PT, BLUE BIRD TAXI

A well- established transportation company in Jakarta is presently inviting dynamic, highly motivated, achievement-oriented individuals to fill the position of: job vacancy indonesia

IT-Helpdesk (HD)

Helpdesk (Kode Posisi : HD)
 Persyaratan : vacancy
  • Pria, belum menikah berusia maksimum 26 tahun.
  • Pendidikan S1 diutamakan Teknik Komputer/ Teknik Informatika.
  • Mampu troubleshooting komputer baik Hardware maupun software.
  • Memiliki pengetahuan jaringan komputer.
  • Mampu bekerja dalam team / individual.
  • Fresh graduate akan diutamakan. employee 

Kirimkan CV, lamaran , dan foto terakhir ke :
Helpdesk@bluebirdgroup.com
  • Judul Email : [HD]_[nama lengkap anda] -- contoh : HD_Budi

PT. Graha Sarana Duta (GSD)

PT. Graha Sarana Duta (GSD) merupakan sebuah perusahaan properti terpadu yang dimiliki oleh PT. Telekomunikasi Indonesia Tbk. (TELKOM) pada tahun 2001, dengan porsi kepemilikan saham Telkom sebesar 99,9%.

Saat ini PT. GSD memiliki cakupan wilayah kerja di seluruh Indonesia dan melakukan pengelolaan terhadap gedung-gedung perusahaan TelkomGroup seperti gedung PT. Telekomunikasi Indonesia, PT. Telkomsel, PT. Infomedia dan PT. Metra. Selain itu PT. GSD juga mengelola 106 lokasi gedung lain yang dimiliki oleh berbagai bidang usaha di luar Telkomgroup seperti perkantoran, apartemen, mall, dan bandara baik secara keseluruhan maupun secara parsial.

Dalam menjalankan bisnisnya PT. Graha Sarana Duta memiliki tiga portofolio bisnis yaitu: Pengelolaan, Manajemen Proyek dan Pengembangan Properti.

Untuk mengantisipasi pertumbuhan perusahaan yang semakin cepat baik dalam group maupun ekspansi ke pasar properti, PT Graha Sarana Duta mencari para fresh graduate di untuk posisi: 

job vacancy indonesia

FINANCE STAFF

Tugas Utama:

• Entry transaksi keuangan operasional
• Melakukan analisis kesesuaian dan kewajaran laporan transaksi operasional
  

Persyaratan Posisi: vacancy

• Pendidikan Minimum D3 Akuntansi/ Manajemen Keuangan/ Komputer Akuntansi
• Menguasai Komputer, Minimal MS Office (min. Word & Excel) atau Open Office
• Akan diutamakan apabila memiliki pengalaman dengan SAP Finance
• Tekun dan teliti pada detail
• employee
  

Writing Job Descriptions

A good job description begins with a careful analysis of the important facts about a job--such as the individual tasks involved, the methods used to complete the tasks, the purpose and responsibilities of the job, the relationship of the job to other jobs, and the qualifications needed for the job.

It's important when writing job descriptions, to create a vision that is dynamic,functional and current. Don't get stuck with an inflexible job description!

Apoor job description will keep you and your employees from trying anything newand learning how to perform their job more productively. A well-written,practical job description will help you avoid hearing a refusal to carry out arelevant assignment because "it isn't in my job description."

Realistically speaking, many jobs are subject to change, due either topersonal growth, organizational development and/or the evolution of newtechnologies. Flexible job descriptions will encourage your employees to growwithin their positions and learn how to make larger contributions to yourcompany.

For example: Is your office manager stuck "routinely orderingoffice supplies for the company and keeping the storage closet well stocked" or is she/he "developing and implementing a system of orderingoffice supplies that promotes cost savings and efficiency within theorganization?"

When writing job descriptions, keep in mind that the job description willserve as a major basis for outlining job training or conducting future jobevaluations. 

> job vacancy indonesia  

Writing Job Descriptions - each job description should include a:

• Job Title
  

• Job Objective or Overall Purpose Statement - This statement is generally a summary designed to orient the reader to the general nature, level, purpose and objective of the job. The summary should describe the broad function and scope of the position and be no longer than three to four sentences.
  

• List of Duties or Tasks Performed - The list contains an item by item list of principal duties, continuing responsibilities and accountability of the occupant of the position. The list should contain each and every essential job duty or responsibility that is critical to the successful performance of the job. The list should begin with the most important functional and relational responsibilities and continue down in order of significance. Each duty or responsibility that comprises at least five percent of the incumbent's time should be included in the list.
  

• Description of the Relationships and Roles the occupant of the position holds within the company, including any supervisory positions, subordinating roles and/or other working relationships.
  

When writing job descriptions for recruiting situations, you may also want toattach the following:  

> vacancy

• Job Specifications, Standards and Requirements - the minimum qualifications needed to perform the essential functions of the job such as education, experience, knowledge and skills. Any critical skills and expertise needed for the job should be included. For example, for a receptionist, critical skills may be having 1) a professional and courteous telephone manner, 2) legible hand-writing if messages are to be taken 3) the ability to handle a multiple-lined phone system for a number of staff members and 4) the patience and endurance to sit behind a desk all day.
  

• Job Location - where the work will be performed
  

• Equipment to be used in the performance of the job. For example, does your company's computers run in a Apple MacIntosh or PC Windows environment?
  

• Collective Bargaining Agreements - agreements and terms that relate to job functions, if applicable, such as when your company's employees are members of a union.
  

• Non-Essential Functions - functions which are not essential to the position or any marginal tasks performed by the incumbent of the position.
  

• Salary Range - range of pay for the position.
  

When writing job descriptions, keep each statement in the job description crisp and clear.

• Structure your sentences in classic verb/object and explanatory phrases. Since the occupant of the job is your sentences' implied subject, it may be eliminated. For example, a sentence pertaining to the description of a receptionist position might read: "Greets office visitors and personnel in a friendly and sincere manner."
  

• Always use the present tense of verbs when writing job descriptions
  

• If necessary, use explanatory phrases telling why, how, where or how often to add meaning and clarity. For example: "Collects all employee time-sheets on a bi-weekly basis for payroll purposes."
  

• Omit any unnecessary articles such as "a", "an", "the" or other words for an easy to understand, straight to the point definition when writing job descriptions. Using the above example, the statement could have read, "Greets all visitors and the office personnel to the building in a friendly and a sincere manner."
  

• Use un-biased terminology. For example: use the "he/she" approach or construct sentences in such as way that gender pronouns are not required.
  

Avoid using words which are subject to differing interpretations. Try not to use words such as "frequently," "some," "complex," "occasional," and "several."

 > employee

Always an Interview, Never an Offer?

For some reason, lately I have been meeting up with several job seekers who have all had the same dilemma: many interviews without an offer. When I say "many," I mean anywhere from 5 to 7 within a 3-month period. By and large, that is a good amount of interviews for this economy, and if you are obtaining this many without getting to an offer, it may be time to take stock.

Of course, industry and level of position come into play here as well as amount of competition for the position. However, the job seekers I have met with have cut across several industries, management levels, and regional markets. And when I have probed just a little bit, it hasn't taken long to discover some of the potential issues.

> job vacancy indonesia 

Although each person is different as well as each situation, in almost every case, there are some similarities to watch out for.

Before I list these similarities, however, I want to make a general observation. If you are a job seeker and you are in this situation, many interviews with no offer, then if you are like my job-seeking clients, you probably aren't going to like or even accept what I have to say here. Period. And that, of course, is what leads me to issue 1.

1. Inability to be objective. Many candidates forget that an interview is as much a personality contest as it is a discussion about ability. Of course, you are capable, but are you likable? For certain personality types, who don't like "playing the game," this can be tough news. This type of candidate comes into the interview even resenting the need for the interview or the need to "play the game." What he or she fails to recognize is that this attitude is annoying, and no matter how much someone tries to hide it, it isn't hard to uncover.

2. Denial about bitterness (and desperation). Like the resentful attitude in issue 1, bitterness and desperation are pervasive, whether you realize it or not. Although not the same things, these two attributes often take the job seeker to the same place: without an offer. Before you tell yourself you are good at covering it up, think again.

> vacancy      

I spent hours with a candidate recently trying to convince her that her bitterness was pouring out of her like a bad perfume while she categorically denied it. She refused to see what everyone else could.

To help you uncover whether the two issues above could be affecting you during the interview, here are some questions to ask yourself (or better yet, why don't you ask someone you trust to answer them on your behalf?):
• Are you spending a lot of time during your job search feeling down or sorry for yourself?
• Do you find yourself often talking about how you were wronged by this economy or your past employer?
• When you are in an interview, do you sometimes reach a point of frustration that you have to try and squelch?
• Do you often walk out of the interview feeling badly about the interviewer/company?

3. Failure to seize follow-up opportunities. Very few negotiations are secured in one meeting, even two. Sometimes it is the work you do between meetings that makes the difference. I am still amazed by how few candidates send thank-you notes to interviewers or follow up afterward. When an interview is over, they shrug their shoulders like they just finished taking a college exam. "It is what it is. What can I do now?" A lot!

4. Misplaced trust in references. For some reason, job seekers trust their references implicitly. But in many cases where offers are not being extended, it can be the result of those whom we believed would give us a good reference. Think about it. Almost no one will say "no" when you ask them to serve as a reference for you. And we think because they are seemingly nice to our face and willing to do it, that they will then be a good reference for us. Sorry to say, but this is not always the case. Unfortunately, it may not be that easy to figure out who is the weak link for you either if you are providing 3 or more references to a potential employer. However, if you have had several interviews and have handed over your reference names, only to not receive an offer, it might be time to try out some new references.

5. Forgetting that people lie. Just because a company didn't disclose to you a bad reference, doesn't mean you didn't receive one. And just because a company tells you that you are under/overqualified doesn't mean that is the real reason you didn't get the job. Companies are made up of humans, and most humans don't like confrontation. So instead of telling it to you straight, they will come up with a plausible excuse. Believe me, if you are the one they want, they will overlook a multitude of things to make it happen.

> employee    

At the Job Interview, Your Behavior Outweighs Your Answers

Nancy prepared long and hard for her job interview. She researched the company, studied the job description, developed and practiced answers for likely questions, dressed appropriately, and arrived early. She really needed the job!

At the job interview, Nancy answered every question well.

Unfortunately, her behavior sabotaged her performance. 

When introduced to the interviewer, she said, “Thank you so much for seeing me. I really need this job.” After answering one of the questions, she added, “I hope I answered that sufficiently for you. I really need this job.” As the interview was ending, the last thing she said was, “Thank you for the opportunity to interview for this job. I really need it!”

Nancy, like many other job candidates, believed that letting the interview know she really needed the job would help her to get it.

But that’s not true. 

> job vacancy indonesia    

As a matter of fact, being “too desperate” for the job is one of the most common reasons hiring managers will reject you, regardless of your qualifications. If they know how desperate you are, they will wonder to what lengths you will go to get the job—would you exaggerate on your résumé or lie during the interview? You don’t want them wondering about things like that. Be enthusiastic about the opportunity, but don’t be a “Needy Nancy.”

Here are six other behaviors to avoid during job interviews (despite the names, all behaviors apply to both men and women):

“Overly Familiar Fred” behaves like he’s best buddies with male interviewers, and flirts with female interviewers. He’ll smile, wink, joke around and try to come across as God’s gift to the hiring manager. It’s OK to be friendly and charming to a point, but there’s a line you should never cross. Professionalism is paramount. Don’t be an “Overly Familiar Fred.”

“Aimless Amy” behaves like she wants a job… and any job will do. It’s obvious to hiring managers that she doesn’t know what she wants to be when she grows up. Be prepared to communicate clear career goals and give compelling reasons why you want the specific job for which you are interviewing. Don’t be an “Aimless Amy.” 

> vacancy     

“Rambling Randy” behaves like he’s trying to win a talking contest. He goes on and on, telling personal stories and getting completely away from the point of the question. Listening is as important as talking. Don’t talk just to fill a temporary silence from the interviewer. Stories are good, but they should be relevant and brief. Don’t be a “Rambling Randy.”

“Emotional Emma” lets her feelings interfere with her performance. If a tricky interviewer insults her appearance or skills to gauge her reaction, she’ll become visibly upset—perhaps even burst into tears or hurl insults back at the interviewer. If you have a temper or cry easily—or tend to get overly nervous—focus on remaining calm during the interview, no matter what. I’m not saying you should hide all emotions; no one wants to hire a robot. Let your personality show. But don’t be an “Emotional Emma.”

“Arrogant Andy” behaves like he’s doing the hiring manager a favor by coming in for an interview. He speaks in a condescending tone when answering questions he feels are beneath him. He enjoys bragging about his accomplishments, never mentioning team efforts. He is confident that his qualifications are far superior to those of other candidates. He’s sure the interview is just a formality, and believes the job is his if he really wants it. No matter how qualified you are, it’s more important to be likeable. No one will hire an egotistical jerk. Don’t be an “Arrogant Andy.”

“Timid Tina” behaves like she’s afraid to be noticed. She avoids eye contact, speaks in a quiet voice, answers questions with the fewest words possible, and rarely smiles. When asked if she has any questions as the interview winds down, she quickly says “No,” and looks longingly at the door, eager to escape. Many people are shy; very few people enjoy being interviewed. But no matter how desperately you wish someone would hire you based solely on your résumé, it’s not going to happen—you’ll have to talk your way into the job. Force yourself to show confidence and enthusiasm. After all, you have a lot to offer! You can’t offer anyone anything if you’re afraid to be noticed. Don’t be a “Timid Tina.” 

> employee   

Competency-Based Interviews: 5 Steps to Success!

Competency-based interviews are intended to get the best from you, the candidate, whilst also fulfilling the needs of the organization to get the very best person for the job. There are some easy steps to make the most of yourself and have a much better chance of success.

Prepare well, but keep it sensible

As long as you know the job you are going for, ask for details of what you will be measured against. Ask for a set of competencies. Ask for a job description. This sets you up to succeed, not just because you are better informed, but also because you have asked - which will impress the decision-makers, before you even get there! 

> job vacancy indonesia

1. Get Creative Here is the time to use your own experiences to create 'stories' which you can use in the actual interview. These 'stories' are real scenarios that you have been a part of, which over a period of days and weeks beforehand, you write up. Maybe you will have 20+ initial ideas.
2. Leverage! Take the very best scenarios and write them out, bullet points first. Then flesh them out, whilst referring carefully to the competencies you've been given. It is amazing how you can 'tune-in' your scenario to include many, if not all of the competencies. And if you can't fit them all in, there will be a use for them - later!
3. Practice By reading through your scenarios (and by now you should not have more than six or seven) you will familiarise yourself with the contents, so well, that they will become second nature - even in the scary experience of an interview.
4. In the Interview There are some tactics in here too!
   
   • Using your scenarios make just three key points about what you've been asked. Make them relevant and the right 'weight'. Not too long or too short.
   • After that, leave space for them to ask more - that's what they are listening for.
   • Say 'I' a lot - they want to know what your personal involvement and experience was, not 'the team' or 'they'.
   • Have fun - whilst not contrived, smile and make some simple jokes, if you feel comfortable with that - they want to employ happy as well as capable people.
   • Can't answer? That's fine. Make sure that you reflect on your shortcomings by saying things like, 'It's one of the first things I want to develop in my next job - if you did your stuff on your scenarios and your competencies well enough, you will have covered 90% of the bases well and you'll be forgiven for not being 'perfect'. If you are really stumped - say so!
   • Ask questions - relevant, about their culture, focus on developing you, opportunities - the positive 'peopley' things (remember it's your chance to see if you want to work with them!).
   • Also ask about current issues they may be facing - you did do your homework on them, didn't you?
   > employee
   
   
5. Strong Ending!Keep the whole thing light, even as you leave at the end. Have a conversation in general terms - about anything! Do make sure that you ask them some things that are about them - they will love it if you ask them some open (what, how, when, where, who) general questions about your new job! About something nice in the building or their clothes - take as it comes and do what feels comfortable!
   > vacancy
   

Fired? The Interview Solution

So you were fired? Now what? How will you explain it when you interview?

There are many questions that plague job seekers. “What salary are you looking for?” is a big one. “Why should we hire you?” is another. And “Why did you leave your last job?” can leave you spluttering if you were fired and don’t know how to answer. And most people don’t! After they’ve stumbled through a few answers—trying in vain to phrase it in an acceptable way—and are not invited back for a second interview, their fears are confirmed. No one will hire them because they’ve been fired.

> Vacancy

Except that’s not what’s really happening. The problem is not that they were fired, but how they answered the question.

We don’t stay at a job our entire lives like most of our grandparents did. Not only is it common to change jobs, some believe it's the best way to leverage salary and career. While most of the changes may be of your own volition, odds are a few will involve being fired or laid-off. Companies are bought out, merge, and consolidate, which means inevitably there’s a duplication of staff. It can be as simple as the new president wanting to bring in his own team. He probably didn’t even look at your capabilities, He just decided you were …outta there.

> employee   

These departures aren’t as difficult to explain. You can say:

• “Our company was bought and the entire department was eliminated.” (It’s not me; a bunch of us were asked to leave.) Safety in numbers.
• “The new president wanted to bring in his own guy. I lasted about a week.” (It’s not me; the president didn’t even take the time to find out if I was good at what I do.) A prospective company can’t possibly hold something against you that’s so… impersonal.
• “The company was losing money and downsized.” (It’s not me; if the company had been profitable, I’d still be there!)

The common thread is, “It’s not me.” Therefore, I am not flawed, unwanted, performing poorly, or any other reason you can think up or worry about. But these types of partings, while they seem impersonal, can still have a detrimental effect. We’ll get to that in a minute.

The instances that cause real damage feel very personal, even when they aren’t. You are the only one who was dismissed, and what’s more, you know they’ll replace you. You’re caught off guard, angry, and frightened, too. In an instant, you’re on the defensive, which is usually where people remain. And that’s exactly what causes the problem.

Firing isn’t always about the individual, even though that’s who’s impacted the most. Sometimes it’s about the boss—especially bosses with issues. It might be about poor performance, but that’s not always negative. It could be the result of having different philosophies. For instance, the company may value those who work weekends, nights and holidays. You prefer to balance your life.

Once you’re fired, you can’t change the circumstances. But you can control how you view them. While departmental or companywide layoffs are easier to explain, they can also cause damage. You wonder, “If I’d been really good, wouldn’t they have found another spot for me?” In addition, you’re in an insecure place that sometimes is difficult to adjust to.

Take time to clear some tears or anger. If you’re tempted to recoil, rehash, threaten revenge or otherwise communicate with your previous employer, don’t. Remember one word: reference! Don’t burn your bridges. Leave the company gracefully.

Most importantly, detach yourself from the event and honestly examine what happened. That’s the only way you’re going to get any insight and begin adjusting your thoughts and perspective. There are hundreds of reasons for dismissal, so no pat answer will suffice. The unequivocal rule is to tell the truth. If they discover you lied, you’ll be wondering for a long time how you’ll pay your bills. So when you’re asked why you left – tell them you were fired. Forthright brevity is best. It’s all in how you phrase it. The trick is a shift in perspective, which is easier when you’ve purged the defensiveness and shame.

Don’t give a long, rambling story or blame the company, your boss, or anyone else. Were you –even partially- at fault? Take responsibility. Did you learn from the experience? Say so. Are you completely at sea as to what happened? That’s okay. Not every job is right for everyone. There are philosophical differences, chemistry problems, tough spots, and bosses who are difficult and self-absorbed.

Regardless of the reason, it wasn’t your perfect job or you weren’t quite what they needed. The great thing is that it was recognized (in whatever form) and everyone is moving on. The goal is to be real about what works for you and why the firing took place.

The first step, as trite as it sounds, is to look at it as a blessing. It may take some time to see, but no matter how bad it looks or feels, something good will come of it. Maybe it will be a better job, a chance to grow, or the realization that you hated your career – who knows?

But if you’re too busy being angry and defensive, not only will you miss the chance to capitalize on the positive outcome, but you’ll also keep experiencing negative consequences. When you're in a victimized frame of mind, you'll miss recognizing an opportunity and continue to perpetuate your unemployment.

Let’s examine two answers to the question: “Why did you leave your last job?”

HOLDING-ON HENRIETTA: I don’t know. I was doing my job. Everyone liked me. They always came to me for advice instead of our boss. When the other manager left, they promoted the assistant. She’s maybe about 28. I guess they thought she’d be good just because she’d been there a long time, but she really was a shrew. I think she hated me. She was always talking down to me. One time she took credit for one of my projects. She’s the one that should have left! I’m glad to be out of there.

OBJECTIVE OLIVIA: I was fired, actually. The assistant manager was promoted to manager because she had seniority and she was very good at her job. Unfortunately, she was young and perhaps she thought respect was automatically accorded instead of earned, because when everyone else began coming to me instead of her, it didn’t seem to sit well with her. Despite that I excelled in my responsibilities and met my goals, she let me go. I’m sorry to have had to leave the company. I learned a lot there.

> job vacancy indonesia    

Job Fair Tips > Career Fair Success Strategies

by Maureen Crawford Hentz

 

Career Fairs can occasionally be intimidating. As a job-seeker, you must distinguish yourself from hundreds or even thousands of other job applicants. The following are a few simple strategies to help you stand out from the crowd.

• Find a Fair. Many career fairs are free, but some require a registration and/or fee. The first place to look for a career fair is your alma mater. Colleges and universities routinely hold career fairs for students and alumni. Call your college's career service office and find out if you need to register and what the general format of the fair will be.

Professional organizations also often sponsor large career fairs at their national and regional conferences. Many organizations require membership for admission to the conference and career fair, but some sell day-long "placement-only" admission. Unsure about which professional associations would be best for you and which career fairs will have what you want? Query the Internet for professional associations in your field (for example, Interior + Design + Association) and see if the resulting Web sites indicate career-fair participants.

Finally, look in the Help-Wanted section of your local newspaper. Many career fairs are listed in their own column. Also look for employers with large ads to see if any indicate "We will be at the ElectroMechanical Job Expo next week!"

• Choose the Right Fair. You probably don't want to waste your time at a medical-technology fair if you are looking for a position in education. Do your research. If possible, get the names of companies that will be recruiting at the fair. Hosting agencies often post an abridged list to attract job-seekers like you.
• Arrive Early. As a career-fair recruiting veteran, I can confidently attest that my ability to remember names, faces, and details of candidates waned as the day went on. Rolling my materials into each career fair, I set up my table in eager anticipation of the fabulous candidates I would find. As the fair picked up, while my eagerness never diminished, my ability to remember candidate details did. Go early to ensure quality time with the recruiters.
• Do a Reconnaissance Circuit First. When you get to the fair, don't go into a frenzy of resume dropping-off. Sit down with the program and decide on the order in which you will talk to recruiters. Many career fair veterans agree that beginning in the back of the room and working your way to the front is the way to go – you are seeing recruiters fresh, while people who started in the front may be starting to lose energy. While you are getting the lay of the land, pick up information from the tables. Information, as well as freebies such as pens, magnets, and stress balls, are there for the taking. Gather information on companies of particular interest and sit down in the candidate lounge. Information may include company annual reports, brochures, and a list of open positions. Review the materials so that you have a starting point for conversation with each recruiter.
• Have a Booth Speech. Too many times I would see candidates going down a row of tables asking the dreaded question "Can you tell me a little bit about your company?" As a recruiter, no matter how much you like to talk to people, this question becomes old quickly. Better to have a booth speech that you give to the recruiter. "Hello Aurora, I wanted to introduce myself to you. My name is Janet Ridge. I am an Asian-studies trainer with six years of experience, and I wanted to talk to you about the Training Specialist vacancy at XYZ Company." [Editor's note: See our article, The Elevator Speech is the Swiss Army Knife of Job-Search Tools.]
• Hone In. As you begin talking, the recruiter then may ask you questions about yourself or tell you about the position. Ensure that you make eye contact and listen carefully for tidbits that are not mentioned in the written materials. If you are interested in the company or a position therein, ask for the recruiter's business card and leave a resume.

In addition, go back to the candidate lounge and write a short note to the employer. Attach it to your resume and redeposit into the employer's resume box. Your note should be brief and professional and reference your conversation. "Dear Aurora, thank you for spending time with me today at the AsiaAlive! Recruiting Fair. I appreciate your making time to explain the detailed requirements of the Training Specialist position, as well as the history of the position. Please do feel free to contact me directly if you need additional information." This note can be handwritten but should be stapled directly to your resume. At the end of the fair (or sometimes during it), recruiters go through the resumes making notes on impressive candidates. Attaching a note to the resume is a way to distinguish yourself from other candidates who don't bother with this step.

• Don't be a Booth Buffoon. Recruiters are there to find many good candidates – not just one. Don't monopolize a recruiter by taking all his/her time. If a line develops behind you, be sensitive to that. Say something like "Thank you so much for speaking with me. I see you have quite a line, and I don't want to monopolize your time." Then, get out of the way. If you are particularly interested in making another contact, it is fine to come back again when the line has died down.

If a recruiter is speaking generally to another candidate, it is perfectly acceptable to join the conversation, make eye contact, and ask questions. It is not necessary to wait in a line for individual one-on-one attention, particularly if you plan to ask a similar question.

• After the Fair. Follow-up is extremely important. Recruiters will collect hundreds or thousands of resumes at a large career fair. If you are interested in applying for a specific position, go to the company Web site and apply directly using the company's preferred format. Open your cover letter by indicating that you discovered the position at theAsiaAlive! Career Fair and in speaking with recruiter Aurora Crawford, you became convinced that this was the position for you. You may also want to follow up with an email to the recruiter directly, if that information is on the business card.

In the future, if other positions are advertised for that company, use your inside connection with the recruiter. Apply using the company's preferred process and then send an email along with your resume to the recruiter you met at the career fair. That recruiter may or may not be working with the new position but could be provide the foot in the door that you need. Your email would say something like "Dear Ms. Crawford, I met you last March at the AsiaAlive! Recruiting Fair. At that time we discussed XYZ Company and the Training Specialist position. I see you now have a Country Specialist position available in the Tokyo office, and I wanted to contact you directly to express my interest. My resume and cover letter are attached. Of course, I have also applied through your company Web site."

Final Thoughts
Career Fairs don't have to be intimidating. Remember that the recruiters are there to find you. Recruiters' success is determined by sourcing appropriate candidates and funneling them toward the company. Remember that you are what they are looking for. Employing these success strategies is sure to make a difference in the kind, quantity and quality of your career-fair interactions.

Source : www .quintcareers. com

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5 Tips for Hands-On Leadership

By SCORE

1. Be there. Entrepreneurs warn that a successful business can slip when an owner is not there at least part of every day, keeping in touch with how things are going.
2. Set an example for working hard. One wholesale bakery owner sometimes sleeps on the couch in his office so he can be there when the early shift comes in at 4 a.m.
3. Don’t confuse “hands-on” managing with micro-management. Set objectives and offer guidance, but don’t make employees do every little thing your way. Gauge what they do by the results.
4. Understand your business down to the last detail. The founder of a toy-store chain visits the stores and spends time doing each job (selling, clerking, etc.) and observing customers’ reactions.
5. Stay in touch with “stakeholders”—including customers, employees and suppliers.

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