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How
do I get Hunted by the Headhunter? By Stacy Pursell If you are not receiving calls from
headhunters in your industry, you are more than likely not on their radar
screen. So, how do you get on
their radar screen? First of
all, make yourself known. The
more well known you are in your profession, the easier it is for
headhunters or professional search consultants to find you.
In order to take advantage of this “premier” method of
recruitment, you should keep the following in mind:
Headhunting is the covert arm of the
recruitment world, and much of the work is secretive because companies
don’t want to alert their employees or competitors of their intentions. It is important that you seek out search
firms that specialize in your profession, and begin to form a relationship
with the consultants there. Inform the consultant as to whether you are an
active job seeker or a passive one. An
active job seeker is someone who is actively seeking another position now,
and a passive one is someone who would like to know about relevant
opportunities from time to time but would be motivated to leave for a
better opportunity. Register
your resume with the leading search firms in your industry, and stay in
touch with the consultants there. Be honest and clear about your plans and
career goals when talking to a headhunter.
Don’t e-mail your resume to many headhunters.
They will prefer to work with you exclusively. One or two firms may
be acceptable, but a headhunter will be less likely to work with you if
you have sent your resume to many firms.
Headhunters tend to recruit the “cream of the crop,” and the
“cream of the crop” professional uses discretion as to whom they will
send their resume. If you
have blasted your resume everywhere online, you will not be considered to
be in that elite class and will most likely appear desperate. Another way to get noticed by professional
search consultants is to participate in social networking sites. These
sites offer excellent opportunities to build networks of contacts that are
relevant to your industry. Networking
is critical to improve your chances of getting headhunted.
Be sure to attend industry events.
You will spot the headhunters because they are the ones doing the
most networking. Hand out
your business cards to recruiters, and try to meet with them. What should you do when you get a call from
a headhunter? Be polite and
professional. If the position or timing is not right for you, offer to
help them with their search. Provide them with names or contact
information of other qualified professionals. Headhunters remember people
who have helped them, and one day this consultant could be the one to
deliver your next job to you on a “silver platter.”
If you are unfriendly or unwilling to engage them in conversation,
they will be less likely to help you in the future.
In addition, you could be causing damage to your career. When you
are contacted by a headhunter, you should send a resume. Having your
resume on file will make it more likely that the recruiter will contact
you again. When working with a headhunter, it is best to follow their lead and advice and allow them to handle the negotiations. Remember, they are skilled professionals and know the search business and the employer better than you do. Headhunters work on a confidential basis, so it is in your best interest that you keep the information they provide you confidential, as well. Happy hunting!
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In what some analysts are calling the worst
housing slump since the Great Depression, employers are paying more to
get reluctant employees and new hires to sell their homes and relocate
for work.
Employees are more reluctant to move because they worry about their ability to sell their homes without taking a loss. Fourteen percent of employers say they're more willing to pay to relocate new employees from another area to their company's location this year compared with last year, according to a joint survey by CareerBuilder.com and Apartments.com, and conducted by Harris Interactive. The survey included 2,417 hiring managers and 5,727 employees, and had a sampling error of plus or minus 2 percentage points. "What's going on in the housing market is causing an increasing reluctance for candidates to consider relocating," says Sally Stetson, co-founder of Salveson Stetson Group, a Philadelphia executive search firm. "Employers are much more willing to extend corporate housing on a month-to-month basis." When asked how much they'd be willing to spend to relocate an employee, 40% say more than $1,000. One-third is willing to spend more than $2,500, and one in 10 is willing to spend more than $10,000. What employers are doing: •Extending temporary housing. Employers are extending temporary housing allowances from two to three months to up to eight months, an indicator of how hard it is today for relocating employees to sell their homes. •Purchasing employees' homes. Larger companies in some cases will buy the new employee's home as a buyer of last resort. Home Depot (HD), for example, will buy a relocating employee's residence once it's been on the market for 90 days. In a different approach, some companies offer to subsidize part of a relocating employee's cost of renting a home in a new location. "Companies know it's a tough time, and they're willing to make it attractive" to relocating employees, says Karen McRae, a vice president at Jenny Pruitt & Associates, an Atlanta real estate firm. •Letting employees long-distance commute. Some companies will let a new hire or employee who can't relocate work remotely, or let them commute long distances, going to the main office less frequently. IBM (IBM) has a large virtual workforce, which helps employees in today's market because they can often have the flexibility to work where and when they want. Forty percent of IBM's global population of 355,000 works from a remote location — about 50,000 in the USA, up from 10,000 in 1995. Employees with families "can hit the ground running if they don't have to relocate," says Dan Pelino, IBM's general manager of global health care and life sciences. "You can find the best talent, independent of where they live." Five Signs It's Time to Find a New Job By Suze Orman <http://www.suzeorman.com> Building a satisfying career requires a commitment to playing offense rather than defense. Take control of your job destiny and make the moves that will put you in a position to actually enjoy your work. Simply waiting for things to work out, or sticking with a bad situation -- playing defense -- is a breach of self-respect. You deserve to enjoy your job, to feel appreciated and challenged by it, and to be fairly compensated for your work. If that's not how things are playing out at the moment, it's time to take responsibility for your future. Now I'm well aware of how daunting it can be to contemplate changing your job, let alone changing careers. And it can take time. But you can't afford to just suck it up and stay in a job or industry that bores or frustrates you. Professional dissatisfaction is bound to seep into your personal life: You -- and your loved ones -- shouldn't be resigned to having you spend the majority of your time unhappy. Deep inside, you probably already know if you need a new job. But let me provide the final nudge: If any of the following scenarios ring true, it's time to make a change. 1. Friday Is Your Favorite Day: If all you can think of Monday morning is how many hours until Friday, quitting time, you've got a problem. You don't have to love every minute of every working day, nor every colleague all the time, but if your overriding approach to the work week is dread, don't stay where you are. 2. You're Bored: If you still have another 10, 20, or 30 years of work ahead of you, coasting is not an option. What seems "easy" now is actually very dangerous. Rather than growing in your career, you will stagnate. You won't get the promotions -- and raises -- you want, and you won't acquire the skills to keep professionally growing. 3. Stress Is Your Middle Name: Yes, every job comes with stress, but it's up to you to measure the magnitude of what your work takes out of you. If you feel incredible pressure throughout your time at the office, take your work home with you, and then can't sleep because you're wound up so tightly, you need to rethink what you're doing to yourself. 4. You're Under-appreciated (and Overworked): You deserve respect. It's that simple. If you have a boss that doesn't value your work, or your company doesn't treat its employees well, it's probably time to move on. Of course, it always makes sense to try and turn around a bad situation. Talk to your boss about how you can better work together, or look for other opportunities in the company. But please don't play martyr and suffer through a work atmosphere that makes you feel "less than." 5. You Keep Saying, "If I Could Do It All Over, I Would Be a ....": Don't sell out your dreams so fast. If you're constantly thinking about doing something else with your work life, you owe it to yourself to see if you can make a go of it. However, switching careers can take years of planning, both in terms of scoping out the new work and preparing for the financial changes the switch can entail. The career you start with is not necessarily the one you must end with. While I'm all for chasing dreams, you're not to use the going-back-to-school excuse to get out of a job you dislike. Going back to school is not a career plan. Scoping out a job or industry that truly interests you, and then researching what it will take to both start and succeed in that field is a career plan. If, after all that research, it's clear that you need to goback to school, then go for it. Don't Wait Till You Hit Breaking Point Recognizing you need a new job is the easy part. What's hard -- and often paralyzing for so many -- is how to move forward. Being stuck seems to have become a career stage. Let's get you moving forward in your career.The most important step is to take responsibility for your future. The idea here is to strategize and plan. Think about where you want to be one year or three years from now. Let your boss know your career goals -- don't assume he or she can read your mind. If your boss isn't interested in your career progress but you like the company, scope out other opportunities at the organization.Looking before you really need to is even more important if you'll be searching among new companies that have no idea who you are. It's going to take time. So please start looking for a job now if you want to make a move within the next six months. It's your job to make your career work for you. Suze Orman www.suzeorman.com is the author of five consecutive New York Times bestsellers and has written, co-produced, and hosted five PBS specials based on those books. She is also the most successful single fundraiser in the history of public television. She hosts the award-winning "Suze Orman Show," which airs Saturday nights on CNBC in America, Asia, and India. She is contributing finance editor to "O: The Oprah Magazine," "O at Home," and the "Costco Connection Magazine."
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Working Friendships: Can They Work? By Diana Wraight Your diligent search has paid off! You've been notified of an interesting career opportunity. It's exactly the position you've been hoping to find. It's a move up in the area you've targeted for your next growth experience. There's even more good news: You have a friend working in the department. The only bad news is, you have a friend working in the department. Which is it? According to Dr. Jan Yager, author of Friendshifts: The Power of Friendship and How It Shapes Our Lives, working with a friend could be either good or bad—or both. Initially, you may have the benefit of knowing the true culture of the organization, along with an evaluation differing from that of the standard company brochure. Think about it. An existing friend at a new job will completely eliminate the awkward "I don't know a soul" phase. You'll have immediate answers to all those pesky "first week of work" questions. You'll have a built-in stress reducer: lunch with a friend. But how will working so closely with a friend affect your career? Just as important, how will it affect your friendship? "Same-level friendships are safest and easiest to maintain," suggests Yager. "By being at the same level, you eliminate the potential problems that may occur if one friend has to supervise, criticize, critique or evaluate the other." Competitive Edgy One young woman recalls being urged by a friend to apply for a position within her department only to be called a short time later and asked to cancel the interview. The friend had reconsidered; she was concerned about allowing career competition to enter their relationship. She realized that although they would begin at the same level, eventually one could become manager to the other. Casual works. Yager believes casual friends have fewer obstacles to overcome in the workplace. "It is easier to keep a clear business head when the friendship is only a casual one; the stakes in maintaining it are smaller than for a close or best friendship. "The valuable contributions that casual friends make in the workplace include aiding productivity, fostering a greater sense of teamwork, providing a sounding board and helping workers feel they are part of a corporate family," she explains. Discretion: A final word of wisdom for all work friendships. You've explored the pros and cons of a position that requires you to work with a friend, and you've decided to accept the opportunity/challenge. Yager offers the following advice: "Avoid discussing intimate concerns at work, or revealing confidential information about each other or your family or friends, even in the less-than-private lunchroom or bathroom settings. Not only is it poor business protocol, it could put you or your friend's standing at the firm in jeopardy. Furthermore, it could create ill feeling among peers or other workers who perceive there is favoritism or influence peddling going on." In other words, apply the same common business sense and sensitivity you would to any work environment. Always protect your professionalism, appreciate the opportunity to work with a valued friend, and understand the need to separate work issues from those of friendship. Diana Wraight began her freelance writing career as a feature writer and columnist for a Midwestern U.S. newsmagazine. In addition to writing for the web, the Purdue University graduate's background includes work in public relations, advertising, community development, and writing and editing projects for a variety of professional and corporate publications. She recently completed her first novel. Article taken from BrilliantPeople website.
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Managing Your Email
By Joan Lloyd In an average work day, how much time do you spend reading and sending email messages? a. 10 minutes b. 20 minutes c. 2 hours d. None If you said 2 hours, you're in good company. Research sponsored by Accountemps, a staffing company, recently asked 150 executives from 1,000 large companies the same question. The mean response was 108 minutes; almost two hours at a keyboard—from a group that probably hadn't typed its own memos before 1994! Indeed, saying that email has changed the way we communicate is like saying Bill Gates has made a buck or two. Of course the beauty of email is that it is quick and easy. You can communicate without having to pick up a phone. Let's admit it: Sometimes we don't want to talk to Aunt Marlene or that jerk in purchasing. It's a great way to say what you want, when you want, without worrying about time zones and phone bills. But email can be a beast, too. For example, it's changing expectations about turnaround time. The pace of business is faster than ever, with people expecting a quick response to their requests. Vacation is no longer sacred: "What do you mean you don't retrieve your email messages on your vacation?" The workday is longer than ever. If you don't answer email messages during the day, you have to keep up by answering them at night. Whether you think email is the greatest gift of the modern age or an e-curse from the devil, here are some tips that will help you manage your electronic mailbox: Don't glut other people's electronic mailbox with junk. Jokes, cartoons or long missives about an epiphany you had on your vacation are just a nuisance. They fall into the same category as those cheesy offers for things we don't want. Don't forward or copy your email messages to a cast of thousands. It's the equivalent of the old "CYA" and it's annoying. Think about whom might actually be interested or affected by the information before you hit "send." Beware the penmanship police. Just because it's easy to send an email message, it doesn't mean you can afford to be casual or sloppy in your work-related messages. Recently, I received a request for information from a complete stranger. It was typed without a single capital letter. It didn't look professional, and I didn't take it seriously. Sarcasm and humor are tricky enough when you're communicating face-to-face. It's riskier when you're at the keyboard. Take care to be straightforward, and take the time to reread your message for any potential tone land mines. Don't send anything you wouldn't want your boss or coworkers to read. Imagine your embarrassment when someone copies that catty little note you sent and it winds up on the wrong person's desk or forwarded to the HR department. Remember that most companies have policies that tell employees they have the right to go through all email messages if they suspect any illegal or unethical misuse of the system. If your message is too complicated to spell out through email, it should be done on the phone or face to face. Don't hide behind your computer if you have a sensitive message to deliver. Nothing is worse than receiving a reprimand on your computer screen. Get up and go see the person, or pick up the phone. Email should never be the cowardly way out of a personal conversation about a performance problem or serious workplace issue. Email doesn't replace the letter any more than VCRs replaced the movies. There is still a time when a letter is better. For example, a thank-you letter carries more weight and meaning when you've taken the time to put it on paper. Balance impersonal email with personal lunch meetings or networking meetings. It can be so seductive to communicate electronically, we forget to pick up the phone and say, "Tell me what's new. How are you really doing?" Beware the addiction of email. Do you check your email compulsively every hour? Do you get angry when you don't have any new messages? Are you avoiding your job because it's more rewarding to have a virtual life? It can be a black hole of wasted time. Instead, pick up messages several times a day. Joan Lloyd is a speaker, trainer and consultant for companies of all sizes, from start-ups to the Fortune 500, as well as trade and professional associations across the U.S. Reach her at (800) 348-1944, info@joanlloyd.com, or www.joanlloyd.com. |
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I By Joan Lloyd Why do you stay at your current job? Is it the 401K match? The comprehensive health insurance? The casual Fridays? Yeah, right. Chances are that your relationship with your manager is a key factor in your decision to stay. After all, your manager is the umbilical cord that connects you to the organization—and through that connection comes a lot of the challenge, the recognition and the career growth that give meaning to your work. When your connection to your manager is damaged or severed, it’s likely that you will move on to something better. In fact, for organizations, employee turnover is a red flag that signifies the manager may need to change his or her behavior. For instance, there is the office manager who threw a telephone and just missed the head of an employee (the employee quit), or the manager who used profanity and insults as ways of "communicating" with his employee (she quit, too). And that was just some of the mail I received last week. So, when you have a really good boss, you’ve got a positive relationship that shouldn’t be taken for granted. Why not take a moment to thank your manager for the positive things he or she does for you? Here’s what the best bosses do: They make a personal investment in your success. They take the time to find out what you want out of your job, and then they do what they can to help you achieve it. If you want to move up, they make sure you get opportunities to expand your skills and visibility. If you want to stay where you are, they help you keep your job interesting. They believe in you—sometimes more than you believe in yourself. They push you to try new things and encourage you to grow beyond what you think your capabilities are. Sometimes you feel stretched beyond your abilities, only to look back in amazement at what you’ve accomplished. They believe in tough love. They won’t let you off the hook. Sometimes they tell you things you don’t want to hear and hold you accountable for things you don’t want to do. But you know they have your best interests at heart. They encourage and reinforce you when you do well. Because their standards are high, you revel in their praise. You find you work harder for them than for anyone else because they make you proud of yourself. They use mistakes as tools. They are good observers and can zero in on a mistake, dissect it and help you figure out how to solve it. They are good teachers who use mistakes as a new challenge for you to conquer. They give you enough face time. They stop by and say hello. They stop what they’re doing and listen when you interrupt them with a question. They make themselves available, in spite of a busy day. When you’re speaking, they make you feel like an important person who has something important to say. They are demanding about the quality and quantity of your work, but they also respect your need for quality of life. They don’t lose sight of the organization’s need for results, but they are sensitive to your personal and family commitments. They keep your job demanding, but not based on sheer endurance. They are flexible about your schedule, as long as your work is solid. They help you set priorities and parameters. They are good at channeling your energy toward the most relevant work for you and the organization. Sure, "everything’s important," but they know your time and your energy are finite resources. They are careful not to burn you out. They are your political champions. They are quick to spot bureaucratic busywork and political quagmires, and they do their best to buffer you from some of the ugly realities so you’re free to perform at your best. They give you freedom to do the job and to make decisions. They describe the results they want without telling you exactly how to do it. They know the satisfaction and challenge lies in the process you figure out for yourself. They involve you in decision making. They know that the more you are involved the more committed—and educated—you will be. They are smart enough to know what they don’t know, and they rely on your input to help them make informed decisions. Being a boss today is a demanding, sometimes thankless job. Why not let your manager know you appreciate his or her work... unless, of course, s/he’s recently thrown a phone at you. Joan Lloyd is a speaker, trainer and consultant for companies of all sizes, from start-ups to the Fortune 500, as well as trade and professional associations across the U.S. Reach her at (800) 348-1944, info@joanlloyd.com, or www.joanlloyd.com. |
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Are You
the
Problem? By Joan Lloyd "Why does this keep happening to me?" may be the toughest career question you ever ask yourself. Take the case of the company president who can't understand why his senior-level managers don't take initiative. "They wait for me to bring up issues and make decisions about what should be done. They're like a bunch of sheep. The same thing happens all the time. Doesn't anyone have a backbone anymore?" This scenario has happened to him before. If he asked, "Why does this keep happening to me?" he might realize that the pattern leads directly back to him. If people had the guts to level with him, they would tell him that his temper tantrums, his sarcastic comments and his public attacks have blunted his staff's desire to step forward with a new idea or an independent decision. They have learned to be "yes men" and to keep their heads low and their mouths shut. Or, take the case of the computer technician who can't seem to hold a job. "My last boss was a political jerk; all he cared about was himself. My boss before that laid me off to put his friend in the job. In the job before that, they reorganized the department and laid me off, even though we had plenty of work. I just don't think my manager liked me." Get the picture? He won't ask himself the question. The answer is that it keeps happening to him because he's a pain in the neck to work with. He alienates clients and coworkers alike with his arrogant, know-it-all style. In another case, an office worker has decided that the five places she worked in the last eight years were filled with "political backstabbers" and people who were all out to get her. "I don't know if they are all jealous of me because I have a college degree or because I'm younger and more attractive than the rest of them. It's the same old story. They seem nice at first, and then a few months later they start ignoring me or talking about me behind my back." You've got this one figured out, haven't you? She will never ask the introspective question because she's too self-absorbed and conceited to imagine their response could be caused by her own behavior. It's true that sometimes a rash of bad things will happen to good people. People will lose their jobs through no fault of their own. Sometimes coworkers will be immature or political; and most of us have been stung by a lousy boss. But when a pattern starts to develop, it's time to stop and take stock. What about you? What keeps happening to you, and what can you learn about yourself before it's too late? Here are some tips to help you peer into that deep, dark, scary place:
More careers get derailed because of personal traits and inappropriate behavior than because of technical incompetence. If you've ever said, "What does this keep happening to me?" it's time to answer the question. Joan Lloyd is a speaker, trainer and consultant for companies of all sizes, from start-ups to the Fortune 500, as well as trade and professional associations across the U.S. Reach her at (800) 348-1944, info@joanlloyd.com, or www.joanlloyd.com. |
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Raise the
Question
By Diana Wraight Are you working within a corporate or small-company structure that observes a strict "don't even think about it" policy when it comes to asking for a salary increase? If you dare to investigate, is the reply unequivocally "Wait until your annual review"? If you're in sales, the answer may be just three words: "Fine. Sell more." End of story? No, according to Michael O'Malley, author of Are You Paid What You're Worth? The Complete Guide to Negotiating the Salary, Benefits, Bonus and Raise You Deserve. O'Malley suggests that you begin by comparing yourself with your colleagues and realistically evaluating your worth to the company. This will help you determine if you are indeed undercompensated and, if you are, why. For example, it may be that the new hires in your department, now learning the job that you have been successfully performing, started at a salary that exceeds yours. O'Malley suggests that you can turn the situation to your advantage if "the pay differential is noticeable" and if "it seems to be a recurring problem [that] the position appears to be impossible to fill except at greater pay than your own." As long as your work history validates your worth as a productive and contributing member of your department, it is fair to voice a concern with your manager about your salary compared to that of the "newcomers," according to O'Malley. Be prepared. Once you have determined that you are worth more to your company than you are making, you need to organize your thoughts and be prepared to demonstrate why you deserve (as opposed to need) a compensation increase. For instance: How, exactly, have you contributed at a level exceeding that your compensation dictates? Have you implemented creative ideas or assumed leadership roles that enhanced the bottom line for the organization? Avoid the temptation to demand; let your economic value speak for itself. Perhaps you have already researched potential projects or investigated business designs that will guarantee, even increase, your future contributions to the company. If your research is solid and you are confident about your projections, you may want to share your foresight during the "raise" discussion. According to O'Malley, "The best employees play to their strengths." Never underestimate the value of timing. Would you approach your boss about a raise as the company struggled to make payroll? Of course not. Notice other good time/bad time indicators. Are the vibes from the boss's office conveying "busy but optimistic" or "negative and overwhelmed?" Are the results of your superior work apparent, or are they buried under new complications? Be patient in selecting an appropriate time to have your important discussion. You're worth the raise; the raise is worth the wait. Diana Wraight began her freelance writing career as a feature writer and columnist for a Midwestern U.S. newsmagazine. In addition to writing for the web, the Purdue University graduate's background includes work in public relations, advertising, community development, and writing and editing projects for a variety of professional and corporate publications. She recently completed her first novel |
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Creating a Good Impression at Your New Job
Congratulations! You've just been appointed to your new job. Now the real work begins. It is important from the beginning to convince your new employers that, in selecting you, they have made the right choice. * Demonstrate that you are highly-motivated and eager to get started. * Discuss your duties and responsibilities; and establish your priorities. Set challenging, but achievable, short-term and long-term goals. * To enable you to fit in quickly, find out as much you can about your company and its organisational structure. * Identify the most successful and highly valued people in the firm and analyse the reasons for their success. Use them as your role models. Associate with colleagues who are perceived as ideal employees. * Prepare carefully for meetings with your boss. Try to anticipate questions and be ready with positive and considered responses. Make sure you are always well-informed. Keep up to date on current issues. * Learn all you can about problem-solving techniques. When you are given a problem to solve, tackle it enthusiastically and systematically. * Establish a reputation as a good team player by developing good working relationships and cultivating friendships with as wide a range of people in the company as possible. * Participate fully in your company's training programme; and avail of all opportunities to extend your knowledge and develop work-related skills. * Learn from your own mistakes and the mistakes of others. * Do more than is specified in your contract. Volunteer for assignments that will help raise your profile within the company. * Complete all work on time. Don't make promises unless you are sure you can deliver. * Develop a reputation for honesty, loyalty and integrity. * Since your job description will form the basis of your performance appraisal, it is important to review it regularly. >From 'Four Minutes to Job Interview Success' published by Assignments Plus Business Publications
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By Joan Lloyd Are you trying to hang on to your best employees? Who isn't? It's so difficult to find new employees that smart companies are doing everything they can to keep the ones they have. Many companies use exit interviews to query departing employees in the hopes of discovering where they went wrong. The answers are usually predictable: "I'm leaving for more opportunity"; "They're offering me more money." In fact, we all know that exit interviews aren't always reliable. People don't want to leave a burning bridge behind them. A 1999 survey in The Wall Street Journal confirms what I have believed all along. The top reasons people leave their jobs: Disrespect for the individual; feeling that the individual's contributions are not valued. Stagnation; lack of growth and challenge in the job. Poor communication. Unclear expectations; little or no feedback on performance. Little or no involvement or participation in decision-making. Over the next 10 years, the statistics don't look good. The labor shortage is likely to get worse, and it will loom even larger as the problem du jour. Here are just a few ideas from a tips booklet I've just published, 125 Tips for Retaining Talented Employees: Recognize and Value Employees Treat interns like gold. Give them meaty assignments, not just back-room copying duties. Assign a "buddy" to answer their questions, and make them feel at home. Send them a care package during the school year, so they'll want to return the following summer. Conduct interviews with new employees, 60 days after they are on the job. Find out if the job has been what they'd expected. Step in and make adjustments, if necessary. Pay more than market value. Offer flexible benefits that each employee can customize. Give managers a pot of money to use for recognizing employees' efforts. For example: a dinner for two; theater tickets; an on-the-spot bonus; or a group pizza party. Challenge your Employees At least once a year, ask each employee, "What percentage of your job is routine? What new things would you like to learn?" Give each employee at least one "stretch project" each year. Host a monthly "Lunch-and-Learn." Bring in outside speakers, ask a company executive to speak, conduct a mini-training session, or discuss a good business book, chapter by chapter. Ask all employees who attend a conference to return to share what they've learned with everyone else. Open, Honest Communication Convene all-company meetings at least twice a year. Share the good news, along with the bad. Break into smaller workgroups to discuss how the information affects each area. Insist that managers meet regularly with their employees to discuss ways to approach current issues and problems. Do a 360-degree feedback process for each manager. Collect feedback from peers, employees and bosses, and help each manager develop a personal improvement plan. Set Clear Expectations, and Provide Ongoing Feedback Involve managers in their new employee's orientation. Give them a sample discussion outline that they can use to clarify expectations during the first week. Expect managers to meet with new employees weekly. Once a year, managers and employees fill out a form that asks each of them three questions: What can your manager/employee do more of? What can your manager/employee do less of? What should your manager/employee keep the same? They meet to discuss their answers. Expect each manager to have a thorough, annual performance discussion with each employee. Make Employees Feel Like Owners Give employees flexible hours. Outline the parameters that must be met, and let them figure out a schedule that will work. Create employee-run committees. Some examples are a Fun Committee, a Quality Committee, and a Recognition Committee. Involved employees stay put. Give employees some spending authority over some part of their job; give them a budget over which they have control. Joan Lloyd is a speaker, trainer and consultant for companies of all sizes, from start-ups to the Fortune 500, as well as trade and professional associations across the U.S. Reach her at (800) 348-1944, info@joanlloyd.com, or www.joanlloyd.com. |
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