On our minds.
Leadership Transitions #4: in this series, leaders placed by Mission Talent reflect on successes, challenges and skills.
In August 2018, Mission Talent placed Aura Freeman as Head of Campaigns – Animals in Disasters at World Animal Protection. She previously worked in human rights as a senior campaigner with Amnesty International and with the United Nations, covering issues from LGBT and refugee rights, to FGM and ending slavery.
Before you joined World Animal Protection, you were a campaigner and researcher for human rights for various NGOs. How did you manage this shift from human to animal rights?
I had never worked in animal welfare before joining World Animal Protection, but what really helped was my campaigner skillset. The approach is very much the same: there's a problem and we want to change something in the system. This involves building a strategy, identifying the kinds of tools and tactics that you can use to influence your target audience, and hopefully, get the outcome that you desire.
I did read up a little bit about animal welfare before joining, but I've also had a chance to now learn about it in a more systematic way within the organisation. I think it’s really great that you can shift from one thematic area to another because that flexibility allows you to bring in new perspectives as well. My human rights background has certainly helped me navigate this area with a bit of a different viewpoint and that's been very good.
Leadership Transitions #3: in this series, leaders placed by Mission Talent reflect on successes, challenges and skills
Bright Ekweremadu is the Country Director of CBM in Nigeria, an organisation working to improve the lives of people with disabilities in the poorest countries worldwide. He was previously the Managing Director at Society for Family Health (SFH), where he served for 14 years.
How have you enjoyed the first months with CBM? What has surprised you about your new role?
I have been here for about three months, and it has been really exciting. I have wonderful colleagues in the country, regional, and international offices as well as the member associates — who are all very helpful, experienced and passionate about their work. It is very motivating and reassuring that I am in the right place.
One major surprise that struck me a few days after I joined is that CBM’s is not as widely known in Nigeria. Even though CBM started here in 1968, it is more known through the work done by its programme implementation partners than by itself. I think we all have to work on making CBM’s name known a lot more — not to take the glory, but for people to know that there is an organisation supporting these partners and their great work.
If you reflect on your transition from Society for Family Health to CBM, how do the two organisations compare in terms of organisational culture and challenges?
Although SFH and CBM both work in health, the two organisations have very different focus areas. At SFH, the focus is on HIV prevention, malaria, and neonatal, maternal and child health. At CBM, the overarching focus is on disability inclusiveness, which is something that is completely new to me. In Nigeria, there are a large number of people living with disabilities and nobody is listening to them or taking care of them.
Both organisations face the challenge that the Nigerian government is still not contributing as it should to public health. It is really unfortunate that the international donor agencies are the ones funding health improvement projects, and the Nigerian government is riding in the backseat. That is gradually changing, but it is going to take some more time before we get to a comfortable level.
What challenges do you see for people with disabilities in Nigeria?
I am very concerned about how persons with disability are surviving in internally displaced people’s camps. If people who are not physically challenged are finding life difficult in such situations, I can only imagine what the disabled are going through. This is one area where CBM has carved a strong niche for itself, although working in conflict areas is a major challenge for us. On a daily basis, I worry about the safety of the staff and partners. They get up in the morning and go into what I would call a battlefield to make sure that they are reaching people. The Government forces are there to help as well as the International NGO Safety Organisation (INSO). INSO gathers information about safety issues in the Northeast and we get online immediate alerts once there is an issue at any place and we circulate the information to our staff members. This has been very helpful.
What projects are you currently excited about?
The Seeing is Believing project really excites me. It is a comprehensive eye health programme targeting children under five and it has made a lot of impact with regards to preventable eye problems because children are screened at a young age. For example, recently the Albino Foundation in Nigeria had a national awareness conference where a large number of albinos gathered. We used that opportunity to conduct free screenings for all participants and treating eye problems that would have gone unaddressed otherwise.
Mental health is a major problem in Nigeria and many people are walking around with stigma and are not being helped, so I am excited about the Comprehensive Mental Health Project that is being implemented by the Methodist Church in Nigeria through its NGO subsidiary called Comprehensive Community Mental Health Programme (CCMPH) based in Oturkpo in Benue state. We are currently expanding the project to Borno, which is one of the states where the insurgents have been wreaking havoc since 2009. There are a lot of psychosocial issues associated with people who leave their homes and stay in these camps, so this project could help a lot of people recovering from this trauma.
As a senior leader in Nigeria, what do you consider the key skills a good Country Director needs to bring to the health sector to make an impact?
First and foremost, you need strong advocacy skills in order to see that the relevant policies are promoted and implemented. You also need a strong network and networking skills to partner with government and other organisations. Also, you must have team building and people skills to be able to build a trusting team, socialise and get involved.
What impact did the recent elections in Nigeria have on topics like disability-inclusive development and inclusion as a whole? What challenges or changes do you expect?
An estimated 25% of people have some form of disability, yet at the most basic level, disabled people were hardly considered during the planning stages of the election. Something has to be done so that they are able to exercise their right to vote. The Government of Nigeria should strategically consider the inclusion of disabled people in governance — as is the case in most African countries. But until disabled people are included in government, they cannot be represented adequately, they need to be on the table when decisions are being made so that they are able to speak on behalf of their membership.
Unfortunately, the umbrella organisation of persons with disability in Nigeria seems to have been embroiled in a leadership crisis. This is one area where I want to get involved, to ensure that the trouble gets resolved amicably so that this group can present a common front. This would help them to confront the challenges facing them as a team so that they can speak for themselves and fight for their place at the decision-making table at both the state and federal levels.
If you look at the public health situation in West Africa as a whole, what progress do you see and what gives you hope?
The health indices in almost every country in West Africa are poor. Over 80% of people in West Africa pay for their health out of pocket despite a large number of people living below the poverty line. Recently Ghana has made progress because of its ability to embrace a health insurance scheme. Nigeria has a national health insurance scheme, but it is not working as effectively as it should. Although some state governments in Nigeria have started their own insurance schemes, it will be difficult for them to be effective if the national health insurance scheme is not working well. Both need to be rejuvenated.
Another priority is that healthcare centres need to be strengthened in terms of structure and equipment-- and more importantly in terms of human resources. Our tertiary institutions are supposed to handle only referral cases, but they have become places where people go to for primary ailments. However, there is renewed interest at the federal and state level to rebuild the primary healthcare system. The states of Lagos and Delta are piloting arrangements where private institutions run the primary healthcare centres on behalf of the government. This is an innovative and wonderful approach and I see it as the future of primary healthcare centres and the health system in Nigeria.
Leadership Transitions #2: in this series, leaders placed by Mission Talent reflect on successes, challenges and skills
In 2016, Mission Talent placed Yeb Saño in the role of Executive Director with Greenpeace Southeast Asia. He previously served as Climate Change Commissioner for the Philippines at the UN climate talks. In this interview, Yeb reflects on making the transition from a diplomat to a campaigner, and what it means to be a leader in a world facing climate crisis.
You have now completed almost four years in the role of Executive Director for GPSEA — can you share how this experience has been for you?
It’s been very rewarding for me, I really love this job. Many NGOs, Greenpeace included, have undergone a lot of challenges in the past three years. But there are also many reasons to celebrate the work we do in Southeast Asia, a very important planetary battleground. This work gives me a reason to get out of bed in the morning, much more than reasons for me to lose sleep at night. I have been in this role for 1275 days, and within Greenpeace, it has become a bit of a running joke that I count the days because counting days is often interpreted as being in a jail cell awaiting your freedom day. But no, I count the days because I believe every day is a blessing — I get to work with amazing and passionate people who really want to change the world. In the last three years, I've led two ship tours with the Rainbow Warrior in Southeast Asia. In Greenpeace, we say that after you have been on a ship tour, you don’t want to see the ship for a while, and so doing it for two years in a row is quite intense, but it’s been an amazing experience for me and for all the staff and volunteers.
Leadership Transitions #1: In this series, leaders placed by Mission Talent reflect on successes, challenges and skills
In 2017, Mission Talent placed Melanie Rutten-Sülz in the role of Secretary General at Youth For Understanding. Melanie works at the heart of a global federation of intercultural youth exchange organisations. Previously, she was the Executive Director of the Global Coffee Platform, a multi-stakeholder sustainable coffee partnership. In this interview, Melanie reflects on what inspires her, and what she has learned from leading global membership organisations.
You have almost completed two years in the role of the Secretary-General at Youth For Understanding (YFU). Could you tell us in a nutshell, how has this been for you?
It has been an amazing journey over the last two years. I landed in a completely unknown and new organisation, with a strong mission, a very engaged and dedicated community with a global, decentralized setup, and an impressive legacy. But at the same time, from the first moment I started, I really felt at home and that I have arrived in a place where I can have an impact. I identify strongly with the mission and there are great people at YFU helping to bring the organisation into the future.
What are some of the most exciting moments you have been involved in?
New In Our Team
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.
Greetings from Mission Talent, 2019!
At the start of a new year
Now that 2019 is rapidly getting underway, we hope this mail finds you back at your desk and ready to do great work. While the struggles of the world can weigh heavily upon us, we hope you took some time with your family, friends - and yourself, for some reflection and renewal.
The world needs strong leaders
Looking back at 2018, we see shocking incidents of sexual harassment and workplace misconduct, followed by inspiring movements such as #TimesUp and #MeToo. We take strength from the courage of the individuals who have stepped forward, and we are motivated by organizations that are working to authentically address the scope of these issues. The scale of these revelations makes us at Mission Talent feel our sense of mission even more strongly. Now more than ever, the world needs strong leaders who will promote diversity, confront inappropriate behaviour, and shake the structures that allow it to continue. As your search partner, we are committed to helping you find people who can lead this change internally within our sector, and act externally as advocates for human rights in our society.
New colleagues and new clients
Within Mission Talent, we take energy for the coming year from our new colleagues. We recently welcomed Nihal and Anabella, who respectively bring knowledge of civil society in Egypt and Venezuela; and expertise in social psychology and lean management. In our tenth year as a company, we look forward to continuing to expand our team in 2019.
We are also inspired by some of our new clients, like BRAC, ALIMA, OPEN and the Oak Foundation, and returning clients like CBM and Greenpeace. These searches further deepen our commitment to placing diverse candidates, specifically women and leaders from the global South and East. We look forward to continuing to strengthen our expertise in recruiting diverse leadership for our clients worldwide.
We wish you every success for the coming year, that you may have a strong team around you, passion for your work, and space to personally develop and grow.
Please write to us anytime and say hello, we would be happy to hear from you.
Yours,
The Mission Talent Team
Katja, Emily, Lin, Spencer, Lara, Mwende, Anabella and Nihal
You are a member of a recruitment panel - so now what? Tips on how to be a great panel member
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.
Eres miembro de nuestro panel de reclutamiento -¿Ahora qué?Consejos para ser un gran miembro
Es una realidad en el mundo laboral: un día se eres candidato, y al otro día estás sentado en la mesa llevando las entrevistas. Sin embargo, no hay tiempo para relajarse cuando se es un miembro del panel– tu compromiso juega un rol importante en el éxito del proceso de reclutamiento.
Desde 2010 Mission Talent ha llevado a cabo más de 340 procesos de reclutamiento para cargos en más de 60 países al rededor del mundo. Hemos trabajado con una variedad de páneles; la mayoría excelentes -aunque algunos no estaban muy comprometidos, otros fueron demasiado participativos y otros inclusive ahuyentaron candidatos por usar un enfoque jerárquico anticuado.
Nos hemos dado cuenta de que la calidad de tu aporte no depende de cuánta experiencia tengas: ni de si has entrevistado a cientos de personas o si es tu primera vez; tu enfoque, actitud y compromiso son determinantes.
Comencemos por el principio: si estás trabajando con un consultor de búsqueda contratado, deja que te guíe. Comprende y respeta el proceso al cual has accedido; son compañeros con la misma meta. No desestimes la importancia de los pasos específicos, y haz preguntas si no entiendes.
Una llamada informativa inicial es la base de toda la búsqueda; concédale al reclutador 40 minutos de su valioso tiempo para informarle sobre el cargo. Durante esta conversación, puede aportar su percepción con respecto al cargo y compartir cuáles serían sus requerimientos claves. ¡Ni los mejores reclutadores encontrarán candidatos sobresalientes para usted basándose exclusivamente en la especificación de la función!
La información sobre el cargo es una conversación que hay que tener con todos los participantes del panel. ¿Por qué? Para asegurar el alineamiento ente sus miembros. Si obvias este paso, lo más probable es que unas semanas más tarde, te veas obligado a discutir sobre el cargo luego de haber sido presentado con varios candidatos que no se considerarán adecuados. Esto no sólo hará que los candidatos noten que el panel no tiene idea de qué es lo que busca, sino también se encontrará de vuelta en el pizarrón luego de haber perdido su tiempo, al igual que el del reclutador y el de los candidatos. Esto podría inclusive perjudicar la reputación de tu organización.
Es tu responsabilidad asegurarte de se le hagan las preguntas correctas a los candidatos entrevistados. Haz tus propias preguntas; más nadie puede decidir por ti cuáles son las preguntas que deben ser realizadas para determinar si al final querrás contratar a alguien o no. Por esta razón, antes de una entrevista, debes familiarizarte con los perfiles de los candidatos, leer los reportes de entrevistas previas y pensar en qué quieres saber sobre este candidato para que puedas sentirte equipado y cómodo al tomar una decisión.
Durante una entrevista, ten una conversación y un debate; una discusión entre iguales es la manera más respetuosa de proceder. No hay necesidad de recurrir a preguntas trampa o a un enfoque de interrogación exhaustivo. Se honesto, transparente y profesional. Si quieres saber cuáles son las fortalezas, debilidades y fracasos del candidato, entonces debes estar preparado para discutir los triunfos y retos de tu organización. No permitir un espacio seguro para que los candidatos hagan preguntas, o inclusive negarte a responder preguntas sobre información no confidencial, es sencillamente de mala educación.
Es importante recordar que durante una entrevista, los candidatos también están entrevistando a su futuro potencial empleador. Si no actúas y representas positivamente a tu organización, hay un gran chance de puedas perder el interés de tus candidatos más deseados. Comienza por presentarte como panel, no pretendas que los candidatos sepan quién eres. Asegúrete de describir el cargo también antes de comenzar a realizar preguntas, ya que esto va a sentar las bases para una discusión clara y en confianza donde ambas partes puedan evaluar su compatibilidad.
Utiliza un ambiente apropiado para una entrevista. El ambiente dice mucho sobre ti y tu organización. No utilices el teléfono para entrevistas no presenciales ya que las llamadas sólo reflejan la mitad de la historia. La tecnología moderna permite hacer las videollamadas, incluso en áreas de baja conectividad (sí, hemos tenido entrevistas con alguien sentado en la sabana de Zimbabue con elefantes paseando al fondo).
Confirma la forma en la que eres percibido durante la videollamada. Un espacio virtual no te da licencia para prescindir de buenos modales. Actúa como si estuvieran sentados juntos en una entrevista presencial: no te acuestes sobre una cama (!), vístete adecuadamente, asegúrate de que no hayan interrupciones y no leas o respondas correos ni revises Facebook. Para más información sobre etiqueta durante videollamadas por favor lee este blog que publicamos recientemente.
En general, es importante que ayudes a tu consultor de búsqueda a apegarse a tu proceso. Puedes apoyarlo participando en reuniones y llamadas pautadas con el fin de discutir los candidatos y no modificando las fechas establecidas para las entrevistas. Reiteramos, un cambio frecuente o inexplicable de fechas hace que los candidatos pierdan interés, con toda razón.
Responde a la brevedad las preguntas que haga tu consultor de búsqueda. Los buenos candidatos están muy solicitados y tienen otras opciones; necesitan mantenerse interesados y atraídos al cargo. Aplazar una respuesta puede llevar al candidato a perder el interés. Recuerda, el consultor de búsqueda sólo puede representar favorablemente a tu organización si le aportas suficiente información para hacerlo.
Por favor recuerda que se entiende que todos los pasos del proceso de selección y búsqueda son recíprocos: tanto tu relación con el consultor de búsqueda y tu interacción con los candidatos. Debes manifestar tanto entusiasmo, dedicación e interés en lograr ocupar este cargo como lo esperaría de un candidato. Si no, simplemente terminarás sólo en la mesa.
You are a member of a recruitment panel - so now what? Tips on how to be a great panel member
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.
Ocho cosas que pueden hacer las ONG para obtener más diversidad en su reclutamiento
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.
Eight things NGOs can do to recruit for diversity
These days, it seems every organization has a plan: a 2020 vision or a 2030 Agenda. It all sounds so futuristic. The years tick by faster than we think, and as soon as we know it, it’s time to devise a new plan.
But when we at Mission Talent look to the future, we want to see a goal for more diverse and representative leadership. Who are the leaders of 2030, and what are we doing right now to promote diversity in leadership?
Organizations must take responsibility for their diversity– and we as employees, partners and members of civil society– must hold them accountable for doing so. The excuses of the twentieth century are crumbling, now is the time to be courageous and forward-thinking.
Here are eight ideas. We would also love to hear your thoughts via Twitter or LinkedIn comments.
1. Understand that diversity covers many things – ability, gender, race, nationality, economic status, language and more. Diverse leaders bring diverse perspectives.
2. Do a diversity audit at all levels of your organization: you might be surprised what you find.
3. Have uncomfortable conversations with colleagues. Take the time to understand what’s missing from your team and plan for the future.
4. Design recruitment processes that reach broader talent pools. A strategic process will help you reach more diverse candidates. Bring in experts to help you do that if necessary.
5. Take risks & invest. Don’t just hire the safe candidate or the insider – recruit people to challenge the status quo. Invest in employee training. Today’s junior hire is tomorrow’s leader.
6. Don’t tolerate discrimination and harassment anywhere; you lose great talent when people feel marginalized.
7. Give employees opportunities to fit work into their lives. Raising small children and caring for elderly parents are life phases. So are caring for one’s well being or pursuing further education. Employees who are given flexibility through these periods are likely to stay loyal.
8. One new diverse hire is undoubtedly a good step. But it’s the beginning of a journey, not the end. Build an onboarding plan that prepares the employee to succeed and provides her with ongoing support.
Nuestra visita al African Prison Project en la prisión Kamiti en Kenia
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.
Visiting African Prisons Project at Kamiti Prison in Kenya
Nervousness hit me when I read the email from the Africa Prisons Project:
“Kamiti is a male maximum security prison... [Visitors] should avoid being in a secluded area alone with an inmate. It is important to adhere to appropriate official dress code, avoid tight fitting or revealing clothes. The clothes should not show cleavage or expose upper arms and mini or small dresses should be discouraged.”
From my childhood, we knew that the worst criminals were locked up at Kamiti, and here I was voluntarily visiting the prison! I imagined it to be dark and grungy. I expected it to be in the poorest conditions possible. I felt butterflies in my stomach. Why am I doing this?
On the way to the prison, I sat quietly. My Mum was driving; we were going to do the visit together. She tried to calm me down with bubbly talk, but all I wanted was quiet to deal with the nerves. I kept the reason for our visit in mind: I was keen to see the work that APP is doing, firsthand. I am leading the searches for their new Director of Development, Legal Services and Director of Legal Education. This visit would allow me to have a better understanding of APP, and help me as I continue with the search. I also wanted to experience true Christianity in action, which is what I believe APP is doing with the work in prison.
We reached the gates of the Kamiti Maximum Prison 20 minutes before our appointed time. A call to the Country Director assured us that we could drive in and park, but we would have to wait in the parking lot for her, as she had our permission letter for us to enter the prison. There was a long pedestrian line at the main gate. By coincidence, we had come on Remote Parenting Day. Families would bring food and spend the day with Dad, as the children are also on holiday at this time.
The second gate into the prison, where the prisoners are actually held, is a big wooden door with a red sign at the top. No pictures allowed. We proceeded to the reception where we handed in our IDs, letter and car keys. Then we had a security check; removing our shoes, belts and jewellery.
A guard was assigned to us, and we walked across the courtyard to the Academy, where APP carries out its legal education programme. There is also a primary and secondary school for inmates who would like to complete their education.
As soon as we were assigned a guard, I remembered our conversation with the Country Director: we should stick close to her and the guard, we should not speak to inmates, and if they did approach us or even ask for contacts, we should direct them to APP. I noticed that the CD was also fiddling with her coat and buttoning up! I pulled my sweater close across my chest. My Mum was so calm!
As we walked through a third gate, into the courtyard, there was a lot of camaraderie. A tent set up on one side and a jumping castle on the other. There was music playing and generally happy mood in the air. I felt calm. There were family members everywhere.
We went through a fourth gate to the industrial side of the prison where the Academy was. As we passed through each gate, the guards greeted us with big smiles, hearty handshakes and only good vibes towards APP.
There were prisoners everywhere. As we walked past, I kept my head down. No eye contact. I did not want an incident. Nonetheless, I looked around the courtyards. It wasn't as I expected. It was clean, for all intents and purposes. It was not grungy. But we could not access the area where the prisoners are locked up. The cells. Maybe that side is a different story.
A fifth gate led us into the Academy. Here we spoke briefly to an administrator, and then we sat down in the back of a class session for the law programme. Two of the students were prison guards and the third was an inmate. The students interacted with each other and with the tutor in a way that showed interest and passion. At this point, APP has about 40+ inmates and prison wardens enrolled in the law degree programme with the University of London. The courses have already saved lives: a death row inmate and APP student named Susan Kigala won her court case and was released from prison. As a result of her case, the law no longer mandates capital punishment for all murder cases in Uganda.
As we left the Academy, we stopped to speak to an APP student, now in his third year. He is the 13th petitioner in a case before the High Court. Because of his studies under the APP Legal Education Programme, he is able to represent himself and the other 12 petitioners! He told us that he is in favour with the judge, maybe because of good standing of APP, or the fact that he is an inmate who knows the law.
Seeing the work and positive impact of APP at Kamiti Prison was heartwarming. The good name that APP has amongst the prison staff and wardens was also great to see. This visit was definitely an added motivation to continue supporting APP!
On the way out of Kamiti, my Mum made sure to buy some plants from the prison nursery to support the inmates' efforts; may they grow as the work of APP grows and positively impacts the lives of prisoners.
Mwende Njuguna is a Senior Consultant with Mission Talent.
No soy ingeniero, ecologista o doctor. Así que, de esta forma es como logro hacer una diferencia.
En 2003 era pasante en la ciudad de Nueva York y fui a ver a Jeffrey Sachs (en ese entonces director del Earth Institute de la Universidad de Columbia) dar una serie de charlas sobre las Metas de Desarrollo para el Milenio (MDM). Éstas se convirtieron en las bases para el Proyecto del Milenio y Sachs después se desempeñó como Jefe Embajador de las MDM por muchos años.
Era una época emocionante. Las MDM eran metas nuevas y digeribles a las cuales las personas se podían aferrar. El pensamiento pragmático dominaba -si tan sólo hubiéramos tenido la planificación y los recursos para llevarlo a cabo, podríamos haberle puesto fin a la pobreza.
Yo solía tomar el tren hacia la parte alta de la ciudad para luego sentarme en la audiencia, totalmente inspirada. Era joven y fácil de impresionar y Jeff Sachs era mi héroe. Luego de cada charla, había una ronda de preguntas y respuestas, y recuerdo cuando un estudiante le preguntó:
“¿Cuál consejo nos darías?, ¿Cómo podemos involucrarnos?” Él dijo algo más o menos así: adquiere una habilidad, conviértete en ingeniero hidráulico o en especialista de la salud o en urbanista.
Su respuesta me ha seguido por años. Al igual que la mitad de los alumnos en el salón, yo había estudiado Relaciones Internacionales. Yo no era capaz de arreglar tuberías ni sabía nada sobre la distribución de mosquiteros. Era muy tarde para mí.
Pero, la semana pasada en el trabajo, tuve una revelación. Luego de hablar con el Director Ejecutivo de una organización, que se dedica a aportar acceso a la educación legal a prisioneros y luego con un emprendedor social, dedicado a ampliar los servicios para que los granjeros en el oeste de África puedan tener acceso a créditos, me di cuenta de que estaba haciendo exactamente lo que Jeffrey Sachs aconsejaba: había adquirido una habilidad y la estaba utilizando.
Me gusta creer que el desarrollo internacional ha logrado una nueva manera de pensar. Que actualmente reconocemos el hecho de que para lograr las Metas de Desarrollo Sostenible, debemos invertir en desarrollar líderes y en fortalecer las organizaciones. Ellos son el corazón que da vida a la sostenibilidad.
Es por esta razón que nuestro trabajo en Mission Talent es tan importante para nosotros. No importa qué esté combatiendo una organización; desde el cambio climático hasta el acceso al aborto seguro, nosotros escuchamos sus necesidades, analizamos el mercado y nos enfocamos en el trabajo de conseguir los candidatos ideales. Y tal vez no es tan sencillo como lo que Jeffrey Sachs proponía, pero el 2015 llegó y se fue.
Emily es Jefa de Investigación en Mission Talent, y escribió anteriormente sobre las MDMs aquí.
I’m not an engineer, an ecologist or a doctor. So here’s how I make a difference.
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.
¿Deberías aplicar? Cómo saber si un cargo es el indicado para ti.
¿Cuántas veces he escuchado a alguien decir que han aplicado a algún cargo, para el que pensaban que eran los indicados, y al final ni siquiera recibieron una respuesta de la organización que lo anunciaba?
Conseguir o no una entrevista depende de lo que busca la organización. Esto puede o no estar explícitamente descrito en la solicitud del cargo. Ellos pueden estar buscando más al candidato “fuera de serie” que a alguien con una trayectoria comprobada.
Aún si este no es el caso, una amplia experiencia y una trayectoria impecable no son garantía de que serás seleccionado para la entrevista o que conseguirás el trabajo. Algunas posiciones sencillamente no están hechas para ti, aunque parezca que sí.
Los entrevistadores pueden estar buscando un “nuevo” tipo de habilidades o un candidato “diferente”. En un contexto de ONG, esto puede significar candidatos con un perfil de negocios o de emprendimiento. A nivel de CEO, esto puede significar alguien con experiencia en gerencia de cambios.
La organización puede estar más interesada en candidatos con perfiles convincentes, los cuales puedan representar a la organización externamente, tal vez aquellos que estén trabajando en temas como la justicia y los derechos humanos. Las ONG internacionales más grandes probablemente tengan más recursos para invertir en el desarrollo profesional de sus empleados.
Contratistas u organizaciones que estén enfocados en desempeño o en becas, tienden a buscar el candidato más adecuado en cuanto a la experiencia, resultados anteriores y destrezas técnicas. Muchas veces ellos no pueden arriesgarse o esperar a que los empleados aprendan y crezcan. Tienen metas que cumplir dentro de una meta de tiempo pautada.
Si tienes establecida una relación con el reclutador, siempre es bueno mandarle un mensaje rápido preguntándole sobre el cargo y su alcance, al igual que averiguar su opinión sobre tu perfil y si éste sería compatible en esta oportunidad.
Al final, si consideras que eres el adecuado para una posición, tómate el tiempo de redactar tu CV con el fin de resaltar los puntos en los que cumples con los requerimientos del cargo. Si crees que tus destrezas aplican, defiende tu caso de manera concisa.
Puedes estar consciente de que cuentas con la experiencia necesaria, pero puede que no se vea reflejado en tu CV. Haz que tu CV sea fácil de comprender y de no más de un par de páginas. Incluye el número de presupuestos y de empleados que hayas manejado y tus responsabilidades. Más importante aún, ¡coloca tus logros! Para algunos lectores, tu CV es más importante que tu carta de presentación.
Should you apply? How to know if a role is the right fit for you
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.
“No” no es nunca: razones por las cuales ser rechazado para un cargo puede ser algo positivo
Unas semanas atrás, comenzando una nueva búsqueda, contacté una candidata -a quién habíamos ubicado el año pasado en otro cargo- para que me hiciera alguna sugerencia. Basándome en la ubicación y el alcance de su cargo, estaba convencida de que ella podría darme alguna pista interesante de algún candidato potencial.
Y fue así. Incluso ella recomendó a alguien a quien yo había visto en un proceso de reclutamiento hace un tiempo y explicó por qué al panel le había gustado y había apreciado a esa persona, a pesar de que al final escogieran a otra.
Seguidamente contactamos a esa persona, ponderamos su interés y la evaluamos en el proceso para un cliente. Unas semanas más tarde, fue contratada.
Entonces, ¿cuál es el aprendizaje?
Luego de que tú formas parte de un proceso de reclutamiento, estas ansioso por explorar el cargo y ver si es para ti –y si tú eres el indicado para la organización. Te imaginas en el cargo, te preparas, tienes conversaciones al respecto y te sientes preparado para el reto. Pero no todo el mundo puede encajar perfectamente. A pesar de que la retroalimentación sea positiva y constructiva, ser rechazado puede resultar muy duro.
Pero hay un lado positivo: ¡te has expuesto y has demostrado tus capacidades! Y la ventaja de eso es que a pesar de no ser el indicado, las personas te recordarán por tus capacidades, experiencia y pasión.
Y aunque parezca poca consolación luego de ser rechazado, es importante recordar que ser rechazado para un cargo es sencillamente eso –no se trata de ti, sino de tu compatibilidad pera ese cargo en específico. Mantenerse positivo y comprometido significa que habrán otras oportunidades en el futuro.
'No' does not mean never: why being declined for a job can be a good thing
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 lesson in life from a 14 year-old
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.
Una lección de vida de parte de una niña de 14 años
Hace unos años estaba conversando con la hija de unos buenos amigos. A pesar de que nuestro intercambio fue trivial y no recuerdo el tema de la conversación, sé que de manera sutil pero importante, ella alteró mi manera de ver la vida.
Hubo un momento durante nuestra discusión en el que yo dije: “Bueno, uno se gana el respeto” Es probable que haya sido una respuesta algo floja de mi parte; una frase que escuché repetidas veces en mi propia niñez de parte padres con altas expectativas.
Su respuesta fue rápida. “No, uno se gana el irrespeto.”
Vi y comprendí su punto de inmediato. Estaba en lo correcto y aún estoy consciente de la manera en que cambió mi comportamiento hasta el día de hoy –no tengo ningún derecho a pretender que las personas se prueben ante mi de ninguna manera. Este enfoque de participación positiva es esencial en nuestro negocio; a pesar de que nuestro objetivo sea revelar lo mejor de cada candidato, ¡en ocasiones pueden sorprendernos con talentos o historias que jamás nos hubiéramos imaginado!
Por supuesto, en algunos casos ese respeto puede disminuir con el tiempo, pero he aprendido que los intercambios de la vida son más enriquecedores cuando son enfrentados desde ésta perspectiva. Incluyendo las conversaciones con niñas de 14 años.
From Silos to Movement
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.
De los Silos a un Movimiento
El primer evento Mix´n´Talent sacó a relucir una variedad de reflexiones determinantes sobre cómo el sector de la sociedad civil puede promover el cambio social en tiempos de incertidumbre.
Uno de los retos que surgió de las discusiones fue el caso de los silos. Ninguno de los retos que enfrentamos actualmente puede aislarse de los demás. Y aun así, muy a menudo tratamos de enfrentar los problemas del mundo desde nuestro silo. Encontramos silos en todos los niveles de nuestro trabajo: silos departamentales dentro de una organización; silos entre una organización y otra; silos entre tipos de ONG como “las ONG ambientalistas” y “las ONG de derechos humanos”. Incluso el sector de la sociedad civil en sí es un silo que observa a los demás sectores con desconfianza.
Efectivamente, una ONG no puede priorizar todo. Pero sabemos que no es necesario si nos abrimos a la idea de fortalecer coordinaciones a lo largo del sector y a trabajar en alianzas. No solo en asociaciones, sino en verdaderas alianzas construidas con causas en común. Alianzas que rompan con los silos y se destaquen dentro de la competencia por fondos y la defensa de los logotipos. Alianzas con una distribución estratégica de cargos entre los socios que participan en las distintas áreas de enfoque, compensando las debilidades individuales mediante un enfoque holístico.
El mundo está cambiando a un ritmo cada vez más rápido y los desarrollos globales están desafiando los principios a partir de los cuales fueron fundadas muchas organizaciones de la sociedad civil. Al igual que la digitalización requirió la adaptación de los modelos de financiación, la creciente interconexión de los asuntos requiere que se replanteen los conceptos de identidad y las marcas de las organizaciones si queremos perseverar en nuestras causas de manera exitosa. Requiere un cambio en nuestra cultura hacia un pensamiento más interconectado. Y, al concluir la discusión, esto requiere confianza. Confianza más allá de los silos, extendiéndose a otros individuos, organizaciones y sectores. Tenemos que aprender a pensar y trabajar como un movimiento.
Este blog fue escrito por Jana Merkelbach quien también fue moderadora del evento Mission Talent. Su primer blog como invitada se tituló “Dirigiendo el cambio en tiempos de incertidumbre” fue publicado en esta página el 31/05/2017.
Liderando Cambios en Tiempos de Incertidumbre
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.
Leading Change in Uncertain Times
Faced with challenges such as political uncertainty, climate change and a global humanitarian and refugee crisis – how can we effectively drive social change in uncertain times?
This question brought together leaders from the civil society sector in Berlin on 24 May for Mission Talent’s first-ever Mix’n’Talent event. I had the pleasure of moderating an inspiring panel with Susanne Baumann, Chief of Staff at Crisis Action; Sabrina Schulz, Head of the Berlin Office of E3G; and Jeannette Gusko, who manages International Brand and Engagement for Change.org. By sharing their experiences, lessons and thoughts on the topic, the panel quickly engaged the event’s guests in a fruitful discussion.
We are Africans and we are rising for justice, peace and dignity
A great initiative is happening today throughout Africa, attempting to garner pan-African solidarity towards ‘calling out our leaders on (Africa’s) failures and building a better, more just, more peaceful and sustainable Africa’. The ‘Africa Rising’ initiative was created by a group of 272 people from 44 African countries assembled in Arusha, Tanzania in 2016. The greatest thing about this meeting was that young Africans were at the core of this movement with ‘social inclusion, peace and shared prosperity’ as its themes.
Somos africanos y estamos despertando para luchar por la justicia, paz y dignidad
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.
Evento: Cambio Social en Tiempos de Incertidumbre
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?
Event: Social Change in Uncertain Times
Mission Talent is inviting leaders in the social impact sector to our first ever Mix’n’Talent event in Berlin:
It’s a challenging time to work for social change. We face political uncertainty, climate change and a global humanitarian and refugee crisis. Traditional funding streams and organizational models are changing. So what does this mean for how we plan for the future? Amongst the threats, are there opportunities?
Sitting down with a drink to discuss your differences
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.
Compartir un trago para discutir nuestras diferencias
Es fácil rodearnos de personas que piensan igual que nosotros. Dependiendo de nuestras burbujas en redes sociales, puede que ni siquiera conozcamos a nadie que haya votado por el candidato opuesto, o que tome una posición diferente. Pero al no compartir con personas que piensen distinto, no estamos haciendo del mundo un lugar mejor, sencillamente lo estamos dividiendo más. Y la división debilita nuestra sociedad aún más.
Tu entrevista vista desde el otro lado de la mesa
Muchos podrían esperar una conexión entre la experiencia de un candidato y la calidad de sus entrevistas. Esa no es nuestra experiencia en Mission Talent: hemos visto entrevistas excelentes de candidatos jóvenes y algunas algo decepcionantes de candidatos con más experiencia.
Entonces, ¿qué hace que una entrevista sea exitosa? La preparación exhaustiva, excelente comunicación y algo de empatía son determinantes -al igual que cumplir con los requerimientos claves.
Nota: todo lo expuesto en este blog esta basado en experiencia real.
Your interview: the view from across the table
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.
Lenguajes Organizacionales
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.
Organisational Languages
The other day I was arranging a few matters with a client. There were a number of terms she used during our communication where I had to ask what she meant by them in order to be sure we were on the same page. That made me realise - we all have our own organisational languages. Words we use often and that receive a certain meaning in the context we use them in.
When I talk about a search report to my colleagues we all have a clear understanding what this entails as it is our daily bread and butter. If, however, I use the exact same word with a new client I may need to be more specific and explain what we mean by it.
At the same time, when a candidate describes a campaign, some research, or a project, I need to make sure I know their organisational context and perhaps ask them what this work means in their specific area.
Although we tend to move in similar circles, we cannot always expect people to understand our everyday vocabulary. Even though we speak the same language, sometimes we really have to make sure we understand the sector-specific, or even organization-specific, nuances—and that we make ourselves similarly understood.
Los algoritmos—un problema a la hora de reclutar
La Dra. Hannah Fry, matemático del University College en Londres, describió recientemente cómo la data cada vez es más importante. Continuó explicando que los algoritmos que se están utilizando con frecuencia no están a simple vista, lo que significa que “el software está construido con un incentivo que puede no estar alineado con los intereses de cada individuo, quienes sólo son puntos de data dentro del mismo”.
El reclutamiento y el software de selección son un ejemplo. La promesa de encontrar eficientemente el candidato ideal utilizando palabras clave y algoritmos es bastante seductor, pero depende de los programadores y su enfoque. En su conversación con The Register sobre algoritmos, la Dra. Fry dijo: “No puedes argumentar en contra de ellos. Si sus suposiciones y sesgos no están abiertos al escrutinio, entonces estarás poniendo un sistema en las manos de unos pocos programadores que no tienen ninguna responsabilidad sobre las decisiones que están tomando.” Luego describió cómo un algoritmo de LinkedIn mostraba publicaciones para trabajos de más alta remuneración con más frecuencia a hombres que a mujeres.
Mission Talent no evalúa a las personas con algoritmos, vemos a las personas que dan la talla y hablamos con ellos para averiguar más. Pero también nos da curiosidad; chateamos con otros que no son adecuados pero nos resultan interesantes y -a veces-tienen mucho más que ofrecer. La próxima vez que tengas que agregar a alguien a tu equipo, piensa en poner en práctica tu humanidad antes que las decisiones tomadas por una máquina.
Algorithms—a problem for recruiting
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.
Interview interruptions
The Internet has been enjoying the interview between the unfortunate Professor Robert Kelly and the BBC, during which his two children entered his office. The good news is, as said by the BBC he “managed to keep his composure and complete the interview successfully.”
The nature of our work means we regularly hold interviews with people in their homes or other environments and we understand that unforeseen things can happen when candidates are speaking to us, or even their future employers. Of course, being on a global TV network is one thing, but what might people do when faced with this situation in a meeting or interview?
Our advice is to know how to mute your microphone and cut the camera before your appointment starts. If you are interrupted by a child, a well-meaning colleague, your cat or dog, the doorbell, or even a fire alarm, excuse yourself briefly and turn off your microphone and camera. Resolve the situation and then take an additional five seconds to gather yourself before turning back on the camera and microphone. Most interviewers will be very understanding—and you will also have demonstrated your calmness under pressure.
Interrupciones en entrevistas
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.
Día Internacional de la Mujer
Con mucho entusiasmo, hemos estado siguiendo el creciente movimiento de resistencia que se ha estado dando al rededor del mundo en los últimos meses -liderado por mujeres, Nos sentimos conmovidas, inspiradas y honradas de ser testigos de esto.
Nosotros en Mission Talent somos un equipo de ocho, siete de las cuales son mujeres, de diferentes países; estábamos debatiendo sobre cómo sería la mejor manera de mostrar nuestra solidaridad con la causa el miércoles 8 de marzo de 2017 durante Un Día Sin Una Mujer. Sentimos la responsabilidad de no permanecer calladas en este día, mostrando nuestra solidaridad y aprovechando la oportunidad para lograr un impacto de alguna manera. Decidimos no ir a huelga, como lo planearon otros, porque creemos que no tendría el impacto deseado en nuestro contexto en particular. En el Día Internacional de la Mujer seguiremos trabajando por nuestros clientes y candidatos, apoyándolos en su misión en búsqueda de los mismos objetivos.
Parte de nuestro equipo quisiera compartir con ustedes lo que significa para ellos el Día Internacional de la Mujer.
International Women’s Day
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.
Bringing out the best qualities of candidates
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.
Resaltando las mejores cualidades de los candidatos
En la búsqueda de candidatos potenciales, siempre estoy atenta a conseguir los mejores. Pero a veces, los candidatos no se presentan adecuadamente en las entrevistas, por eso también estoy pendiente de cualquier evidencia adicional. Además de sus CV, los candidatos también pueden haber enviado presentaciones o artículos publicados. Tal vez tengan algunos videos buenos en internet, o un blog activo o una cuenta de Twitter.
En la medida en que los candidatos van avanzando en nuestro proceso, se les ofrece adiestramiento para que puedan presentarse de la manera más adecuada, al igual que aconsejamos sobre cómo demostrar cuando sus logros anteriores están alineados con los requerimientos del nuevo cargo. De esta forma, lo que descubrimos y aprendemos sobre el nuevo candidato crece a lo largo del proceso de reclutamiento -y en algunos casos, ¡también crece el conocimiento de los candidatos sobre sí mismos!
Esta es mi parte preferida de la búsqueda -desarrollar una relación con los candidatos y llegar a conocerlos de distintas formas.
Women's Marches
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.
Marchas de la Mujer
El día después de que los americanos fueran a elecciones el año pasado, yo evadí las noticias y Facebook. El viernes pasado, algunas personas en mi timeline de Facebook estaban citando el discurso de inauguración del Presidente número 45 de los EEUU y yo decidí ni verlo, ni leerlo.
Como occidental, fui criado en un mundo que anhelaba que las mujeres fueran iguales. Esos logros están siendo desafiados actualmente de una manera que jamás me imagine posible, incluso por alguien que ocupa un cargo el cual con frecuencia es descrito como el de “líder del mundo libre.”
Aún estamos viendo y experimentando profundas diferencias entre hombres y mujeres a lo largo del planeta. En distintas religiones. En distintas nacionalidades. En distintas culturas. La discriminación de cualquier cosa que pueda parecer “diferente”. En general, existe una falta de humanidad, de empatía y de compasión entre unos y los otros.
Small Acts and Gestures
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.
Small Acts and Gestures
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.
A travel guide to Lesbos
“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.
Una guía turística de Lesbos
Nuestros planes originales de tener una escapada tranquila rápidamente se convirtieron en un viaje a la isla griega de Lesbos.
Lesbos no es sólo una hermosa isla para turistas. Sino también es el primer destino europeo de miles, o más bien de millones de refugiados provenientes de Siria, Iraq, Afganistán y otros países.
En teoría, es un procedimiento sencillo: llegan los barcos con 30-60 personas, idealmente acompañados de un grupo de voluntarios entusiasmados. Las personas se bajan de los barcos, se quitan los zapatos y las medias mojadas. Se les arropa con cobijas, se les distribuye agua y refrigerios. Luego llegan los autobuses para trasladar a todo el mundo al campamento de Moria, donde deben registrarse antes de seguir su camino. Idealmente, los pasajeros recién llegados ni siquiera deben pasar la noche.
Entonces ahí nos encontrábamos. Equipados con botas de goma, guantes y pasamontañas, para nuestra semana de cuatro turnos de 12 horas en el campamento de Moria. Como hablamos el idioma árabe, pasamos la mayor parte del tiempo en la fila de espera para registrar a los sirios e iraquíes.
Fue un curso relámpago sobre la vida de los refugiados en tránsito.
What are interviewers looking for?
It's always a good idea to prepare for an interview, but how? Of course, it pays to know about the organization and the role that you are applying for - but how to prepare for those tough interview questions? We've all read about how to make weaknesses appear as strengths and there are any number of websites which claim to have the answers to interviewers' toughest questions.
But let's consider what the interviewer wants. A well-run interview is not confrontational, but designed to give you the opportunity to show your strengths and how they match the role concerned. Typically, interviewers want to find out three things:
¿Qué buscan los entrevistadores?
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:
¿Cómo hacer campaña para el futuro?
¿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.
How to campaign for the future
Have you heard? It's 2015; the Millennium Development Goals are up, the Sustainable Development Goals are on and governments are supposed to agree on a plan to prevent disastrous climate change at COP21 in December. Et alors?
I recently attended a conference on global transformation. The conference organizers (GIZ) announced that the gathering would become a biennial platform to review the Sustainable Development Goals. Admittedly this did not fill me with excitement. After 15 years, we have just arrived at the supposed completion of the eight MDGs, and now we are rushing forward with 17 new goals? The goals were agreed upon via one of the most consultative processes ever, but in the massive group think they have become so dull that I would only advise reading them now if you are thinking of heading to bed.
The idea behind creating a broader set of goals was to set targets for developed countries too. A nice sentiment, but in the process the goals have become owned by no one, yet for everyone. There is a saying in Brasil: A dog that has two owners starves. Without firm champions, the SDGs will never get off the ground.
We can't just propose another round of goals and hope for the best. We need to break the mould and propose something that will excite people. From a mobilisation point of view, it’s amazing that the MDGs worked as well as they did from 2000-2015. Many smart campaigners poured their heart and souls into spreading awareness about something incredibly hard to communicate. In 2000, the concept of development goals was new, and if you read the fine print, they were even achievable.
Conoce al equipo: Mission Talent habla acerca del liderazgo
En Mission Talent, nuestro trabajo es hacer preguntas. Queremos saber qué tipo de líder buscan nuestros clientes, y les preguntamos a nuestros clientes sobre sus profesiones y sus metas para el futuro. Esta vez, pensamos que podríamos voltear el papel y hacer que los miembros de nuestro equipo: Katja, Sarah, Spencer, Emily, Lin, Prima y Tim, respondieran las preguntas.
- ¿Cuáles tendencias en las actividades de desarrollo internacional te dan esperanzas?
Katja:
Veo mayor entendimiento acerca de la importancia de la participación ciudadana. Las ONG solían ser entidades cerradas a las cuales era muy difícil conseguir acceso y participar. Esto ha cambiado drásticamente y las ONG están reconociendo cada vez más la importancia del aporte ciudadano para promover el cambio.
Emily:
Yo recluto para muchos cargos de campaña, anteriormente había trabajado para una organización de abogacía, así que pienso mucho sobre cómo crear una exigencia popular para el cambio. Aunque muchas de las causas por las cuales estamos trabajando son inmensas, me motiva ver que algunas organizaciones de campaña estén abordando objetivos alcanzables, como modificar las políticas de compra de una compañía. También me complace ver cada vez a más ONG utilizar medios en línea de forma creativa para motivar a las personas a trabajar por el cambio.
Sarah:
Lo que me da esperanza es el hecho de que muchos accionistas, tanto políticos como económicos, estén tomando cada vez más en serio a las ONG. Al igual que la sociedad en general reconoce cada vez más que las ONG tienen un papel regulador importante en el sistema político internacional.
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Get to know the team: Mission Talent talks leadership
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.
Una nueva era de liderazgo femenino en Greenpeace de Norteamérica: reclutando a Annie Leonard y Joan
Después de haber tenido el privilegio de reclutar para las oficinas de Greenpeace en todo el mundo, estamos especialmente orgullosos de dos de nuestros recientes reclutas. Ambas ejecutivas son mujeres y ambas representan un nuevo tipo de liderazgo para del movimiento ambientalista.
Joanna Kerr, la nueva directora ejecutiva de Greenpeace Canadá anteriormente fue la CEO global de ActionAid International, y antes de eso fue directora ejecutiva de la Asociación de los Derechos de la Mujer en el Desarrollo (AWID por sus siglas en inglés).
Al igual que Kumi Naidoo, la activista en contra de la pobreza, quien actualmente se desempeña como directora ejecutiva de Greenpeace Internacional, el hecho de haber sido elegida refleja una consciencia creciente por parte de “organizaciones verdes” sobre el hecho de que: el cambio climático y la conservación están ligados al desarrollo y a la pobreza.
No son sólo las estrategias organizacionales las que están cambiando, también son las actitudes de los líderes en sí. Muchos de los cuales trabajan para el desarrollo global, o incluso en espacios humanitarios, ven las conexiones a los asuntos del cambio climático y considerarán tomar posición con respecto a lo que anteriormente se consideraba como un sector aislado.
A new era of female leadership for Greenpeace in North America: recruiting Annie Leonard and Joanna
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.
La naturaleza cambiante del cambio: ¿cómo pueden sobrevivir y prosperar las ONG?
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.
The changing nature of change: how can NGOs survive and thrive?
This month, I attended the Global Perspectives conference in Johannesburg, organised by the International Civil Society Centre, co-hosted by ActionAid International and CIVICUS.
The theme of the conference was “Navigating Disruptive Change – How civil society organisations can survive and thrive in an increasingly disruptive world.” The goal of the conference was to gather executives and leaders from international civil society to building alliances and talk about common issues. The conference organisers certainly picked a challenging topic.
In the last twenty years, change itself has changed: it has become faster, more fundamental and more surprising. When these elements come together, we experience disruption. Think of the music, telephone, bookstore or newspaper industry. Market forces have redefined them, despite what the media giants of the corporate sector wanted.
Asistiendo al Congreso Humanitario en el 2013
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.
Attending the Humanitarian Congress, 2013
Trends in Access and Innovation: the Humanitarian Congress 2013
Between 25-27 October, I attended the Humanitarian Congress in Berlin organised by Médecins Sans Frontières, Médecins du Monde, the German Red Cross, the Berlin Chamber of Physicians and the Charité Universitätsmedizin. The event brought together about 500 researchers, practitioners and students to discuss the current trends, knowledge and innovations in the humanitarian sector, particularly from a health perspective.
This was the second time I attended the Humanitarian Congress. The theme this year was “No Access! Who Cares? How to reach people in need" and the event focused on obstacles and limitations to providing humanitarian assistance, calling on the need for more research, innovation and accountability. One of the interesting solutions offered was the new MEDBOX initiative, a hands-on library resource designed to quickly get humanitarian knowledge directly where it is needed.