Our office in Berlin is expanding and we recently welcomed two new highly-qualified team members to add to our global resarch capabilities in the southern hemisphere:

Nihal Saad Zaghloul is our new associate consultant: research with a focus on the Middle East and North Africa. Nihal holds a Master’s Degree in Business Administration and Engineering. Parallel to her studies, Nihal worked as a research assistant for DOX BOX e.V., where she researched Arab documentary films for their project Data is Beautiful. Nihal also worked with the International Civil Society Centre in Berlin where she organised their annual conference Global Perspectives 2018 which focused on engaging a new generation. She is also the co-founder of Imprint Foundation in Cairo, which focused on creating awareness campaigns and educational material against gender-based violence in public spaces. Read more about Nihal on Linkedin.

Anabella Botbol is Mission Talent's second new associate consultant: research and supports our research and outreach for searches in Latin America. Trained as a social psychologist, Anabella has over ten years of experience in social development, diversity and inclusion. She holds a M.A. in Intercultural Management, focusing on organizational development in cross-cultural contexts. Anabella has previously managed programs for collective action and community empowerment in Latin America, and recently advised an organization working with Syrian refugees on how to design spaces that promote childhood development. Originally from Venezuela, she is fluent in Spanish and English. Find out more about Anabella on Linkedin.

Job opportunity

Are you interested to join our team? We are currently searching for a research and support consultant, preferably based in South Africa and fluent in both English and German to support consultants in research strategies for specific executive search clients. This includes mapping of organisations and sectors, as well as documenting outreach and communication. If you enjoy learning about people and analysing the international development and nonprofit landscape and are also organised and understand how to order across databases and other digital systems, send us your application and CV in German. Check further details under our current searches. We'd love to hear from you.

It’s a career truth: one day you are the candidate, and the next you are sitting across the table leading the interview.  But being a panel member is not the time to sit back and relax − your engagement plays a key role in a successful hiring process.

Since 2010 Mission Talent has led more than 340 search processes for roles in over 60 countries across the world. We have worked with a variety of panels; most of them great - though some were not engaged, others too participative and some which even pushed candidates away with an old-school hierarchical approach.

We have found that the quality of your contribution does not depend on how experienced you are: whether you have interviewed hundreds of people or whether it’s your first time, your approach, attitude, and engagement are crucial.

Let’s start at the beginning: if you are working with a hired search consultant, let them guide you. Understand and respect the process to which you have agreed; you are partners with the same goal. Do not dismiss the importance of specific steps, and ask questions if you do not understand.  

An initial briefing call forms the foundation of the whole search. By giving the recruiter 40 minutes of your valuable time to have a briefing about the role. During this conversation, you can provide your insights into the role and share what your key requirements are. Even the best recruiters won’t find outstanding candidates for you based only on the job specification!

The role briefing is a conversation that has to happen with everyone who is part of the panel. Why? To ensure alignment amongst panel members. If you disregard this step, chances are, that weeks down the line, you’ll be forced to discuss the role when presented with candidates that not everyone finds suitable. Not only will candidates pick-up that the panel has no idea what they want, you might also find yourself back at the drawing board and having wasted the candidates’ and the recruiter's time − not to mention your own. It could even affect the reputation of your organisation.

It is your responsibility to ensure that the right questions are asked when you interview candidates. Ask your own questions; no one else can decide on your behalf what questions should be asked that would ultimately determine whether you want to hire someone or not.  Therefore, before an interview, familiarise yourself with the profiles of candidates, read previous interview reports, and think about what you want to know about this candidate for you to feel equipped and comfortable in making a decision.  

During an interview, have a conversation and a debate; an eye-level discussion is the respectful way to engage. There is no need for trick questions or an interrogative top-down approach. Be honest, transparent and professional. If you want to know about the candidates’ strengths, weaknesses and failures, then you should also be prepared to discuss your organisation’s successes and challenges. Not allowing candidates the time or safe space to ask questions, or even refusing to answer questions about non-confidential information is just bad manners.

It is crucial to keep in mind that, during an interview, candidates are also interviewing their potential future employer. If you do not perform and represent your organisation well, there is a big chance that you might lose the interest of your most sought-after candidates.  Start off by introducing yourself as a panel− do not expect that candidates know who you are.  Ensure that you also introduce the role before you start asking questions, as this will lay the foundation for an informed and trusted discussion where both parties can test suitability.  

Use an appropriate setting for an interview. The setting conveys a lot about you and your organisation. Refrain from using a telephone for off-site interviews since voice calls reflect only half the story. Modern technology allows for video calls, even in areas with weak connectivity (yes, we have had interviews with someone sitting in the Zimbabwean bush with elephants strolling by in the background).

Double-check how you come across during the video call. A virtual space does not warrant you to neglect basic manners.  Act as you would if you were all sitting together for an on-site interview: do not lie on a bed(!), be dressed appropriately, ensure that there are no interruptions, and do not read or respond to emails or check Facebook. For more about video call etiquette, please read this blog we published recently.

Overall, it is important that you assist your search consultant to stick to their process. You can support this by participating in meetings and calls scheduled to discuss candidates and by not changing set interview dates. Again, a frequent or inexplicable change of dates makes candidates lose interest; and rightly so.

Respond promptly to your search consultant’s questions. Great candidates are in demand and have other options; they need to be kept engaged and attracted to the role. Delaying a response might lead the candidate to lose interest. Remember, the search consultant can only represent your organisation favourably if you present him or her with sufficient information to actually do so.

Please remember, every step in a search and selection process is supposed to be a two-way street: both your relationship with your search consultant and your interaction with candidates. You have to show as much excitement, investment and interest in filling this role as you would expect from the candidate. If not, you’ll just end up sitting at the table alone.

It’s a career truth: one day you are the candidate, and the next you are sitting across the table leading the interview.  But being a panel member is not the time to sit back and relax − your engagement plays a key role in a successful hiring process .

Since 2010 Mission Talent has led more than 340 search processes for roles in over 60 countries across the world. We have worked with a variety of panels; most of them great - though some were not engaged, others too participative and some which even pushed candidates away with an old-school hierarchical approach.

We have found that the quality of your contribution does not depend on how experienced you are: whether you have interviewed hundreds of people or whether it’s your first time, your approach, attitude, and engagement are crucial.

Let’s start at the beginning: if you are working with a hired search consultant, let them guide you. Understand and respect the process to which you have agreed; you are partners with the same goal. Do not dismiss the importance of specific steps, and ask questions if you do not understand.  

An initial briefing call forms the foundation of the whole search; give the recruiter 40 minutes of your valuable time to have a briefing about the role. During this conversation, you can provide your insights into the role and share what your key requirements are. Even the best recruiters won’t find outstanding candidates for you based only on the job specification!

The role briefing is a conversation that has to happen with everyone who is part of the panel. Why? To ensure alignment amongst panel members. If you disregard this step, chances are, that weeks down the line, you’ll be forced to discuss the role when presented with candidates that not everyone finds suitable. Not only will candidates pick-up that the panel has no idea what they want, you might also find yourself back at the drawing board and having wasted the candidates’ and the recruiter's time − not to mention your own. It could even affect the reputation of your organisation.

It is your responsibility to ensure that the right questions are asked when you interview candidates. Ask your own questions; no one else can decide on your behalf what questions should be asked that would ultimately determine whether you want to hire someone or not.  Therefore, before an interview, familiarise yourself with the profiles of candidates, read previous interview reports, and think about what you want to know about this candidate for you to feel equipped and comfortable in making a decision.  

During an interview, have a conversation and a debate; an eye-level discussion is the respectful way to engage. There is no need for trick questions or an interrogative top-down approach. Be honest, transparent and professional. If you want to know about the candidates’ strengths, weaknesses and failures, then you should also be prepared to discuss your organisation’s successes and challenges. Not allowing candidates the time or safe space to ask questions, or even refusing to answer questions about non-confidential information is just bad manners.

It is crucial to keep in mind that, during an interview, candidates are also interviewing their potential future employer. If you do not perform and represent your organisation well, there is a big chance that you might lose the interest of your most sought-after candidates.  Start off by introducing yourself as a panel− do not expect that candidates know who you are.  Ensure that you also introduce the role before you start asking questions, as this will lay the foundation for an informed and trusted discussion where both parties can test suitability.  

Use an appropriate setting for an interview. The setting conveys a lot about you and your organisation. Refrain from using a telephone for off-site interviews since voice calls reflect only half the story. Modern technology allows for video calls, even in areas with weak connectivity (yes, we have had interviews with someone sitting in the Zimbabwean bush with elephants strolling by in the background).

Double-check how you come across during the video call. A virtual space does not warrant you to neglect basic manners.  Act as you would if you were all sitting together for an on-site interview: do not lie on a bed(!), be dressed appropriately, ensure that there are no interruptions, and do not read or respond to emails or check Facebook. For more about video call etiquette, please read this blog we published recently.

Overall, it is important that you assist your search consultant to stick to their process. You can support this by participating in meetings and calls scheduled to discuss candidates and by not changing set interview dates. Again, a frequent or inexplicable change of dates makes candidates lose interest; and rightly so.

Respond promptly to your search consultant’s questions. Great candidates are in demand and have other options; they need to be kept engaged and attracted to the role. Delaying a response might lead the candidate to lose interest. Remember, the search consultant can only represent your organisation favourably if you present him or her with sufficient information to actually do so.

Please remember, every step in a search and selection process is supposed to be a two-way street: both your relationship with your search consultant and your interaction with candidates. You have to show as much excitement, investment and interest in filling this role as you would expect from the candidate. If not, you’ll just end up sitting at the table alone.

Últimamente pareciera que todas las organizaciones tuvieran un plan: una visión 2020 o una agenda 2030. Todo suena muy futurista. Estos años pasan más rápido de lo que uno piensa, y antes de que nos demos cuenta, es hora de realizar un nuevo plan.

Pero cuando en Mission Talent vemos hacia el futuro, queremos ver como meta un liderazgo más diverso y representativo. ¿Quiénes son los líderes de 2030?, ¿y qué estamos haciendo actualmente para promover diversidad en el liderazgo?

Las organizaciones deben asumir la responsabilidad de su diversidad -y nosotros como empleados, socios y miembros de la sociedad civil- debemos presionar para que sea así. Las excusas del siglo veinte se están desmoronando, este es el momento de ser valientes y vanguardistas.

Aquí van ocho ideas. También nos gustaría escuchar tus ideas vía Twitter o comentarios de LinkedIn.

1. Comprender que la diversidad abarca muchas cosas- habilidad, género, raza, nacionalidad, estatus económico, idioma y más. Líderes diversos atraen perspectivas diversas.

2. Realiza una auditoría de diversidad en todos los niveles de tu organización: te puedes sorprender de lo que encuentras.

3. Ten conversaciones incómodas con tus colegas. Toma el tiempo para comprender qué es lo que falta en tu equipo y planifica para el futuro.

4. Diseña procesos de reclutamiento que alcancen distintos tipos de talento. Un proceso estratégico te ayudará a llegar a candidatos más diversos. Contrata expertos para ayudarte a lograrlo si es necesario.

5. Toma riesgos e invierte. No sólo contrates el candidato seguro o el interno -recluta gente que rete el estatus quo. Invierte en entrenamiento de personal. El analista de hoy es el líder de mañana.

6. No toleres discriminación ni hostigamiento en ningún lugar; pierdes mucho talento cuando las personas se sienten excluidas.

7. Brinda a tus empleados la oportunidad de adaptar el trabajo a sus vidas. Criar niños pequeños y cuidar de padres ancianos son etapas de la vida. Al igual que lo es cuidar de tu bienestar personal o profundizar tu educación. Los empleados a quienes se les brinda flexibilidad durante estos períodos tienden a mantenerse leales.

8. Contratar un empleado distinto es sin duda un buen paso. Pero es el principio de un camino, no el fin. Construye un plan de integración que prepare al empleado para el éxito y le brinde apoyo constante.

Mi nerviosismo comenzó al leer el correo que me envió  Africa Prisons Project:

“Kamiti es una prisión masculina de máxima seguridad... [Los visitantes] deben evitar estar en un área apartada a solas con un reo. Es importante cumplir con el código de vestimenta oficial apropiado, evitar prendas ceñidas al cuerpo o reveladoras. La vestimenta no debe mostrar escote o exponer la parte alta de los brazos y deben evitarse los vestidos mini o cortos.”

Desde mi niñez, sabíamos que los peores criminales estaban encerrados en Kamiti, y aquí estaba yo, ¡visitando voluntariamente la prisión! Me imaginé que seria oscura y asquerosa. Esperaba que estuviera en las peores condiciones posibles. Sentía mariposas en el estómago. ¿Por qué estoy haciendo esto?

Durante el camino a la prisión, estaba sentada en silencio. Mi mamá estaba manejando; íbamos a realizar la visita juntas. Ella trataba de calmarme hablándome de cosas positivas, pero lo único que yo quería era silencio para lidiar con los nervios. Mantenía la razón de mi visita en mente: me entusiasmaba ver de primera mano el trabajo que está haciendo el APP. Estoy liderando las búsquedas para su nuevo Director de Desarrollo, de Servicios Legales y Directora de Educación Legal. Esta visita me permitiría comprender mejor al APP, y me ayudaría a continuar con la búsqueda. También quería experimentar el verdadero cristianismo en acción, ya que eso es lo que creo que está haciendo esta organización con su trabajo en las prisiones.

Llegamos al portón de la prisión de máxima seguridad Kamiti 20 minutos antes de la hora establecida. Una llamada a la Directora General nos aseguró que podríamos pasar y estacionarnos, pero deberíamos esperarla en el estacionamiento, ya que ella tenía la carta de permiso de acceso a la prisión. Había una larga fila de peatones en el portón principal. Por coincidencia, habíamos venido el Día de la Crianza a Distancia. Las familias traían comida y pasaban el día con papá, ya que los niños también estaban de vacaciones en estos días.

El segundo portón de la prisión, donde los reos están recluidos, es una gran puerta de madera con un letrero rojo arriba. No se permiten fotos. Seguimos a la recepción, donde entregamos nuestras identificaciones, la carta de acceso y las llaves del auto. Luego pasamos una revisión de seguridad; quitándonos los zapatos, cinturones y prendas.

Un guardia nos fue asignado y caminamos, atravesando el patio a la Academia, hacia donde APP realiza su programa de educación legal. También hay una escuela de primaria y secundaria para los presos que deseen completar su educación.

Al momento en que nos asignaron un guardia, recordé la conversación que sostuve con la Directora General: debíamos mantenernos cerca de ella y del guardia, no debíamos hablarle a los presos, y si ellos se nos acercaban o nos preguntaban nuestros contactos, debíamos dirigirlos al APP. ¡Noté que la DG también estaba ajustándose su abrigo y abotonándose!  Yo ajusté mi suéter y lo usé para cubrir mi pecho. ¡Mi mamá estaba súper calmada!

Mientras atravesábamos un tercer portón, hacia el patio, había mucha camaradería. Una carpa estaba puesta a un lado y un castillo inflable al otro. Había música y una sensación general de alegría. Me sentía calmada. Había familiares en todas partes.

Pasamos un cuarto portón a la parte industrial de la prisión, donde se encontraba la Academia. Mientras que atravesábamos cada portón, los guardias nos recibían con una sonrisa, apretones de mano y buenas vibras para APP.

Había prisioneros por todas partes, mantuve la cabeza hacia abajo. No hice contacto visual. No quería ningún incidente. No obstante, miré hacia los patios. No eran como me los esperaba. Estaban limpios, para cualquier fin. No era asqueroso. Pero no teníamos acceso al área donde están recluidos los presos. Las celdas. Tal vez en esa área es diferente.

Un quinto portón nos llevó a la Academia. Hablamos brevemente con un administrador y luego nos sentamos en la parte de atrás de una sesión de clases del Programa de Educación Legal. Dos de los estudiantes eran guardias de la prisión y el tercero era un preso. Los estudiantes interactuaban entre ellos y con el tutor mostrando interés y pasión. Actualmente, la organización APP tiene alrededor de 40 presos y guardias de prisión cursando el Programa Legal en conjunto con la Universidad de Londres. Los cursos ya han salvado vidas: una mujer bajo condena de muerte, estudiante de APP, llamada Susan Kigala ganó su caso en corte y fue puesta en libertad. Como resultado de su caso, la ley ya no obliga la pena máxima para todos los casos de asesinato en Uganda.

Saliendo de la Academia, nos detuvimos a conversar con un estudiante del APP que cursaba su tercer año. Es el décimo tercer demandante en un caso ante la Corte Suprema. Gracias a sus estudios en el Programa de Educación Legal de APP, ¡podrá representarse a sí mismo y a los doce otros demandantes! Nos dijo que el juez está a su favor, tal vez por la buena reputación de APP y por el hecho de ser un preso con conocimiento legal.

Haber visto el trabajo e impacto positivo de APP en la prisión Kamiti fue conmovedor. Nos dimos cuenta de algo muy bueno, esta organización es muy bien vista entre los empleados de la prisión y los guardias. ¡Esta visita definitivamente fue una motivación adicional para continuar apoyándolos!

A la salida de Kamiti, mi madre se aseguró de comprar algunas plantas del vivero de la prisión para apoyar el esfuerzo de los presos; esperamos que sigan creciendo al igual que el trabajo del APP, y que tengan un impacto positivo en la vida de los presos.

Mwende Njuguna es Consultora Sénior en Mission Talent.
 

In 2003, I was an intern in New York City and I went to see Jeffrey Sachs (then director of the Earth Institute of Columbia University) deliver a series of lectures on the Millennium Development Goals (MDGs). These became the foundation for the Millennium Project, and Sachs served as the chief ambassador for the MDGs for several years afterwards.

It was an exciting time. The MDGs were new, digestible goals that people could latch onto.  Pragmatic thinking was king – if we just had the planning and the resources to go about it, we could end poverty.

I would take the train uptown and then sit in the audience, utterly inspired.  I was young and impressionable and Jeff Sachs was my hero. After every lecture, there was Q&A, and I remember a student asking him, “what advice would you give us? how can we be involved?” He said something to the effect of -- get a skill: become a water engineer or a health specialist or a city planner.  

His answer haunted me for years. Like half the students in the room, I had studied international relations. I could not fit water pipes and knew nothing about distributing bed nets. It was too late for me.

But last week at work I had an “Aha!” moment. After talking to the ED of an organization providing access to legal education for prisoners, and then with a social entrepreneur scaling up services for farmers in West Africa to access credit, I realized that I was actually doing what Jeffrey Sachs advised: I acquired a skill and I was using it.

I like to think that international development has come into a new way of thinking.  That we now recognize that in order to achieve the Sustainable Development Goals, we need to invest in developing leaders and strengthening organizations. They are the lifeblood of sustainability.

That is why our work at Mission Talent is so important to us. No matter what an organization may be tackling; from climate change to safe abortion access, we listen to their needs, analyze the market, and dive into the work of finding great candidates.  And maybe it is not as simple as what Jeffrey Sachs proposed, but 2015 has come and gone.

Emily is Head of Research at Mission Talent, and she previously wrote about the SDGs here.

How many times have I heard someone say that they applied for a job that they thought was a great match, but they did not even get a response from the advertising organization?

Whether or not you get that interview depends on what the organization wants. This may or may not be explicitly stated in the position’s description. They may be looking for the “outside of the box” candidate rather than someone with a proven track record.

Even if that’s not the case, experience and a great track record do not guarantee that you will be selected for the interview or get the job. Some positions are just not made for you – even though they may look like they are.

The interviewers may be looking for “new” skill sets or a “different” type of candidate. In an NGO context, this might mean candidates with a business background or entrepreneurial experience. At a CEO level, it could mean someone with change management experience.

The organization may be more interested in candidates with compelling backgrounds that can represent the organization externally, perhaps those working on issues like justice and human rights. Larger INGOs are likely to have more resources to invest in their staff’s professional development.

Contractors or organizations that are grant and performance-based are more likely to look for the best candidate in terms of experience, past results, and technical skills. They often cannot afford to take a chance or wait for employees to learn and grow. They have goals to reach within a time frame.

If you have already relationship with the recruiter, you may always send a quick message to them asking about the role and its scope and find out their opinion on your background and whether the role would be a good fit.

The bottom line is: if you believe you are right for the position, take the time to craft your CV to highlight where you meet the job requirements. If you believe your skills are transferrable, make your case succinctly.

You might know you have the experience needed, but it may not be visible on your CV. Make your CV easy to understand and no longer than a couple of pages. Include numbers of staff and budgets managed, and your responsibilities. More importantly though, state your achievements! To some readers, your CV is more important than your cover letter.

A few weeks ago, on the brink of a new search, I contacted a candidate - who we had placed last year in another role - for recommendations. Based on the location and scope of the role, I was pretty sure she would know some interesting leads to potential candidates. .

And she did. She actually recommended someone who she had seen in a recruitment process a while ago and explained why the panel had really liked and appreciated that individual , even though they eventually chose someone else.

We then got in touch with that person, assessed her interest and evaluated her  as part of the process for a client. A few weeks later she  was hired.

So, what is the takeaway?

Once you join a recruitment process, you are keen to explore the role and see if this is for you - and you the right fit for the organisation.You imagine yourself in this role, you prepare, you have conversations about it and you feel ready for the challenge. But not everyone can be the perfect fit. However positive and constructive the feedback might be, being declined can hit hard.

But there is a bright side: you have been out there and demonstrated your capabilities! And the advantage of that is that even if you were not the right fit for that particular role, people will remember you for your capabilities, expertise and passion.

And while it may seem little comfort after rejection, it is important to remember that being being declined for a job is just that—it’s not about you, but simply your fit for that one post. Staying positive and engaged will mean there are many more chances for the future.

A few years ago I was having a conversation with the daughter of some very good friends. While our exchange was trivial and I don’t remember what we were talking about, I do know that it subtly but importantly altered my outlook on life.

There was a moment during our discussion when I said; “Well, respect has to be earned.” It was probably a slightly lazy response; a phrase I had heard often enough in my own youth from parents expecting high standards.

Her response was swift. “No,” she shot back, “disrespect has to be earned.”

I saw and understood her point immediately. She was quite right and I remain conscious of the way it changed my behaviour even today—I have no right to expect people to have prove themselves to me in some way. This approach of positive engagement is essential in our business; although our aim is to reveal the best in candidates, sometimes they can still surprise us with talents or stories we’d never imagined!

Of course, in a few cases that respect may diminish over time, but I’ve found life’s exchanges are richer when they are approached from this perspective. Including conversations with 14 year-olds.

The first ever Mix’n’Talent event brought forward a range of crucial reflections on how the civil society sector can drive social change in uncertain times.

One of the challenges that emerged from the discussions was that of silos. None of the challenges we face today can be separated from one another. And yet, all too often we try to address the world’s challenges from within our silos. We find silos at every level of our work: departmental silos within an organization; silos between one organization and another; silos between types of NGOs such as “environmental NGOs” and “human rights NGOs”. And even the civil society sector itself is a silo that views other sectors with suspicion.

Certainly, one NGO cannot prioritize everything. But we know that this is not necessary if we open up to the idea of strengthening coordination across and beyond the sector and work in alliances. Not simply partnerships, but true alliances built on a shared cause. Alliances that break through silos and stand above competition for funds and defending logos. Alliances with a strategic allocation of roles among partners that play to the different strengths and areas of focus, compensating individual shortcomings through a holistic approach.

The world around us is changing at increasing speed and global developments are challenging assumptions that many civil society organizations were founded on. Just as digitalization demands adapting funding models, the increasing interconnectedness of issues requires rethinking concepts of organizational identity and brand if we want to pursue our cause successfully. It demands a shift in our culture towards more networked thinking. And, as the discussion concluded, this requires trust. Trust beyond the silos, extending to other individuals, organizations and sectors. We need to learn to think and work as a movement.

This blog was written by Jana Merkelbach who also moderated the Mission Talent event. Her first guest blog entitled “Leading Change in Uncertain Times” was published on this site on 31/05/2017.

Al enfrentarnos con retos como la incertidumbre en el ámbito político, el cambio climático y la crisis humanitaria global y de refugiados -¿cómo podemos promover efectivamente el cambio social en tiempos de incertidumbre?

Esta pregunta reunió a líderes del sector de la sociedad civil en Berlín el 24 de mayo para la primera edición del evento Mix´n´Talent de Mission Talent. Tuve el placer de ser moderadora de un panel inspirador con Susanne Baumann, Jefe de Personal en Crisis Action; Sabrina Schultz, Jefe de la oficina en Berlin de E3G; y Jeannette Gusko, quien maneja la Marca Internacional y Participación de Change.org. Compartiendo sus experiencias, lecciones y pensamientos sobre el tema, el panel rápidamente participó en una discusión fructífera con los invitados del evento.

Hoy se está llevando a cabo una gran iniciativa en toda África, intentando reunir solidaridad panafricana para "hacer un llamado a nuestros líderes sobre los fracasos (de África) y construir un África mejor, más justa, más pacífica y sostenible". La iniciativa 'Africa Rising' fue creada por un grupo de 272 personas de 44 países africanos reunidos en Arusha, Tanzania en 2016. Lo más importante de esta reunión fue que los jóvenes africanos estaban en el centro de este movimiento con 'inclusión social, paz y prosperidad compartida 'como sus temas a tratar.

Mission Talent invita a los líderes del sector de impacto social a nuestro primer evento Mix’n’Talent en Berlin:

Es un momento retador para los que trabajamos a favor del cambio social. Enfrentamos incertidumbre en el ámbito político, el cambio climático, una crisis global humanitaria y de refugiados. Las fuentes de financiamiento tradicionales están cambiando. Entonces, ¿qué significa esto para nuestra manera de planificar para el futuro? Entre tantas amenazas, ¿existen oportunidades?

It’s easy to surround ourselves with people who think just like us. Depending on our social media bubbles, we might not even know anyone who voted for the other candidate, or takes an opposing view. But by not engaging with people who think differently, we don’t make the world better, we just make it more divided. And division weakens our society further.

Many might expect a connection between seniority of a candidate and the quality of their interviews. That is not what we experience at Mission Talent: we’ve seen excellent interviews with more junior candidates and rather disappointing interviews with more senior candidates.

So what makes an interview successful?  In-depth preparation, excellent communication and some empathy are all crucial—as is meeting the key requirements.

Note: Everything in this blog is based on real experience.

El otro día estaba arreglando unos asuntos con un cliente. Hubo unos cuantos términos que ella utilizó durante nuestra comunicación que hicieron que yo tuviera que preguntar a qué se refería con ellos para asegurarme de estar en la misma página que ella. Eso hizo que cayera en cuenta de que todos tenemos nuestros lenguajes organizacionales. Palabras que usamos a menudo y que adquieren un tipo de significado según el contexto en que las utilicemos.

Cuando le hablo a mis colegas sobre un reporte de búsqueda, todos tenemos un conocimiento claro de lo que esto conlleva ya que es nuestro pan de cada día. Pero si utilizo el mismo término con un nuevo cliente, puede que tenga que ser más específica y explicar a qué me refiero con eso.

De igual manera, cuando un candidato describe una campaña, alguna investigación o algún proyecto, necesito asegurarme de estar al tanto del contexto de su organización y tal vez preguntarles qué significa esta palabra en su área en específico.

A pesar de que tendemos a movernos en círculos similares, no podemos esperar que las personas siempre comprendan nuestro vocabulario del día a día. Aunque hablemos el mismo idioma, a veces debemos estar seguros de que entendemos lo específico de cada sector, o lo específico de alguna organización, los detalles –y que estemos siendo comprendidos de la misma manera. 

Dr Hannah Fry, a mathematician at University College London, recently described how data is becoming ever-more important. She went on to point out that the algorithms being used are often hidden from view, which means that “software is built with an incentive that might not align with the interests of individual people, who are just data points within it.”

Recruiting and selection software is a case in point. The promise of efficiently finding the ideal candidate using keywords and algorithms is very seductive, but depends on the programmers and their approach. In her conversation with The Register about algorithms, Dr Fry said: "you can't argue against them. If their assumptions and biases aren't made open to scrutiny then you're putting a system in the hands of a few programmers who have no accountability for the decisions that they're making." She went on to describe how a LinkedIn algorithm showed higher-paid job advertisements more often to men than women.

Mission Talent doesn’t evaluate people with algorithms. We look at people who fit the bill and we speak to them to find out more. But we’re also curious; we chat with others who don’t fit the bill because they’re interesting and—just sometimes—they have a great deal more to offer. The next time you need to bring someone into your team, think about applying your humanity rather than decisions made by a machine.

La comunidad en internet ha estado disfrutando la entrevista entre el desafortunado Profesor Robert Kelly y la BBC, durante la cual sus dos hijos entraron a su oficina. La buena noticia es que, como dijo la BBC: “él supo mantener la compostura y pudo concluir la entrevista  exitosamente.”

La naturaleza de nuestro trabajo requiere que hagamos con frecuencia entrevistas a personas en sus casas o en otros ambientes y entendemos que puede haber imprevistos mientras nos hablan los candidatos, o incluso los futuros empleadores. Claro, aparecer en un Canal de TV global es otra cosa, pero ¿qué podría hacer alguien si se le presenta una situación similar en una reunión o en alguna entrevista?

Nuestra recomendación es saber cómo apagar el micrófono y la cámara antes de que comience la reunión. Si te interrumpe un niño, un colega bien intencionado, tú gato o perro, el timbre o incluso la alarma de incendios, excúsate brevemente y apaga tu micrófono y cámara. Resuelve la situación y luego toma unos cinco segundos adicionales para concentrarte antes de volver a encender la cámara y el micrófono. La mayoría de los entrevistadores serán comprensivos –y además habrás demostrado calma bajo presión.

With much excitement we have been following a growing resistance movement throughout the world in recent months – led by women. We feel moved, inspired and honoured to witness this.

Mission Talent—a team of eight, seven of whom are women from different countries—was debating how best to show solidarity on Wednesday, 8th March 2017 during A Day without a Woman. We felt strongly about not being silent on this day, showing solidarity and somehow using the opportunity to make an impact. We chose not to go on strike, as others are planning, because we believe that it would not have the desired impact in our particular context. On International Women’s Day we shall continue working for our clients and candidates, supporting them in their mission towards the very same goals.

Some of our team members would like to share with you what International Women’s Day means to them.

When searching for potential candidates, I always look for the best. But sometimes candidates do not present themselves well during interviews, so I also look for additional evidence. As well as their CVs, candidates may also have made presentations or published articles. Perhaps they have some good videos online, or an active blog or Twitter account.

As candidates move forward in our process, we offer coaching on how they can present a true representation of themselves in an interview, and we advise them on how to show how their previous achievements align with the aims of the new role. In this way, what we discover and learn about the candidate grows throughout the recruitment process —and in some cases, so does the candidate’s understanding of themselves!

This is my favorite part of search -- developing this relationship with candidates and getting to know them in different ways.

On the day after the American people voted last year I avoided the news and Facebook. Last Friday, people on my Facebook timeline were  quoting the inauguration speech of the 45th President of the US and I decided neither to watch it, nor to read it.

As a Westerner I was raised in a world that aspired for women to be equals and those achievements are now being challenged in a way that I would never have thought was possible, including by someone occupying the role often designated as “leader of the free world.”

We are still seeing and experiencing grave differences between men and women all over the world. Different religions. Different nationalities. Different cultures. Discrimination of anything people might perceive as ‘the other’. Overall a lack of humanity, of empathy and compassion for one another.

Kris Torgeson, who Mission Talent placed as the first ever Global CEO at Lifebox, said in a recent interview that “no matter how big or how small the organisation or crisis, the humanitarian act is still about one person helping another.”
http://www.lifebox.org/questions-new-ceo/

This reminded me of a moment’s reflection that I had over Christmas. I was unpacking some decorations with my children, including some my mother used before her death 10 years ago. I came across a small box of Oxfam candles that reminded me of her preference for buying things from charity shops wherever possible. She didn't think she was changing the world, but just doing the right thing in a small town in rural England.

In a world where so many problems seem so large and so insurmountable I see a link between Kris's comment and my mother's actions. None of us can change the world alone, but millions of us doing the small things that we are capable of; whether it is doing surgery by Lamplight, teaching a new language to a refugee—or simply buying trinkets in a charity shop; millions of small acts and gestures can and do add up to big differences.

“Let’s definitely plan a trip the first week of the new year.”

But our initial plans for a quiet get-away soon became a trip to the Greek island of Lesbos.

Lesbos is not only a beautiful island for tourists. It is also the first European destination for thousands, likely millions of refugees from Syria, Iraq, Afghanistan and beyond.

Theoretically it’s a quick procedure: boats with 30-60 people arrive, ideally welcomed by a group of cheering volunteers. People get off the boat, take off wet shoes and socks. Blankets are wrapped, water and snacks distributed. Then busses arrive to take everyone to Moria camp, where they need to register before their onward journey. Ideally, the new arrivals do not even have to spend the night.

And so that is where we found ourselves. Geared up with gum boots, gloves and beanies, for our week of four, 12-hour shifts in Moria camp. As Arabic speakers, we spent most of our time in the queue for the registration of Syrians and Iraqis.

It was a crash course in refugee transit life.

Siempre es buena idea preparase para una entrevista. Pero, ¿cómo? Por supuesto, es útil saber acerca de la organización y del cargo al cual estás aplicando -pero, ¿cómo prepararse para esas preguntas difíciles de las entrevistas? Todos hemos leído sobre cómo hacer que las debilidades parezcan fortalezas y hay un sinnúmero de páginas que afirman tener las respuestas a las preguntas más difíciles de los entrevistadores.

Pero tomemos en cuenta qué es lo que busca el entrevistador. Una buena entrevista no es un enfrentamiento, más bien está diseñada para darte la oportunidad de mostrar cuáles son tus fortalezas y cómo éstas encajan en el cargo en cuestión. Generalmente, los entrevistadores quieren averiguar tres cosas:

¿Te enteraste? Es el año 2015; el plazo para las Metas de Desarrollo del Milenio se terminó, el plazo para las Metas de Desarrollo Sostenible comenzó y se supone que los gobiernos deben acordar un plan en la COP21 que tendrá lugar en diciembre, para prevenir el desastroso cambio climático. ¿Y entonces?

Fui recientemente a una conferencia sobre transformación global. Los organizadores de la conferencia (GIZ) anunciaron que la reunión se convertiría en una plataforma bienal para revisar las Metas de Desarrollo Sostenible. Para ser sinceros, esto no me emocionó mucho. Luego de 15 años, acabamos supuestamente de llegar a completar las ocho MDM, y ¿ahora estamos apresurándonos a planearnos 17 nuevas metas? Las metas fueron acordadas mediante uno de los procesos más consultivos visto anteriormente, pero pienso que se han vuelto, en general, tan aburridos que recomiendo leerlos ya si estas pensando en irte a dormir.

La idea detrás de la creación de una lista más amplia de metas era plantear objetivos para países en desarrollo también. Venía de una buena intención, pero en el proceso, las metas han pasado a ser de nadie pero, a la misma vez, son para todos. Hay un dicho en Brasil: un perro con dos dueños se muere de hambre. Sin promotores firmes, las MDS nunca van a despegar.

Sencillamente no podemos proponer otra ronda de metas y esperar que pase lo mejor. Necesitamos romper el molde y proponer algo que entusiasme a la gente. Desde el punto de vista de la movilización, es impresionante que las MDM funcionaran tan bien como lo hicieron del 2000 al 2015. Muchos trabajadores de campaña dieron lo mejor de sí mismos para concientizar a la gente sobre algo impresionantemente difícil de comunicar, en el 2000, el concepto de metas para el desarrollo era nuevo, y si leías la letra pequeña, inclusive eran alcanzables.

At Mission Talent, it’s our job to ask questions.  We want to find out from our clients exactly what kind of leaders they are looking for, and we ask our candidates to tell us about their careers and goals for the future.  This time, we thought we would turn the tables, and have our team members Katja, Sarah, Spencer, Emily, Lin, Priya and Tim answer the questions. 

1) What trends do you see in international development that make you hopeful?

Katja:
I see a greater realisation of the importance of citizen participation. NGOs used to be closed entities where it was difficult to get in and participate. This has changed drastically and NGOs are increasingly acknowledging the importance of everyone's input to drive change.

Emily:
I recruit for many campaigning roles, and I previously worked for an advocacy organization, so I think a lot about how to create popular demand for change.  While many of the causes we are working on are so huge, I am encouraged to see campaigning organizations take on specific targets that are winnable, such as changing the purchasing policy of one company.  I am also glad to see NGOs increasingly use online multi-media in creative ways to engage people in making change.

Sarah:
What makes me hopeful is the fact that many stakeholders, political and economic ones, take NGOs more and more seriously. But also society as a whole increasingly acknowledges that NGOs fulfil an important regulatory role in the international political system.

Having been privileged to recruit for Greenpeace offices all over the world, we’re especially proud of two of our recent recruits. Both executives are female and both represent a new kind of leader for the environmental movement.

Joanna Kerr, Greenpeace Canada’s new executive director, was previously global CEO of ActionAid International, and before that was executive director of the Association of Women’s Rights in Development (AWID).

Like Kumi Naidoo, the anti-poverty activist who is now executive director of Greenpeace International, her appointment reflects a growing awareness by “green orgs” that climate change and conservation are linked to development and poverty.

It’s not just organizational strategies that are shifting, so are the attitudes of the leaders themselves. Many working in global development or even humanitarian spaces see linkages to the issues of climate change and will consider taking a position in what was previously seen as a completely different sector.

Este mes, asistí a la conferencia de Perspectivas Globales en Johannesburgo, organizada por el Centro Internacional de la Sociedad Civil, ActionAid International y CIVICUS.

El tema de la conferencia fue  “Navigar el Cambio Disruptivo – cómo las organizaciones de la sociedad civil pueden sobrevivir y prosperar en un mundo cada vez más desestabilizado”. La meta de la conferencia fue reunir ejecutivos y líderes de la sociedad civil internacional para construir alianzas y para hablar de temas en común. Los organizadores de la conferencia claramente eligieron un tema difícil.

En los últimos veinte años, el cambio en sí mismo ha cambiado: se ha vuelto más rápido, más fundamental y más sorpresivo. Cuando estos elementos se juntan, experimentamos la desestabilización. Piensa en la música, el teléfono o la industria del periódico. Las fuerzas del mercado las han redefinido, a pesar de los deseos de los gigantes de los medios y del sector corporativo. 

Tendencias en Acceso e Innovación: el Congreso Humanitario de 2013

Entre el 25 y el 27 de Octubre, fui al Congreso Humanitario en Berlín organizado por Médecins Sans Frontiers, Médecins du Monde, la Cruz Roja Alemana, la Cámara de Médicos de Berlín y la Charité Universitätsmedizin. El evento reunió al rededor de 500 investigadores, profesionales y estudiantes para discutir las tendencias actuales, el conocimiento y las innovaciones en el sector humanitario, particularmente desde el punto de vista de la salud.

Esta fue la segunda vez que asistí al Congreso Humanitario. El tema de esta año fue “¡Sin Acceso!, ¿A quién le importa? ¿Cómo llegarle a personas con necesidad?”. El evento se centró en los obstáculos y las limitaciones para proveer la asistencia humanitaria, el planteamiento de la necesidad de más investigación, innovación y responsabilidad. Una de las interesantes soluciones presentadas fue la nueva iniciativa  MEDBOX una biblioteca de campo diseñada como recurso para obtener rápidamente conocimiento Humanitario directamente donde es requerido.