Management Site: 2008

E-mail:Way To Gossip and Waste Time

Monday, December 29, 2008

Managing Time OFF

A recent survey by Hewitt Associates, a global human resources services company, has found that US companies are potentially losing millions of dollars in payroll expenses and productivity because they fail to effectively manage employees' time off. Employers may believe this is crucial for successful recruitment and retention but most do not maximize the value of this aspect of their benefits programs.

The survey of 421 companies found that only 11 per cent provided the same time-off programs across all employee groups, making them difficult to administer and manage. Only 57 per cent formally tracked sick days for exempt employees, and less than half (46 per cent) tracked personal days. Most did not know the financial cost associated with their employees' time away from work.

Three-quarters of companies could not provide an actual or estimated cost of their sick pay. Those that did estimated the potential cost to be 1 - 3 per cent of payroll. The report points out that for a company with US$450 million in payroll, such costs could be between US$4.5 million and US$13.5 million a year. When all types of paid time off are included (sickness, vacation and disability) the cost could reach an estimated 9 per cent of payroll, or US$40.5 million.

Kim Stattner, a principal in Hewitt's health management consulting practice said:

"Time-off programs are important tools for attracting and retaining employees, but they've gotten so complex that the administration of the programs typically overshadows this. It's critical that companies design holistic time-off programs that enable them to better manage, track and quantify the amount of time off that their employees take, especially since these programs are just as expensive - if not more so - as health care benefits, particularly when you factor in indirect costs such as overtime, temporary labor and employee morale. Doing so can potentially save companies millions of dollars in payroll expenses and, at the same time, positively impact employee productivity and satisfaction with their benefits."

The survey found that approximately 5 per cent of covered employees experienced short term disability in a year, usually lasting 40 - 42 days. The report estimates that a company with 20 000 employees would lose 42 000 days as a result, the equivalent of more than 160 employees not working for an entire year. Assuming an annual salary of US$50 000 and 260 workdays a year this would result in loss of productivity amounting to US$8 million.

Almost 80 per cent of companies surveyed tracked short term disability among exempt employees, and 87 per cent outsourced their short and/or long term disability programs. However, less than half (44 per cent) offered a return-to-work program for employees with work-related disabilities, and only 28 per cent had a program to manage non-occupational disabilities.

Kim Stattner commented:

"Short term disability can potentially cost companies millions of dollars in lost employee productivity, but tracking data and implementing return-to-work programs can help minimize costs. Companies with return-to-work programs more readily comply with doctors' restrictions, such as shorter hours or lifting limitations, which enables employees to get back to work sooner, leading to improved productivity and, often, earlier recovery. In addition, companies that track disability absence data can analyze it in conjunction with medical data, allowing them to identify co-morbidities that exist among disabled workers and enabling them to integrate disability with condition management programs."

The survey found that majority of employers offered vacation time based on length of service, ranging from a median of two weeks at hire to five weeks after 25 years. Nearly two-thirds offered standard holidays only, while 37 per cent also offered floating holidays.

Carol Sladek, a principal in Hewitt's talent and organization consulting practice said:

"Most employers offer separate 'buckets' of time for vacation, holidays, sick and personal time and apply a different mentality toward each of their time-off programs. In many cases, this type of compartmentalizing results in companies offering more time off to employees than intended."

A growing number of companies are offering employees paid time off (PTO) banks that often include a combination of vacation, personal days and incidental sick time with the aim of improving cost management and giving employees more flexibility. The current survey found that between 22 per cent and 32 per cent of companies offered PTO bank time compared to 18 per cent in 2000. Those with PTO banks provided approximately six additional days at most levels. The majority of schemes included time off on hiring, followed by additional time off after one year.

Carol Sladek added:

"PTO banks are becoming increasingly popular, because they often result in a win-win - allowing companies to more effectively manage their time-off programs and attract and engage talent, while providing employees more flexibility in taking time off."

The survey found that 65 per cent of companies did not use a disciplinary policy to discourage unscheduled incidental time off by exempt employees. Of those that did, 53 per cent used a verbal or written warning. One in five who said they use a disciplinary system said they had no formal policy in place. Only 9 per cent had incentive programs for employees who had not used all their sick time at the end of the year.

Kim Stattner said:

"Most companies do not have disciplinary policies or incentive programs in place for a variety of reasons - whether it's because they lack the ability to punish or reward employees for something they don't track or they feel strongly about 'incenting' people to show up for work when the paycheck should be reason enough. But Hewitt has found that in the right environments these types of programs can be extremely successful at influencing employee outcomes, thus boosting productivity."

The report concludes that creating and implementing a successful time-off program means viewing health, absence and disability as interconnected. It recommends that companies consider the following strategies:

* "Take inventory" - Most time-off programs have been developed gradually over time. Make sure the purpose of the program meets the needs of current employees. The way in which elements are combined can have a significant positive impact.
* "Identify the totality of time- off program costs and establish a formal tracking plan" - Companies have found it difficult to identify and assess the impact of complex programs. Identify the total associated costs and establish a formal plan for tracking and managing future costs.
* "Review the design of your time-off program" - The design of a time-off program can minimize unscheduled time off. Employees are looking for more flexibility. Consider offering floating holidays or adding a PTO bank.
* "Consider outsourcing short and/or long term disability" - More than half (51 per cent) of companies surveyed found that outsourcing short and/or long term disability reduced the length of absence, and 47 per cent experienced more effective application of return-to-work programs. Less incidence of disability was noted by 27 per cent of companies.

Adaptive Corporate Culture: Key to Financial Performance

Tuesday, August 19, 2008

A new study of Fortune 500 companies co-sponsored by Crawford International and HR.com shows that those with adaptive corporate cultures and strong leadership practices financially outperform those that do not.

The report, Leadership and Culture, states that only three out of ten strategic change programs produce the business value or financial return that company leaders expect. In a study of the financial performance of 94 large companies from 1995 to 2004, the researchers found that companies that create adaptive corporate cultures outperform companies with non-adaptive cultures by a factor of 900 to 1 as measured by long term net income and stock price growth.

Ric Roi, lead researcher and vice president, Crawford International, said:

"As we worked with corporations over the past 24 years, we came to recognize the importance of corporate culture and strong leadership in supporting business change and transformation. Clients that have an adaptive or agile corporate culture have historically thrived in the face of organizational change while those with non-adaptive cultures suffer through change."

Companies participating in this study reporting high levels of adaptability include 3M, Apple, Bank of America, Cisco Systems, Barclays, BMC, Hewlett Packard, Genentech, GlaxoSmithKline and Intuit.

Larry Schnicker, director, HR development operations, Cisco Systems said:

"Cisco's unique and agile culture originates at the top with John Chambers as President and CEO. Cisco's core values have allowed our company to remain very agile in adapting cultural expectations to include the importance of Cisco as a career company, management as a profession, and talent development and movement."

Adaptive companies also tend to be more pioneering as evidenced by Cisco recently being named by Business Week as one of the top 30 most innovative companies in the world.

Debbie McGrath, CEO, HR.com said:

"If more corporations truly measured the value and impact of leadership and culture on their bottom lines, they would invest more in developing leaders and creating high performing cultures, instead of just paying lip service to it. At HR.com, we are committed to helping our 135 000 members share in the research we sponsored with Crawford so they can understand and realize the impact of great leadership and culture."

E-Mail : Way to Gossip and Waste Time

A survey by MessageGate, Inc. has found that e-mail continues to be the most popular corporate workflow tool but that employees exercise poor judgment in its use, increasing costs and business or legal risks.

Shaun Wolfe, CEO of MessageGate said:

"E-mail has replaced the corporate water cooler as the way to gossip and waste time while on the clock; unfortunately, it's not nearly as visible. If an employee spent hours lingering around the water cooler, everyone would see and somebody would tell them to get back to work. Sitting at a desk and communicating via e-mail is not out of the ordinary, and there is less accountability because the boss can't tell if your e-mails are gossip or work."

MessageGate Activity Profiles (MAPs) provide companies with structured e-mail analysis of inbound, outbound and internal messages. The survey found that whatever the size and scope of the company, similar challenges are faced when dealing with e-mail.

These include:

* As little as 20 per cent of internal e-mail may be work-related; the remaining 80 per cent consists of alerts, newsletters, forwards, spam and carbon copies.
* Customers frequently include sensitive data (e.g. passwords) in e-mails meaning that companies must be alert to what is included in the reply.
* E-mail is often treated like instant messaging and is used for lengthy personal conversations; a particular risk for companies that prohibit instant messaging software.
* Employees frequently make accidental financial disclosures (e.g. on pending acquisitions).
* Messages including more than three carbon-copied addresses generally are for information only.
* Distribution of inappropriate images and videos from work accounts is common. The report points out that these are archived and identify the company source.
* Many companies use social security numbers as employee ID and these are widely distributed over e-mail both internally and externally.
* A typical internal e-mail is sent to two people on average, resulting in duplication and increased archive and storage costs.

The report argues that sharing these results with employees can increase awareness of relevant policies and practice. E-mail analysis can also reduce operational costs, and improve business processes as well as storage and retention.

Bradley Young, director of services for MessageGate commented:

"Quarterly MAPs are simple and provide a benchmark for companies to monitor and track improvements," said. "As employee awareness around e-mail policy increases, companies can adjust policies as appropriate. Over time, employees become more sophisticated with regards to e-mail and corporate risk and exposure is greatly reduced."
Related article
2003 E-mail Survey Reveals: One in Five Companies Has Fired an Employee for E-mail Abuse

June 24 2003 (Newstream) -- According to a new survey from the American Management Association, Clearswift, and The ePolicy Institute, 22% of companies have terminated an employee for e-mail infractions and e-mail users spend about 25% of the workday on e-mail. Over 1,100 US employers participated in the 2003 E-Mail Survey, a follow-up to an e-mail survey conducted by the American Management Association and ePolicy Institute in 2001.

The survey in detail revealed that 14% of respondents noted that their organization has been ordered by a court or regulatory body to produce employee e-mail an increase of 5% over 2001, when 9% of respondents reported employee e-mail had been subpoenaed.

The average respondent spends about 107 minutes (1 hour 47 minutes) on e-mail every day ... about 25% of the workday. While 24% report spending less than one hour, 31% spend more than two hours and 8% more than four hours.

76% of respondents say that they have lost time in the last year due to e-mail system problems. 35% estimate they lost only half a day, but 24% think they have lost more than two days.

"E-mail is a great communications tool but not without its shortcomings," said Ivan O'Sullivan, vice president at Clearswift. "These statistics reveal and solidify the idea that companies need to be proactive in understanding how to protect their confidential information assets and train employees how to maximize productive use of e-mail."

"Most employers drop the ball when it comes to educating employees about e-mail risks, rules, and responsibilities," said Nancy Flynn, co-author of E-Mail Rules: A Business Guide to Managing Policies, Security, and Legal Issues for E-Mail and Digital Communication (AMACOM Books 2003) and executive director of The ePolicy Institute, www.ePolicyInstituteChange.com. "While 75% of organizations have written e-mail policies in place, only 48% offer e-policy education to employees, and merely 27% offer e-mail retention/deletion training." said Flynn. On the upside, e-policy training has doubled since 2001, when 24% of companies offered e-policy education to employees.

"It's important for organizations to establish, educate and enforce e-mail policies and rules to control and understand their employee's use of e-mail. The legal issues inherent with use of e-mail are ever present as are the risks of lost productivity both from employee abuse and misuse," said Flynn.

Eighty-six percent of respondents agree that e-mail has made them more efficient, in spite of the fact that 92% receive spam mail at work. Fully 47% say spam constitutes more than 10% of all their e-mail; 7% report spam represents over 50% of all e-mail received.

According to the compiled data, in 2003, more than half (52%) of U.S. companies engage in some form of e-mail monitoring of employees and enforce e-mail policies with discipline or other methods. In fact, 22% of companies have terminated an employee for e-mail infractions.

The use of technology to monitor e-mail and control message content has increased since 2001, when 24% of respondents reported using software to conduct key word or key phrase searches of e-mail and/or computer files. In 2003, over 40% of employers report using software to control written e-mail content. Fully 88% couple software with education.

While 90% of employers have installed software to monitor incoming and outgoing e-mail, only 19% are using technology to monitor internal e-mail among employees.

"Management's failure to check internal e-mail is a potentially costly oversight," says Ivan O'Sullivan, Vice President of survey co-sponsor Clearswift. "Off-the-cuff, casual e-mail conversations among employees are exactly the type of messages that tend to trigger lawsuits, arm prosecutors with damaging evidence, and provide the media with embarrassing real-life disaster stories. The fact that 90% of respondents send and receive personal e-mail at work and 66% of companies lack a policy for deleting nonessential messages, compounds the problem," says O'Sullivan.

Clearswift, provides software that helps companies enforce email policies to stem the tide of email that can pose threats to organizations and slow down networks. Clearswift's products, EnterpriseSuite and MIMEsweeper help companies enforce policies to stop:

* Inappropriate email that can lead to legal liability for harassment and discrimination
* Loss of confidential information such as customer data, proprietary plans or intellectual property
* Loss of network productivity resulting in network downtime from large email attachment, malicious viruses and executables
* Lost employee productivity from spam, inappropriate web-surfing and online shopping

The survey was conducted to educate the marketplace on the importance of establishing epolicies, educating employees on the policy and enforcing the policies with software.

About Clearswift

Clearswift is the world's leading provider of software for managing and securing electronic communications, with a 23% share of the global content filtering market. Clearswift delivers the capabilities for organizations to protect themselves against e-mail and web-based threats, meet legal and regulatory requirements, implement productivity-saving policies and manage intellectual property passing through their network.

The company's expertise lies in establishing and enforcing e-policies. Content security threats include the circulation of inappropriate images and text, Spam and oversize files, loss and corruption of data, breaches of confidentiality, as well as viruses and malicious code. Clearswift's software portfolio includes Clearswift MIMEsweeper, a product family for e-mail and web e-policies and Clearswift ENTERPRISEsuite, a software infrastructure for managing e-policies in complex environments. More information about Clearswift, its products and services is available at www.clearswift.com

About American Management Association

American Management Association is the world's leading membership-based management development organization. For 80 years, it has provided valuable and practical action-oriented learning programs to people at all levels, in all industries, from companies and agencies of all sizes. More than 500,000 AMA customers and members a year learn new skills and behaviors, gain more confidence, advance their careers and contribute to the success of their organizations through a wide range of AMA seminars, conferences and executive forums, as well as through AMA books and publications, research and print and online self-study courses.

About The ePolicy Institute

The ePolicy InstituteTM is a leading source of ePolicy and eMail-related products and services. The Columbus, Ohio-based ePolicy Institute is dedicated to helping employers limit electronic liabilities while enhancing employees' eCommunications skills. Through the ePolicy Institute Speakers' Bureau, the organization provides speaking, training and consulting services to clients throughout North America and around the globe. Executive Director and Author Nancy Flynn, a noted authority on ePolicy and eMail, is the author of five books published in four languages. Her titles include E-Mail Rules and bestsellers The ePolicy Handbook, and Writing Effective E-Mail. The go-to source for workplace ePolicy and eMail information and tips, Nancy Flynn/The ePolicy Institute has been featured by Fortune, The Wall Street Journal, US News & World Report, National Public Radio and thousands of media outlets worldwide. To book a consultation, speaker or media interview, contact experts@epolicyinstitute.com or visit www.epolicyinstitute.com.

Anger in The Workplace

July 20 2008 - Research published in Psychological Science earlier this year reported differences in attitudes to men and women who lose their temper in the workplace. In three separate studies, psychologists Victoria Brescoll from Yale University and Eric Uhlmann from Northwestern University found that while such outbursts tend to be accepted or even rewarded in men, women are judged less competent as a result.

Hillary Clinton's recent presidential campaign raised the question of whether anger was damaging to a female candidate. Researchers found this to be unequivocally the case unless the anger was in response to treatment of a family member.

Victoria Brescoll commented:

"An angry woman loses status, no matter what her position."

Researchers showed participants videos of actors applying for a job. They were asked to rate them on their perceived competence and whether they should be hired, the degree of responsibility they should be given, and how much they should get paid. Both men and women assigned higher status, salary and competence to men expressing anger. However, when actors expressed sadness, women applicants were ranked equally to men in status and competence but not in salary.

The second study focused on lower-status jobs and compared angry applicants to those not displaying any emotion. Once again, angry men were valued more highly than angry women. However, these differences were not apparent in the emotionally neutral group. The third study allowed women actors to explain why they were angry, resulting in improved ratings. However, when men gave an explanation it tended to be interpreted as a sign of weakness.

Victoria Brescoll concluded:

"Whether you are running for president or looking for a clerical job, you cannot afford to get angry if you are a woman."
'Bad Apples' at Work

A study from the University of Washington Business School published in Research in Organizational Behavior in 2007 examined how negative behavior by one person in an organization can impact on teams and groups. Researchers describe these individuals as "bad apples" acting like a virus within teams, with the capacity to "upset or spoil the whole apple cart".

Together with Terence Mitchell, a professor of management and organization and UW psychology professor, William Felps, a doctoral student and lead author, decided to investigate the effect of a negative co-worker on workplace atmosphere after his wife experienced the phenomenon. She characterized her work environment as cold and unfriendly but this changed when a co-worker described as "particularly caustic" and "always making fun of other people" was away ill for several days.

William Felps explained:

"And when he was gone, my wife said that the atmosphere of the office changed dramatically. People started helping each other, playing classical music on their radios, and going out for drinks after work. But when he returned to the office, things returned to the unpleasant way they were. She hadn't noticed this employee as being a very important person in the office before he came down with this illness but, upon observing the social atmosphere when he was gone, she came to believe that he had a profound and negative impact. He truly was the 'bad apple' that spoiled the barrel."

The researchers analyzed about two dozen studies focusing on workplace team and group interaction, with specific reference to the impact of individuals whose negativity may be expressed in various ways: not doing their fair share of work, being "chronically unhappy and emotionally unstable", or being aggressive and bullying. They found that it only takes one such "toxic" team member to provide the catalyst for organizational dysfunction. In a follow-up survey, they found most people they could identify at least one "bad apple" from their own workplace experience.

The researchers reviewed various working environments (including manufacturing, fast food, and universities) where tasks and assignments were performed by groups of approximately 5 -15 individuals with interdependent jobs or where significant interaction was necessary. They explain that employees in such circumstances tend to be less tolerant and are more likely to challenge negative behaviors.

In one study of about 50 manufacturing teams, they found those with a disagreeable or irresponsible member were significantly more likely to perform poorly, experiencing conflict, poor communication and lack of cooperation between team members.

Terence Mitchell commented:

"Most organizations do not have very effective ways to handle the problem. This is especially true when the problem employee has longevity, experience or power. Companies need to move quickly to deal with such problems because the negativity of just one individual is pervasive and destructive and can spread quickly."

The study identified three ways in which group members may react to a negative member. Motivational intervention, where concerns are expressed and the person asked to change; if this proves unsuccessful rejection may follow where the individual is removed from the situation. These strategies require team members to have sufficient power; lack of power leads people to become frustrated and distracted. This leads to the third strategy, being defensive - common coping mechanisms include denial, social withdrawal, anger, anxiety and fear. Researchers explain that as trust weakens along with the positive culture, members physically and psychologically disengage themselves from the team. The study concluded that negative behavior has a greater impact than positive behavior.

Terence Mitchell said:

"People do not expect negative events and behaviors, so when we see them we pay attention to them, ruminate over them and generally attempt to marshal all our resources to cope with the negativity in some way. Good behavior is not put into the spotlight as much as negative behavior is."

The researchers differentiate between the negativity of "bad apples" and innovative challenging employees "who think outside the box" and may not always be appreciated as a result. If negative individuals emerge after selection screening, researchers suggest that organizations should allocate them to independent work positions where possible; or the only option may be to let them go.

William Felps commented:

"Managers at companies, particularly those in which employees often work in teams, should take special care when hiring new employees. This would include checking references and administering personality tests so that those who are really low on agreeableness, emotional stability or conscientiousness are screened out."

Finding Your Perfect Work

Tuesday, June 10, 2008

by Linda Matias

There was something about the way "Super Fly" Jimmy Snuka jumped from the third rope of the wresting ring onto his opponent that made me want to be a professional wrestler. I couldn't wait to become a star of the wrestling ring.

But when I shared my dream with adults, I was told that girls weren't born to be wrestlers. That was a boy's job. I remember becoming upset and saying, "But I'm a tomboy. Can't tomboys be wrestlers?" and the universal answer was no, not even tomboys can be wrestlers.

Any lingering dreams I had of being a professional wrestler quickly disappeared the day my cousin put me in a figure-four leg lock, a very painful wrestling move. However, the experience of being told I couldn't fulfill my career goals due to my gender has remained with me till this day.

As a professional who deals with career issues every day, I have come to realize that my story isn't unusual. Though the reasons vary, countless other people's childhood dreams have been squashed by well-meaning adults. I am one of the lucky ones who found my way to a gratifying career; others are still searching for their perfect work.

If you are one of those people who want to change careers but find the thought overwhelming, you are not alone. That feeling is understandable, since most likely you spent many years on acquiring an education and/or honing your craft to just give it up midstream-even if you are unhappy.

Like most life changes, a career shift requires introspection-an examination into where you have been and where you want to be. If you find that you are dissatisfied with your work, asking yourself the following questions can helpful in your journey to a satisfying career.

* What is my current job description? What is my ideal job description? What are the differences between the two? What are the similarities?

This exercise is a good starting point because it will force you to scrutinize your current job responsibilities and how they relate to your overall career goal.

* What do I like best about what I do? What do I like least? Of what I like to do best, are those skills transferable into other fields?

The trickiest part of changing careers is to decipher how your experience relates to another industry or field. Sometimes the answer is clear. Other times, it may take more work to determine how your job-related and marketable skills will appeal to a new area of practice.

* In which job(s) was I the most content? The least content? Why?

After this task you will be able to identify what motivates you and what burns you out in a job. Motivating factors are skills that you may or may not be proficient in, but that you do enjoy performing. Burnout factors are skills you may or may not be proficient in, but don't enjoy performing.

* What aspects of my personality can hinder (or have hindered) my career growth?

This is an important question to ask, since your personality and the way you communicate with others can determine how successful you are or will become.

* Am I willing to trade in my "Mercedes" for a "Chevrolet"?

Most of the time, changing careers means you must take a pay cut. And when you take a pay cut, your lifestyle changes. Take the time to review your financials. Determine whether you are willing to live without the two vacations a year or going out to dinner every Saturday night.

You may find that a complete transformation may take a while. You may need additional training or education, or you may need to take an entry-level job to position yourself for success in the path of your new career. A career change takes resilience, confidence, and most importantly, patience.

When Bad Interviews Happen to Good Candidates

by Linda Matias

Going through the motions of a bad interview is like peeling back the layers of an onion. Sally learned this lesson the hard way, hands-on during an interview that should have been a piece of cake. Sally applied for a position that fit her qualifications perfectly. When she received an invitation to interview, Sally believed she was a shoo-in for the job. Feeling confident, she approached the interview in a lax manner. She didn't prepare and prematurely celebrated an offer she was convinced would be extended.

The day of the interview, Sally was surprised by the level of anxiety she felt. Her apprehension began to build and she began to prepare for the interview at the last minute. By the time she arrived at the interview, she was visibly shaken.

Lesson learned: The time to collect your thoughts is prior to an interview, not on your way to one. If you arrive to an interview bewildered, the recruiter will take notice and you run a high risk that you will be not get the offer.

The interviewer entered the waiting area and introduced himself. To ease the tension, he asked a common icebreaker question, "Did you have trouble finding us?" Sally has never been a smooth small talker and she answered the question candidly. She confided that she doesn't have a good sense of direction and coupled with the fact that she was anxious, she passed the building entrance quite a few times. The interviewer smiled politely and proceeded to walk towards the interview room. Realizing she goofed, Sally hesitantly followed the interviewer.

Lesson learned: Everything you say and do during an interview is scrutinized; from the instant you walk in, to the moment you walk out. An innocent question doesn't exist during an interview and a careless misstep is seldom forgotten. Choose your responses carefully.

When Sally was escorted to the interview room, she was surprised to see a panel of interviewers. She was only familiar with the "it's just you and me, kid" type of the interview - the one-on-one. At the start of the interview, she quickly realized that it was going to be a challenge to manage that interview.

Lesson learned: Interviews are unpredictable. One never knows the broad range of topics that will be covered and the type of formats that may be presented. Familiarize yourself with all interview settings.

Because she was not ready for the series of questions, Sally tripped over her answers. She focused on issues that weren't relevant and provided little information on what was pertinent. She began to ramble and appeared under-qualified for the position.

Sensing that she was interviewing poorly, Sally began to lose patience with the process. She failed to maintain eye contact and began to fidget. The enthusiasm she felt for the position and the company slowly diminished as she witnessed the blank looks on the faces of the panelists. She withdrew mentally from the interview, and as a result, appeared disinterested.

Lesson learned: Most interviewers expect candidates to be nervous during an interview, and they rarely will forgive you if you fail to demonstrate a sincere interest in working for them. Most hiring decisions are based on whether the interviewer feels a connection to you. The failure to establish a bond immediately is usually beyond repair.

After the interview Sally realized that the questions she had been asked were not difficult. She had been overwhelmed by nervousness and that had clouded her ability to communicate clearly and to the point effectively.

Lesson learned: Even if you have the "right stuff," nothing is guaranteed. Don't get caught off guard; prepare for interviews; do your homework.

What IsYour Greatest Weakness ?+

by Linda Matias

The fastest way to make a good interview go bad is to avoid questions posed by the hiring manager. The one question candidates love to avoid is, "What is your greatest weakness?" Most candidates are quick to respond with superficial answers such as "I'm a workaholic" or "I'm a perfectionist." Not only are those responses boring, but they are also predictable answers interviewers are used to hearing. So much so that an interviewer's comeback line often is, "That doesn't sound like a weakness. Now why don't you tell me about a real weakness?"

Ouch. What an uncomfortable position to be in-when a decision maker challenges you during an interview. Just like you, the interviewer wants the process to go as seamlessly as possible, and they quickly become resentful when they are placed in a confrontational position.

When answering questions surrounding your greatest weakness, my advice is to tell the truth-to a point. Though I don't advocate providing a play-by-play of every area that may need improvement, it isn't a good idea not to cop to a weakness either. A happy medium does exist, and it lies in focusing your response on an area that doesn't have a major impact on your ability to do the job. This should be an area that you are on your way to improving. Note, not an area you've already improved, but one that is well on its way.

Interviewers recognize that jobseekers aren't forthcoming when answering the "greatest weakness" question. As a result, there is a new trend in hiring circles of interviewers cleverly disguising the question and using a variation of the theme. In doing so, interviewers are successfully stumping candidates, and are receiving responses that uncover the not-so-pleasant side of candidates.
Cleverly Designed "Greatest Weakness" Questions

* We all have aspects of our job we prefer not to do. What aspect of your day-to-day responsibilities do you dislike?

In hopes of making you feel comfortable, interviewers may ask questions that start with "we." The psychology behind this is to make you feel as though you are with a friend, which can cause you to let your guard down.

* Think back to your last review. What suggestions did your supervisor have for improvement?

The chances are extremely high that your supervisor offered suggestions for improvement. Interviewers are aware of this and anticipate that you will disclose the details of your most recent evaluation.

* Describe a project you worked on that didn't turn out as well as you expected.

Interviewers find that job seekers reveal more when they are asked to tell a story. The assumption is made that the more you talk, the more likely you'll disclose your weaknesses.

* In what area of your work do you think you can be more effective?

This question is very similar to "greatest weakness" question. However, interviewers believe the way the question is phrased will make you feel less threatened, and therefore more likely to answer freely.

Bottom line: whether or not you want to divulge sensitive information during an interview, an interviewer is going to try his or her darnedest to dig for skeletons in your closet. Interviewers want to uncover any reasons why they shouldn't hire you, and they hope those reasons will come straight from you. So be prepared.

More articles by Linda Matias:

Seven Habits of Highly Successful Job Seekers
There are those who land a job right away and those who struggle through the process of finding one for a long time. But luck has nothing to do with it.

Nuts and Bolts of Effective Cover Letters
As a job seeker, you shouldn't overlook the importance of a cover letter. If written strategically, a cover letter increases your chances for consideration, and provides an opportunity to highlight your individuality.

Interviewing Like a Pro in Five Easy Steps
It's an inescapable fact that interviews are the "make or break" factor on whether one lands the job.

So, why don't you tell me about yourself?
The most frequently asked interview question. It's a question that most interviewees expect and the one they have the most difficulty answering.

Recognized as a career expert, Linda Matias brings a wealth of experience to the career services field. She has been sought out for her knowledge of the employment market, outplacement, job search strategies, interview preparation, and resume writing, quoted a number of times in The Wall Street Journal, New York Newsday, Newsweek, and HR-esource.com. She is President of CareerStrides and the National Resume Writers' Association. Visit her website at www.careerstrides.com or email her at linda@careerstrides.com.

STRESS in the 21st Century

Sunday, May 18, 2008

Stress is associated with a number of physical conditions including back-pain, susceptibility to viruses, chronic fatigue syndrome and autoimmune disease. Richard O'Connor. author of Undoing Perpetual Stress : The Missing Connection Between Depression, Anxiety and 21st Century Illness, argues that our bodies are not designed to cope with the stresses of the modern world. O'Connor (2005: 13) goes so far as to state that:

"With the exception of some rare conditions like schizophrenia and manic depression, most 'mental illness' is the result of stress acting on a vulnerable individual - the effect of a lifetime of common human misery."

He notes, moreover, that some kind of stressful event usually triggers the appearance of schizophrenia and manic depression - conditions that are generally considered to be biologically based. Stress is also the underlying cause of so-called 'psychosomatic illnesses', according to O'Connor. The illnesses we have today may be the result of genetic disposition plus the consequences of stressful conditions, possibly dating back to childhood. He contends that (2005: 17):

"... all these problems - anxiety, depression, addiction, nonspecific illness, personality extremes, and much of the worry that besets all of us - are all tips of the same iceberg, all manifestations of our response to the stresses of contemporary life, all connected beneath the surface, all reinforcing and buttressing each other. Contemporary research shows that you can't fully recover from any of these conditions by focusing on the symptoms. You have to change the way you live."

Unfortunately, if O'Connor is to be believed, that is too difficult for most of us. Instead, we enter into vicious circles where stress is met with more of the same behaviour that made us stressed in the first place. Worry and depression both make the situation worse. Our ways of dealing with the symptoms also compound the problem - taking prescribed or over-the-counter drugs, sleeping pills, alcohol and illegal drugs do not make the underlying cause go away. In fact, they can make the problem worse.

O'Connor (2005: 20) identifies the components of the vicious circle:

* The constant stress puts us into a continuous 'fight or flight' mode that cannot be turned off.
* We try to deny that we are under stress until it is no longer possible to ignore the fact.
* We have natural psychological defences but these often operate through denial and distortion of reality. We didn't get that job because the boss was too stupid to see how good we were (not).
* If we blame ourselves, we get ill. If we blame other people, we cause friction at work or at home - and that leads to more stress.
* We lose touch with reality, and we cope even less well.

We may start regarding ourselves as victims, and even if we do not, the 'perpetual stress response' (O'Connor's term) leads to a nasty and continuous dose of stress hormones in our bodies. And putting pills into our systems is not a solution.

O'Connor's solution is to produce an adaptive spiral, a rewiring of the brain to develop positive coping attitudes and behaviours that make us feel better about ourselves, more confident and able to deal constructively with stressful conditions.

Articles about Stress at Work on HRM Guide

Yesterday's Hero

By Linda Matias

Wonder Woman makes it look so easy. She gets up every morning, fights the good fight, calls it a day, and starts the whole process all over again. This is the way most of us begin our workday. We work hard, accomplish lots, and get up in the morning for an encore presentation.

From childhood we were told that if we put 110% into our careers that we will be shoo-ins for promotions and raises. It sounded like an excellent plan and one that you easily bought into-hard work equals a big return on investment. Good deal.

Then one day you walk into your office only to discover that your position has been eliminated. Not through any fault of your own, but because the powers-that-be made an executive decision to reduce costs. At that moment, you quickly realize that not everything comes from hard work, and you are reluctantly thrown into the job search.
THE CHALLENGE

No matter how many awards you received and no matter how impressive your career progression, the old adage is true: "You're only as good as your last sale." And if you have been unemployed for a while, hiring managers may view your experience as being outdated. To your surprise, a search that you were convinced would take only a few weeks turned into a year-long process.

Since the resume is the first meeting between you and a prospective employer, the way you position your skills is critically important. This is especially true if you want the reader to overlook your unemployment gap and focus their attention on your successes.

If your resume fails to cleverly tackle red flags, the reader will eliminate your candidacy within seconds. With today's job market, it is rare to find a jobseeker who has a flawless work history, and a traditional resume doesn't always properly address the immediate concerns jobseekers are facing today.

THE SOLUTION
This is the reason why professional resume writers recommend a combination resume for those a) who have been unemployed for over a year who want to deemphasize an unemployment gap and b) those considering a career change who wish to highlight relevant marketable and/or transferable skills.

A combination resume integrates the best features of the functional and chronological resume formats. Similar to the functional resume, the combination resume emphasizes skills; and just like the chronological resume, the combination resume sequentially showcases your professional history.
ANATOMY OF A COMBINATION RESUME

The most basic format for a combination resume includes the following sections: Introduction, Accomplishments, Professional Experience, and Education. Below is a breakdown of each section.

Introduction
The opening of a resume serves as a teaser and is called a Career Summary, Professional Profile, or Summary of Qualifications. Whatever term you decide to use, the end result must sum up your value to the hiring organization. Let's take a look at an example:

Goal-driven, tenacious sales and management professional demonstrating award-winning sales record in highly competitive industries. Strong leader and team player; excellent motivational skills to build and sustain forward growth momentum while motivating peak individual performance from members. Experience in managing all aspects of sales development cycle, from prospecting and cold calling through detailed presentations and negotiation to closing follow-up activities.

Notice that the example above provides the reader with a checklist of the candidate's qualifications. From the onset, the reader has a feel for what the candidate can bring to the table.
Accomplishments

Since this section appears immediately after the introduction, it must keep the momentum going. This is your opportunity to showcase the fact that your experience is still relevant, you're still in the game, and you are a serious candidate. Let's look at a couple of accomplishment-based statements.

* Ranked consistently in top 5 company-wide for sales production among staff of 600+ brokers, bringing in $3.5 million in gross commissions during tenure.

* Contributed to success of supervised brokers through hands-on training and mentoring; led team that generated $13 million in commissions.

Notice that the statements are specific and target key achievements the candidate is most proud of.

Professional Experience

This section provides a chronological history of your experience along with a brief summation of your responsibilities. Here's an example of how your professional history can appear.

Vice President, Bay Shore Financial, New York, NY, 2000-2004

Supervised team of 12 brokers in account prospecting and development activities. Conducted in-depth research on stocks and related topics to provide best recommendations for clients. Mentored team members and provided assistance with complex and escalated client issues. Authorized sign-off on large transactions.
Education

The education section can include your college background, technical training, and/or professional development.

Bachelor of Arts, Accounting-LONG ISLAND UNIVERSITY, Brooklyn, NY
BEST OF BOTH WORLDS

A combination resume will allow you to highlight your impressive accomplishments and grab the reader's interest right at the beginning while also providing the chronological work history employers are looking for. Now get out there and knock that employer's socks off!

Seven Habits of Highly Successful Job Seekers

even Habits of Highly Successful
Job Seekers

By Linda Matias

In the job search craze, there are those who land a job right away and those who struggle through the process of finding one for a long time. 'Luck' is usually the response one hears from disenfranchised job seekers when they find out that their neighbor down the street was offered a position after only a two-week search. With many job seekers vying for only a few open positions, the truth is that 'luck' rarely has anything to do with it.

Realizing that their job search campaign doesn't have to be a never-ending struggle, successful job seekers approach the process with patience and persistence. If you want to be among the highly successful job seekers follow the seven steps outlined below.

1. Search with purpose
Instead of trying to fit into a mold set by a hiring organization, target companies that match your goals and career values; doing this will allows you to focus your energy into searching for a position that is a natural fit.
After all, you don't want to find yourself embarking on another search within a year's time because you made a decision in haste.

2. Always be prepared
Be ready for your day's activities by 9 am. Opportunities rarely land on your lap and you have to be prepared for the surprises that may come up during the day. You don't want to be caught sleeping when someone calls to discuss an employment opportunity.
If you find yourself answering the phone like this: "hello? . . . well . . . um . . . well, like I was kinda sleeping. . . how long is this gonna take? . . . who are you again? . . . like I, um, contacted so many places, cuz, you know, like, I can't like find a job . . ." then it is time to reprioritize your needs.
Waiting until your unemployment insurance is about to end before you begin aggressively looking for a position can be a costly mistake. You don't want to find yourself in a situation where you are running low on resources and desperation is about to set in. This is when mistakes are made and your job search may begin to suffer.

3. Develop a job search plan
Organize your job search, map out a strategy, set priorities, and establish goals. Begin your search with a clear focus and a plan. Participate in a number of activities including answering classified ads, posting your resume on the Internet, and going on informational interviews.

4. Bypass Human Resources
A human resources representative is also known as a "screener." The screener's job is to review resumes and match your experience with a checklist of requirements set forth by the hiring manager. If there are enough matches, the human resources representative forwards the resume to the decision maker.
Unfortunately, not much is left to the screener's interpretation. This is why most opportunities are lost - because the screener doesn't have the luxury of making a decision based on instinct; he or she is instructed to follow the lead of the hiring manager.

Since the decision makers (e.g., VP of Sales, Director of Marketing, or CEO) are the ones who determine who is ultimately hired, it is advisable that you apply directly to them.

5. Write follow-up letters
Well-written follow up letters can make a difference as to whether you get hired. A follow-up letter is more than a simple note thanking the interviewer for his or her time. It should be a sophisticated letter that either re-affirms your interest in the position, serves as an opportunity to mention an important point you neglected to bring up, and/or provides an opportunity to offer new insight on a topic that was discussed during the interview.

6. Avoid toxic job seekers
Job clubs are a great way to generate ideas and for networking purposes. However, some are also a breeding ground for negativity. These support groups can inadvertently affect your job search. Take inventory of the job seekers in attendance. Do they offer words of encouragement? Are they supportive of your efforts, or do they feed into your insecurities?
If after such meetings you feel emotionally drained and start to believe your chances of landing a job are bleak, then it's time to search for a new support team.

7. Be good to yourself
There are two types of job seekers. One, that has a laid back approach, and the other that always feels "there aren't enough hours in the day" and compulsively searches for a job without taking a breather.
Following in the footsteps of the latter is the fastest way to reaching burn out and when careless mistakes are often made. Though your job search should be your primary activity, don't allow it to consume your every waking moment.
Every so often take a mini vacation; spend time with people who support you, listen to music and participate in activities you enjoy. Clearing your mind replenishes your energy and will allow you to continue searching for a job with a fresh outlook.

Recognized as a career expert, Linda Matias brings a wealth of experience to the career services field. She has been sought out for her knowledge of the employment market, outplacement, job search strategies, interview preparation, and resume writing, quoted a n umber of times in The Wall Street Journal, New York Newsday, Newsweek, and HR-esource.com. She is President of CareerStrides and the National Resume Writers' Association. Visit her website at www.careerstrides.com or email her at linda@careerstrides.com.

Seven Habits of Highly Successful Job Seekers by Linda Matias, JCTC, CEIP (c) Linda Matias - All rights reserved

What To Do If You're Affraid of Being Fired

Being fired is a common fear these days. Here are a few tips to help you if you think you're in the firing line.

If you hear or are told outright by your employer that some jobs have to go and yours “might” be one of them, what can you do about it? It’s a worrying prospect for many who rely on their regular income to cover mortgages, car loans, school fees, food bills, and all the other expenses of living. What you can do about it depends on the size of the company you work for, your skill level and experience, where you live, the status of employment in your area, etc. If you are afraid of being fire for other reasons, there are still steps you can take, so first let’s take a look at being laid off/made redundant.

1. Get the Truth.
Find out first if YOUR job is on the firing line. You may be worrying for nothing. Don’t just ask other employees – they may merely repeat rumors and gossip. Either have a confidential chat with your immediate Manager, or make an appointment with the Human Resources Manager. There’s no point “worrying” unless you have to.

2. Use Your Contacts
If your job is in jeopardy, depending on your current role, you may be able to put yourself in a position of availability to “head hunters” from other companies. Make contact with people in other organizations and ask about job possibilities, or you can contact the H.R. Managers of other companies and ask them if it is worthwhile submitting your Resume. If you are a member of an association, it’s time to network. Let it be known among those in positions to help you that you are in need of a new position… but be discreet.

3. Update Your Resume
Don’t leave it until the bell tolls before you start sending out job applications and your resume. What if you are not going to “lose your job” for another three months, but it takes 3-6 months before you find another one? Can you afford to wait that long? Start applying now. If you find a job quickly, whether you see out your remaining time with your existing employer or not will depend on whether your “new” employer is prepared to wait. It’s hard when you have feelings of loyalty to your existing employer, but they are planning to get rid of you soon… right now you need to be looking out for yourself.

4. Know Your Entitlements
If staying until the end, make sure you know your entitlements. What settlement is the company offering you? Have you received a termination agreement with everything set out? If in doubt, have it checked by a professional. You have legal recourse if the company does not pay you what you are entitled to under your agreement with them and state and federal laws, and even union rules (if applicable to you) governing such things as redundancy packages etc. In addition to this, find out if you are eligible for any government unemployment benefits – in case you need them.

5. Get References Before You Go
Make sure you get references before you leave the company. You will need them.

Now let’s say you are afraid of being fired for other reasons. Perhaps you made one too many mistakes, or your boss doesn’t like you, or you are being discriminated against for reasons of sex, religion or whatever. If you haven’t actually been fired “yet”, try to find ways to overcome the situation that is threatening you. Can you transfer to a different department? Would a word with your Manager help clear things up? Is there anything you can do to put things “right” or fix them?
If not, and the threat of being fired is real, consider this:

1. Keep a diary of all communications, verbal or otherwise, between yourself and others at your place of employment, including any discriminatory behavior/comments.

2. If you are with a Union, you might like to get advice now rather than leave it too late. For all you know, there may be something else you can do to save your job, especially if it is through discriminatory actions or unfair harassment. If you are not with a Union, contact a legal professional or an employment professional to find out your rights. Even if you are fired, you do have rights. And when you are fired, you still have rights. Have you been unfairly dismissed? You can make a claim if you have. You are also entitled to a settlement payout if you have been fired, so make sure you receive all your entitlements. If you can, find someone “friendly” to give you a good, written reference before you leave.

3. If you are not that happy where you are, update your resume and start looking for a new job. You might consider doing this anyway, particularly if your dismissal has been unpleasant and you have been awarded your job back again… you may find the “after” treatment not much of an improvement on the “before” treatment.

Written by Terri Levine, MCC, PCC, MS, CCC-SLP, the President of Comprehensive Coaching U - The Professional's Coach Training Program, a popular Master Certified personal and business Coach, sought after Public Speaker, and Author of bestseller, "Work Yourself Happy", "Coaching for an Extraordinary Life", "Create Your Ideal Body", and soon to be released "Stop Managing, Start Coaching". She can be contacted via the website http://www.ComprehensiveCoachingU.com or by telephone: 215-699-4949.

Bad Language Can Get You Fired

With the economy threatening recession, a new survey suggests that cursing and cussing in the workplace are not likely to help your career. The survey shows that 36% of bosses in the U.S. have issued a formal warning, and 6% have actually fired an employee for swearing.

The survey of more than two thousand executives conducted by TheLadders.com, specialists in $100k+ jobs, also found that 81.2% of senior executives believe that working alongside a foul mouthed colleague in the office is unacceptable.

TheLadders.com survey looked at how seriously senior managers viewed manners and office etiquette in the current 'F' Word Culture. With 98.7% of survey respondents believing that there is such a thing as 'office etiquette', more than two thirds (69.7%) said that they would fire an employee for bad office manners. 82.4% said that they had given official warnings for making personal calls, talking loudly or wearing revealing clothing.

The top 5 causes for dismissing employees breaching office etiquette were:

1. Bad language (38.4%)
2. Excessive workplace gossip (36.5%)
3. Drinking on the job (35.2%)
4. Leaving the office without telling anyone (33.6%)
5. Too many personal calls (28%)

While more than four in five employees found swearing in the workplace unacceptable, the most offensive behavior in the office is stealing a colleague's food from the office refrigerator. No fewer than 97.8% of respondents said that fridge raiders were the worst possible offenders of workplace etiquette. The breaches of office etiquette most often cited by survey respondents featured:

* Eating someone else’s food from the fridge (97.8%)
* Bad hygiene (95.6%)
* Bad habits (88.2%)
* Drinking on the job (85.7%)
* Wastefulness with paper (82%)
* Swearing (81.2%)
* Cooking smelly food in the office microwave (74.1%)
* Sneaking peaks at the BlackBerry in meetings (63.5%)

According to Marc Cenedella, TheLadders.com's CEO and founder:

"Some argue that in the 21st century employers should move with the times and accept a more casual work environment. But employees beware, in every office there exists an invisible line between professional and unprofessional and it is very clear from our survey results that some common behaviors definitely cross the line."

www.hrmguide.com

Aging Workforces

A survey by the National Association of Professional Employer Organizations (NAPEO) found that almost a third of small-business owners are creating 'knowledge transfer' plans - transferring key knowledge from older to younger workers - as a means of coping with the retirement of millions of baby boomers.

11% of the 400+ U.S. small business owners in the survey said they had fully established plans with a further 17% developing them.

Gene C. Wilson, president of PANTHEOS, a professional employer organization, comented:

"Small-business owners value their older workers and want to make sure the knowledge they’ve gained over the years is conveyed to younger workers now. In fact, small businesses are outpacing larger firms in planning."

The survey also found that more businesses are reporting that older employees are delaying retirement - 37% compared to 18% in 2007. The main reason is that they enjoy working but financial reasons also play a part.

According to Gene Wilson:

"An aging workforce is creating major changes across the nation, yet small businesses show they are ready. The NAPEO survey shows their great flexibility in the midst of these changes.

"The good news for small-business owners is a growing number of baby boomers are willing and able to continue working," Wilson added, pointing out that businesses with plans for older workers will have a strategic advantage over competitors caught unaware and unprepared.

"Business owners will want to hold onto good people, no matter what their age," said Wilson. "That’s why such a large percentage of them are formulating plans to proactively retain these older workers for their valued skills, knowledge and experience."
Accommodating Older Workers

More than one-third (34 per cent) of all American employers - and nearly half (46 per cent) with 25 000 or more workers - agree that the aging workforce will have a significant impact on their company. However, more than three-quarters (79 per cent) have not taken any steps to accommodate older workers, according to the MetLife Employee Benefits Trend Study conducted in 2006.

The study, based on separate surveys of employees and HR/benefits executives, found that 33 per cent of baby boomers (aged 41-60) have not yet decided when they plan to retire. More than half (58 per cent) of young baby boomers (aged 41-50) are worried that they will have to continue to work either full- or part-time to live comfortably during retirement and 61 per cent say that 'outliving retirement money' is their number one retirement-related fear. Fuelling these concerns is the fact that 27 per cent of baby boomers admit to being 'significantly behind' in their savings, and one in ten hasn't even started saving.

The MetLife study found that older workers are generally more satisfied with their jobs and more loyal to employers; 67 per cent of pre-retirees (aged 61-69) reported high levels of job satisfaction and 75 per cent indicated that they were very loyal to their employers. Comparative figures for all employees were 44 per cent and 46 per cent respectively. Pre-retirees are also more likely to report that benefits are an important reason they remain with their employer.

The study argues that companies must grapple with a host of benefits-related issues specific to aging employees. Senior management ranked 'health-care costs' as their top benefits-related concern (81 per cent). The impact of the aging workforce is especially significant for the largest companies. Roughly one-third of employers with 25 000 or more workers cited 'long-term care issues' (35 per cent) and 'benefits for retired employees' (44 per cent) as a key concern in 2006. Companies with fewer than 50 employees rated these as key concerns in only 14 per cent and 18 per cent of cases.

The study found that, in addition to protection products such as disability and long-term care insurance, older employees are increasingly turning to the workplace for financial planning advice. Currently over half (56 per cent) of pre-retirees are interested in having access to financial planners to help them make decisions about 401(k) money. In order to help employees address the needs of guaranteed income in retirement, nearly half (46 per cent) of the largest companies - and 31 per cent of companies with 500 or more employees - currently offer annuities through the workplace as an employee benefit.

Other key survey findings include:

* Longevity is a significant, but overlooked retirement risk. Many people will live up to 40 years in retirement, so ensuring a steady stream of income is crucial. While most (72 per cent) pre-retirees have tried to calculate how long their savings will need to last, only half (50 per cent) of baby boomers have taken steps to factor longevity into their retirement plans.
* The oldest baby boomers will reach traditional retirement age in five years time. Approximately one-quarter (26%) of all baby boomers do not allocate any of their monthly household income to retirement savings vehicles. As a result, 38 per cent expect to remain behind in their retirement savings five years from now. Equally concerning is the fact that employees aged 51-60, who only have a few years left to accumulate savings, are allocating, on average, only 10 per cent of their monthly household income to retirement savings products.
* Nearly half of all employees are worried about providing for their own (47 per cent) and their spouses' (49 per cent) long-term care needs. Long-term care insurance was ranked as their most valued benefit by 16 per cent of employees, doubling from 8 per cent in 2004. Long-term care insurance is offered by nearly half (46 per cent) of all companies and 81 per cent of companies with 25 000 or more employees.

Maria R. Morris, executive vice president, Institutional Business said:

"Over the next decade, the aging workforce will transform the way that both employers and employees think about work and retirement. With increases in longevity, many workers recognize that they may need to stay in the workforce longer to fund their retirement, which could last 30 years or more.

"Employers that make a long-term commitment to accommodate their older workers - not just through the physical environment or flexible work schedules, but by providing access to critical employee benefits that can protect an individual throughout their lifetime - will reap the benefits. Many older workers feel a strong sense of loyalty to their companies and expect the same in return. At a time when baby boomers are nearing retirement - and increased longevity is enabling many of them to work productively well into their 70s and 80s - older workers may prove to be the solution to the impending talent shortage. It's crucial for companies to identify a strategy for retaining trained, experienced workers and keeping them satisfied and engaged."

www.hrmguide.com

FINDING A JOB

Sunday, April 20, 2008

by ResumeEdge.com

You know exactly what kind of career you want. Your resume is perfect. You've forced your friends to spend hours asking you practice interview questions. Everything is in order - except you don't know how to go about finding the job openings.

The first step is to shift your networking skills into high gear. Start asking friends and family members to ask their co-workers, friends, hairdressers, optometrists, accountants, and other acquaintances if they've either heard of any available, relevant job openings, or if they know of someone to whom you ought to talk.

Another good way to make connections is to contact your college alumni office or career services center to see if either has a list of alumni who have volunteered to serve as mentors and contacts to young jobseekers.

Also, if you've held internships in the past, get in touch with your employers and co-workers from those experiences and ask if they can point you in the right direction.

While there's truth to the adage that the best jobs are never advertised, that doesn't mean you can't find a good job outside the networking realm:

* Check out Internet job listings.
* Go to trade websites for the career field in which you're interested. Often, occupations have professional associations with websites that include job listings. If you don't know the name of the association or trade organization that unifies your potential colleagues, do a search or ask someone in the field. Those websites are also an excellent way to cull contact names.
* Go to job fairs. You can usually find advertisements for job fairs in your local newspaper.
* Visit the websites of companies for which you would like to work. See if they have any job listings posted within the site.
* If you're interested in working for a medium- or large-sized company, call the human resources departments of potential employers and ask if they have any job openings.
* Read the classified section of the newspaper. If you want to relocate, find out what newspapers serve the places you'd like to live and then browse those papers' classified sections on the web.

The most important thing to remember is that the job search is often like a roller coaster ride. You might find some great opportunities, only to find that positions have been filled. And, in turn, you might investigate something you don't think you're interested in, only to strike a gold mine. The important thing is to keep you head up, and keep pushing forward. As long as you're persistent and patient, you will either find a good job, or you'll find a job that will serve as a transitional job that will open doors for you.

Determining Your Skills

by ResumeEdge.com -

Job listings rarely read, "Wanted: Philosophy majors specializing in Socrates," or "Calling all English majors for top jobs at high-profile firm," or "Were you a history major? Earn six-figures for performing intellectually fulfilling work."

If you are a liberal arts major, targeting potential employers and marketing yourself may seem a monumental, if not impossible, task. You should have majored in electrical engineering, right?

Wrong. Sure, your technically-trained friends generally don't have much trouble determining which employers to target and how to showcase their tangible skill sets. But, with a savvy approach to getting a job, you are just as likely as a computer science major to find meaningful work. And, best of all, your liberal arts degree generally isn't limiting: You have the freedom to do nearly anything they want.

The first step is not to think of yourself in terms of your specific degree. Companies often do not hire students because of their specific degrees - instead they use job applicants' skills as criteria for filling positions. So, instead of asking, "What are good jobs for Romance Languages majors?" ask, "What are my passions and strengths? What skills do I have? What do I want to be doing in my job?"

The first step in responding to these questions is to honestly address what you love to do. What fascinates you? What do you find compelling and fulfilling? Once you've answered these questions, address what skills you can bring to the work place.

Your first response may be that after four years of college, your skills amount to doing close readings of King Lear and analyzing the socioeconomic implications of the Kennedy administration. However, according to Phyllis R. Stein, a career coach in the Boston area, liberal arts majors tend to have a lot of skills they don't even know they have. "It's not just that you took a Shakespeare class," Stein says. Instead, she explains, in that Shakespeare class you honed your researching skills, you learned to make coherent presentations, and you refined your ability to organize your thoughts in writing.

Stein adds that liberal arts majors generally have excellent administrative and management skills. They write well, they can think critically, they can analyze problems, and they can communicate well with co-workers. Liberal arts majors can work simultaneously with big picture concepts, and with the small details that fit into these large visions. They are also, she says, adept at adapting to the vocabulary of different occupational fields. For example, the jargon of marketing, law, and accounting is such that different words in each field often have similar definitions. Liberal arts majors are good at achieving fluency in many different occupational languages, simply by virtue of spending their undergraduate careers using terminology specific to English, philosophy, and history. This versatility is helpful to liberal arts majors as they tailor their resumes and job applications to prospective employers.

Also, when you assess your skills, don't forget the skills you gained from doing volunteer and extra-curricular work.

Self Assessment

by ResumeEdge.com - The Net's Premier Resume Writing and Editing Service

To many recent college graduates, the most difficult part of finding a job does not involve formatting resumes, networking, and answering interview questions with panache. Instead, these tasks sound like a cakewalk compared to the seemingly monstrous exercise of figuring out what jobs to apply for in the first place.

However, according to Phyllis R. Stein, a Boston-area career coach, the process of figuring out the best career for you need not be overwhelming or mystical. "Trying to figure out where you're going is a very logical process," Stein says, likening it to following a cake recipe or methodically cleaning a car engine.

A common mistake Stein says she has noted in her clients is a tendency to assess the job market; pinpoint where the plentiful, lucrative jobs are; and then, without a second thought, direct their energies toward entering that field. The problem with that approach, however, is that a career in the hottest, trendiest field might be a terrible match for the jobseeker, and the choice to blindly enter a particular field can lead to unhappiness and a jarring career change later on.

Instead, Stein encourages her clients to devote themselves to figuring out their occupational callings before they even think about the job market. By divorcing the process of self-assessment from the reality of landing a job, Stein says her clients are better able to choose satisfying careers.

Stein's Recipe for Self-Assessment:

1. Accept that the self-assessment process is not instantaneous. Rather, Stein says one year is the average period her clients need to identify careers that match their personalities and desires. It's important not to get frustrated and to be patient! During the period of self-assessment, Stein says her clients often hold jobs that they don't want in the long-term so they can make money and meet their basic needs while they make important discoveries about what they ultimately want to do. Also, Stein warns he clients not to feel discouraged or overwhelmed by their peers who went straight from college to law school or medical school and who seem to have been born knowing they wanted to do with their lives. At any given point, Stein says the a quarter to a third of her clients are doctors and lawyers.

2. Decide what you want out of your job. Ask yourself what it is about a job that will make you excited to go to work every day. What do you want to get out of your work? Some answers might include prestige, power, control, money, a sense that you're helping others, and creative stimulation. Be sure to be honest with yourself instead of answering in terms of what you think you should say.

3. Make a list of the skills you will bring to your job. Think of everything you have to offer an employer. Are you a good writer? Can you make sound financial models? Do you have a good eye for design? Are you well-organized?

4. Make a list of skills you want gain from your job. What have you always wanted to learn how to do? Do you want a job that will hone your number-crunching skills? A job that will perfect your presentation and speaking skills? A job that will push you to learn a foreign a language?

5. Involve your friends and family in your brainstorming and list making. Share your lists with those close to you, and ask for feedback. The people around you who've heard you complain about your job and who've watched you do things you enjoy will likely have valuable insight into what you want out of a job, what skills you have, and what skills you want to gain.

6. Make a list of careers that match your discoveries thus far. Again, enlist your friends and family. Ask them what careers they think of when you mention your new-found criteria. Read job descriptions and see if you find occupations that either match your needs or that spur your thoughts about what careers you might like.

7. Read articles and books about the careers in which you're most interested. Through this process, you will eliminate some of the careers you thought were contenders. You will also gain a sense of why the remaining ones appeal to you. Usually, at this point, you would have three or four possible careers in mind. It is not a problem, Stein says, if those careers seem dissimilar or unrelated.

8. Conduct informational interviews . Use these meetings with seasoned professionals as an opportunity to further explore what it's like to work in a particular field.

9. Shadow others who have the kinds of jobs you think you might want. Stein says her clients often learn things about the day-to-day experience of certain careers that that they could not have learned anywhere but on the job. For example, Stein says she once had a client who thought she wanted to work in flower shop. However, after shadowing a local florist, the client crossed that job off her list because she didn't like that she would have to stand on cement floors all day and that the air temperature had to be uncomfortably chilly so that the flowers wouldn't wilt. Often, after shadowing a few different people in different careers, one career will rise to the surface as the best match.

10. Intern in the career field you think you've chosen. Through an internship, you will solidify your plans, and you will probably develop specific areas of interest within your career choice. Internships are also a great way to make contacts and meet potential employers.

Diversity

Wednesday, April 9, 2008

Few Organizations Define Diversity

While organizations tend to believe that diversity in the workplace is important, only 30% have an agreed definition of 'diversity', according to a recent Society for Human Resource Management (SHRM) report.

The 2007 State of Workplace Diversity Management Report is based on a year-long study on the status of diversity in the workplace conducted in partnership with the American Institute for Managing Diversity Inc. The survey included 993 human resource professionals and 330 diversity practitioners from a range of organizations, including publicly and privately owned companies, non-profits, and the education sector:

While the report states that there is evidence of more awareness of diversity in a general sense, managing diversity continues to be a challenge. Specifically, among other hurdles to diversity management, survey respondents emphasized that the field:

is not well-defined or understood
focuses too much on compliance, and
places too much emphasis on ethnicity and/or gender.
Frank McCloskey, survey contributor and vice president of diversity at Georgia Power said:

"The field is stuck, with little innovation in how we are tracking diversity. There is lack of discipline and understanding of what diversity means beyond race and gender or how success is being defined, or not being defined, by most corporate diversity and inclusion initiatives."

A survey of more than 1,400 HR professionals and diversity practitioners within the project asked them to evaluate the role of diversity practices in accomplishing specific business objectives:

Around half (52%) felt that to a 'large extent,' diversity practices create a work environment or culture that allows everyone to contribute all that they can to the organization.
To the same extent, 49% considered that diversity practices achieve appropriate representation of racial and ethnic groups.
48% believed that diversity practices enhance, to a large extent, the ability of people from different backgrounds to work together effectively.
Other significant findings in the report include:

Small companies - those with 99 or fewer workers - are least likely to have an official definition of diversity
Public/government organizations are more likely to define diversity than private non-profit and for-profit organizations
About 75% of HR professionals said that making full use of the workforve's diverse talents was strategically important to their organization. This group wanted greater emphasis on the positive relationship between diversity and business results.
SHRM President and CEO Susan R. Meisinger commented:

"Our research confirms that most organizations currently have diversity policies and practices in place. But, while policies mark a significant step forward, challenges remain."

Previous Article - Communicating workplace diversity a top priority
September 13 2003 - Research earlier this year for the New York Times Job Market showed that top managers at organizations with established workplace diversity programs support these initiatives by communicating them as:

- top priorities to employees (91%)
- top priorities to to their customers or the business community (73%)
- by funding diversity recruitment and retention initiatives (65%)

These findings came from telephone interviews with 500 hiring managers across the nation conducted by Beta Research Corporation to identify trends in workplace diversity. 350 diverse job seekers (74% African-American, 21% Hispanic and 4% Asian) were also surveyed through minority-focused websites.

They also found that nearly all hiring managers (92%) in businesses with diversity programs said that their senior managers strongly supported workplace diversity as a company goal with 72% saying that diversity initiatives were included in their company's business strategy.

Defining Diversity
More than half of hiring managers (55%) and two-thirds of job seekers (67%) said they defined diversity as a mixture of people of different backgrounds, races and cultures. When asked what ideas they associated with workplace diversity, hiring managers said:

Equal opportunity
Fairness
Inclusive culture
Affirmative action 93%
92%
76%
72%

While job seekers said:

Equal opportunity
Fairness
Inclusive culture
Affirmative action 95%
88%
54%
77%

Recruiting Diverse People
Two-thirds (67%) of organizations surveyed said they were actively recruiting diverse job candidates. Just over a quarter (27%) of hiring managers said that the attrition rate for their minority employees was higher than that of non-minority employees. 14% of hiring managers (14%) said their organizations had introduced retention programs that were specifically designed to retain minority employees. Their hiring practices included the following tactics:

Use referrals by current diverse employees
Advertise to brand their organization as diverse
Place help-wanted ads in publications targeting diverse groups
Reach out to associations representing diverse groups
Place help-wanted ads on Web sites targeting diverse groups
Sponsor and promote mentor programs for diverse employees
Sponsor and promote affinity groups for diverse employees
Target historically African-American or Hispanic universities 78%
62%
59%
55%
51%
42%
24%
22%

Minority job seekers said the following factors were important to them and found them to be helpful criteria when evaluating potential employers:

Company's support of work-life balance
Company's hiring/cultivating of diverse employees
Company's ranking on a "Best Places to Work" list
Strong mentor program
Company's sponsorship of affinity groups
Company's ranking on a "Best Place for Diverse Employees" list
70%
65%
49%
43%
40%
29%

Diversity Retention
When asked to identify specific initiatives that were very valuable to their organization's diversity retention efforts, 55% of hiring managers cited affinity groups as being very valuable and almost all employers (92%) said they used affinity groups to reach workplace solutions that were acceptable to all employees.

In businesses that actively recruit diverse candidates, most hiring managers say that their company:

directs efforts toward building a culture that is more inclusive of all employees' needs (88%)
generally supports work-life balance and overall flexibility (93%)
uses a diversity program as the first step toward creating such a culture (93%)
To measure the progress of diversity initiatives, hiring managers said they looked at their company's percentage of diverse talent in non-management positions (51%), management positions (21%), highest paid positions (15%), on the company's board of directors (11%) and total purchases from minority owned businesses (9%).

Impressive Titles Are More Than Cheap Rewards

More and more organizations are doling out impressive-sounding job titles, many including superlatives such as 'chief'. One reason is to stop key executives from leaving, according to Michael Jalbert, president of MRINetwork, a major search and recruitment organization. But titles such as chief marketing officer, chief innovation officer, and chief risk officer also mark the extra responsibilities that CEOs are delegating to senior staff.

Michael Jalbert said:

"CEOs and presidents of companies realize that running a successful business requires an effective leadership team. Many top executives have more autonomy in the running of their departments than ever before. This results in a greater sense of ownership and fosters loyalty."

Jalbert considers that 'chief' titles are best used to signal strategically important issues in the organization. For example, banks often have a chief risk officer now to make sure that they are in compliance with laws governing accountability. And many businesses have a chief marketing officer to show the importance of customer acquisition. But organizations expect results in return for these titles.

"If the CMO can't deliver results fast enough - such as increase market share and improve brand awareness - they don't last long," said Jalbert.

Retaining top talent is a particular problem in organizations with flat structures. Inventing posts with prestige titles is one of the few options to keep employees happy in their careers. "Some of the more creative ‘chief' titles cater to the desire of up-and-coming managers to possess titles that reflect what they do. This generation of workers is unimpressed with traditional titles and impatient to get ahead. They're also willing to change jobs to get what they want," he said.

But 'title creep' can be counter-productive. Jobs that do not deliver on impressive titles repel rather than retain talent. "People can easily see through new titles that offer prestige in name only. If the job doesn't also bring added responsibility and recognition, employees can feel that they are being manipulated," said Jalbert, observing that the title "vice president" has become so common that it is almost meaningless.

"Meaningful recognition within the organization is critical," said Jalbert. "Mere titles won't suffice in the long term."

Celebrity CEOs
Executive titles, rewards and personal self-belief are inter-twined. Mathew Hayward of the University of Colorado at Boulder and co-authors Violina Rindova and Timothy Pollock of the R. H. Smith School of Business at the University of Maryland at College Park published an intriguing paper "Believing One's Own Press: The Causes and Consequences of CEO Celebrity,"in the July 2004 issue of Strategic Management Journal. In this paper they pointed to the unhealthy relationship between CEOs' belief in themselves and the way they were written up in the media. They argued that executives should not believe their own press bevcause it tended to become bad news for their organizations.

According to Mathew Hayward, who has since written a book on the same theme (Ego Check: Why Executive Hubris is Wrecking Companies and Careers and How to Avoid the Trap), journalists often create an inflated image of CEOs by attributing their organizations' positive performances solely to their CEOs' strategic actions. The trouble begins, said Hayward, when they start to believe the hype.

"What you have is journalists affecting the outcome of how businesses are run by affecting the CEO," Hayward said. "Once CEO celebrities are created, they tend to believe the hype and see themselves as invincible. I think this has greatly contributed to the CEO excesses we have seen over the past few years."

The public are fascinated by celebrities and perhaps the media is just giving the public what it wants, more celebrities. But Hayward says there's more to it than that:

"The public wants to believe that individuals are in control, so they happily accept these accounts as being true.

"When CEOs display idiosyncratic personal behavior in public, it becomes easier for journalists to provide accounts that bolster attributions of the firm's action to its CEO.

"By and large this is very dysfunctional for the company, because when CEOs buy into their own celebrity, they will tend to want to have the company revolve around them. Most notably they will want to continue the behavior and actions that got them on the magazine cover, which isn't necessarily good for the company."

Family Issues and Performance

Saturday, April 5, 2008

Concern for Family Issues May Boost Performance

Employee support programs are vulnerable to elimination in times of economic downturn due to bottom-line-only decisions according to Susan Lambert, Associate Professor in the School of Social Service Administration at the University of Chicago.

In a new book, Work and Life Integration: Organizational, Cultural and Individual Perspectives, co-edited by Susan Lambert and Ellen Ernst Kossek, Lambert argues that the business case for providing workers with supports for their personal lives is currently outdated and needs to be changed. "The field's quest to make a business case may have come at a cost," Lambert said. "Many early, formal employee supports largely operate as employer supports. They were designed to help workers keep their personal responsibilities from interfering with their job involvement and performance. The more time you spend with your children, the less time you're likely to have for your work."

Lambert considers that this attitude is slowly changing. In particular, a group of not-for-profit organizations concerned with work and family issues has begun to argue that the business case should be addressed at the bigger picture and move from "a narrow focus on short-term profitability to a longer-term strategy of investing in employee and community well-being."

For example, programs such as on-site day care have been offered and promoted by some businesses as a means to improve profitability by reducing employee absenteeism and turnover, said Lambert, who, along with doctoral student Elaine Waxman, also reports on research conducted in Chicago-area corporations in the book.

Still, a business case needs to be made for accommodating family interests when dealing with employees. Employers must group work-life policies with other human resource strategies that invest in workers, Lambert said.

Contributors to the book contend that firms should be reminded that they gain a competitive advantage when they pursue their profits through quality enhancement, rather than cost containment. In doing that, they need to discuss ways employees add value to service and production.

"Part of making the case for the importance of workers' contributions to firm success would be to highlight how lower-level workers are on the front lines of customer service and technological innovation," Lambert said. That position would show that firms gain competitive advantages when they design jobs that allow employees to add value to firms through their work.

Those changes provide the basis of broader policy improvements discussed in the book. Current research also shows that laws to improve situations for workers seeking to deal with family responsibilities have been ineffective. The Family and Medical Leave Act, which allows workers unpaid leave to care for newborn children or other family members with serious health problems, is available to workers at about 11 percent of the nation's work places and covers 55 percent of the work force.

Lambert and Waxman found that workers in lower-level jobs often do not receive sick or vacation time or employer-sponsored health insurance. "Thus, an important step in a new business case would be to focus on barriers to distributing supports that are available in many work places today, at least on the books," she said.

Lambert said employers who implement work-life policies and researchers should work together to develop a new understanding of the role of work-life issues. "It has been our experience that few employers systematically collect data to quantitatively or qualitatively evaluate the effectiveness of their work-life policies."

Longitudinal studies would help employers define the links between work and family life, and multi-method studies also could contribute to understanding the causes and outcomes of frictions between workers and the workplace, Lambert said.

Lambert added that in general, research in the work-life field needs to become more rigorous, so, for example, definitions of various terms have more consistent meanings, and so researchers look beyond two-income, married couples and their problems to examine the issues that affect low-income, single heads-of-households. Researchers also have focused a great deal on individuals and their family needs and not enough on the nature of work itself, she said. Work and Life Integration: Organizational, Cultural and Individual Perspectives is intended to overcome that problem.

"The book chapters help direct attention to the ways in which conditions of employment are critical to worker and family well-being, revealing multifaceted and reciprocal relationships," she said.

Lambert examined hospitality, transportation, retail and financial service jobs, and found a high degree of turnover and very limited opportunities for workers to organize their work life around family needs. She also found that in some workplaces, temporary workers fill lower-level jobs with low wages and few benefits. These temporary workers share the workload with regular employees who have job-related benefits. In general, employers often distinguish jobs by status rather than tasks, which is leading to increased stratification in the workplace, she said.

"Given the widening gap in well-being between citizens lodged at the top and the bottom of America's income distribution, it seems important to develop insights into how workplaces might play a role in diminishing inequality in those opportunities essential to balancing work and family life, and ultimately, to improving the well-being of workers, their families and communities," she said.

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