top talent want to work where they live so begin the title with the postal code abbreviation (e.g., CT) for the state in which the opening is located:
◾Skill – top talent want to see themselves in the job, not some HR job title (e.g., Programmer III) so next add the skill (e.g., C++ Programmer) they use to describe the work they do;
◾Sizzle – top talent are herd animals so ask the top performers in your organization why they came to work there and use that factor as the concluding element in your title.

So, here’s how a good title  might look: CT – C++ Programmer – Great team with a unique project

Rule #2: Develop Content for Them, Not You

Requirements and responsibilities are words only recruiters could love.  They say absolutely nothing important to top talent.  Those prospects are interested in the same information, but they want it presented in a way that indicates “what’s in it for them.”  So, describe your opening by answering five questions:
◾What will they get to do?
◾What will they get to learn?
◾What will they get to accomplish?
◾With whom will they get to work?
◾How will they be recognized and rewarded?

Rule #3: Sell First, Explain Later

Passive candidates have the attention span of a gnat, so it’s critical that you lead with your strength when composing your ad.  In effect, you have to convince them to read on before you can convince them your opening is right for them.  So, begin every job posting with an enticement – a hard-hitting summary of why the position is a rare and extraordinary opportunity.  First, tell them why it’s a dream job with a dream employer and then provide the details of “what’s in it for them.”

Rule #4: Use a Format That Gnats Would Like

Given the short attention span of passive candidates, you have to make your message accessible in the blink of an eye.  These candidates aren’t looking for a job so they simply aren’t going to plow through the thick, pithy paragraphs of a typical job posting.  The most they will do is scan your content so make it easy for them to do so.  Replace your prose with headlines and bullets, so they can quickly get an accurate picture of the position and decide if it’s right for them.

Rule #5: Get Them to Act Even if They Don’t Apply

Writing a job posting for passive, high caliber candidates is an investment of your time and talent, so make sure you derive a meaningful return on that effort.  The optimal response, of course, is an application, but if that doesn’t happen, make sure you have a fallback.  Offer them two additional ways to act on your opportunity: give them the ability to refer the opening to a friend or colleague (because top talent know other top talent) and invite them to join your network of contacts so you can keep them informed of other openings in the future.

Unfortunately, most job postings today are a modern medical miracle.  They are a cure for insomnia in 500 words or less.  To avoid that outcome, write your job postings using the five rules for seducing top talent.  They’ll be much more likely to fall for your opening if you do.

Thanks for reading, Peter Weddle

The American Dream


Peter Weddle


We all know, of course, that the American Dream exists because we live in a nation founded on certain extraordinary principles. Much as we take them for granted, deep down inside, every American knows that they are especially fortunate to live in a land where they are accorded an enduring right to Life, Liberty and the pursuit of Happiness. While most of us are very clear about what Life and Liberty mean, however, there is some confusion about the pursuit of Happiness. And it's that misunderstanding which causes us to misperceive the American Dream.

The founding fathers, themselves, inadvertently provoked this situation with their capitalization choices. They used initial caps on Life, Liberty and Happiness, when what they really meant to enshrine was a commitment to Life, Liberty and the Pursuit of happiness. In other words, what the American Dream promises is not a right to happiness, but a right to Achieve it on our own.

What does that mean for those of us in the workforce?

Over the past decade or so, social scientists have been trying to figure out just what happiness is and where it comes from. While many of us think the answers to such questions are intuitively obvious, it turns out that we may be selling ourselves short. Humans have the capacity not only to experience happiness, but to experience joy, as well. And those two states are very different.

Joy is an emotional state. It is derived from our relationships with family and friends. When those interactions engage and satisfy us, when they enable us to be the best of ourselves with the others in our Life, we experience joy, one of the human species' greatest gifts.

Happiness, on the other hand, is a cognitive state. It occurs when we are tested by meaningful challenges that stimulate us to express and experience our fullest natural potential, our talent. These challenges can occur anywhere, but they are most prevalent in the workplace. In other words, our best shot at Achieving happiness occurs when we put ourselves in a position to excel at what we love to do.

That is the essence of the American Dream. It is a personal commitment, a determination to devote our Life and exercise our Liberty to the accomplishment of two tasks:

To discovering our natural talent or what we love to do and do best.


To working only where we can use that talent to achieve satisfying goals.


The outcome of those tasks will be unique to each of us, but the tasks themselves are the same for all of us. They represent our right to the pursuit of happiness.

Those two tasks are also the key to a successful job search and a rewarding career. Whether we're in transition or currently employed, they enable and empower us to control our destiny, to shape it to an end that is important and fulfilling to us. It is our right, to be sure, but it is also our responsibility. For only we can take the first step, only we can decide to set off on our own personal Pursuit of happiness.

Why should we bother? Because as wonderful as the joy is in our relationships, we deserve more. We spend at least one-third of our lives at work, and that experience should offer more than frustration, anxiety and despair. It should be, it can be a source of profound fulfillment. Or what the founding fathers called Happiness.


Thanks for reading,




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Peter Weddle is the author of over two dozen employment-related books, including Recognizing Richard Rabbit, a fable of self-discovery for working adults, and Work Strong, Your Personal Career Fitness System.


© Copyright WEDDLE's LLC. All Rights Reserved.


Published in Work Strong Articles

To make sense of the new importance of talent, we have to first understand what it is.Contrary to popular mythology, talent is not a select skill or extraordinary accomplishment.It is not reserved for Lady Gaga and the winner of the Super Bowl.Talent is the capacity for excellence and an attribute of our species.Everyone has been endowed with the gift of talent.We all can excel.

Why is excellence now indispensible to employers? Because global competition has meant that they are no longer competing with cheap labor.They are going toe-to-toe with other companies that are employing well educated, highly motivated workers performing at the top of their game.As a consequence, American companies cannot survive let alone prosper with workers who do just enough to get by or are content to languish in mediocrity.

Now, before you rise up in righteous indignation, I am NOT saying that unemployed people are obsolete or substandard performers.What I am saying is that everyone those of us in transition <u>and</u> those of us who currently have a job are going to have to work smarter and harder than we ever have before.Not because we've been deficient, but because our competitors are more proficient than they've ever been.

The good news is that every single one of us is a "person of talent.We all have the inherent capacity to excel.To reach that level of performance, however, we will have to take two important steps.

Resetting Yourself for the New Job Market

Whether you're 22 or 62 or anywhere in between, the formula for finding a great job or hanging onto one is exactly the same.You have to be working at your talent and at the top of your game.

What does that mean?

Your talent is the intersection of passion and practicality.It is what you love to do and do well.If you're making a ton of money but have to drag yourself out of bed to go to work each day, you're not working at your talent.If you've built a career in a field where you're competent but unchallenged, where you earn a decent living but no sense of satisfaction, you're not working at your talent.

Why is that important?Because when you're not working at your talent, you cannot perform at your peak.You may be doing O.K. today, you may even be maxing out on your performance reviews right now, but the day will come when even your best won't be good enough.Why?Because you'll be competing with people who are working at their talent, and they'll have what it takes to excel.

So, Step 1 is to do a little self exploration.Turn off the cell phone, tune out of iTunes and get to know yourself better.If you are working at your talent, great; proceed to Step 2.If you aren't, however, take the time to figure out just what is your capacity for excellence.You deserve to know.And, to have it at the center of the one-third of your life you'll spend at work.

Once you know your talent, you then have to determine which occupations will enable you to work with it.I realize that's easier said than done, but there are both private and public resources that can help.Among the former are professional career counselors and coaches while among the latter is the U.S. Department of Labor's free O*Net database, located online at

In today's highly competitive economy, however, working at your talent is only half the answer.Unfortunately, it's possible to be in the right field and still not perform at your peak.How?By disrespecting your gift.By not providing your talent with the skills and knowledge you need to put your talent to work.

So, Step 2 is to care for your talent.In today's economy, the value of your occupational expertise is directly tied to the pace of technological innovation.According to Moore's Law, the power of technology doubles every two years.As a result, the half-life of your skills and knowledge is now down to just twelve months, regardless of your profession, craft or trade.In essence, you have to be continuously reinforcing your ability to excel even when you're working full time or looking for a job.

Today's unforgiving economy confronts each and all of us with a choice.Will we let ourselves be designated a "disposable worker” or will we reset ourselves as an "indispensible talent? Will we continue to do things as we always have or will we tap our innate capacity for excellence and beat our global competitors at their own game?

Thanks for reading,


Peter Weddle is the author of over two dozen employment-related books, including WEDDLE's 2011/12 Guide to Employment Sites on the Internet, The Career Activist Republic, Work Strong, Your Personal Career Fitness System and Recognizing Richard Rabbit.Get them at and today.

© Copyright 2011 WEDDLE's LLC.All Rights Reserved.

Published in Work Strong Articles
Recruit the Right Blend of Talent by Peter Weddle
Victory in the War for Talent is generally defined as the recruitment of more "A" level performers than the competition. Organizations that employ the lion's share of such individuals have higher levels of productivity and innovation and greater sales and profits than do other organizations. Or, do they?

Research suggests that there are actually two kinds of superior performers:

  • The "A" level person is the best he or she can be in their profession, craft or trade. They are motivated by the external recognition and rewards that come from their outsized contribution to an organization.
  • The "B" level person is every bit as good a performer as the "A' level person, but he or she is motivated by what one writer called "mental chocolate" - the intrinsic satisfaction that comes from doing a job well.

    Historically, organizations have chased the "A" level performer and put up with their sometimes less than collegial behavior because they were thought to be the sole key to organizational success. Today, however, employers are finding that a blend of "A" and "B" level performers provides the best (and most durable) results.

    How do you recruit such a blend?

    Focus on what they have in common. As different as they are, both "A" and "B" level performers have one very important similarity. Neither thinks of him or herself as a job seeker. Ever. Even when they are actively in transition, they see themselves engaged in a search for something other than a job. What they want - what is most likely to motivate a response whenever they are contacted by a recruiter - is a career advancement opportunity.

    The Career Advancement Value Proposition

    From an "A" and "B" level performer's perspective, a career advancement opportunity has several critical elements. It is a position that will:

  • challenge them to test the limits of their skills and knowledge;
  • allow them to gain expertise and experience they value;
  • enable them to achieve continued success in work they find meaningful;
  • expose them to peers who will encourage and support their best work;
  • employ them in an organization that will respect and reward their contribution.

    While a career advancement opportunity can be described in the conventional terminology of job postings, doing so places an organization at a significant disadvantage in the competition for top talent. Let's face it, requirements and responsibilities are words only an employer could love. Worse, they force prospects to translate the employer's information into terms that have meaning and importance for them. And, frankly, a lot of "A" and "B" level performers simply can't be bothered; they have too many other opportunities being offered to them by other recruiters.

    A better way to communicate the value proposition of a career advancement opportunity, therefore, is to address the five questions every "A" and "B" level performer wants answered about an opening.

    Those questions are:

  • What will I get to do?
  • What will I get to learn?
  • What will I get to accomplish?
  • Whom will I get to work with?
  • How will I be recognized and rewarded for my work?

    Whether you're posting on a job board or a social media site, on your own corporate career site or in a print publication, the key to success is to describe your openings as career advancement opportunities. Provide the information that "A" and "B" level performers want to know, and you'll recruit the blend of talent your organization needs to succeed.

    Thanks for reading,
    Peter Weddle
    Visit me at

    P.S. Please tell your coworkers and friends about WEDDLE's Newsletter. They'll appreciate your thoughtfulness, and so will we.

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