Showing posts with label over_55. Show all posts
Showing posts with label over_55. Show all posts

Tuesday, February 18, 2014

Bridge Work Generation Gap With Younger Boss - thanks to AARP !

How to Get Along With a Younger Boss


These 10 approaches can help bridge the age gap with your manager


To work for a younger boss might seem challenging. Find ways to bridge the generational gap and find common ground in a workplace environment. — Istock
One of the latest challenges for50-plus workers is figuring out how to work effectively and happily for a boss who is younger.
Many of us these days already do, or we will. As more boomers push back retirement dates, and working part time in retirement becomes a pillar of retirement plans, this generational swing dance is taking place in small and large businesses across the country.
A September 2012 survey by the jobs website CareerBuilder found that one-third of U.S. employees reported working for someone younger. Fifteen percent said their boss was at least 10 years younger.
While most workers said it wasn't difficult to work for a younger boss, differences in work styles and communication often cropped up. The truth is that even if your boss is razor sharp and has the chops to lead, it's tough not to chafe when taking orders from someone who's the same age as your kids.
Here are 10 ways to help you deal with the age difference.

1. Manage your attitude

Keep in mind that you were once that brash young boss or rising star, full of clever ideas and new ways of doing things. So listen carefully to what the boss has to say and respect the title and position. "Go out of your way to show your willingness to try new approaches," says Beverly Jones, an executive career coach withClearways Consulting in Washington, D.C.
According to the CareerBuilder survey, some employees complained that their younger bosses acted as if they knew more than older workers when they didn't. That may be true in some cases, but don't be so certain that you know more. You don't want to come across as a know-it-all. So quiet the condescending tone in your voice. How you treat someone, even subliminally, generally is reflected back at you.
Beware of developing a repetitive negative thought, like: "What does he know? He's got no experience," Jones says. "Reframe your thinking, and regularly repeat a positive reminder to yourself, like: 'He's the boss. I'll figure out what he wants and needs, and I'll give it to him.' "
Then, too, try to see it from your boss' perspective. While you're fretting that your expertise isn't valued, your supervisor, in fact, may be bristling that you're acting like a parent or mentor, and not giving the proper credit for his or her education and experience.

2. Talk about the elephant in the room

Younger bosses may wonder if you will have a tough time reporting to someone their age. They're concerned that you're set in your ways, not willing to try new approaches to doing things, not up to snuff with technology, and possibly you don't have the grit to do the job. Tell them you realize that they may have these concerns, but explain why they shouldn't worry. Better yet, show them.
"Get social," Jones says. "You may not feel like hanging out with younger coworkers, but do it anyway, at least sometimes. Connecting at casual events can help you build vital relationships and it will keep you in the information loop." If it's appropriate for your position, stay engaged on social networks such as LinkedIn industry groups, Google+ or Twitter by posting interesting articles. You could forward an article to your boss that you think is cutting edge with a note that you ran across it via one of your social media platforms.

3. Concentrate on what you have to offer

"I think it's important for the more experienced worker to try to focus on what he or she offers the employer rather than overly focusing on the age concern," says Miriam Salpeter, a job search consultant at Keppie Careers and author of a new free e-book: 5 Mistakes Job Seekers Make and How to Avoid Them. "Consider your experience an asset and pay attention to how well you're prepared to do the job. For example, your maturity and experience helps you solve problems more quickly." Volunteer to mentor younger workers or be mentored by younger colleagues in areas where your boss may show some concern about your prowess.

4. Find the silver lining 

The enthusiasm that a younger boss brings to the job can be contagious. Soak it up. "If you've ever managed other people, you know it can be hard work," says Michelle Hynes, a career coach in Portland, Ore. "Your supervisor will love you if you're one of the people who makes it easy — and even fun."
Be positive. "Cross-generational misunderstandings can arise in any relationship," Hynes says. "But staying open to new learning, asking questions when something goes awry, and genuinely wanting a win-win situation will go a long way."
The key to success in a younger boss scenario? "Realize that you're building a relationship that allows each of you to be successful in the workplace," Hynes says. "Ask yourself: How can I be a good partner?"
And be curious, she advises. "Everyone's experience has limits, and there's always more to learn. What growth opportunities does working with and for this person offer?"
Finally, be generous. "You have knowledge and networks built over many decades," she says. "How can sharing these help your boss succeed?"

5. Get hip to texting 

A younger manager will probably want to communicate with you via text message, instant messenger or emails rather than face-to-face chats or the phone. Voice messages are passé. A missed cellphone call is comparable to a voice message for the younger set. Don't resist. It's up to you to adapt.

6. Prepare for less face time 

For many younger managers, time spent in the office is not as vital as the results you produce. So your well-honed work ethic of being an early bird at your desk might not impress. Teleworking tends to be looked on more favorably, especially if you can get more work done by not cooling your heels in rush-hour commutes.
Meetings are more likely to be via teleconferences and webinars. Get acquainted with Web-based applications like GoToMeeting, Cisco WebEx, Join.me, TeamViewer or Google+ Hangouts. See which platform your company or IT department prefers. If you haven't tried it at work, get comfortable by trying these platforms with someone outside the office.

7. Note your latest achievements

 "Let go of the past," Jones says. "It's great to feel pride for accomplishments in past years, but know that you get no points for them in today's workplace. Your boss is focused on current challenges and wants to know regularly how you're helping to address today's problems and tomorrow's goals."

8. Steer away from age-centric comments

Avoid suggesting that something younger managers do is similar to something your adult children are doing, or bringing up what you were doing when you were their age. This sounds obvious, but sometimes it slips out because you're thinking it. Your boss rarely wants to know that he or she reminds you of your child.
And skip the chitchat about your personal life that dates you. For example, "there's no need to bring up the fact that you're expecting your third grandchild," Salpeter says.

9. Keep your skills current

If you've recently updated any software certifications or you are proficient in social media, let your boss know. Ask to take advantage of retraining opportunities to keep your entire tool kit sharp. You might also ask if you can take an online course or weekend workshop that will pump up your performance in some way. Maybe your company's tuition reimbursement program will pay for it.
"Embrace new ways," Jones says. "A young boss may assume that an older worker is resistant to change. Show it ain't so. Make it your business to learn new technologies and stay up to date on industry trends. Your age will be irrelevant if your skills are fresh and your focus is on the future."

10. Don't act old

If you look and sound over the hill, your younger boss may assume your job skills are dated as well, Jones says.
Pay attention to what comes out of your mouth. Do you complain about your achy back persistently, remind folks how things were handled back in the day or habitually refer to your age? "If so, you're the one making age an issue," she says.
And you might consider a mini-makeover. You don't necessarily need to dye your hair or spring for Botox or a chemical peel for your face, but there are things you can do to have a more youthful glow. If you aren't physically fit, for instance, make that a priority and eat healthfully.
Consider a style makeover, Jones says. Spruce up your wardrobe and hair to give them an updated, fresh look. Free personal shoppers are available at many department stores to help, or you can ask friends for tips.
When you're in shape and feel good about yourself, you have a certain vitality and oomph that people want to be around, regardless of your age. It subtly says, "I'm up for the job, bring it on."
Kerry Hannon, AARP jobs expert, is a career transition expert and an award-winning author. Her latest book is Great Jobs for Everyone 50+: Finding Work That Keeps You Happy and Healthy … and Pays the Bills.






Bridge Work Generation Gap With Younger Boss - AARP



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Wednesday, September 25, 2013

CU-Boulder's senior (55+) free course-auditing program turns 40 - thanks to CU and Boulder Daily Camera

Seniors can take courses for free, but don't get credit
By Brittany Anas Camera Staff Writer
POSTED:   09/01/2013 05:00:00 PM MDT | UPDATED:   24 DAYS AGO


James Kimmett, a 1955 University of Colorado graduate, has been auditing classes on the Boulder campus for two decades. ( CLIFF GRASSMICK )
Senior auditors
Those interested in auditing CU-Boulder classes are encouraged to checkcolorado.edu/academics/coursesearchfor a list of the fall 2013 courses.
Auditors must obtain permission from professors to audit courses. Senior auditors don't receive credit for courses taken.
Spanish, Chinese, Arabic, Korean, Farsi, Portuguese and Hindi courses cannot be audited. Continuing Education courses, first-year law classes and history 3000-level undergraduate seminars and all graduate classes cannot be audited, either.
James Kimmett started his 41st semester at the University of Colorado last week.
Call him a super senior.
The 80-year-old, who retired from the banking industry, has been attending classes on the Boulder campus for the past couple decades through the school's senior auditor program.
"I've taken almost every history class offered," said Kimmett, who drives down from Loveland on Tuesdays and Thursdays to sit in on a course focusing on modernism and mass culture.
The senior auditor program -- which is celebrating its 40th anniversary this year -- is sponsored by CU's Alumni Association. Registration for the fall semester is set for 8 a.m. to 3 p.m. Tuesday and 8 a.m. to noon Wednesday at the Koenig Alumni Center, 1202 University Ave. Free parking is available on a limited basis at the Koenig lot, which is on the southeast corner of Broadway and University Avenue.
While it's free for Colorado residents 55 and older to take the courses, the association charges a $25 fee to defray the administrative expenses.
In the fall, about 300 to 350 seniors typically enroll to audit courses, said Tori Peglar, of the Alumni Association. Annually, the program serves more than 600 seniors.
"The senior auditor program is a wonderful opportunity to be in the classroom with bright, young minds, engage in intellectually stimulating conversations and be taught by world-class professors," Peglar said. "There's an energy on campus that can't be found anywhere else and being part of that community, no matter what age you are, is inspiring."
Kimmett, who majored in American history while he was an undergraduate at CU, also has been taking sociology, political science and classics courses over the years.
He said he enjoys listening to the exchanges between students and professors.
"It really does keep one alert and alive," he said.
Anne Burke -- a retired magazine editor -- is auditing a course about Rome and Florence during the Renaissance alongside her husband, who is a retired attorney. Originally from the East Coast, they followed their kids to Boulder. Two of their children attended CU.
The course coincides nicely with a trip they'll be taking to Italy later this fall.
Burke said she enjoys the history courses the most. Her husband audits mostly science courses and has a favorite professor whose classes he always signs up to take.
CU-Boulder's senior auditor program turns 40 - Boulder Daily Camera

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Friday, December 28, 2012

Five ways to get a job when you’re over 55 | Washington Times Communities

I have a few more suggestions they don't mention below, that are a little tech-centric: 
1) When listing how much experience you have in tech jobs, to use the term "10+ years" in preference to "20 years" (or more), as more than 10+ can appear a negative to some (you might think you don't want to work for them anyway, but they might meet you and see your value, *if* your resume gets past the initial screening); 
2) Remember to update your resume and flush old-tech sounding terms; 
3) Keep the resume length moderate, such as not listing jobs from more than 15 years ago (unless that's really the job with the relevant experience, which is going to be tricky :-)   )
4) If there are conferences in your field (or planned field), attend some, learn new terminology and best practices, listen to and comment on presentations that you have relevant experience on, make some new contacts, even if you have to travel to attend...

Five ways to get a job when you’re over 55
Older workers have a lot going for them. Follow these five keys to increase your odds of getting a job more quickly when you are over 55. Photo: Wikimedia
SAN DIEGO, May 11, 2012 – The last few years of high unemployment have hit seniors especially hard. While there is some good news, the job market remains rough for people 55 and up.
The Bureau of Labor Statistics reports that senior unemployment was 5.6 percent in 2011. That’s lower than the overall average in the U.S., but it’s doubled from 2.3 percent in 1990. This is because more seniors than ever are working. So many more seniors are looking for work. Some are succeeding, but more are not.
The average duration of unemployment for those 55 is hovering just over 58 weeks – that’s over a year. Consider that at the start of the recession, the average length of unemployment for older workers was just 20.2 weeks. The percentage of senior workers unemployed for 27 weeks or more, called the long-term unemployed, is 58.8 percent. Unemployed younger workers by contrast are out of work an average of 38 weeks.
What older workers have going for themselves is years of knowledge, wisdom, a great work ethic, and the ability to reinvent themselves. They have done it many times over a long career, learning new skills and adopting new technology.
There are five keys to increasing your odds of getting a job more quickly when you are over 55.
1. Build Your Network
The more people know you are looking for a job, the more they can help you with referrals and tips abut openings. Telling your family, friends and neighbors is a good start. But you need to expand your reach by becoming active on the three big social networks online: Facebook, Twitter, and especially LinkedIn. Social media is the fastest, most efficient way to spread the word about your job hunt. According to the Society for Human Resource Management (SHRM), the number of companies using sites like LinkedIn to recruit job candidates has increased 50 percent in the last three years.
If you are unsure how to use these tools, there is plenty of advice available on these sites, and free seminars are frequently available. The single more important site for job seekers is LinkedIn, used primary for career and professional networking. It is a must for job seekers. You can post an online resume, join career specific networking groups, and get in touch with former colleagues, clients, and contacts.
2. Stay Focused
While you need to network online, avoid wasting time on huge job databases and sending resumes into a cyberspace black hole. Instead, use your networks to find the websites of companies you might like to work for, places where you may have personal connections. Review the job listings, usually posted under "Careers" or "Employment Opportunities." If you belong to a professional association or organization, its website may have a job banks with openings in your career field. And if you don’t belong to a professional association, now is the time to join.
Take a tip from college graduates and contact key decision makers and leaders for informational interviews. Find out what associations and groups they belong to, and contact them there. Attend their presentations and speeches for the opportunity to meet them.

Prepare and make the most of your job interview. Rehearsing with a colleague is a smart idea.
3. Prepare and Make the Most of Your Interview
Job interviews present special challenges to older candidates. But you can meet and beat any objections with just attention to a few important details. First, stay upbeat. Forget past rejections. The interviewer doesn’t know about them (and doesn’t need to know). Show energy, be dynamic and interesting. The stereotype of older workers is that they will tire out. Look alive! Sit up straight, literally at the edge of your seat. Do your homework about the company and ask smart questions of the interviewer. Be knowledgeable and inquisitive.
Dress professionally and up-to-date. If you haven’t bought a new suit or gotten a new hairstyle in several years, invest in them. Nothing screams irrelevant to a younger interview than an out-of-date fashion image. It may seem superficial, but why not give yourself every change to get the job? Show on the outside what you have to offer on the inside.
4. Stay Engaged
Whether you are offered a temporary, contract or part-time position or a full-time, long-term position, be engaged and involved in all aspects of your workplace. Be on time, volunteer to learn something new, get to know your colleagues. Be a team player. This is important for success at any age. Keep in mind your age may make you seem intimidating or harsh to younger co-workers. Be friendly and approach them as peers, never superior. Keep things light and genuine. They will appreciate your respect and you will have it returned.
Try to avoid resisting new ideas and techniques. Don’t display resentment toward younger supervisors or managers. Be opening to learning, and offer your experience sparingly.
5. Know Your Value
An experienced, seasoned senior employee has a lot to offer. You have seen it all. You don’t sweat the small stuff.  You don’t crumble under pressure. You are not likely to call in sick Monday morning because you have been out at the club dancing and drinking all night. (Although we should never assume or stereotype). You are reliable, diligent, and adaptable. Be confident, make contacts with assurance, and you will be able to show anyone that they need you more than you need them.
Until next time, enjoy the ride in good health!


Read more: http://communities.washingtontimes.com/neighborhood/lifecycles/2012/may/12/five-ways-get-job-when-youre-over-55/#ixzz2FY21vMVZ
Follow us: @wtcommunities on Twitter


Five ways to get a job when you’re over 55 | Washington Times Communities

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Friday, September 28, 2012

Shattering the engineering shortage myth | Startup Stories: VentureBeat

Startup Stories: Longtime tech recruiter shatters the engineering shortage myth
Read more at http://venturebeat.com/2012/09/25/startup-stories-recruiter/#h8EXhKSuZOoJ0pMu.99 


Startup Stories: Longtime tech recruiter shatters the engineering shortage myth

Startup Stories: Longtime tech recruiter shatters the engineering shortage myth

Jon Marcus has been doing tech recruiting for longer than most web companies have existed — 15 years, all in Silicon Valley and San Francisco — and he still says the most interesting, challenging searches are akin to detective work.
Software engineers, he tells me, are the hardest to find.
“They like to hide,” he says. “Marketing people, sales people, product people will network. Engineers, they’re very timid about giving out contact information for themselves or anyone else.”
Marcus and I are having an intense conversation about one of the biggest myths in the tech industry — that good engineers are almost impossible to find — at a German brewpub in the depths of San Francisco’s Financial District skyscraper cluster. It’s not the most appropriate meeting place — I don’t drink, and Marcus never combines alcohol with business. But as I nurse a half-rancid alcohol-free beer, Marcus explains things I’ve always wanted to know about startup culture and why hiring is so dysfunctional at tech startups.
“It’s the fear of the unknown,” he says. ”Everyone is afraid of hiring the wrong person, and if they would just trust that they know how to ask the right questions, then everyone wouldn’t be complaining as much about recruiting.”
But instead of asking the right questions and hiring a candidate who’s qualified, Marcus says that startup founders will take a candidate in based on a personal recommendation or an impressive company name on a resume, usually branching outside the original specification they wrote and usually regretting the decision in the long run.
Marcus pauses frequently, interrupting his passionate explanation of the job he truly loves to express doubts about how potential clients might interpret his words. He’s been doing this work since the height of the (original 1990s) dotcom boom; he’s seen all kinds of companies come and go, win and lose. He’s interviewed Ivy Leaguers and dropouts; and as a result, he has helped shape countless “A teams” and every other kind of team, then watched those teams suceed or fail. If anyone in this town knows what value a resume or pedigree or candidate holds, it’s him.
And the truth he’s seen in the past decade is that our insecurity is getting the best of us. “The big problem in general is fear,” he says. “To counter their fear, companies make their standards too high and turn down people who would be great at their jobs.
“Everyone wants the next Steve Wozniak to walk through the door, but really, they should be asking to see if they can do the job. … They want to populate their entire staff with engineering geniuses, and you don’t need the whole staff to be engineering geniuses. You need a couple really bright people who know what they’re doing, and then, just don’t turn down people who can do the job.”
So the Great Engineer Famine of 2012 is — what, a total myth?
“Oh, there’s definitely a shortage of people as the tech industry expands,” Marcus says. “The economy is expanding here, and they need a lot of engineers. You just need more and more people to code all this stuff.”
But again and again, he points out that qualified engineers do exist, and they’re being shut out of companies for what amounts to a cultural stigma about what sociologists would call “the other.”

Marcus comes from New Jersey. He says his East Coast heritage gives him an edge that’s uncomfortable for some West Coast types, and he worries that after talking to me so frankly, his truth-preaching won’t go over well with potential clients.
I find his candor refreshing. The startup community can be a very “nicey-nicey” place to exist. But painful truths are always more profitable to hear in the long run than insincere platitudes.
The first computer Jon Marcus ever laid his hands on was a mainframe. In high school, he tells me, “We learned to code BASIC with computer punchards. There was also an huge AT&T operation in Berkeley Heights; they offered C programming classes.”
After school, Marcus went into sales. Then the Internet happened, and everything started shifting. By the late 1990s, Marcus was living in San Francisco, conveniently at the nexus of the tech world. He didn’t move here for the tech (“I wanted to live in a city where I didn’t need a car and it doesn’t snow,” he tells me, “and this is the only city in the U.S. where you can pull that off”), but he stayed for it. Two years into his life in San Francisco, he started working with startup people.
“I liked the expansion of technology that I was seeing,” he says. “During the dotcom boom, I met a bunch of people, and I started recruiting finance and accounting people in the tech industry. … Everyone was looking for a comptroller, director of finance. It seemed like every other dotcom company needed someone to run finance.”
Marcus dove into the deep end of recruitment then and there with no formal training. He briefly considered working at a recruitment agency, but he learned that he’d still be responsible for booking all his own clients and sourcing candidates. “I can do that on my own without losing half my money,” he decided.
In learning how to find and hire tech people for startups, Marcus found a career that required a lot of activity and engagement; each search amounted to a hunting expedition.
“I always like detective work,” he says in our interview. “I think creatively, and I’m not afraid of picking up the phone and networking. I never used Monster to find resumes. I would read what was going on in the news and call companies — which I still do when I see companies that get funding. Sure, every reruiter out there will hate me for this, but most recruiters don’t do that.”
The great mystery and the core principle of recruitment, Marcus says, is at once simple and nearly impossible: Find a better candidate. The elusive “better candidate,” he tells me, can come from anywhere. She can be lingering at the bottom of a Craigslist feed; he could be at a networking event. Someone might answer an advertisement. The only predictable part is that you can’t predict where the better candidate will come from this time.
“Sometimes it takes months to find someone that’s perfect for the job,” Marcus says. And while he hints that he has a few secret resources up his sleeve, he tells me that it’s never as easy as signing up for a resume board subscription.

As quickly as the world shifted toward the web, it shifted away from it. The dotcom bust, Marcus tells me, pretty much destroyed the recruiting business he had built.
“It killed it,” he says abruptly. “I worked with startups, and they were all defunct.” But like others who survived the collapse, Marcus pulled through.
“I saved money when I was making it. It’s all a blur; you do what you have to do. I found that most of my friends were not really friends.”
Then in 2002, along came the Sarbanes-Oxley Act, also known as the Public Company Accounting Reform and Investor Protection Act or the Corporate and Auditing Accountability and Responsibility Act, mandating new accounting practices for publicly traded companies. Suddenly, every accountant in town had a job, and startups couldn’t compete.
Marcus refocused his practice on sales and marketing personnel. In a downturn, sales and marketing meant more than ever for lean companies that needed to make money — real money from real customers — or at least prove they had the potential to do so.
In 2005, Marcus refocused again, this time turning to the most enigmatic puzzle of all startup job descriptions: the engineer. For a recruiter, and especially in the competitive hiring environment that exists now, hiring engineers is something like the struggle depicted in Hemmingway’s The Old Man and the Sea: very few really big fish and a whole bunch of sharks circling to take the catch of the day out of your boat.
“Recruiting is really, really psychological,” he says. “The people running the companies are great at product, great at coding, great at organizing a business, but recruiting is a lot of psychology. It’s balancing fears.”
Marcus understands those fears more than most, he tells me, because he’s been in a hiring manager’s shoes, as well.
“I tried to start a business once, a social music business, and I don’t code,” he says. “It made me see the other side of the story. The people I talked to, I just did not trust them. One guy said he wanted 70 percent of the company. It was really interesting to see it from the other side of the fence. Until you get there, you don’t really know.”
So Marcus now has to take the same type of fear and mistrust from a founder and balance it with opportunity and reality. One founder, he says, refused to see any candidates who didn’t hold degrees from Ivy League schools.
“He turned down everyone who came to him. We had to tell him, ‘You’re going too far. Shakespeare and Gallileo didn’t go to Ivy League schools,’” Marcus says.
Another story he told revolved around a founder obsessed with the idea of high moral character in his candidates. “[He] would ask them about their personal lives even back to high school. One time a candidate called me after their interview crying because of this. … She told me she was kidnapped in high school and his questioning brought up all those memories. I talked her out of suing the company.”
The founder just wanted the assurance that his company would be in good hands, that he wouldn’t get screwed somehow by an employee. But there’s no real assurance of that, Marcus implies, no matter what questions you ask or how far back you dig.
“There’s always risk, and if it’s your company, you ultimately have to make the decisions. Maybe they don’t trust themselves.”

Our talk turns to “culture,” one of the sacred dogma of most startups I meet with these days. Culture, I note, is often used as an excuse for, say, overwork, desk-drinking, inappropriate fraternization, and other counterproductive and unhealthy office behaviors. I speculate aloud that culture may serve as a convenient excuse for certain hiring practices as well.
“Too many startups treat their business like it’s a frat,” Marcus says, “when in fact, someone’s invested a lot of money, and the founders have invested a lot of time, and they’re there to make money on a product.”
And when your sole goal is to make money, you stop worrying about things like age, race, or even gender; tech becomes a meritocracy. Hypothetically, at least. Marcus says that in his own vast experience, even when presented with highly qualified candidates, founders still seek the familiar, possibly out of insecurity or fear. “They want to find someone they’re comfortable with,” he says.
“It’s really complicated. The VCs are throwing money at the people in their early and mid-20s who like to hire people in their early and mid-20s, so to make diversity work, you have to get people in other groups to create their own businesses. Easier said than done.”
Marcus has hit on the crux of one of Silicon Valley’s biggest problems, one that countless groups and corporations and funds and individuals are working right now to correct — especially when it comes to gender. Not a day goes by that we don’t hear about some new initiative to find and help more female entrepreneurs or engineers or investors. But the institutional discrimination lingers on.
“I’m sure it happens all over the world,” Marcus says, resigned to playing his role in the play but obviously dissatisfied with the plot. “It doesn’t happen all the time, but with some people.” After discussing a couple cases in particular, he tells me that especially when it comes to clear-cut cases of ageism, “Most people are afraid of [filing a lawsuit or discussing the issue] because Silicon Valley is small.”
I ask him, who loses in the long run — the wrongfully overlooked candidate or the company that still “can’t” find a good engineer.
“They both do.”
Jon Marcus is currently seeking long-term contract clients or an in-house recruiting position.

Read more at http://venturebeat.com/2012/09/25/startup-stories-recruiter/#h8EXhKSuZOoJ0pMu.99 


Startup Stories: Longtime tech recruiter shatters the engineering shortage myth | VentureBeat

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