The Right Hire

Four Steps to Dream Team Performance

2011-02-11T05:45:00.000-08:00

Are you a member of a successful team or one that performs marginally or miserably? Have you ever wondered why some teams excel at what they do and why their people are energized, happy and having fun? What differentiates these successful teams from those that experience low performance, with people who are demoralized, complaining and depressed? You may be surprised to learn that "dream team" performance is almost guaranteed when four foundational neuroscience principles are practiced. They are easy to understand and implement when forming new teams, retooling struggling teams and taking successful teams to higher potential. Dream teams may include couples, families, businesses, sports and organizations of all sizes and types. Teams who practice continuous learning and improvement maintain the "razor's edge."

Step# 1 Align Team Members with Mission, Values and Goals

Discussion

A simple definition of a team is "a group of people that come together to do something together." Teams often fail because their purpose and values are vague, unknown or unacceptable. There must be a clear and compelling purpose and value for team members to be interested, motivated and engaged. Values ultimately determine team success and sustainability, because values drive behavior. The higher values of "service," "teamwork" and "continuous learning" will ultimately prevail over values of "competition," "self-interest" and "disrespect." Even a team with a strong and charismatic leader will fail without a clear purpose and good values.

Neuroscience Principles

Your brain voluntarily engages with work, projects, and people when there are strong value components and desired positive outcomes. Your brain pays maximum attention and engages with situations containing high levels of intrinsic and extrinsic rewards. Your brain likes challenges, inspiration and noble causes. Consistent favorable outcomes, and even the thought of future potential outcomes, keep your brain focused, flexible, curious, interested and hungry for similar experiences.

Practices

All team members will be well served in the process of creating and refining their team mission, values and major goals. These actions connect each person to the collective team. A major role of the Team Leader is to continuously communicate and strengthen the team purpose and values. This step achieves team unity by aligning everyone with the mission and values. Team member needs may vary widely and do not have to be the same to have a united team. Having compelling reasons for each team member to be engaged, interested and productive is the key to this foundational alignment step.

Outcomes

Shared values and alignment of purpose are the team's:navigation system." Successful teams never get lost or disconnected, even in changing and chaotic times, when their navigation system points to "magnetic north." The team is bonded through their values as they work collaboratively and cooperatively in alignment with their mission and goals. Teams having achieved this first step are poised for successful outcomes and camaraderie.

Step #2 Define and Build Core Competencies

Discussion

Essential and collective knowledge, skills and experience form the core competencies of a superior team that meets and exceeds its goals and customer needs. As examples, technological core competencies for Canon include optics and microelectronics; Honda's technical competencies include small, quiet and powerful engines, and, drive trains. Core competencies may include sales excellence, market research, product development and customer service. Criteria for core competencies include:

Transferable to multiple products and services
Access to multiple market segments, customer groups and applications
Difficult for competition to replicate quickly
Learning and brain-based intellectual property

Neuroscience Principles

Core competencies define the focal points for learning, sharing, and applying essential knowledge to the team goals. Learning occurs best when people are willing to be vulnerable and honest about what they truly "know, apply and teach" rather than what they "know about" (e.g. shallow knowledge to impress).The core competency list becomes the most important daily team tool for continuous growth and improvement. This focus harnesses each team member's brainpower and builds a powerful "team brain." Intellectual property and skill sets grown by a well-developed team are not easily replicated by competition.

Practices

Each team member is assigned the responsibility to develop and grow one or more core competencies. The list of team core competencies should not exceed five. The analogy is "inch wide and mile deep" rather than "mile wide and inch deep." Core competency teams constitute a minimum of three people. This helps protect the intellectual property in the event a team member leaves. Core competency teams meet quarterly, or more frequently, to share learning with the other competency teams. This activity can be likened to connecting and filling silos of knowledge.

Outcomes

Teams that focus on creating and growing their intellectual capital set themselves on a high road, rarely traveled by the competition. They get to their destination quicker, safer and with greater ease than those traveling the conventional, well-traveled roads. Learning, growing and applying new knowledge to challenges and problems helps create happy and healthy brains.

Step #3 Align Team Member Strengths with Goals, Core Competencies and Activities

Discussion

Typically, one thinks about team member strengths in terms of subject matter expertise, skills, education, experience, leadership ability and enthusiasm. These are essential characteristics for all successful teams. Rarely are sensory and cognitive thinking strengths valued as important traits. Knowing how each team member's brain is wired, how they think and how to leverage their brainpower is the missing link to connecting knowledge with team success. The following neuroscience principles explain sensory and cognitive thinking strengths.

Neuroscience Principles

1. Nearly every activity has combinations of sensory and cognitive thinking characteristics that define the "neuro-signatures" of the activity. Team members are more likely to engage, enjoy and perform better in work aligned with their brain strengths.

2. Each team member has unique ways to take in and process sensory information. These strengths affect work productivity, problem solving, decision making, learning and communicating.

3. Team members, exchanging information on each other's sensory and cognitive thinking "wavelengths", will understand each other more fully and obtain understanding in the minimum amount of time, thus, improving individual and team productivity. This activity also engenders greater respect and rapport.

Practices

Each team member's sensory and cognitive thinking strengths are determined by using a reliable and statistically validated survey. Aligning team member brain pathways strengths and knowledge with the neuroscience signatures of the activity is a powerful way to create work assignments. As an example, a team member having Auditory (listening and crafting words) and Global (creative problem solving and seeing possibilities) strengths might be a good candidate for situations involving conflict and negotiation, supplier contracts, joint ventures and legal disputes.

Sensory Pathway Activities:

Visual: data entry, quality control observations, reading instructions, visual arts, design, proof-reading
Kinesthetic: hands-on activities, operating equipment and tools, physical action and movement, face-to-face interactions
Auditory: listening attentively, asking and answering questions, conflict resolution, crafting language, hearing tone of voice

Cognitive Thinking Pathway Activities:

Sequential: analysis, staying on-task, organization, logic, process and procedures, tactical, content, practical and realistic
Global: open-ended, multi-tasking, options and possibilities, systemic, exploratory, ideating, "big picture," strategic, context
Integrated: a combination and near equal balance of Sequential and Global activities.

When each person's sensory and cognitive thinking preferences are known, team members can communicate on each other's "wavelength."

Visual Learners Need: Visual media. Key written points. Pictures. Graphics. Images. Color. Clutter-free environment.
Kinesthetic Learners Need: Physical, hands-on experiences. Comfort. Freedom to move about. Frequent breaks.
Auditory Learners Need:Clarity of words. Attentive listening. Ability to ask questions. Quiet environment.
Sequential Thinkers ("left brain") Need: Logic. Order. Particulars. Realism. Practicality. Data. Schedules. Content.
Global Thinkers ("right brain") Need: Possibilities. Options. Generalities. Open-ended. Big Picture. Context.
Integrated Thinkers Need: A combination and balance of Sequential and Global communication methods.

Outcomes

Teams having achieved Steps 1 through 3 are experiencing phenomenal success. Goals are met and exceeded. Team members are engaged, having fun and can't wait to get to work. Competition can't figure out what this team is doing right. Customers are happy and loyal.

Step #4 Continuous Alignment, Learning and Improvements

Discussion

Even in light of high performance, the best teams and organizations seem to "burn out" and lose their competitive differentiation after a period of greatness. Why is this and what can be done to maintain the "razor's edge?" Continuous alignment, learning and improvement are the keys to continuing patterns of success.

Neuroscience Principle

Your brain gets bored and lazy with the "same old thing" even if, at one time, the "same old thing" was great and wonderful. The brain needs new challenges, new experiences and new learning to operate at peak performance. Applying knowledge and taking action strengthens brain neuron pathways. The potential for neuronal growth is infinite due to the 100 billion neurons that grow multiple pathways to one another like an elaborate root system.

Practices

1. Continuously strengthen the mission and values of the organization

2. Create new and challenging goals for:

a. Core competencies

b. Customer needs

c. Individual and team development

3. Always, always, stay in touch with the customers, tracking their needs and wants. Anticipate their future needs so you are there when they need you.

4. Avoid studying the competition. This is a distraction. It is a better use of time and energy to focus on team performance, customer satisfaction and long-term customer needs. A danger of studying competition is evaluating their weaknesses; in doing so, you may be unconsciously building your own neuropathways around their weaknesses. If you do study the competition, be sure to clearly define their best practices and the patterns of behavior you want to replicate and improve upon for your team.

5. To avoid team members becoming stale, switch positions and establish coaches to continue raising the performance bar. Occasionally, let willing and able team members take leadership positions. Encourage team members to go on sabbaticals to learn, help other teams and be of service to others. Your team may become the spawning place for developing team leaders in your organization.

6. Strive to strengthen and add new core competencies. Learners should teach others as the ultimate way to learn. Subject matter experts and core competency carriers should oversee and coach others. The goal is to build and connect "knowledge silos." A true learning team continuously builds knowledge, skills and competencies.

7. Embrace and welcome change, including team members moving on, new team members coming aboard and changing marketplace conditions.

Outcomes

Teams who practice continuous learning and improvement maintain the "razor's edge." It takes due diligence, focus and high energy to maintain "dream team" performance.

In conclusion, these neuroscience solutions will create, build and strengthen "dream team" performance. The four-step formula is:

1. Align team members with a clear and compelling mission, based on high integrity values that resonate and are important to each team player.

2. Define and build team core competencies as the engine for mission and goal success.

3. Align team members' knowledge and brain strengths with the goals, core competencies and activities of the team.

4. Promote continuous alignment, learning and improvement.

These four steps may be the best and most advanced way to build superior and sustainable teams using neuroscience principles and leveraging the power of the brain.

Stephen Hager is a lifelong learner, scientist, author, speaker and teacher. Along with Deanna Phelps, he is the co-creator of brain-based human development products. Their goal is to help people live better and more peaceful lives through the "power within." Since 1992, Deanna and Stephen have been developing practical neuroscience solutions for better communications, clearer thinking, faster learning, higher productivity, stress management and creative problem solving. Everything they have learned from 20 years of research and working with people is incorporated in the comprehensive and individualized Brain PathWays 14-page report. Brain PathWays is the most advanced and value packed neuroscience system available anywhere. The Brain PathWays Blog, Free Daily Messages From Your Brain and Free Resources will likely motivate you to bookmark http://www.brainpathways.net as a Favorite.

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Recruiting the Right Mindset

2011-02-08T17:40:00.000-08:00

There are several invaluable lessons learned during the different phases of YOG. A significant task has been the recruitment, preparation and motivation of more than five hundred staff and of more than twenty thousand volunteers within a time frame of less than two years.

It is not new that recruiting people means evaluating, finding skills and experience that make up the eligibility - the aptitude - on the one hand and the suitability - the attitude - on the other hand. However, it is commonly much easier to evaluate the former in detail whilst neglecting the latter.

Identifying the right staff for YOG was a rather challenging task. This is partially due to the fact that YOG is not a long-term career but a merely short-term project. YOG does not offer career progression. Even worse, the job at YOG does not offer anything for the time after the Closing Ceremony apart from some weeks of housekeeping and wrap up work.

Therefore, it became apparent that finding people with the right mindset is at least as important as hiring the skills needed. Our approach to identify staff who could live up to our core values involved competency-based interviewing and selection techniques. Adapting the Olympic values excellence, friendship and respect and complementing them with our own values commitment, teamwork and integrity was one of the very first tasks in the Organising Committee done during focus group sessions with employees at a very early stage.

As a next step, we translated these values into attributes we identified as vital for fulfilling our vision for Singapore 2010 - Inspiring Youth and Creating a sporting Singapore. These attributes are Adaptability/Flexibility, Creativity, Communication, Decision Making, Problem Solving & Judgment, Initiative, Interpersonal Skills, Leadership, Passion, Planning & Organising, Reliability, Resilience/Tenacity, Service Orientation, Supervising & Developing Others and Tolerance for Ambiguity. All staff had been informed about these indicators by ways of face-to-face communication and via email.

Values and Attributes together form the set of competencies that - apart from technical and functional competencies - were used to shape the team of the organising committee. All recruitments were done by making use of our Competency-Based Interview Guide after its completion. Directors and managers were trained in applying the Interview Guide using the right set of questions. Before each interview, the hiring manager had to fill in a job description comprising of Role Purpose, Role Responsibility as well as Essential Attributes and Technical/Functional Competencies required for fulfilling the role.

Our Competency-Based Interview Guide includes a comprehensive set of indicators and questions for all six values and fourteen desired attributes.

For example, the value Commitment embodies the following indicators:

* Demonstrates physical and mental stamina to achieve results taking into account cost, timeliness, impact and quality, despite multiple demands
* Makes the effort to deliver significant results
* Is determined in his/her work and gets significant results
* Continuously strives for improving processes and services.
* Assesses the situation and commits quickly to a course of action even in a ambiguous situations or where information is incomplete
* Makes and stands by tough decisions that embrace the mission and values of SYOGOC even if they are unpopular or controversial
* Is passionate about what he/she is doing

The set of questions for Commitment is therefore:

* Tell me about a time when you had to maintain high work rate for an extended period. What did you do to remain productive and motivated?
* What things tend to fluster you when a deadline is near?
* We do not only receive positive feedback from our superiors. Can you tell me about the last time you received negative feedback from your superior? How did this make you feel? How did you respond?
* What activities in your current role require the most effort? What do you do to maintain your effectiveness?
* Describe a time when you were under pressure to make a decision! How did you react? How did you feel?

The questions are to be asked following the STAR model, i.e. they ask for Situations the applicant was previously in when the desired behaviour was needed. Further questions ask for the Tasks he/she had to fulfil, the way the task was completed - the Actions taken - as well as the Results for the applicant and his organisation.

Conclusion
Although, it seems like a mammoth task to build a comprehensive set of competencies describing desired values and attributes and cast this into a "Manager's Guide to Competency-Based Interviewing" including introductory and training sessions for a project that only lasts about two years, it has paid off! The quality of staff hired using this guide was significantly improved. Whilst some early hires turned out to be a rather bad fit, the people we got on board later embodied the attitudes we were striving for.

Every organisation that is serious about portraying its own values deserves such approach.

Amy Tan is a Director with Centre for Organisational Effectiveness Pte Ltd, based in Singapore. She has more than 20 years of experience in Human Capital Management & Development. Her expertise has been in HR Strategy Review & Planning, Competency Modelling, Change Leadership Development, Talent Management, Performance Management and Organisational Development. Amy's career experiences were with companies such as AT&T, SGS-Thomson Microelectronics, Aon Asia, Nokia and Ministry of Manpower as well as Singapore Youth Olympic Games.
Amy is also a Six Sigma Black Belt. She can be reached at Amy.Tan@COE-Partners.com.

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Employee Retention - How Do You Keep Your Best Employees?

2010-03-01T09:34:00.000-08:00

mployee Retention - How Do You Keep Your Best Employees?Do you really know what your employees are thinking? Many managers incorrectly think they know what's going on with their employees and others just don't care. Is it important for you to know? The answer to that is pretty simple. It's important if you want to retain your best employees. Let's face it, in this challenging economy, it is more critical than ever to retain employees who are willing and able to do more. Even large companies that historically had room for less than highly productive employees have to try and get more out of everyone. If you don't know how your employees feel about their jobs, the work environment, or their supervisor, how can you expect to know what you need to do in order to keep them?

One of the things you can do is conduct a climate assessment. There are three steps you can take to gather this valuable intelligence. The first is conducting an employee survey. You want to find out their likes, dislikes and "deal breakers". It's especially important to identify those things that are getting in their way of be more productive. This could be something as simple as a disruptive co-worker or as complex as a process that doesn't work. The trick is to identify these things and do something about them. It's also important to find out what's working well. You don't want to inadvertently change something that was a positive for employees into a negative.

The second step is to take the results of the survey and share them with employees in group meetings. These meetings serve two purposes. They give you a chance to provide feedback to your employees and they give you the opportunity to get more details and clarity about the input they provided. It's the perfect time to say "I see that many of you rated your work environment as only average. Can you tell me a little more about that?" Of course, having a neutral party facilitate these meetings significantly increases the chances that employees will open up and really tell you what they were thinking. You'll find that employees not only appreciate the feedback, but also the opportunity to be heard. I've facilitated dozens of these kinds of meetings and they are a very powerful tool.

The last step is a critical one. Once you have your employees' input, you have to do something with it! If you don't, not only will you lose the goodwill that you've built up during this process, but you will actually damage your relationship with them. If you're not sincere about taking their feedback and using it, you'd be better off not attempting this process at all. Ideally, you will get some of the employees involved in determining how the changes should be made. It doesn't take a rocket scientist to figure out that you create ownership by having your employees participate in determining what the changes will be and how they will be implemented. If your employees "own" their jobs, they will take much better care of them than if they are "renters".

Today, it is more critical than it has ever been to understand your employees. The climate assessment described above is one of the ways you can do this. With this information you have the opportunity to enlist your employees in creating an environment that is not only a satisfying place to work, but a highly productive one. That sounds like a win-win situation to me!

Prior to forming The Performance Partners, Sterling spent the last 30 years broadening his HR experience by assuming roles of increasing responsibility in the healthcare and aerospace industries. This experience has included heading EEO for McDonnell Douglas Corporation, and holding the positions of Vice President and Director of HR for two Fortune 500 healthcare companies. The Performance Partners is a Human Resource consulting company the focuses on Employee Relations, Organizational Development, Leadership Development, Union Management and HR Outsourcing. More information about the services he provides can be found at http://theperformancepartners.net

Sterling holds a BA in Psychology and an MA in Industrial/Organizational Psychology from Southern Illinois University at Edwardsville. He can be reached at (636) 699-6641 or at SPrice@ThePerformancePartners.net

By Sterling F. Price

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The Power of Positive Attitude

2010-02-02T12:00:00.000-08:00

The Power of Positive AttitudeA positive attitude is one of the most valuable assets a person can have in life. So often, what people say their problem is really isn't their problem. Their problem is the attitude that causes them to handle life's obstacles poorly.

The individual whose attitude causes him to approach life from an entirely positive perspective is someone who can be called a no-limit person. In other words, the person doesn't accept the normal limitations of life as most people do. He is determined to walk to the very edge of his potential, or his product's potential, before he accepts defeat. People with positive attitudes are able to go places where others can't. They do things that others can't. They are not restricted by self-imposed limitations.

A person with a positive attitude is like a bumblebee. The bumblebee should not be able to fly, because the size, weight, and shape of its body in relationship to its wingspread make flying aerodynamically impossible. But the bumblebee, being ignorant of scientific theory, flies anyway and makes honey every day.

This no-limit mind-set allows a person to start each day with a positive disposition, as did the story of an elevator operator. One Monday morning, in a full elevator, the man began humming a tune. One passenger irritated by the man's mood, snapped, "What are you so happy about?" "Well, sir," replied the operator happily, "I have never lived this day before". Not only does the future is much more enjoyable too. The positive person understands that the journey is as enjoyable as the destination.

Think of the attitude like this: It is the advance man of our true selves. Its roots are inward but its fruit is outward. It is our best friend or our worst enemy. It is more honest and more consistent than our words. It is an outward look based on past experiences. It is a thing which draws people to us or repels them. It is never content until it is expressed. It is the librarian of our past. It is the speaker of our present. It is the prophet of or future.

Attitude sets the tone, not only for the leader with the attitude, but for the people following him or her.

Don't settle for what you can accomplish alone.

"One is too small a number to achieve greatness," says New York Times best-selling author and leadership expert Dr. John C. Maxwell in this engaging primer on how to build and equip a team. Equipping 101 offers valuable insight and practical tools in a pocket-sized format that delivers what you need to know on such topics as: The power of teamwork; Why equipping is essential to a leader's success; The qualities to look for in potential leaders; Ten steps for investing in others; How to become an "enlarger" of people; Investing in your team for the future

Leaders with an equipped team possess an edge that will take them to the next level. Fulfill your vision by equipping other leaders to make it happen!

Samantha Johnson is the marketing manager of www.BusinessSummaries.com. She is in-charge of social media and business development.

BusinessSummaries is one of the world's leading providers of business content for corporations and business book summaries for executives, managers and businesspersons. Cut down on reading time and still stay on top of the latest business trends and ideas from the business gurus. Visit us at http://www.bizsum.com.

By Samantha Johnson

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New Employee Acculturation - Measure, Engage, And Immerse

2010-01-25T07:12:00.000-08:00

Onboarding a new employee is often myopically defined as quickening a new employee to effectiveness. While this achieves a particular objective of a strategic onboarding process for many companies, it falls short of a complete definition and leaves managers of human capital with a goal so vague as to nearly render it useless (how fast is quick, and what is effective?) Furthermore, quickening effectiveness for many employers in blue collar industries is such a trivial endeavor that instituting an initiative to quicken new employee effectiveness might not make sense (a furniture mover's path to effectiveness might be measured in minutes). On the other hand, all employers share the compliance, paperwork, and logistics burdens associated with new employees, regardless of the blue-shading of their industry.

In Employee Onboarding; An HR Technology Seeking a Definition we define two approaches to onboarding. Transactional Onboarding utilizes the automation of the onboarding business process to transition a new employee into their new role; automating the federal W-4, I-9, and state tax forms are examples of business rules and forms best automated through transactional onboarding. Return on investment is realized through making the process more efficient, eliminating costs in handling forms and data, eliminating latency and errors in data, and minimizing risk in the compliance-sensitive area of hiring. Transactional onboarding's value is objectively measurable and is of value to any employer; particularly so for employers with compounding factors such as high turnover or regulated industries; one can think of transactional onboarding as the science of onboarding.

We defined Acculturation Onboarding, or simply Acculturation, as quickening the new employee to effectiveness. Acculturation is sometimes also known as socialization, and is touted by many vendors as the singular approach to onboarding, despite the fact that acculturation is appropriate to a subset of employers who might be interested in a strategic onboarding initiative. Return on investment for acculturation is realized through earlier and more rapid productivity of the new employee and improved long term employee satisfaction and retention. Acculturation's value is subjectively measurable and is valuable to employers with high costs associated with recruiting and retaining employees, typically those in more professional roles in the organization; it is this subjectivity that is the Achilles Heel of acculturation onboarding. If transactional onboarding is the science of onboarding, acculturation is the art of onboarding.

While it's obvious that value from transactional onboarding can be achieved through investing in a system that is flexible enough to meet the organization's unique process and compliance requirements, it may be less obvious whether the same system, or any single system, can accomplish the value objectives of an acculturation approach. So how could an organization in need of acculturation take a systems approach to automation?

Let's take a simple A to B viewpoint to the acculturation system question. Point A is the candidate who has just accepted the offer, and point B is the fully productive and contented employee. Transactional onboarding resides as a sliver of a process just as the candidate begins following the path to point B, albeit an intensive process that is laden with risk. The objective of an acculturation system is to shorten the path-the length of time to get-from A to B for all new employees, encompassing the transactional onboarding event at the onset, while maximizing the level of satisfaction of the new employee (contentedness) once they reach point B. It's easy to see why the return on investment in an acculturation system is a subjective measurement, as the objective is peppered with challenges to measurement. What is meant by fully productive? How do you determine when someone achieves full productivity? How do you account for differing times to productivity due to varying complexity of roles? What is considered a good time to productivity, and how do you help employees who are not meeting expectations? How does the organization know (objectively) it is making improvements to the time to productivity? What is employee contentedness and how do you measure it?

Our recommended approach to implementing an acculturation system that meets the stated objective and answers these questions is based on three tenets: measure, engage, and immerse. All three should be considered when implementing a strategic acculturation process, and if executed properly, the subjectivity Achilles Heel of acculturation onboarding can be minimized.

Measure

Determining the resulting value, and therefore the return on investment, of any technology initiative requires the ability to establish incremental objectives and measure their achievement. Few onboarding systems that take an acculturation or socialization stance provide the means to measure their own effectiveness, yet practically all of them cite Aberdeen Group's estimates on the potential cost savings of automating onboarding. This is akin to a car salesman assuring a buyer their new car will save fuel costs but not citing what kind of gas mileage the car gets or even whether the mileage can be measured. Hence our first recommendation to implementing an acculturation system is to establish how the system will set objectives and how those objectives are measured.

An acculturation system should allow the organization to establish specific objectives that collectively measure productivity, or should be able to recognize those objectives established in complimentary systems such as learning and competency management systems. The objectives could be events that are either incomplete or completed, or they may be tasks that can be completed in degrees or stages. Objectives might be achievable in any order, but some objectives may be dependent on the prior completion of others. Individual objectives should be scored and weighted with respect to an overall Acculturation Index (AI), which we recommend be calculated on a percentage scale (the weighting and calculation of an acculturation index will be the topic of a future article). Examining the AI for a specific individual would indicate how far along the A to B path the new employee is, and analysis of composites of the AI's of multiple employees from one period of time against another will provide insight into how the company is influencing-positively or negatively-the effectiveness of acculturation onboarding.

Another interesting analysis of the acculturation index would illustrate the constantly increasing index over time for either a single employee or a composite of employees. A rapid increase in the acculturation index, followed by gradual increase, would indicate that the majority of acculturation objectives are achieved within the first 3 days, while a gentler increase of the index indicates a more gradual achievement of acculturation objectives. Neither outcome may be more correct than the other, but correlated with less than desirable outcomes, the method of engaging the employee, which will be discussed shortly, should be reconsidered.

There are three types of acculturation objectives: competency objectives, social objectives, and satisfaction objectives. Competency objectives, such as completion of assessments that demonstrate proficiency in skills associated with the employee's position, are excellent candidates to extract from learning or competency management systems. Social objectives-such as completion of a profile on the company's social network, connecting to contacts or "friends" in the network, and participating in the company's collaboration tools and wikis-may pose a greater challenge in collecting due to the diversity of data sources. Satisfaction objectives, or measurements regarding the employee's contentedness with their new job, are most likely to be collected from directly querying employees, coworkers, and supervisors using a survey or data collection tool.

Acculturation objectives should also be defined according to the organization's structure. Company wide objectives include those that apply to all employees, such as passing the company's network security policy exam, creating a company social network profile, and indicating satisfaction regarding the company's group health benefits. Departmental or business unit objectives provide greater specialization, such as passing the IT department's help desk usage test, or publishing a technical post on the engineering wiki. Specific skills associated with the position, inherited from the job description, represent the most specific objectives, and if measured through the use of a competency assessment system represent the most objective measurements of productivity in the AI and should be weighted accordingly. Finally, objectives might be established for the specific individual assuming the role, particularly if the individual needs remediation in certain skills. A good implementation of an acculturation system would allow for the assumption of the majority of acculturation objectives for individuals based on the position, job, and organization structure (location, business unit, department, division, etc.), including company wide objectives, and allowing for the dynamic specification of objectives specific to the individual; otherwise, the burden of establishing objectives for each new hire would hinder the consistent application of acculturation objectives.

It should be obvious that an integration strategy is critical to an acculturation system, as the sources of acculturation objectives are myriad. Furthermore, to facilitate the reporting, analysis, and data mining critical for measurement and continual process refinement, the destination data storage should be dimensional in nature versus transactional. Considered together, these observations strongly imply that a true business intelligence approach, specifically the regular construction of an acculturation data mart, should be a component of the acculturation system. Incorporated with the company's business activity monitoring (BAM) and business rules engine (BRE) strategies would serve not only the purpose of reporting and analysis of acculturation onboarding, but might also provide a data source for certain acculturation objectives that might be detected through the BAM or BRE systems.

Defining the acculturation objectives and establishing how they are to be evaluated defines a clear A-to-B path to productivity for new employees; engaging the employee is how the organization aids the new employee in achieving their acculturation objectives and optimizes the acculturation process.

Engage

While most new employees, excited by their new jobs, may proactively proceed from point A to B, we recommend the organization assume a more active approach to encouraging the new employee's progress toward productivity rather than a passive approach. The goal of an active approach to acculturation is engagement. Using an actively engaging acculturation onboarding process, the organization can more easily make adjustments to the process, and (assuming a good implementation of measurement of objectives) rapidly evaluate the effectiveness of the changes. Furthermore, those employees who aren't proactive in their own acculturation may respond better to active engagement (proactive employees will respond well in the acculturation process regardless of whether it is active or passive).

The best implementation of an actively engaging acculturation onboarding system can take inspiration from suggestive selling techniques. The content for engagement-that is, what is being sold-are the acculturation objectives that the system has established for the employee. In other words, the employee should be actively encouraged by the system to achieve their objectives. The typical venues for active engagement include tasks assigned and emails sent, both of which are readily implemented by business process management (BPM) systems.

The engagement process must be intelligent enough to suggest acculturation objectives in a logical order. For example, the objective of connecting with fellow employees on the corporate social network should be encouraged and promoted to the employee by the system only after the employee has completed their own profile on the social network. Likewise, the system should be intelligent enough to alter the priority of promoting objectives during the employee's path from A to B as conditions affecting the objectives change; for example, if the employee demonstrates significant interest in participating in the company's social network and less interest in creating a blog, then the system should promote objectives associated with the social network more aggressively than the objective to create a blog.

A system that implements active engagement does not preclude interpersonal engagement, and in fact should promote it. While interpersonal engagement objectives could obviously be promoted to the new employee through promotion of objectives such as connecting to employees with similar interests and backgrounds (similar to the "people you may know" feature of Facebook), suggestions and tasks generated by an active engagement system could be targeted at others in the organization; sending an email to the new employee's coworkers on their first day of work suggesting that they introduce themselves, or posting a "spotlight" feature of the employee's newly created profile page on the company intranet are examples. Interacting with a mentoring system to select and assign a mentor is another example, and could also strengthen the interaction of a formal mentor program to acculturation objectives and measurements.

Engaging the new employee through the A-to-B acculturation process through an active approach optimizes the acculturation process, and should result in the employee not only achieving their acculturation objectives, but should also result in the employee being fully immersed in the company's culture.

Immerse

Active engagement of the employee along the A to B path to productivity should ideally be conducted in an environment that concludes (point B) with the employee fully immersed in the company's employee communications strategy. In other words, engaging an employee to achieve acculturation objectives is best conducted within the company's employee communications portal, as it is achieving the universal objective of acculturation which is to introduce and immerse the employee into that strategy. The communications strategy might be a dedicated product specifically designed for fostering employee communications, or has been pointed out, it can be the company's intranet, which today is increasingly Microsoft SharePoint

Many onboarding systems purporting a socialization technique attempt to accomplish acculturation objectives through the introduction of a dedicated onboarding portal. While this approach might be effective in the delivery of content of interest to a new employee, it is akin to introducing an outward facing point C on the A to B path, and does not serve to immerse the employee in the strategic employee communications platform. Furthermore, delivery of content of interest to a new employee can easily be accomplished in strategic communications and portal platforms, such as SharePoint, so any potential benefit is negated. The final nail in the coffin of a dedicated onboarding portal might come from the objections (of both HR and IT) to maintaining yet another portal in addition to the employee communications platform, the company's intranet, employee and benefits self service, and potentially others.

Inspiration for the concept of immersion might be drawn from the field of education. A student on their first day at a new school is quickly ushered through the necessary paperwork in the principle's office (transactional onboarding), then taken directly to their classroom where they are introduced to their teacher and classmates. Over the ensuing days, the student is socialized in situ through engagement of the teacher and fellow students, while at the same time the teacher observes (measures) the students acculturation progress and makes any necessary adjustments to the process to optimize time to productivity (such as suggesting friends or activities for the new student). Failure to immerse a new employee in the A to B path to productivity is as undesirable as putting the new student in a separate classroom surrounded only by material and information describing how great a school they are attending.

Summary & Recommendations

Too many socializing onboarding systems today fall short of their ability to provide a system that measurably and predictably achieves their purported goals and allows organizations to continually improve their acculturation process through cycles of adjustments and evaluating results. While these failures may be due in part to the complex nature of collecting data to calculate an acculturation index, we believe it is also because acculturation systems don't properly balance the aspects of measuring individual and aggregated progress against acculturation objectives, actively engaging new employees through the acculturation process, and immersing the new employee in the organization's strategic communications platform. Organizations seeking to reap the benefits of quickening employees to effectiveness while maximizing the new employee's satisfaction (and longevity as a result) would be well advised to construct an acculturation system that measures, engages, and immerses.

Recommendations:

1. Determine if an acculturation onboarding approach is needed; all companies benefit from transactional onboarding, not all companies benefit from acculturation.

2. Approach acculturation as an A-to-B path to productivity, with the principle business goal being to minimize this path (quicken time to productivity) while maximizing employee satisfaction.

3. Work to eliminate subjectivity in the system's value through an acculturation approach that includes measuring, engaging, and immersing candidates in the acculturation process.

4. Establish acculturation objectives that can be measured and scored, regardless of their source systems, and that contribute to an overall acculturation index that indicates progress along the A to B path.

5. Use an appropriate mix of competency objectives, social objectives, and satisfaction objectives that make sense for your particular organization's acculturation goals.

6. Collect and analyze Acculturation Index (AI) data to determine how to make improvements to the acculturation process, creating a closed-loop system to improving the process.

7. Define objectives at all organizational levels of the business to ensure consistency, but retain the flexibility to establish objectives specific to individuals if necessary.

8. Acquire or build a system that is highly flexible in regards to integration.

9. Actively engage employees in the acculturation process using methods similar to suggestive selling.

10. Active engagement should be intelligent enough to adapt to an individual's unique path to productivity.

11. Active engagement should encourage and promote interpersonal activity, not only with the new employee but also with coworkers.

12. The acculturation platform should immerse the new employees in the organization's strategic communications platform, not in an outward facing dedicated onboarding portal.

By Chuck Ros

References:

1 - Ros, C and Torrence, J: " rel=nofollow [http://www.emeraldsoftwaregroup.com/onboarding]Employee Onboarding: an HR Technology Seeking a Definition", 2008

2 - Aberdeen Group: "All Aboard: Effective Onboarding Techniques and Strategies", January 2008

3 - Hayden, Jeff, "Using Microsoft SharePoint for Acculturation Onboarding", 2008

Chuck Ros is the President of Emerald Software Group ( http://www.EmeraldSoftwareGroup.com), based in Alpharetta, GA. Emerald Software Group offers applied process management software in human capital and workforce management and does business in North America and Europe. Chuck can be emailed at [mailto:chuck.ros@emeraldsoftwaregroup.com]chuck.ros@emeraldsoftwaregroup.com

Article Source: [http://EzineArticles.com/?New-Employee-Acculturation---Measure,-Engage,-And-Immerse&id=1704278] New Employee Acculturation - Measure, Engage, And Immerse

Change Power

2010-01-08T12:39:00.000-08:00

Why Bother? 2010 is here and we think about what we want to have in our lives. How can we make this year more successful? What do we need to do differently to achieve our goals and also feel good?

The ritual of making and breaking resolutions for the new year has been around for some time. What compels us to think about doing something differently or being different? The desire to better ourselves and our capacity for personal dreaming and goal reaching are as natural as breathing.

We strive to strip away extra pounds, be more positive and caring in our key relationships and jump ahead in our careers. We desire to feel more satisfied in our lives. Yet, sometimes, no matter how much we want to make life changes, something falls short. Sadly, we're defeated in the first round. That doesn't have to be you.

Here are several important tips to help you toward successful change and self-improvement that are easy to include in your busy lifestyle.

Belief:
You need to have it. Sure, you've heard it before. Why do so many business leaders and motivational speakers talk about its wallop? Simply, because it works. Believe in what you want to execute and believe you can. Change your beliefs and thoughts to reflect what you desire. Remind yourself that nothing is impossible.

Self Talk:
Pay attention to how you talk to yourself. Attend to the random thoughts in your head even when you think you're not listening. Those silent or crashing messages tell a lot about how you feel about you.

You can make up other messages or positive statements called affirmations. Say them repeatedly in your mind or scribble them down on paper. Refer to them often. Use your imagination to conjure up the attitude that the new beliefs you are installing in your brain are all true.

Rewired:
Think of it as new wiring for your brain and your belief system. When you do, you step toward personal change and growth that can be long-lasting. You have the ability to change, but you need to believe and monitor your self talk. If critical or limiting; create more self affirming thoughts to listen to often.

If you suffer from low self-esteem or lack of drive, you can also change that. The self critical comments are heard inside your head. They include judgments that make you fell less than and eat away your confidence. Don't let them be so powerful. Insert more supportive thoughts immediately to override the unfavorable ones. The trick is to do it often and consciously.

Take Your Commitments Seriously!
Think before you agree to do something. Make sure you include promises that you make to yourself. They are just as important, even more important, than the promises you make to other people. If you aren't sure you can deliver to another person, whether completing a report or attending an event, don't say you can. Value how others see you and how you view yourself. Consider how you want others to view you.

Your value increases in the eyes of others if you are true to your word. You gain their respect. When that happens, you also feel good about you. Be sincere and up front to get ahead. Do what you can to help when feasible. Learn to say no graciously and firmly.

Keep on Trucking:
You've heard about the success stories of individuals who have never given up even in the bleakest situations. Your ability to hold tight and be persistent regardless of the odds can pay off. After careful examination and with a discerning eye, if you still decide to follow a certain course of action, do so with certainty.

Follow your heart with gusto and let your enthusiasm be heard. If you veer off-track, don't wallow in self-pity. Don't beat yourself up. It's a sure way to keep you in a tailspin. Instead, brush off your injured ego and keep on going. You will never have to wonder what could happen if only you kept your dream alive. Instead, you are living it day by day!

Dr. Jo Anne White is an international author, speaker, certified life, leadership and business coach and energy intuitive who has helped millions of women, men and families overcome challenges, become more successful and lead fulfilling lives. She inspires and motivates men, women, and businesses to maximize their abundance and achieve success. Her personal coaching programs fit the unique needs and talents of each person to boost achievement and balance mind, body and spirit.

Known as the "Success Doc" by global audiences, Doc White has been featured on the Internet and in local, national and international publications including Good Housekeeping, Web MD, Woman's World and Match.com. She's appeared as a frequent guest on radio and television networks such as NBC and CN8, World Talk Radio and Voice of America.

By [http://ezinearticles.com/?expert=Jo_Anne_White]Jo Anne White

Jo Anne White, PhD has authored books for women and men regarding personal and professional growth, success and empowerment. To learn more about Dr. Jo Anne: http://www.drjoannewhite.com http://www.docwhite.org

Article Source: [http://EzineArticles.com/?Change-Power&id=3497993] Change Power

Job Search Resolutions For 2010

2010-01-07T04:58:00.000-08:00

A new year normally signifies change, or the desire to change. People resolve to quit smoking, lose weight, or do something else to improve the quality of their lives. It's not uncommon, as January rolls around, to consider searching for a new career. If you are like the tens of thousands of Americans who start the new year pounding the pavement (or at least checking the online classifieds) for work, you will want to go in prepared.

What is it about job hunting in 2010 that makes it different from any other year? There may not look like much innovation, but with smart phone usage on the rise some people may have a head up on others when it comes to pursuing desirable positions. If you want this to be the year to embark on a fabulous career, it would help to take a few steps to better your chances and put you above your competition.

1) Revise Your Resume. Did you look for work last year, and receive few to no bites? Make your first job search resolution a complete resume makeover. What have you done noteworthy in the last year that should be added? What skills and positions are too stale to keep listed? Especially if you work in technology or marketing, it's important to stay current because trends change quickly. It's nice that you can master HTML, but some companies will want to know if you can handle FBML.

2) Consider More Education. Do you think you need to brush up on basic skills? Perhaps you need to learn new technologies in order to get noticed. You don't necessarily have to go back for a degree, but if you are looking for specific positions in design, Internet development, or even marketing you will be required to stay updated on new trends and platforms. As you check the classifieds, double up your research by consulting local community colleges and education centers for relevant classes.

3) Approach More References. Believe this, when recruiters ask for references, you can be certain they will call the list you give them. If you have had the same people on your reference list for years and years - particularly former supervisors you haven't seen in a while - there's a possibility these seemingly helpful folks can hinder your job search. An old boss might not realize your growth in certain fields, whereas somebody closer to you know can present a more rounded picture of what you bring to the table. Go over your reference list and consider rotating a few names.

4) Create Opportunities. Undecided about what you want to do, or maybe nobody is hiring for what you seek? If you're able to get by, you may wish to try "creating" an opportunity that could turn into a job. Volunteerism is a great way to network, so why not offer your time and skills to a local organization supported by your dream company, or seek an internship at your workplace of choice and see what develops. It's not uncommon for temporary work to become a career.

5) Get Connected. Finding the job you want means being accessible at all times. If you don't have a cell phone, now is the time to get one and keep it charged. If you can't afford a smart phone plan (almost unlikely, since many plans seems better than those of land lines), spring for a throwaway like TracFone and use that number on resumes. If you do have a smart phone, find a good job hunting app and use it diligently. Get to the listing before your competition does.

Once you have your plan set, take charge of your job search and make this the year you embark on an exciting new career!

Kathryn Lively is a freelance writer specializing in articles on [http://www.youpunchit.com]Internet time clocks and [http://www.tannerslanding.com]Virginia Beach condos.

By [http://ezinearticles.com/?expert=Kathryn_Lively]Kathryn Lively

Article Source: [http://EzineArticles.com/?Job-Search-Resolutions-For-2010&id=3532130] Job Search Resolutions For 2010

How to Answer "Do You Have Any Questions?"

2010-01-02T10:07:00.000-08:00

Do you know what to say when your interviewers asks if you have any questions? Do you know what questions you should ask or what if all your questions have been answered? You do not want to portray that you are uninterested in the company or the job position, but do you know what to say when they ask if you have any questions and all your questions have been answered during the interview. It is always good practice to try and ask at least two to three questions rather than merely saying "no" but you do not want to look foolish and ask a question which has already been covered in the interview.

Here are a couple of ideas to make some questions which should help you out of this tricky situation. You could ask the interviewers "why they enjoy working for the company?"; "Is there a formal appraisal system within the company?"; "What extent do people socialize together outside of work?" "What are the longer term prospects of working for the company?". However you will need to consider your questions carefully and make sure that they are relevant to the job position you are applying for and more importantly the position and level that you are applying at. For example it will do you no good if you ask a question about management responsibilities or budgets etc if you are applying for a junior level position, this question is not relevant and asking this could be dangerous and undo all your hard work during the course of the interview.

Interviewers always like to know that you have done your research on the company and this may give you a chance to expand on some recent press or advertising activity. If you want to try and engage in a discussion or want to find out more about the company then here is the chance to ask a question. It is always a good idea to ask a question with an open ended question when trying to open up a discussion. An example of open ended questions are "that's interesting how did that come about?", "May I ask more about....?" or "That's interesting, can you tell me more?".

There are a couple of questions which you don't really want to ask at this point, even if they are really important to you but they can be portrayed in the wrong way by the interviewers. If successful at interview you will then get a chance to ask these questions and discuss them in a more positive way. So what are these questions? Well they are "what is the salary?", or "what are the hours of work?" or how much holiday do I get?". You can see that an interviewer can think you are more interested in what you can out than what you can give them for the job and at the end of the day, that is what they are really interested in. So hopefully now you can see there are a couple of ways to answer this question without asking those forbidden questions.

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By [http://ezinearticles.com/?expert=Tracy_Wallbank]Tracy Wallbank

Article Source: [http://EzineArticles.com/?How-to-Answer-Do-You-Have-Any-Questions?&id=3480146] How to Answer "Do You Have Any Questions?"

Systemize Growing the Staff and Become Great

2009-12-29T09:21:00.000-08:00

For a business to grow and flourish, the people in the business need to grow their capabilities to grow with the company. While some people delight in personal growth and are always looking for new challenges, many will linger back and resist efforts to increase their skills. Having a system in place to help staffers become better at their jobs helps the company increase its capabilities for higher levels of performance, higher levels of customer satisfaction, and increased job satisfaction which usually results in better staff retention. Lots of good reasons to work towards having a more capable, happier staff. But you can't do it by wishing.

It takes a system to help people grow and be able to take on new challenges and responsibilities. This system has a number of different components including written policies, manuals, job descriptions, training, mentoring, compensation structure, career path, and performance reviews. Each component supports the others.

Policies and Manuals describe how the work is to be accomplished. Job descriptions outline the responsibilities of the position and the limits of those responsibilities as well as personal goals, quality and time levels, workflow, and how one's work will be evaluated. Training and Mentoring help the jobholder become proficient at carrying out job duties as quickly and expertly as possible. The compensation structure must be competitive and, if extra effort or expertise is to be rewarded, a bonus or commission structure should be included. A Career Path for those who excel will help retain outstanding staff because it holds out the promise of a greater future with the company. Performance Reviews give a structured evaluation of progress being made and sets future expectations for continued growth. Take away any element of this system and there is a gap in understanding the job and speed of learning which becomes a gap in performance that impacts the whole company's performance in terms of customer satisfaction and service.

Work on creating the system. Build it piece by piece. Before long, the system will be rewarding you for the effort by building a better staff which transforms into a better company and then a great company!

By Larry Galler

Larry Galler coaches and consults with high-performance executives, professionals, and small businesses since 1993. He is the writer of the long-running (every Sunday since November 2001) business column, "Front Lines with Larry Galler" For a free coaching session, email Larry for an appointment - [mailto:Larry@larrygaller.com]Larry@larrygaller.com. Sign up for his free newsletter at http://www.larrygaller.com

Article Source: [http://EzineArticles.com/?Systemize-Growing-the-Staff-and-Become-Great&id=3487445] Systemize Growing the Staff and Become Great

Learn to Embrace Change

2009-12-16T08:09:00.000-08:00

Learn to Embrace ChanThere is something about seasons that we must remember: they change. Many of us have already stored away our summer attire and pulled out the light jackets and sweaters. As it is with the seasons so it is in our lives. There's no way around it. We can either resist change and forfeit the newness that life offers or we can embrace change and experience greater blessings and fruitfulness.

Perhaps you're in transition either in your career, family, spiritual life, etc. and you're feeling somewhat fretful. It's important that you understand that fear is a normal emotion for one to experience when stepping into the unfamiliar. We are not always given the luxury of being able to see very far up the road ahead. We're usually only given enough light to take the next step. Quite frankly, in many cases, that's enough! Because sometimes, if we knew in advance the rough terrain we'd have to travel to reach our destination, many of us wouldn't even begin the journey.

I can certainly relate to the fear one can feel in stepping out of one's comfort zone, as I took the step of faith to begin presenting quarterly seminars. "What if nobody shows up?" "What if?, what if, what if?..." These were questions from my fears and doubts. But, because I knew this endeavor was in line with my calling, I forged ahead in spite of my trepidations. I became more committed to my dream than my fears in order to help enrich the lives of others. The fruit was worth the temporary discomfort!

Change is a gift. As uncomfortable as transition may be, change is a necessary cycle for growth in our lives. Without change we'd remain stuck in a state of complacency and frustration. If you're going to live your dreams and become all you were created to be, you're going to have to accept change as the bridge between your present and pre-destined state. When you can't see your way, you must have the inner assurance that your circumstances are being divinely orchestrated.

I haven't always handled the transitions in my life very well. I often found myself stumbling in the direction in which I was being led. I tended to hold on to the familiar longer than I should. At times I've hesitated and need to be "nudged" into the next assignment in my life. Yet, inevitably, it was a peaceful place--a contented state of mind.

With every new challenge there is fear--just know that. Once you conquer your fear in one area and get ready to face a new challenge, you're going to face fear. We should use fear to energize us rather than make us shrink back. You'd be surprised to know that the people you most admire for their great accomplishments, also face fear. But the difference between them and the majority is that they use fear as an adrenaline to push them forward.

Although you might not be able to see very far up the road ahead, your part is to step into the light that has been revealed to you rather than trying to figure out every step of the way. If you're going to get to the next level in your life, you're going to have to walk by faith. Don't allow yourself to get hooked on any one road to get you to your next divine assignment. Just relax and enjoy the journey!

By Rebecca McClain

Rebecca McClain is a certified life and business. She is the founder and president of Life Treasures, LLC. As an entrepreneur, author, speaker and coach she is recognized as an expert in personal and professional success and fulfillment. Visit her website to receive a complimentary download of, "Top Ten Secrets to Having the Life You've Dreamed About" at http://www.rebecca-mcclain.com

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http://EzineArticles.com/?Learn-to-Embrace-Change&id=3432898

Your Potential is in Your Own Hands

2009-12-14T10:31:00.000-08:00

Your Potential is in Your Own Hands
You may have heard of the so-called Law of Attraction - where this phrase was coined I'm not quite sure. Unfortunately, however, the "Law of Attraction" as popularized by books and videos like "The Secret" is viewed by most of the people that I meet 'logical, successful people if a variety of walls of life - as an old-wives' tale, one-step removed from crystal ball gazing. It's an awful shame that its entry into pop culture has trivialized something that is not just fundamentally true but one that is, as we speak, having a profound influence on your life, whether you know it or not.

Essentially, we're talking about what quantum physicists call the Law of Potentiality. Unlike it's pop psychology or self-help counterpart, this is actually a scientific law from the world of quantum physics, originally postulated as a mathematical theory and then proved experimentally within the last decade. Basically, this law states that particles - of energy, of matter - can potentially be anything or anywhere until we observe them to be as they are. Consequently, it might be useful to consider the question as to whether the universe (including your little bit of it) is as your perceive it or does you perceiving it make it appear so. This is not some form of Zen conundrum, rather it begs the question - is your life, your world, and the lives and worlds of those whom you affect, no more than the consequence of your own expectations? Let's read on.

Quantum physics proves that energy responds to expectation - energy does and is what we expect it to do and be. But, here's the bad news. Psychology has proved conclusively (there are literally decades of research from pretty much every continent) that the normal person only perceives what he or she expects to perceive. Normal people's expectations rarely rise above the normal. In fact, as we will see in a moment, normal people actually expect nothing other than a mundane life. Add to this the fact that US research provides us with evidence that the normal adult default state of mind is negative and we're all in real trouble. You see, this has massive consequences for you, me, our friends, family and children. About 96% of people on this planet believe that, if their lives are mundane, they're doing well! This expectation results in universal energy giving us precious little in return.

Quantum physics proves that energy responds to energy - in other words, the energy of the universe responds to whatever energy input into it - in simple terms, energy in: energy out. Decades of psychological research prove that the normal person puts about 1% of their energy into the only place and time the universe exists - the here and now. The rest of the normal person's mind is wandering - distracted by random useless thoughts or, more seriously, obsessed with the darker voices of the subconscious mind - as my clients say, "the little voice that whispers 'No, you can't!'" So between our negative predisposition and the fact that we're quite literally not all here, it's little wonder that the normal life turns out to be exactly what the normal person expects - at very best, not too bad.

These proven scientific facts - from the twin disciplines of psychology and physics - point the way to how you can change your life. No old wives' tales or crystal balls, hard science tells you that if you expect something different, something different will happen, as sure as night follows day. But what does "expect" mean?

I prefer to use the word "belief" - belief is kind of a subconscious expectation - and it is your subconscious mind's beliefs that suck your energy away from being more present. That being the case, for starters, you need to give your subconscious mind some new beliefs - not just ones that are positive (a little positive thinking can be a dangerous thing) but ones that actually excite and energize you. You've got to "picture" the exciting things that your heart desires out of life - exciting means beyond the norm, beyond the mundane, something that really turns you on. Once you have a feeling of what would really excite you - what would get you leaping out of bed each morning - write it down, as if you have it already. Hand write it, using only the present tense - it's the language of the subconscious. This then means that you expect something different - and, sooner or later, something different will happen.

Sooner or later? Yes, it depends on just how much energy you put in - not into focusing on your goals, put on what you're doing in the here and now. Otherwise, your mind will wander back to the default position - otherwise, you're as good as dead if you are, like all normal people, only 1% present in the here and now. So, you need to learn how to pay attention to the here and now - you need to fine tune your innate ability to experience the present moment as if it is the only moment that you have. Of course, in reality it is - life is lived moment to moment, success is achieved in what we do and how we behave moment to moment - the universe responds to our input, moment to moment.

By Willie Horton

Willie Horton's acclaimed two-day personal development seminars have been running for thirteen years. He teaches that a clear and present state of mind creates extra-ordinary personal and business success. His vast expertise is now available in his Online Workshop at Gurdy.Net. His website also offers daily free personal development video seminars, articles and a Free Personal Development Ezine published every Monday morning.

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http://EzineArticles.com/?Your-Potential-is-in-Your-Own-Hands&id=3407995

Speed and Flexibility - Required to Hire the Best

2009-12-10T09:59:00.000-08:00

ed and Flexibility - Required to Hire the BestRegardless of what you are reading in the business tabloids, when it comes to the talent that your company wants to hire...you know, the "A" level candidates who make the biggest impact on your company's bottom-line, NOTHING HAS CHANGED. High unemployment or low unemployment, these game-changers are always in demand, and the swiftest to the finish line wins the prize.

Case in point-I've just witnessed one organization take nearly two months to go through a hiring process with an "A" level candidate who, through a re-organization, was downsized. Another company who had actually JUST LET SEVERAL HUNDRED PEOPLE GO, decided they needed someone of his caliber, and within 10 days had conducted two interview sessions and made an offer. Company Two Months made their offer in the same week, but alas, our star went to company 10 Days. Moral of the story- If you have someone who is perfect for the job, you don't have forever to make the call-someone somewhere will also see the value in "your" candidate, and will move mountains to bring them on board.

If you are in a position to do so and you have a great candidate, change your schedule to speed-up the interview process, make a quick decision even if you don't have everyone's buy-in (seriously, do you EVER have everyone's buy-in?), stop interviewing the "B" candidates that you think you should just because maybe they might be good, and MAKE THE OFFER. If you don't, believe me, someone will have an opening pop up and will swoop in and snag your prize before you even know what happened.

By John Mallon

John Mallon is a Principal and co-founder of Eagle Bentley Group, a boutique search firm specializing in recruiting insurance, employee benefits, and finance professionals. For the past eleven years he has worked closely with Fortune 500 organizations as well as start-ups in attracting top level talent to their organization. Please visit us at http://www.eaglebentley.com
where you'll find our blog and more information on Eagle Bentley's recruiting services.

Article Source: http://EzineArticles.com/?expert=John_Mallon
http://EzineArticles.com/?Speed-and-Flexibility---Required-to-Hire-the-Best&id=3381078

Pay For Performance in This Economy?

2009-10-28T17:05:00.000-07:00

These are the three potential mistakes organizations can make when there is an economic downturn;

Freeze Salaries: Give up everything but that which contributes (economically) to getting the sale and paying your top performers. I don't care whether it is a for profit or not-for-profit organization, you need to think a little differently in order to keep up morale and productivity and retain your key people. Identify the folks that are working hard and staying committed and give them a salary increase. Top performers tend to be the smallest group in any organization. Identify them and pay them. Here's the formula, [2% of payroll = 0% to 4% in pay adjustments] as long as you identify the poor or marginal employees and give them nothing. Average performers get 2% and people exceeding expectations get 4%.

Give "Across the Board" pay adjustments: Give everyone the same increase. This will only serve to make your top performers question their sanity. Why are they working hard when they get the same amount as the slackers? And they know who they are. Too much of this will drop your productivity across the organization or key people will go where they will be recognized.

Assume other organizations pay the same: Pay is more than an hourly rate. It's important to know all the factors in your competitors pay plans and practices. You need to know so that you can feel confident people will not get a lot more money for changing jobs. Turnover costs a lot of money (2 to 3 times the leaving persons' salary). If an administrative assistant feels he/she has not been treated fairly and leaves that can equal between 40 and 60K, and that is just one person. The cost in time and dollars to participate in a survey and know? Relatively speaking, priceless.

The PartnerFirm's Human Resources Consulting Group has a unique business perspective, which combines leading edge HR concepts and bottom line business requirements.

We believe leadership has the single largest impact on the success of any company. The unique programs and tools designed or delivered by The PartnerFirm, are always focused on strengthening leadership and organization capabilities. We support small organizations without HR and in larger organizations we partner with the Executive and HR Teams to develop and deliver programs. From policy development to strategic planning and leadership development - we have the experience.

By Gay Miller

For more information, visit our website at http://www.thepartnerfirm.com

Article Source: http://EzineArticles.com/?expert=Gay_Miller
http://EzineArticles.com/?Pay-For-Performance-in-This-Economy?&id=3103546

What Are the Total Costs of a Bad Hire?

2009-10-21T07:27:00.000-07:00

</span>What Are the Total Costs of a Bad Hire?

Business guru Peter Drucker has said, "Of all the decisions an executive makes, none are as important as the decision about people because they ultimately determine the performance capacity of the organization." Warren Bennis, professor of business at the University of Southern California and author of Managing the Dream, calls the search for top talent "the most significant problem facing all organizations."

According to a study by the Corporate Leadership Council, hiring the wrong executive can cost an organization as much as three times their annual salary. The Gallup Organization has noted that the cost of poor hiring decisions may even be much higher than previously estimated. Some researchers have calculated the cost of a bad hire can be as high as twenty four times the position's base salary.

Presidents, CEOs, Boards of Directors, and Hiring Managers should never underestimate the ramifications of a bad hire. The fallout can affect an entire organization, doing far more damage than leaving the position empty would have.

While reasonable experts may disagree about specific salary-to-cost ratios, the fact remains that the cost of new executive failure is much higher than merely search costs and salary. Those are just two of the direct costs.

Indirect costs typically add up to much more.

Some of the direct and indirect costs noted in various studies we reviewed include:

wasted salary, benefits, and severance

lost recruitment fees and training costs

lower personal productivity among dissatisfied employees

disruptions caused by dissatisfied employees

higher turnover rates among productive employees

damages to reputation and market share

lost management time

increased stress and anxiety from people problems

The person hurt most just might be the executive who was set up for failure. This person accepted a position based generally on a vague job description, and then found reality did not match up to their or the hiring manager's perceptions.

Having a structured, formal, and sophisticated hiring process, with well trained people in the process will ensure that these bad hires are significantly reduced and often eliminated.

We encourage your thoughts, comments and feedback.

By Brad Remillard

Download a free Cost Of A Bad Hire Calculator. http://www.impacthiringsolutions.com/index.php/cost-of-hire

Download our free chapter on "Sourcing Top Talent" from our best selling book, "You're NOT The Person I Hired." Go to http://impacthiringsolutions.com and click the FREE tap on the menu bar at the top of the homepage.

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http://EzineArticles.com/?What-Are-the-Total-Costs-of-a-Bad-Hire?&id=3076954

Do You Know the Best Questions to Ask the Interviewer?

2009-10-17T06:30:00.000-07:00

You Know the Best Questions to Ask the Interviewer?If you are searching for a job, you can find tons of information on the questions that interviewers will typically ask and the best answers you should provide. But do you know the best questions that you should ask the interviewer?

Toward the end of the interview, you may be asked by the interviewer, "Do you have any questions for me?" You will have some or all of these questions prepared in advance. If you say, "No questions. you have told me everything I need to know," you may give the impression you are not really interested in the job. If the information is not supplied, do not ask questions relating to salary and benefits. You can do that at a second interview.

Based on my 34-year career as an executive coach and career consultant, here are the most meaningful questions for you to ask the interviewer:

1 - What do you enjoy the most about working here?

Interviewers, just like the rest of us, enjoy talking about themselves and you may learn some information, positive or negative, that could influence your decision if offered a job.

2 - Where did the person go who had this job before?

"To an institution," is not an encouraging answer. "Promoted within the organization" is very positive.

3 - Is there anything I have mentioned that makes you think I am not the best candidate for this job?

If you hear something relating to lack of specific experience, you now have an excellent chance to further your cause and change the interviewer's opinion. For example, "I know I have limited experience in this field, but I make up for it in enthusiasm and a passion to succeed. You will find I am a fast learner and I am not afraid of hard work."

4 - When do you expect to make your final decision?

If you are interested in the job, then like the salesman asking for the order, be sure to ask this question.

5 - How would you like me to follow-up - by phone or email?

Get the interviewer's card.

Now that you know the best questions to ask, why not take a look at the best, most dynamic answers to use for 38 common and tricky interview questions.

By B. J. Rakow, Ph.D.

Please visit: http://interview-doctor.blogspot.com

B. J. Rakow, Ph.D., Author, "Much of What You Know about Job Search just Ain't So" - a serious book about job search written with a light-hearted approach because He who laughs, lasts! Read the first chapter free at Barnes & Noble: http://bn.com

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http://EzineArticles.com/?Do-You-Know-the-Best-Questions-to-Ask-the-Interviewer?&id=2973772

What Your Body Language Says in Your Interviews

2009-10-09T13:45:00.000-07:00

Body Language Says in Your InterviewsDid you know that the way you sit, smile and shake hands can speak volumes during a job interview? It's true. There is no manual to read to determine how you should manage your body language; however, if you make certain gestures, you're definitely sending a certain message.

So how can you know what message you're sending with the body language you're using? Here is a quick guide to give you some ideas of what you're saying with your gestures.

Crossing Your Legs

While crossing your legs during an interview seems to be a polite and professional gesture, some experts beg to differ. In fact, this action actually sends a message of complacency, which is not what you want to communicate to your interviewer. This is why it is advised that you instead plant both feet firmly on the floor. It demonstrates confidence in who you are.

Cracking Your Knuckles

If you have body tics, like cracking the joints in your neck or fingers, it may betray your nerves. While you want to show humility in your interview, you never want to let them see you sweat. However, if you're busy nurturing nervous tics like twirling your hair or fiddling with your cuff links, you may show more nervousness than intended.

If you know that this is a potential issue for you, it's good to practice sitting in the interview without making nervous gestures. You can make sure to clasp your hands so you don't allow them to move around. This may help you keep your nervous tendency under control.

Folding Your Arms

Did you know that folding your arms in any situation sends a message that you're closing yourself off from the person you're communicating with? This means, if you fold your arms in an interview, you're sending the interviewer the message that you're not inviting him or her in. In other words, you can appear to be an unfriendly person, which could potentially X you out of the job.

Leaning Back in Your Chair

When in an interview, it's not a good idea to lean back in your chair. This gives the impression that you're overly relaxed and disinterested in the job. It can also make you appear untidy. To remedy this, sit a little bit forward in your chair. This helps you present yourself as alert and eager to answer any questions thrown your way.

Invading the Interviewer's Space

If you're the friendly type, you may be unaware if you ever invade an interviewer's space; however, doing so should be avoided. An example would be if you are sitting on the other side of the interviewer's desk then stretch your hands or body over the desk. Since this desk is a personal space for the interviewer, you don't want to invade this space. If you do, you could come across as unprofessional and disrespectful.

There are many other gestures that you may subconsciously make that create a strong message. If you're not sure of your own mannerisms, you can set up a mock interview and either have a friend tell you about your body language, or videotape it and play it back. The more you're aware of the message you're sending, the more you can improve your interviewing skills.

By Heather Eagar

Heather Eagar is a former professional resume writer and is passionate about providing working professionals with current, reliable and effective job search tools and information. Compare the top resume services in the industry at http://www.resumelines.com.

Article Source: http://EzineArticles.com/?expert=Heather_Eagar
http://EzineArticles.com/?What-Your-Body-Language-Says-in-Your-Interviews&id=3017691

Recruit to Improve Relationships in the Workplace

2009-09-25T09:13:00.000-07:00

It is becoming more and more evident that one of the most important skills is the ability to get on with other people in the workplace. The skill and desire to build sound relationships, demonstrate respect for the individual and being able to apply one's emotional intelligence are highly sought-after attributes.

This means that we must carefully consider the level of interpersonal skills required in critical positions. Before we interview we must consider the importance of these skills in the vacancy and work out a way of measuring them. In addition to interpersonal skills we need to identify the candidate's ability to know themselves and their effect on other people.

There is a movement towards recruiting people who clearly demonstrate high levels of emotional intelligence rather than technical skills or knowledge.

It is a sure bet that if you put a person in a job which requires technical skills and interpersonal skills and he or she only possesses the technical skills, problems will be inevitable.

Experience shows that people employed in positions which require high "people" skills cause untold heartache and problems if they are deficient in this area. For too long we have insisted on lots of qualifications and knowledge, when we should have been seeking out those people with high levels of emotional intelligence.

Changes which have taken place in business over the last 5 to 10 years have put a considerable amount of pressure on people in leadership positions. The demands on these people have increased to the point where teamwork, communication, the ability to listen, leadership, and the ability to admit mistakes are not an option they are a necessity. These can be regarded as essential skills for the supervisor, manager and executive. No longer can we afford to appoint people based on their knowledge alone.

Given this situation and our ability to interview and select the right candidates is also under pressure.The blunt fact is, we have to be better at this difficult task. We need to lift our performance as interviewers and use every single tactic and strategy so that we can identify the candidates with a high emotional intelligence and social skills to contribute to the workplace.

If there is the choice of two candidates for a job and one is a person lacking some knowledge but with good people skills. The other is a person with all the knowledge and some people skills. Wise interviewers will always prefer the former.

It seems that we must put the development of people skills first, well before technical knowledge.

Any person who needs to gain the co-operation of others at work should be able to create an environment where people are motivated to work together.

Alas, we seem to think that these skills are natural and people are born with them. We all may have them to a greater or lesser degree. However, we need is to be reminded about them, to develop and practice them on a regular basis. Regrettably, this is not something which is included in the training budget.

Based on the development of demands in the workplace it is highly unlikely that this emphasis on the need for emotional intelligence will stop. It is reasonable to suppose that that the requirement for these skills is going to increase.

The "people skills" or emotional intelligence shows up constantly as a much more valuable attribute than just knowledge. We have become seduced by knowledge in this so called "knowledge economy" to the detriment of hiring people because of their pure people skills.

As a result, everybody in the work place is worse off.

High performing workplaces seem to contain people with two strong attributes. Firstly, they have effective leadership skills. Secondly, they possess high levels of emotional intelligence. These workplaces operate with high-quality, high accuracy, high attendance, innovative methods, high productivity, low waste, low rework and low turnover. Generally speaking, they create high levels of profit as well.

Anyone can develop their interviewing skills. You can do this by learning how to discover more about the art of interviewing no matter whether you are a business owner or an HR manager. It also contains many innovative ideas about how to discover the truth about candidates. There are systems, strategies, tactics, hints and tips to ensure that each successive hire is an improvement. Your business is only as good as the quality of staff. This is a comprehensive step by step guide for business owners and managers. It is in an easy to read format and can be obtained from http://www.thekeytointerviewing.com.

By Peter L Mitchell

Article Source: http://EzineArticles.com/?expert=Peter_L_Mitchell
http://EzineArticles.com/?Recruit-to-Improve-Relationships-in-the-Workplace&id=2918039

Job Search Tips - Are Your References Ready? Make Sure..... Before You Need Them For Your Job Search

2009-09-11T05:42:00.000-07:00

Are your professional references ready for your big job search? You may be thinking, "Yeah, I got them all typed up and ready to go to the interview." While having a reference sheet is an important aspect of looking for a job, that's not the only way to prepare your references. You also need to let the people know what you're up to.

Of course the people should know they are on your reference sheet. The last thing you want is to have someone caught by surprise when they get a call. The hesitation your potential employer hears on the phone while someone scrambles to think of something to say would not sound good. So you should get everyone on the same page when it comes to your job search.

One way to do that is keep them informed. This is especially important if a person you list as a reference is not someone you talk to on a regular basis. At the beginning of your search it's a good idea to touch base with each of your references. Send them an email, give them a call, or, even better, you can take them to lunch. You want them to be up to date on your career, so let them know what you're working on and what you have accomplished.

Whichever method you choose, keep it short and to the point. You don't want to bore them and maybe make them regret their decision to help you. On the phone or at a face to face meeting you should be professional and get to the point. Have what you are going to say planned. If they want to know more, they'll ask.

Help your references by keeping them informed. That will give them something to talk about when that phone call comes. Make sure they are prepared when they are called into action.

Do you send out bad cover letters and resumes over and over again? That action will get you nowhere. A bad resume will keep you in the unemployment line or in a bad job. You need a great resume and cover letter to get a job interview. Do you have a great resume? Do you need one? You can write a resume and cover letter that will make the phone ring. Watch my video Let's Talk About Resumes at http://www.yourresumehelper.com and find out what I think when I read resumes from people looking for a job. Or visit http://www.fastresumetips.info to find out how to quickly create a winning resume.

By Elton Lowe

Article Source: http://EzineArticles.com/?expert=Elton_Lowe
http://EzineArticles.com/?Job-Search-Tips---Are-Your-References-Ready?-Make-Sure-Before-You-Need-Them-For-Your-Job-Search&id=2884224

How to Articulate Your Career Achievements in 7 Steps

2009-08-27T09:16:00.000-07:00

How to Articulate Your Career Achievements in 7 StepsIt's amazing how many people can't describe their achievements in order to maximize its impact. Whether its in a resume or in a job interview, your ability to describe your achievements is a critical factor for success.

So many people underplay their achievements! Question is, do YOU?

Are you submitting your resume for that job you want, or even need? Or perhaps you're preparing for an interview?

When you finally get the opportunity to talk about what you have achieved, it's an opportunity you won't want to waste. I've pulled together 7 keys to guide you on describing your achievements for maximum impact.

1. Clarify Your Involvement in the Achievement: Use powerful words that describe your contribution. For example, 'created', 'reorganized' or 'established'. Passive statements like 'did', 'performed' or 'was involved in' don't indicate your level of involvement - they're worthless, so don't use them.

2. Describe a Start, Middle and End: mention the starting conditions, such as 'poor performance', 'high costs', 'unpalatable risk', and follow with a statement on what you made happen (the project, change initiative, etc), and cap it off with the result - was the desired outcome achieved?

3. Quantify the Achievement: use numbers and hard measures where you can. For example, say 'saved $50,000' rather than 'saved operating costs'. The more specific you are, the greater the value of your statement of achievement. In almost all cases, a percentage value has a higher-impact than an absolute number. In some cases, what might look like a minor achievement, when quantified, it could be a major achievement as perceived by others.

4. Don't Forget Over-Achievement!: If you set out to save $50,000, but instead saved $60,000, then make sure this is known. So many people forget to do this.

5. Indicate Your Personal Award: Some achievements warrant special reward, so mention them. If you were promoted, or awarded a bonus, then add it into your statement of achievement.

6. Include details of challenging circumstances: If the achievement was tough due to business events or conditions, then make sure you say what they were. It's important to describe any challenges you faced. For example, if there were many layoffs in your organization whilst you were tasked with improving team morale, then make these conditions clear.

7. State the Effect of the Achievement, 360-degree style: Describe the achievement not just from your own perspective; also describe what it meant for your colleagues, subordinates, management and customers (where appropriate.) Don't forget to quantify the effect for each of these groups of people too.

By Simon Stapleton

The author of this article Simon Stapleton is a coach helping Information Technology professionals with their Career Development, Commercial Development and Personal Development. He has 15 years in the IT Industry and shares his knowledge and tips through his website http://www.simonstapleton.com You can sign up for his free newsletter to enjoy Development too.

Article Source: http://EzineArticles.com/?expert=Simon_Stapleton
http://EzineArticles.com/?How-to-Articulate-Your-Career-Achievements-in-7-Steps&id=2748930

Communicating With Gen Y Employees

2009-08-20T19:30:00.000-07:00

Gen Y (often described as those born after 1980) are typically technologically savvy and creative, with lots of energy, strong informal networks and a fresh perspective. They can be great employees for any organization; however, Gen Y employees have a different set of needs to the generations of employees preceding them.

Communicating with Gen Y From a communications perspective, Gen Y employees tend to prefer technology over face-to-face communication and are good at multi tasking. Other characteristics and preferences include:

Information in very small chunks. Gen Ys prefer to absorb information in small chunks. Concise updates with further information available via hyperlink suit this generation well. Consider scrolling news feeds, short articles in electronic magazines (even better if content is user generated) and short video updates.

Communicate through photos and video. Gen Y's, as the biggest users of sites like YouTube and Flickr, engage well with images and video. Turn screensavers into interactive bill boards and bring internal communications messages to life by communicating visually. Stock photography sites provide a wide range of images to convey any type of message for as little as $1.

Screensaver messaging tools allow you to embed hyperlinks into screensaver billboards allowing staff to interact with messages and follow links to more information.

Video delivery tools allow you to deliver short video updates directly to targeted staff groups.

Humor and irony. Use Staff Quizzes to support internal communications messages or to reinforce learning. Include a humorous option to ensure that Gen Y employees enjoy participating.

Instant rewards. The Gen Y worker typically wants instant gratification. Staff quizzes can also reinforce key corporate messages and to build knowledge and capability.

Cynical of corporate spin. The unethical behavior of corporate organizations has become more visible online due to the rise of social media. Everything from a single instance of poor customer service to massive corporate scandals are under the social media microscope. Gen Y's tend to be idealistic and judgmental and, as a result, corporate mouth pieces and top down formal communications can be viewed with cynicism.

Avoid polished formal communications with little interaction and provide a more 'unvarnished' message with lots of opportunities for questions, discussion and interaction. Sometimes, not having all the answers ready but saying, "we'll get back to you on this" can make communications seem more genuine (as long as you actually follow up).

Employee discussion forums can be used to back up more traditional communications and provide the means to allow staff to provide feedback, ask questions and have their say around a particular initiative or formal communication.

Need to be consulted and involved. Gen Y employees want to add value from day one. They like to be consulted and involved. Two way communication is critical for Gen Y staff who will be turned off by top down, one way communications. Provide opportunities for dialog, for example a CEO blog needs to have a tone that is genuine and open, where questions and comments are welcomed and responded to.

Alternatively an electronic staff magazine that utilizes user generated content can be a good way for staff to have a voice in a more structured, readable and manageable format than an employee discussion forum.

Value ideas. Create an open environment where young employees feel like their ideas are valued. Involve staff by running quizzes around the naming of new initiatives, projects, products etc.

Regular feedback. It is pointless to gather ideas and feedback unless staff see how the information is being used and making a difference. Keep staff up to speed on progress using tools like staff magazines and scrolling news feeds.

Engaging Gen Y

Many Gen Y employees aren't as willing to sacrifice as much as the Baby Boomers for their work so engaging them is particularly important.

It's more than money. Gen Ys think like entrepreneurs but value relationships over money. Find ways to capture ideas and innovation in formats that allow staff with similar interests to connect. Use staff discussion forums to allow this process to happen.

Gen Y work hardest for a cause or an end result where they can see how they have made a difference. Provide staff with regular updates on the progress of projects and initiatives. Staff magazines that support user generated content can allow teams or individuals to submit their own updates about their own team's results. News feeds offer a way to provide status updates as a scrolling news tickers that deliver content onto targeted employee computer screens.

Environmentally conscious. Of all the generations Gen Ys are the most environmentally conscious. Sustainability messages can often become buried due to information overload. Raise the profile of sustainability initiatives by promoting them visually using interactive screensaver messages and back them up with appropriate articles in staff magazines.

Benchmark awareness and behaviors around sustainability both before and after an internal communications campaign. Promote and celebrate the shift in behaviors visually using digital signage on screensavers and by getting staff to submit appropriate articles into staff magazines.

The risks of Gen Y:

Gen Y employees bring a great many benefits to employers prepared to take the necessary steps to engage them. However, there are some risks:

Generation 'Why Not?' Gen Y staff are more likely than others to see unethical behavior as justifiable in pursuit of their goals. They may believe it is sometimes necessary to cheat, plagiarize or lie in order to succeed.

Use communications channels which are hard to forward on and offer a means to 'burn after reading'. I.e. once sensitive content is read, it can be automatically deleted from employee's computers.

Difficult to manage. Middle managers are often ill equipped to manage Gen Y employees. It is important to train managers in this skill, to gather feedback from their teams and to measure their effectiveness.

Not loyal to their employers. Gen Y are the least loyal generation and it is common for them to leave or change jobs after 2 to 3 years. This has an impact from recruitment, training and knowledge management perspective as well as increasing the risk of intellectual property leakage.

Tools like staff quizzes can help manage and build capability, and the interactive web 2.0 helpdesks and Q&A channels can help newer staff come up to speed quickly.

Very idealistic. It's easy to disillusion Gen Y staff with behaviors that other generations are more willing to dismiss as 'typical and normal' for corporates. For example; poor change management, politicking and silo behaviors. Plus Gen Y's tendency to have unrealistic expectations about career advancement and salary can mean that a Gen Y employee is more likely to leave an organization disenchanted.

Highly connected and vocal online. Once a Gen Y becomes disenchanted, the risk to an organization's brand is higher due to the fact that Gen Ys tend to be highly connected and vocal online. Negative messages can spread quickly and be hard to clean up. One blogger can trigger a news cycle which stays in Google's listings for years. It is therefore important to gather regular feedback from staff and keep lines of communication open. It is no longer acceptable to avoid using social media internally with the excuse that "it turns into an online complaints department". It is important to provide channels such as secure employee discussion forums where people can voice issues and concerns securely (and anonymously if necessary). This way an organization can address and manage issues internally before they become an external PR nightmare.

Communicating with and engaging Gen Y employees can be a daunting task, but with the right internal communications channels and approach in place, Gen Y employees can offer organizations an innovative, energetic and tech savvy addition to the workforce.

By Sarah Perry

Sarah Perry is a Director of SnapComms, a company which provides specialist Internal Communications Solutions. Her specific area of expertise is the use of new technologies in the field of Employee Communications.

Article Source: http://EzineArticles.com/?expert=Sarah_Perry
http://EzineArticles.com/?Communicating-With-Gen-Y-Employees&id=2733454

Emotional Intelligence - Paving The Way to Success

2009-08-13T17:27:00.000-07:00

Let me begin with a small story...

Brian and Martha were classmates in their high school. While Brian was voted the most popular student for his friendliness and charm, Martha was not so popular but she was an intellectually brilliant student with high hopes for her future. She found it difficult to mingle with most of the students as they were not as smart as she was. Years later, Martha is a lawyer; however she still has the same problem of forming relationships. On the other hand, Brian is a happily married man and running his own business. He did not go to a college but is happy and contented in his life. Ironically, they lived in the same neighborhood where Brian is the most talked about person and President of the neighborhood whereas Martha still chooses to live aloof. Though she is professionally sound, yet not many of her clients do like her as she cannot empathize with them.

Thus, Martha though intelligent but lack of EI is a hindrance to her being a popular lawyer where as Brian with average IQ becomes happy and successful in life with his excellent EI skills.

But, what is EI and why is it so important for success?

Emotional Intelligence (EI), often measured as an Emotional Intelligence Quotient (EQ), is a term that describes the ability to identify, assess and manage the emotions of one's self and appropriately respond to others and motivate them.

Hiring the right person with right skill is of main concern for the head hunters. With the advent of technology, hiring process has become increasingly complex; companies not only focus on the hard skills (e.g., technical expertise, work experience and education) but also the assessment of personality traits. Competencies like stress management, assertiveness skills and empathy are critical success factor which should not be overlooked.

Competences
Emotional Intelligence consists of several, well-defined basic competencies that absolutely anyone can learn. Some of the competences which an emotionally intelligent individual should have are as follows:

Self-Awareness - the ability to know one's internal states, preferences, resources and intuitions. This includes:
- Emotional Awareness: recognizing one's emotions and their impacts
- Self-Assessment: knowing own strengths and limits
- Self-Confidence: believing in one's self-worth and capabilities

Self-Regulation - managing one's internal states, impulses and resources. This includes:
- Self-Control: keeping disruptive emotions and impulses in check
- Trustworthiness: maintaining standards of honesty and integrity
- Conscientiousness: taking responsibility for personal performance
- Adaptability: flexibility in handling change
- Innovation: being comfortable with new ideas, novel approaches and new information

Self-Expectations and Motivation - the emotional tendencies that guide or facilitate the reaching of goals. This includes:
- Achievement Drive: striving to improve or meet a standard of excellence
- Commitment: aligning with the goals of the group or organization
- Initiative: readiness to act on opportunities
- Optimism: pursuing goals despite obstacles and setbacks

Empathy - awareness of others' feelings needs and concerns. This includes:
- Understanding Others: sensing the feelings and perspectives of others and taking an active interest in their concerns
- Developing Others: sensing the development needs of others and bolstering their abilities
- Service Orientation: anticipating, recognizing and meeting customer needs
- Leveraging Diversity: cultivating opportunities through different kinds of people

Social Skills - adeptness at inducing desirable responses in others. This includes:
- Influence: employing effective tactics for persuasion
- Communicate: listening actively and sending convincing messages
- Manage Conflict: negotiating and resolving disagreements
- Leadership: inspiring and guiding individuals and groups
- Change Catalyst: initiating or managing change
- Build Bonds: nurturing instrumental relationships
- Collaboration and Cooperation: working with others towards shared goals
- Team Spirit: creating group synergy in pursuing collective goals
- Political Awareness: reading a group's emotional currents and power relationships
- Emotional Sensitivity : ability and capacity to effectively understanding intensity of emotional arousal, managing the immediate environment and controlling negative emotions like anger, irritation, excessive anxiety etc.

Impact in Workplace
Ever since the researchers found out that individuals with high EQ are more productive that others, importance of EI in workplace has been acknowledged. Since, workplace includes groups of people with varying ideas and opinions, effective EI or EQ is necessary to achieve target. We are emotional beings and all our actions and reactions are determined by our emotions. EQ is not about being nice neither about unleashing our emotions. It is about being aware of our emotions and able to express feelings appropriately and effectively. Effective management of emotions improves the quality of our decisions thus making us more productive.Studies show that people with high EQ are the best performers and have high levels of interpersonal skills and thus are more satisfied at work. Emotionally balanced employees are empathetic, adaptable, self-aware, self-confident, transparent, optimistic, inspirational leaders and good at managing disagreements and stress. With strong EI one can control, direct, lead and manage his or her own moods and impulses, and communicate with others much effectively. Individual with high EI are good problem solvers and decision makers. They can skillfully prioritize their task and quickly realize their goals.

An exciting fact about EQ is that unlike our IQ which does not change after our teens, EQ can continue to grow and develop as it largely is a learned area of expertise.

Pat J. is a contributing writer to Jobsbridge. Jobsbridge is a fast growing I.T Job & Career Portal. Thousands of jobs are posted by technology staffing companies, recruiters and direct employers on a regular basis. Employers & Jobseekers will find this site very uncluttered and has some great feature set.

Jobseekers, give this site a spin! May be your next job is on us. Visit us at http://www.jobsbridge.com.

By Pat J.

Article Source: http://EzineArticles.com/?expert=Pat_J.
http://EzineArticles.com/?Emotional-Intelligence---Paving-The-Way-to-Success&id=2706085

Job Hunting in Today's Erratic Economy

2009-08-03T06:46:00.000-07:00

It is no surprise many people are experiencing difficult times in this economy. If you are in the current job pool seeking employment you probably have noticed that it is an employer's market. What do I mean? Well, with unemployment rising the number of job seekers out there are increasing. There are job openings, but companies can be selective, and depending on the need, they can take their time in finding the best-fit candidate.

So what can you do? Here are some tips and suggestions in finding employment:

1. First, make sure your resume is up-to-date, and clearly outlines your skills and experience. (Getting some professional assistance in crafting a well-written resume may not be such a bad idea)

2. Be proactive by generating a list of companies. Go to their website and see if they have posted job openings. Not all companies post on job boards. If there are specific companies you are targeting you may want to contact their HR department or hiring authority, depending on the size of the organization, and contact directly. This can take some time and practice. I know people who've taken this assertive approach and landed a job.

3. Create a blog to market yourself or find and participate in other people's blog.

4. If you are in the IT (Information Technology) field you can search online, and attend local user groups. I know personally, there are several local user groups for various skill sets like .NET developers, Java developers, Oracle, and graphics/multimedia to name a few.

5. Network, market yourself. Join one or two social networking sites. As a recruiter, I like LinkedIn.

6. Organize and keep track of where you have posted your resume, and also what companies you've applied to. Create a spreadsheet and basic info of company name, position, contact or any other useful info.

7. In addition to the previous tip, I would take an extra step and for any contact names and info you have gathered, I would follow up by calling the person listed in the job description. This could show initiative and set yourself above the competition.

8. Contact a recruiter, especially if they specialize in your field or industry.

By Robert Bertino

Article Source: http://EzineArticles.com/?expert=Robert_Bertino
http://EzineArticles.com/?Job-Hunting-in-Todays-Erratic-Economy&id=2660890

Fifteen Sure-Fire Ways & the Top 10 Questions to Ask For a Successful Job Interview

2009-07-25T17:35:00.000-07:00

Here are some tips for a job interview that will help you come out of the process on top. When you walk into a job interview, the product you are selling is YOU. In order to successfully sell yourself, you must market your personal brand. That is, you must build a reputation that qualifies you, and only you, to successfully fulfill the job requirements. The job interview is your time to shine - your time to sell yourself and your abilities. In order to do that, you must have faith in your personal brand. That's what separates you from the rest of the candidates for your desired position. If you can do so successfully, you will be well on your way to landing the job of your dreams.

The successful job interview process begins when you accept the interview, and ends when the employer decides to hire you. The more you are able to communicate professionalism with personality, distinction and skill, the better your chance of getting the job.

15 Sure-fire Ways to a Successful Job Interview:

Before the interview:

Use the 3 P's - Plan, Prepare, and Practice.

1. Prepare for the interview; research the company and prepare questions based on your research.

2. Do mock interviews in order to prepare for all questions, especially uncomfortable ones.

3. Dress professionally even if the company dress code is business casual.

4. Arrive early! (12 - 15 minutes before the interview)

At the interview:

5. Give your interviewer a firm handshake. A powerful handshake and a genuine smile will get you off to a good start.

6. Beware of your Body Language; sit erect, stand and walk with confidence, lean forward toward the interviewer.

7. Build rapport - use powerful, effective communication techniques. Take charge of the encounter without being overbearing.

8. Be a good listener. Answer only what's asked, in a brief but effective manner.

9. Show enthusiasm and sincere interest. Don't act desperate.

10. Take notes. You may need to refer to them later in the interview.

11. Communicate your skills, qualifications, credentials and the benefits you offer.

12. Demonstrate your accomplishments; how you improve sales, reduce cost, improve productivity, solve organizational problems. In short, demonstrate why you're good for the organization's bottom line.

13. Make eye contact. It demonstrates confidence, trust, and power.

14. If you want the position, ask for it - directly.

After the interview:

15. Send a follow-up thank you letter. The letter should state what interests you about the position, why you are suitable for the job, and your appreciation for the interviewer's time.

The Top 10 Interview Questions

According to a recent survey by ResumeDoctor.com, the following are the 10 most frequently asked questions in interviews:

1. Describe your ideal job/boss

2. Why are you looking for a job? or Why are you leaving your current position?

3. What unique experiences or qualifications separate you from other candidates?

4. Tell me about yourself.

5. What are your strengths and weaknesses?

6. Describe a time when you were faced with a challenging situation and how you handled it. It's almost guaranteed that you will be asked this question.

7. What are your short-term/long-term goals?

8. What are some of your strengths in dealing with people?

9. What are your salary requirements?

10. Why are you interested in this position? Our company?

By Cecile Peterkin

Cecile Peterkin is a Certified Career Coach, Corporate Mentor, author and speaker. In a world where the old definition of job security no longer applies, managing your career, just like managing your life, requires preparation and planning. Cecile's Elite Career Success Guide gives you tips, advice and strategies to achieve amazing results in your career. Find out more at secrets to career success.

Article Source: http://EzineArticles.com/?expert=Cecile_Peterkin
http://EzineArticles.com/?Fifteen-Sure-Fire-Ways-and-the-Top-10-Questions-to-Ask-For-a-Successful-Job-Interview&id=2545696

Remote Workers - 4 Crucial Management Skills For a Virtual Workforce

2009-07-19T15:58:00.000-07:00

ote Workers - 4 Crucial Management Skills For a Virtual WorkforceIn today's modern business world, the workforce extends far beyond the office walls. Particularly with specialty fields such as consulting, Web development, customer service and marketing, thousands of jobs are being filled by virtual employees. Just in America, there are more than 44 million professionals working offsite (International Telework Association and Council, 2004).

For companies of all shapes and sizes, a virtual workforce has become an essential and efficient part of business. In order to overcome the geographical challenges, these four steps are vital to managing remote workers.

Clearly Define Your Expectations

As soon as you start telecommuting arrangements with any employee, make sure that communicate the parameters of the job. You may want to set assignment deadlines, or require teleworkers to work a set number of hours per week. How quickly do you expect offsite members to respond to requests? Do they need to be available during specific hours by e-mail, IM or phone? You may want to put these expectations in writing, so that you and your employee can refer to it in the future.

Set Small Goals within a Big Project

Trust is a key ingredient between the HR manager and offsite employee. Along with relaying expectations to manage telecommuters, you may want to set small, frequent goals to keep them on track. This is vital for projects that span over months, especially when a client requires timelines and end results. There are also online systems available to help remote workers post work logs and share documents, which could be helpful for you to assess their progress on a project.

Make the Effort to Touch Base Regularly

Often, projects may miss the mark because of a lack of regular communication. While you don't want to micromanage, you need to keep a solid connection with the telecommuter. Also make sure to keep offsite employees in touch with the whole team, so everyone is on the same page. When you schedule team meetings, you can ask remote workers to call into the discussion. This way, any questions can be addressed and the whole group can better collaborate.

Use Technology to Your Advantage

There are many low-cost tools you can use to connect remote workers with the rest of the company. For instance, you can make use of e-mail, instant messaging and similar communication tools to keep in touch frequently. For meetings, you can take advantage of phone, Web or video conferencing systems. As mentioned earlier, you should consider using an online system to share files, work logs and other important data with remote employees.

The Information Age enables businesses to accomplish even more. With these crucial management skills, you can ensure that you get the most from managing remote workers. By understanding the essential steps of managing telecommuters, you can quickly grow the company in more ways than before.

The Center for Competitive Management (CCM) provides you, today's business professional, with the information you need to stay on top of your career. CCM is dedicated to bringing you the information you need to succeed. Our products include audio conferences, training resources, research papers and more.

Want more information on this topic? http://c4cm.com/hr/telecommuting_flexible.htm

We understand your worklife is busier than ever, with less time available for training and education. That's why it's our goal to help you gain the knowledge you need in the most convenient methods available.

We're the one resource that gives you an insider's advantage for staying on top of the issues in your industry. CCM's content is designed to help busy professionals like you with your critical responsibilities and improve the performance of your company. With over 10 years of experience in providing up-to-the minute, high-impact information, you can count on CCM for authoritative and practical guidance - and save time and money getting it.

Center for Competitive Management

http://c4cm.com/hr/index.htm

By Tina Nacrelli

Article Source: http://EzineArticles.com/?expert=Tina_Nacrelli
http://EzineArticles.com/?Remote-Workers---4-Crucial-Management-Skills-For-a-Virtual-Workforce&id=2610981

How to Impress in an Interview

2009-07-13T12:32:00.000-07:00

Here are few tips to impress in an interview and get the job:

1) You should always reach 5-10 minutes before the scheduled time. Be polite and co-cordial to every person you meet at the office.

2) Always be properly dressed for an interview. Do not wear flashy accessories or clothes for an interview. Clothes should be clean, well pressed and need to be paired with appropriate shoes.

3) You should treat the interviewer with respect and gratitude. Your manners will help you in impressing an image of a well mannered person.

4) Spend some time in doing some research about the company and the job profile. Gather information about the educational and professional needs of the job profile for which you will be interviewed. The interviewer will be impressed by the efforts you have put in for the preparation prior to the interview.

5) Exhibit a body language which displays self confidence. Maintain an eye contact during the interview and represent a calm and relaxed posture. Your attitude and confidence is likely to impress the interviewer.

6) Listen carefully to the questions asked. Be attentive towards the interviewer.

7) Collect your thoughts and answer the questions precisely and to the point.

8) Make sure you have documents in place to support the achievements made in your job application. You can impress the interviewer by mentioning the achievements and accolades you have received as examples to demonstrate your strengths.

9) Ask relevant doubts and get them cleared. It will create an impression that you do not hesitate in approaching people in difficulties. Don't forget to thank the interviewer for the opportunity and the time. It will leave a good impression about the professionalism you have.

By Giora M Magal

For additional information, you may visit the website http://www.business-floor.com

The Author is the owner of http://www.business-floor.com A USA Business Catalogue, List and Articles directed to North America.

Article Source: http://EzineArticles.com/?expert=Giora_M_Magal
http://EzineArticles.com/?How-to-Impress-in-an-Interview&id=2564870

Is Quality Ever Cheap? The Danger of Trying to Get Deals on Employee Labor During a Recession

2009-07-08T18:18:00.000-07:00

I don't know if you have heard or not, but there's a recession going on outside, and it's been pretty bad. While most analyst are predicting that the recession should end sometime in September of this year, there has been a growing demand from a number of companies to reduce how much they are paying for their people in an effort to curb cost and save money. While it is agreed that during these difficult times, saving money has to be a major priority of any company looking to survive, companies who make the decision to focus on doing this at the cost of what they pay to hire new quality talent are making an immensely poor decision that could lead to more of their demise than their salvation.Is Quality Ever Cheap? The Danger of Trying to Get Deals on Employee Labor During a Recession

But there are so many people looking for jobs now! Why would I want to pay MORE, when I can get more for LESS? This is the natural order of thinking and initially seems like the right thought. However, similar to most things "That which seems the most obvious is often not." - (A Ken Middleton original quote BTW) Therefore, if we look a little deeper, three things come to light to combat this statement and effectively bring to light that companies hurt themselves more than anything else when they implement this strategy.

I.TOP QUALITY EMPLOYEES STILL HAVE TO BE LURED

While the current national unemployment is 9.1% as of today, the reality is that the majority of individuals who are no longer working were all laid off for a reason. While there are always exceptions to the rule of individuals who lost their jobs because of strategic decisions made by the company to go into another direction, realistically 90-95% of individuals who were let go were done so because of one reason - there were expendable. Expendable can mean a lot of things. Simply put, however, it means they were a B player or lower. Therefore, the best quality employees are still working. To ensure that you company gets the top quality talent and is able to put the best people in the right position; one has to still pay premium rates for premium services.

On the flip side of this, some of the best employees who are still working are still open to listening to a new employment opportunity if offered the right price for which they feel their services are worth. While a number of companies are lying off employees to save money and help the "bottom line," the left-over duties that are being taken over by the remaining employees can create a heavy workload and long hours. For this reason, there are a number of A-quality employees who are open to listening to another job opportunity more openly than ever before. Especially if this person has been asked to take on more work as well as take a pay cut for the "good" of the company. Offering a lucrative pay package that demonstrates this worth could potentially land you a primetime player who would end up saving your company millions with innovativeness and brilliance.

While individuals with jobs still need to be lured with quality money, top quality employees are also very much more likely to be willing to wait on the sidelines until the market rebounds before accepting a position that is beneath their skill level. These individuals generally have accumulated enough money due to their abilities and are financially stable enough to remain on the sidelines, while others may take the first thing that comes their way. These individuals could even decide to begin their own business if they feel that there are not enough opportunities out there that pays them for their worth and skill level.

II.NEGATIVE FEELINGS AND VIEWS FROM PAST, CURRENT, AND FUTURE EMPLOYEES While many are able to underpay employees because one would think someone was "happy to have a job," it is very dangerous to think this way when it comes to the long run of retaining these employees. Paying someone what you think they will take as opposed to what they are worth could ultimately hurt more than help an employer in the long run. Think about it: How would you personally feel if someone only paid $25/hr for a job that they know is more of a $35/hr position because they know that you are desperate and would take what you could get. While we may all decide to take this job and do it happily, we would not forget this treatment and could build up a wall of resentment towards our employer. This could cause quick problems with retention down the road, as employees will have less of a sense of loyalty to an employer who they feel took advantage of a down economic situation to underpay for quality.

To add onto the past and current employees who would have major feelings of resentment and anger, this could be small in light of what kind of tales of despair could grow about your company throughout the respective industry's employee community. It is widely known throughout any particular industry when a company has a "bad wrap" for their treatment of their employees. People are typically going to believe their friends and if there are continuously telling them about how ungrateful they felt working for a certain company; they are going to inevitably believe this person and, more than likely, share it with someone else. And, as in the game of telephone, the story would probably only grow worse as it passed from person to person. Have a bad reputation may not be that big of a deal as employees are hard-pressed for some positions, but as the economy recovers and the unemployment rates begins to drop back to normal level, having such a dire reputation could consistently keep the top talent from wanting to get aboard of such a employee-unfriendly company.

III.ENSURE THAT YOU WILL GET BETTER OVERALL QUALITY

While ensuring your employees happiness if a very good reason to open up the purse strings, the most important reason is generally the most obvious: QUALITY ISN'T CHEAP. While we have heard this many times since we have been small children, it is amazing that the "intelligence" of the corporate world seems to contradict this old adage. Top companies offer quality products at quality prices. While quality doesn't mean it's the most expensive, it definitely doesn't mean it's the cheapest. Take a simple comparison between two generally recognized car brands in the US: Dodge Neon vs. Honda Accord. While the Neon was known as the car that wouldn't hurt your pockets too much and young college students and high school students loved this car since they could generally afford it, once individuals were able to pay for a little more quality, they did so. It is not a coincidence that the Dodge Neon is no longer in production, while the Honda Accord has been in the top 10 for best selling cars for the last 10 years...and doesn't seem to be going anywhere soon.

If you want a quality employee, you have to look to work with a staffing company that is charging quality prices for their people. While one may think that all staffing companies are the same, this simply isn't true. Honda and Dodge may both get you from A to B, but it is very apparent that Honda offers something that allows them to charge more for their product than Dodge, and, therefore, produce a better product that allows them to continue to be in the top 10 for the past 10 years. If they were overcharging people for the quality of their cars and service, wouldn't consumers eventually stop buying this product? The same is true from a staffing perspective. Unfortunately, there is a largely misguided opinion that large staffing companies overcharge. Do people think Honda overcharges for its Accord? Of course not, since most people recognize the quality that it provides. This is the same with staffing agencies. Higher end staffing companies are charging a premium for their services because they are giving you a premium product. It is most understood that quality is not what you see, but what you don't see that makes a difference. While "Dodge" staffing companies are willing to cut corners and lower their rates because the quality isn't there, "Honda" staffing companies understand the quality of the products they provide and will rarely reduce their prices to reduce the level of quality they present to you.

The final question that a company must ask itself is simple: how important are your people to the success of your business. If your business can still thrive and prosper by employing mediocre people in various positions, then there is nothing to worry about it. But if this isn't the case, you have to consider paying quality to get a quality person in place. Let's look at a dinner jacket analogy. If you and your buddies were going to a Halloween party and you need a dinner jacket (or dress) to complete some goofy looking costume, you would probably go to a supermarket store (i.e. general staffing company) and get the cheapest jacket (or dress) you can find that would last through the night. However, if you were shopping for a dinner jacket (or dress) to attend a major dinner function in which you are going to meet your significant other's parents for the first time, you would probably go to a specialty store like Joseph A. Banks (specialized staffing company) to make sure you would get the quality that would impress and last for a long time. You would pay more, but the importance of the situation would ease your mind, as you would know you are making an investment more than anything else.

While managers might think that they could still do fine with going with the cheapest model, the true danger in doing so could be more detrimental than you think. By deciding to go with the cheapest price over quality and trying to pay as little as possible for talent, you run the risk of hiring someone who ultimately could cost you your own job. How do I reach such a conclusion? Well, it is widely recognized that every manager who hires someone who doesn't work out is directly or indirectly hurting the rest of the overall team in some manner. Hire the wrong person more than two or three times, and you could put your job in serious jeopardy, as you co-workers would not be as understanding of your decision to go with the cheapest to make your final line look good, at the expense of your co-workers' angst. In conclusion, while saving money on employee salaries and staffing hourly rates may seem like a good result of the economic downtown, to acquire the high quality candidates that will bring quality results to your bottom line overall, one should still consider paying premium rates. The fact that most of these candidates are still working and have to be lured, will remember being "low-balled" when the economy turns around, and understand the price of the quality of service they provide, makes the old adage consistently resonate in the ears of those who are listening - "quality ALWAYS (even in a recession) comes with a price."

By Ken M. Middleton

Ken Middleton is an Account Manager for TEKsystem for the past two years and works with IT/Telecom companies to help forecast their potential needs for contract labor. He then works to help identify talent to fill these positions. If interested in discussing TEKsystems services for your company, feel free to contact him at 919.816.1470 or email him at kmiddlet@teksystems.com

Article Source: http://EzineArticles.com/?expert=Ken_M._Middleton
http://EzineArticles.com/?Is-Quality-Ever-Cheap?-The-Danger-of-Trying-to-Get-Deals-on-Employee-Labor-During-a-Recession&id=2547549

Building Confidence For Networking - The Only Three Steps You Need

2009-07-06T13:49:00.000-07:00

uilding Confidence For Networking - The Only Three Steps You NeedStriking up a conversation doesn't take talent it takes guts but most people feel lack of guts because they feel they never had the guts in the first place. I am going to give you your guts right now that will allow you to talk to whomever you want whenever you want.

1) Realize now that the person you are about to approach is just as shy to talk to you as you are to them. The best way for me to describe this to you is think of it like your about to talk to a little ant on your side walk. The bug is more scared of you than you are of it so why are you scared to get close and have a conversation.

Stop being scared. All you need is a little bit of confidence in yourself and chances are you'll have more confidence than the other person. The good thing is that people don't generally have self-defense mechanisms like bugs so you don't have to worry about being sprayed with some repellant juice. Approaching someone is harmless for the purpose of having a conversation with them.

Don't be afraid and just think of my bug example. Always remember that the person you are approaching to talk to can hold the advice or contact you have been searching for. Don't let shyness or intimidation stand in your way.

2) Identify your personality and conversation style now.

Go to Google and type in "Personality Styles Inventory" and there are many ways of identifying what type of conversation style you are.

These sites will help you identify the type of person you are. I am not going to try and have you match your personality style to someone else's in conversation. Rather these sites will help you identify what your style is and not how to identify other's. I'm not stating that identifying others in a conversation doesn't work but at this point and time I don't do it so I'm not going to preach for you to do it.

The way these sites are going to help you is by allowing you to identify what conversation style you possess and how to play into that style when you have a conversation. It helps to be organized and when we can organize our thoughts in a conversation, when we are on the spot, our conversations will be at their best performing. You want your conversations to perform to get what you want.

Let's say you find out you are an introvert you can use those characteristics to your advantage when you approach someone to network. If you are genuinely a quiet and reserved kind of person don't try to be extremely animated and outgoing when breaking the ice. It won't feel right.

If you are funny and you like to make people laugh then by all means incorporate this into your dialogue. If you are more serious or an intellectual, don't try and be funny if you're not. Go with what feels comfortable for you.

First identify what your conversation style is with this link and then use it to your advantage. Remember, don't be something your not.

3) Anything is better than nothing and saying nothing gets you nowhere and saying anything gets you somewhere. Use your style to engage in the conversation.

Realize this. It doesn't matter what you say but that you're saying something. So many people don't have the confidence to even get into this mindset. Get into the mindset that "It doesn't matter what I say to him / her but I have to say something."

I use this little mind trick whenever I am feeling standoffish. When you brainwash yourself into this mindset of saying anything a strange thing happens. You begin to not worry so much about the words coming out of your mouth.

Realize that no matter what you say, no matter how stupid you think it might sound coming out of your mouth, you did what you wanted to do. You broke into a conversation and now it's your chance to keep the conversation going.

No matter what you say you took the hardest step by saying something. So many people would not have done what you did and now if your conversation goes well this person will be able to help you in the future and that's one more contact that the guy next to you doesn't have.

By John Genovese

John V. Genovese is a Personal and Professional Development Consultant and is the owner of the widely successful Networking Note Cards System for Building Rapport which can be found at http://www.networkingnotecards.com

"The Fastest and Easiest Way to Build Rapport! Guaranteed!"

He is also the founder of How2Talk2.com a free site dedicated to helping you talk to anyone.

http://www.how2talk2.com

"How to Talk to Just About Anyone"

Article Source: http://EzineArticles.com/?expert=John_Genovese
http://EzineArticles.com/?Building-Confidence-For-Networking---The-Only-Three-Steps-You-Need&id=2534632

Interview Well - 9 Behaviours to Discover For Interview Success

2009-07-04T05:33:00.000-07:00

rview Well - 9 Behaviours to Discover For Interview SuccessJobs can be won or lost at the Interview stage and due to the current financial situation the job market is highly competitive, so you will need to make every interview count. In order to give yourself the best opportunity of getting the positions you interview for, you need to be able to create the right impression to make the Interview a success. In order to Interview well, you need to develop good interview technique and be prepared for whatever comes up in the interview. Here are eight key behaviours to develop that will improve your interview success.

-Know what your strengths and weaknesses are and be prepared to address them in the interview.
-Speak clearly to the interviewer/s and demonstrate your points concisely.
-Have a prepared a list of questions you want to ask the interviewer.
-Maintain eye contact.
-Have answers prepared for the questions you expect to be asked by the interviewer.
-Don't complain about your current or former employer.
-Don't discuss salary; benefits holidays etc. unless the interviewer brings it up.
-Ask what the next steps are in the process. Try to get a specific answer, i.e....When they will be in contact.
-Dress in a suitable and professional manner.

Being able to Interview well is an invaluable skill. Failing to do these things can drastically affect your Interview success. I will be going into further detail as to why in future articles, so for further advice on how to Interview well check out my future articles.

By James P Grant

Learn the secrets to Land that Job: http://www.land-that-job.com

Article Source: http://EzineArticles.com/?expert=James_P_Grant
http://EzineArticles.com/?Interview-Well---9-Behaviours-to-Discover-For-Interview-Success&id=2524840

Dealing With the Loss of A Job

2009-06-30T05:00:00.000-07:00

ling With the Loss of A JobAs is the case for many people during these trying times, losing a job can be the test of a person's will and checkbook. If you or someone you know has recently been laid off, downsized or lost a job due to a company closure or any other number of reasons, it's what you do after the fact that will make all the difference in the world.

Even the thought of loosing their job can send most people into a panic, so when it actually happens all bets are off when it comes to how they actually do respond. For some the tendency is to begin the process of looking for a new job or career without skipping a beat, however for others it can lead to a long and winding road of depression, anger, and financial challenges that leave one feeling in ruins. So when two people are faced with the same situation of loosing their jobs, what will cause one to spring into action, and other to spiral into the abyss? Let's first take a look at the two in more detail.

On one end a person gets the news, processes it and immediately begins the process of finding a replacement job. They don't take the incident personally, nor do they allow it to impact them or those around them negatively. They may feel some panicky feelings, and perhaps worry a bit, however they don't allow these feelings or thoughts to paralyze them, instead they use it as a spring board and motivator to push even harder towards a positive solution to their situation. They are hot on the trail of opportunity, success and may even find themselves in a better place than where they started.

On the other end of the spectrum is the person who reacts with anger, resentment, hostility and depression. They may feel that the world is out to get them and this was just one more example to prove their point. They might also feel powerless in the situation and believe that there's nothing they can do about it. In addition, these thoughts begin to pound them into submission, drain their energy and can have a huge impact on their attitude, behaviors, thoughts and actions. In most cases these negative factors also protrude externally and begin to impact things such as relationships, job prospects, financial obligations and health. In essence, their whole world falls apart from the inside, out.

The answer lays in how we view the situation and more specifically, our thoughts around the ordeal. The person who immediately springs into action and takes charge of the situation understands that their true power lays in being on the offensive when it comes to their lives. They get the point that in order to take charge of the situation they must take full responsibility for the position that they're in and take immediate action to rectify it. This may lead them in a new career direction, towards another job in the same industry, or in some other area that they never before even considered. They key is that they take charge, believe everything will work out and know that everything happens for a reason. Their challenge now becomes finding out what opportunity they are being given through this event, and making the most of it.

So now I ask you, which person would you rather be like in this situation? Remember, the choice is yours.

Offering both the wisdom of a teacher and the interest of a fellow learner, life purpose guide and visionary teacher, Joshua Aragon is passionate about enabling others to achieve their own dreams of success and make a lasting difference in the world for others. If you're ready to live a life worth living, a life of purpose and fulfillment, then visit http://www.JoshuaAragon.com to get a complimentary eCourse, '25 Secrets to Living a More Purposeful Life' today.

By Joshua Aragon

Article Source: http://EzineArticles.com/?expert=Joshua_Aragon
http://EzineArticles.com/?Dealing-With-the-Loss-of-A-Job&id=2516622

alue of a Good Hire

SMART Interview Tips

2009-06-24T19:07:00.000-07:00

Interviews can be rather stressful if you are not prepared or don't know what to expect. While some industries have their own way of conducting interviews as would be the case when some large organizations are involved and the choose to use the interview by panel route, the basics for all face-to-face meetings remain the same, regardless of the size of the organization. I have taken the opportunity to list the 'basics' below.

Before the Interview:

• Research the company so that you will be able to speak intelligently on the subject when asked. The degree of research you need to do is directly proportional to where you expect to be in the organizational hierarchy. Individuals applying for entry level positions need not to be as informed as those individuals who are looking for senior management positions.

For the Interview:
• Dress professionally i.e. wear conservative clothing, appropriate shoes, minimal jewellery, little or no perfume
• Bring breath mints and pop one in your mouth before the interview begins - NO CHEWING GUM
• Dress one level above the job you are seeking
• Bring a portfolio or briefcase with you that contains extra copies of your résumé, a notepad and a pen
• Turn OFF your cell phone or Blackberry and put it away will of your other electronic gadgets
• Arrive at the interview destination at least 10 minutes before the interview is scheduled to begin. the coffee cup outside! You really don't need that kind of security blanket.Leave
• When you arrive at your destination, introduce yourself to the receptionist. Don't forget to smile!

During the Interview:
• Smile
• Wait to be asked to take a seat
• Take a seat AFTER the person who is doing the interview has taken theirs
• DO NOT accept an offer for coffee although accepting a glass of water is perfectly fine
• Remain as calm as possible
• Questions that you should expect to answer during the interview include the following:
• Tell me about yourself - This question is directed at your qualifications for the job, not about your extra curricular activities. You want to demonstrate why you are the best candidate for the job.
o Why do you want to work for this company?
o Why should we hire you?
o Why did you leave your last job?
o Where do you see yourself in five years?
• If the question that is being asked of you needs further clarification, do not hesitate to ask for that clarification.
• It is perfectly fine to take a moment or two to compose your thoughts before to begin answering the questions posed by the interviewer.
• If you are unsure if you have asked the question completely, as the interviewer if you need to expand on your answer
• Be prepared to ask questions of the interviewer when given the opportunity. Good questions to ask include:
o Why is this opportunity available?
o What is the turnover rate for employees in this company?
o What is the timeline for filling the position?

End of the interview:
• Ask for the business card of the interviewer.
• Read the name and job title of the interviewer
• Thank the interviewer BY NAME for his/her time and consideration

Follow-up
• DO IT! - Send a thank you card or, at the very minimum, a e-mail that details how much you appreciate being considered for the job.

By Mary Salvino

Mary Salvino MBA is a freelance writer and career/business consultant who lives in Vancouver, BC. She has decades of experience in all aspects of career and retail management and is a valuable resource to both corporations and individuals in the area of strategic planning.

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Do You Work For Your Company Or at Your Company? There is a Big Difference!

2009-06-23T14:02:00.000-07:00

Work For Your Company or at Your Company? There is a Big Difference!Most employees show up to work each day and then go home and put everything that happened at work out of their mind. They do the same five-days a week and they collect a check to pay their bills. Of course, during a recession, companies are looking to get rid of this type of labor, and keep the employees who do not merely work AT the company, but they work FOR the company, and to make sure the company retains a profit, and keep its customers happy. So, I have a question for you;

Do you work FOR your company or merely AT your company? You see there is a huge difference between the two ways of looking at things and it will show in your work. Those folks which are self-employed understand this because they own the company and they have a vested interest, it is their baby. Most executives and many managers treat the company, not just as a place to work, but a conquest. No, not all managers and executives think like this; but, the great ones do.

If you are an employee that wants to move up in the company and perhaps someday become an executive you need to treat each day at work like this, treat it as if it is your own company and those customers are your customers. When you do this you'll find yourself moving up the ladder and surpassing those other employees who just don't care.

Oh sure, while they're at work they try to do a really good job but they are staring at the clock 10 minutes before five. When five o'clock hits they are already in their car starting the engine and driving outside the parking lot. And even if they are not actually there, they are in their minds.

The choice is yours, but in a recession I must remind you, your chances of being laid off are much higher if you are one of them and not one with the company. As a former business owner and founder of a corporation, I can surely tell you which employees I would let go first when cutting costs. Those employees who only work at our company would be the first to go.

Those employees that worked for our company and for the customer are the employees we would keep to make it through the rough times. Indeed, those are the employees we always promoted and now that I am retired, those are the employees who are running the company. Please consider this.

By Lance Winslow

Lance Winslow - Lance Winslow's Bio. Lance Winslow is also Founder of the Car Wash Guys, a cool little Franchise Company; http://www.carwashguys.com/history/founder.html/.

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Won't it Be Great When This Recession is Over?

2009-06-21T10:18:00.000-07:00

't it Be Great When This Recession is Over?
Well, maybe! But if we think we have staffing problems now, the end of the recession might just be the spark that ignites some serious staff retention problems. Wendy Mansell, HR chief for Amazon writes that as the economy improves your best employees might well be courted by your competitors or attracted to other opportunities. In the present economy, senior level people who have survived cutbacks and layoffs are for the most part, staying in place. They're just grateful to be employed, But think about it, when things get better economically, and employers begin to fill positions that have been left empty for awhile, all of a sudden your top people may be presented with lots of interesting opportunities...some of which may simply be too much to resist.So what do you do to prepare for better times? You don't want to find yourself in a "brain drain" situation where in six months you have to replace some of your brightest, most experienced people. That could really be an obstacle to your ability to expand the company and take advantage of growth opportunities that might accompany better economic times.

So, as strange as it may sound, now is the time to develop and implement a staff retention program. It may cost you some money to do, but the dollars that it saves in the future could be enormous. Here is a list of tasks you can do now to prepare for better times:

• Make sure your wages and benefits are within 20% of the top dollar being paid for the same work in your region

• Spend more money on staff training and development. It will underline your commitment to your employees to do this now.
• Listen to employee opinion about what could be done to eliminate job dissatisfaction. You may be surprised at what you hear, but you won't know if you don't ask.
• Explain to staff repeatedly what is the mission of the organization...what it is you are trying to accomplish and how they can help.
• Look for opportunities to delegate tasks. Give people a challenge to successfully complete a job that they don't normally have. Help them grow.
• Say "thank you" and acknowledge good work. I've never heard an employee wish that the boss wouldn't say thank you so much. On the other hand, I've had lots of employees tell me that the only time they see their supervisor is when they made a mistake.

There are lots of suggestions out there about staff retention; this list is just a sampling. But a specific, intentional staff retention plan, implemented now, will put you in a good place to take advantage of the recession's end.

Want some really creative, powerful ideas about staff retention? Subscribe to our free Newsletter and receive a free extra bonus; an ebooklet containing 10 articles on staff retention, written by some of the most authoritative HR experts. Click the Leadership Training link below; do it now while you are thinking about it.

By Larry Wenger

Leadership Training

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Tips on Managing a High Volume of Applicants

2009-06-18T10:14:00.000-07:00

If you happen to be a business fortunate enough to be hiring these days, how are you going about it? The first challenge in finding your next great hire is to find a way to screen the flood of applicants you're sure to receive; to find the cream amidst all that milk. But how do you do this? There are automated tools out there that can actually help. But, first implement these 4 basic steps to manage the high volume of applicants.

Tip #1: Place more requirements in your ad. If you are experiencing a overwhelming response to your job openings, and you don't have the time or staffing available to weed through it all go back to each of your job postings and place higher job requirements in your post. Be sure to note your desired technical skill requirements, preferred level of education as well as the top personal quality you are looking for in your ideal candidate.

Tip #2: Have candidates apply online. If you are trying to minimize the high volume of follow up calls and emails you can create an online application that replaces their need to email or snail mail you their resume and cover letter. In the online approach you can choose to not post your HR contact information. Many companies even note a "please do not follow up" sign on their online forms, but applicants will receive an automated thank you email once they hit the submit button.

Tip #3: Ask for samples. Hiring well in this down economy means you need to have solid confidence that the candidate you chose is truly outstanding to deliver the skill sets your company is looking for. You can request samples of their work, (portfolio) or in other job functions where a traditional portfolio does not apply you can create a quiz for them to take online. You can create a system to measure how long the applicant took to complete the quiz as well as other variables that are important for you to know about a candidates' performance ability.

Tip #4: Ask for a video. If it is vital for your new hiree to possess strong people skills or strong professional presentation, a great way to save valuable time in the interview process is for the company to request a 1-2 minute video submission from the applicants. This will help you screen through a lot more candidates when you don't have to take the time to individually schedule and meet them for in-person interviews. Make sure you give applicants a step-by-step checklist on how to create their videos. Asking for this additional application step will also weed out the ones who are not serious about being apart of your company.

If your new employee will report directly to someone else in your company make sure you also include that person in your interviewing and hiring process. You will move a lot quicker to finding the right candidate when you can divide and conquer.

Yoon Cannon is a systemic business growth coach, consultant and speaker based in Philadelphia, Pa. She specializes in helping entrepreneurs take their companies beyond the Million Dollar milestones through branding, sales & marketing, hiring and training. For more free articles and podcasts visit
http://www.paramountbusinesscoach.com or call (215) 292-4947 EST.

By Yoon S. Cannon

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The Role of Six Sigma in Staffing

2009-06-17T08:27:00.000-07:00

Role of Six Sigma in StaffingWith Six Sigma as the basis of recruiting and allocating various jobs, you can achieve an efficient workforce.

Some of the factors connected with utilizing Six Sigma methods in staffing are mentioned below.

Implement the Process

It is essential that you consider utilizing Six Sigma methodologies in order to accurately collect and process incoming data. This correctly identifies whether candidates are suitable or unsuitable for a job opening.

An analysis based on the statistics collected will provide you with the correct answer. There can be defects in the hiring process, such as hiring a below-average employee, hiring an employee not suitably qualified, or hiring one that does not fit into the organizational culture.

These recruiting defects ultimately result in customer dissatisfaction at a particular level. Thus, an effective screening process to weed out such employees results in better productivity and a high level of customer satisfaction.

Have a Hiring Game Plan

A suitable recruitment level strategy ensures that only suitable candidates are hired. This reduces time, effort and money required later on to identify and remove unsuitable employees.

A professional recruiting strategy prevents unsuitable candidates from slipping through.

Unsuitable candidates are employed because of a few drawbacks - a dearth of qualified candidates, an unsuitable salary structure preventing suitable candidates from joining the company or hiring personnel themselves being unaware of organizational requirements.

Reaching Out To the Right Candidates

In order to implement a suitable strategy, the organization needs to clearly specify qualifications, experience levels and skills required for each job. It should then ensure that job descriptions handed out to prospective employees clearly define the qualities needed for the job.

The job description should include salary structure, geographical location of the job, and a brief description of the activities involved in the job profile.

This enables prospective candidates to do a self-assessment based on job descriptions, so that they will know whether they are suitable for the job or not.

Screening

The resumes of all candidates then need to be screened in order to identify those unsuitable for the job. This can be done by comparing and analyzing resume content in order to spot red flags within the resume itself, although this is quite difficult since there are no standards against which resumes can be compared.

Once candidates are hired, it becomes essential to utilize Lean principle processes such as 5S, which can ensure that staff levels match demand and supply positions at any given time. These principles allow the organization to regularly evaluate gaps and surpluses in staff if any, and quickly correct the position.

Thus, Six Sigma plays a vital role in identifying, recruiting, and optimizing the right staff in order increase the efficiency of any organization.

Tony Jacowski is a quality analyst for The MBA Journal. Aveta Solutions - Six Sigma Online (http://www.sixsigmaonline.org) offers online six sigma training and certification classes for lean six sigma, black belts, green belts, and yellow belts.

By Tony Jacowski

Article Source: http://EzineArticles.com/?expert=Tony_Jacowski
http://EzineArticles.com/?The-Role-of-Six-Sigma-in-Staffing&id=1839811

Getting the interview

2009-06-17T05:43:00.000-07:00

4 Strategies For Getting the Interview

This is the first in a series of articles that will draw deeply on my ten years of Talent Acquisition (recruiting) work for Fortune 500 companies throughout the entertainment and staffing industries. It is my intention for these articles to support you with real, hands-on information. I intend to draw on my experience in the trenches as a recruiter or my personal success as a job hunter. This first article outlines a couple of assertive techniques that will ask you to generate courage and confidence to take action that will help you successfully distinguish yourself from the hundreds of other applicants currently in the talent pool. However, I caution you to only execute these techniques if you are indeed very qualified for the job! Although my experience is at very large companies I assert that these techniques will work well when approaching smaller companies.

1. Stop sending your resume/profile and start having conversations

In the current employment climate I encourage you to take a more active role in your search and stop sending your resume to every Tom, Dick, Harry, and job posting you see on the internet. You may not realize it, but as soon as you submit your resume to a company you also put your career in their hands. Therefore, when you see a posting at a company that interests you, ask yourself if you have a way in other than your resume. Perhaps there is someone in your network that works for the company who you can ask to e-mail or hand your resume to the hiring manager. If you don't know anyone then do the research to find out who to talk to (with sites like linkedin.com this isn't as hard as you might think). Send them a brief (perhaps two paragraph) intro telling them why you are the solution they need and let them know that you will be calling to follow up in a couple of days. Recruiters don't want to hear this, but (if and only if you are indeed well qualified for the opportunity) one of your best ways in is through direct contact with a hiring manager. On many occasions I have met with hiring managers to discuss new openings and have been given direct leads to candidates who had made contact with them.

2. Use the telephone

I know this seems archaic in our age of technology. However, rather than leave your career up to cyberspace I encourage you to do some groundwork, figure out who to contact, and muster up the courage to make the phone call (if and only if you are indeed well qualified for the position). When you do get the hiring manager on the phone you should be prepared with a solid twenty second pitch as to why you are the solution to their problem. Then make an agreement to submit your resume directly to them along with submitting it online. Let them know that you will call to follow up in a couple of days and how much you appreciate their time. Alternatively, if you have submitted your resume online and you know you are a great candidate for the position call within one week to follow up on the status of the position. Tell them why you are someone they would want to meet and that you would like to interview for the position. Many job postings say not to call. However, if you take a strategic approach to this, understand the line between making a phone call and being a stalker, and you are indeed a solid candidate for the job than you are doing the recruiter or hiring manager a favor. In my busy recruiting days it was a service to me when a qualified candidate whose resume I had not yet seen would call to follow up. If time allowed I would open their resume immediately. If they were a great candidate, I would get very excited and start asking questions right away or schedule a better time for an interview.

3. Do your research early

If you are contacted by a company you should be prepared by having conducted some initial research. It should answer the following questions:

a) What does the company do/offer?
b) What is their market position and who are their competitors
c) company structure
d) company financials
e) your understanding of the job based on the description.

Most, if not all of this information is readily available on the internet. You may not be asked questions that illustrate this knowledge if they are simply calling to schedule a meeting. Nonetheless, you will be prepared.

4. Be the solution

It is not a secret that many organizations are currently struggling. Hence, more than anything, even more than your actual skill set, companies are looking to hire you as a solution to their problems. What's the problem? Figuring out how to save or generate more money. One way to clearly differentiate yourself from other candidates is to illustrate that you are the solution to this problem. You want to have clear examples of how you helped address a company's bottom line on your resume and be ready to talk about them as soon as your first conversation. This may seem challenging if you are not directly in sales, finance or accounting. Here are some examples:

Marketing: How can you quantify leads that got generated through marketing campaigns you executed? How can you quantify money you saved or helped generate based on your marketing analysis.

Product Development What kind of revenue was generated by new product launches?

Project Management How can you quantify in a dollar amount time you saved on a project?

Administrative Perhaps you supported a boss who was a key player in the sales department and can illustrate how you provided the expertise to help a system run more efficiently, which saved your boss more time to go out and close additional sales.

These techniques can be daunting for some. However, the courage you need to take assertive action in alignment with your desire to get back work is right within you! It is your vision coupled with action that will help bring your career back into reality!

Do you have a strategy you want to share or a question about "getting the meeting?" Please comment below. You never know, the story you share may just be what the person reading it needs to hear. "tweet" this article or post it to Facebook so others can benefit from this information!

The next segment in Lessons from My Recruiting Desk will show you how to stop interviewing and provide in depth details for crafting your "winning job presentation!".

Jason Mannino, MA, nationally recognized Career Strategist, Personal Development Coach and Writer ignites the courageous action that will have you thriving in today's economic and employment (unemployment) climate, while turning your life's greatest visions and goals into reality. Jason's mission is to inspire people to create careers and lives that are an expression of personal integrity and authenticity. As a recognized expert in his field Jason has been featured online at New York Times, Wall Street Journal, New York Daily News, USA Today. He has also been featured in Frontiers News Magazine and Echelon Magazine.

You can learn more about Jason at http://www.jmannino.com or request an alert on his upcoming eBook Swinging Through the Unemployment Jungle by emailing [mailto:info@jmannino.com]info@jmannino.com

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