Tessa White

Well, that's in and of itself doesn't mean anything. But if you say, my customer service scores are 20% higher than most of the other people in the department, or I was able to decrease call time by X and increase customer satisfaction by X, then you actually have something that the company understands and you're speaking their language.

Well, that's in and of itself doesn't mean anything. But if you say, my customer service scores are 20% higher than most of the other people in the department, or I was able to decrease call time by X and increase customer satisfaction by X, then you actually have something that the company understands and you're speaking their language.

Well, that's in and of itself doesn't mean anything. But if you say, my customer service scores are 20% higher than most of the other people in the department, or I was able to decrease call time by X and increase customer satisfaction by X, then you actually have something that the company understands and you're speaking their language.

So part of your job in determining your value proposition is saying, how am I solving problems for the company? And then how do I turn what I've done into metrics or numbers? That's why I tell people, you should go to work every day and be measuring. If you don't have a department metric that tells you, am I doing good or am I not doing good?

So part of your job in determining your value proposition is saying, how am I solving problems for the company? And then how do I turn what I've done into metrics or numbers? That's why I tell people, you should go to work every day and be measuring. If you don't have a department metric that tells you, am I doing good or am I not doing good?

So part of your job in determining your value proposition is saying, how am I solving problems for the company? And then how do I turn what I've done into metrics or numbers? That's why I tell people, you should go to work every day and be measuring. If you don't have a department metric that tells you, am I doing good or am I not doing good?

Figure out what it is and start measuring things because those numbers become so critical to how you position yourself for a company.

Figure out what it is and start measuring things because those numbers become so critical to how you position yourself for a company.

Figure out what it is and start measuring things because those numbers become so critical to how you position yourself for a company.

Well, your market value, it's like a house. When we put a house up for sale, we don't have some neat, perfect numbers to what its value is. What we know is that other houses sold at this amount that were similar. And the same is true with compensation. What other companies are willing to hire this role at is a pretty good indicator that you can bring that helps determine the value of a role.

Well, your market value, it's like a house. When we put a house up for sale, we don't have some neat, perfect numbers to what its value is. What we know is that other houses sold at this amount that were similar. And the same is true with compensation. What other companies are willing to hire this role at is a pretty good indicator that you can bring that helps determine the value of a role.

Well, your market value, it's like a house. When we put a house up for sale, we don't have some neat, perfect numbers to what its value is. What we know is that other houses sold at this amount that were similar. And the same is true with compensation. What other companies are willing to hire this role at is a pretty good indicator that you can bring that helps determine the value of a role.

But the other thing that you have quite a bit of control over is being able to tell the company, here's how I solved the problems in my last company and here's how I'll solve them for you. So for recruiting, for example, let's just take a general example.

But the other thing that you have quite a bit of control over is being able to tell the company, here's how I solved the problems in my last company and here's how I'll solve them for you. So for recruiting, for example, let's just take a general example.

But the other thing that you have quite a bit of control over is being able to tell the company, here's how I solved the problems in my last company and here's how I'll solve them for you. So for recruiting, for example, let's just take a general example.

If I said I'm a really good recruiter and I was able to manage a recruiting team and fill 200 positions in a year, that doesn't in and of itself mean anything. But if I understand that a company has low resources and

If I said I'm a really good recruiter and I was able to manage a recruiting team and fill 200 positions in a year, that doesn't in and of itself mean anything. But if I understand that a company has low resources and

If I said I'm a really good recruiter and I was able to manage a recruiting team and fill 200 positions in a year, that doesn't in and of itself mean anything. But if I understand that a company has low resources and

and they don't have a lot of money to put towards recruiters, I could say in the last company, I turned every employee into a recruiter in our company because we didn't have a lot of funds. And we rolled out this employee referral program that made every employee a recruiter and it increased the number of applicants that we were bringing into the company month over month by 60%.

and they don't have a lot of money to put towards recruiters, I could say in the last company, I turned every employee into a recruiter in our company because we didn't have a lot of funds. And we rolled out this employee referral program that made every employee a recruiter and it increased the number of applicants that we were bringing into the company month over month by 60%.