Employees' New Year's Resolutions

The holidays tend to be a time to reflect on the past and plan for the future. So be warned, your employees are reflecting and planning, and now is the time to pay attention to keeping and reaping top talent.

It may be common sense but it bears repeating anyway. When we talk about talent retention, we're talking about key people and top talent. As we prepare to ring in the New Year, we should bear in mind a few things about our recruitment and retention efforts that might make this time of year both opportunistic and threatening where top talent is concerned.

It'is the season for resolutions after all. People everywhere will soon be resolving to lose weight, start a fitness program, drink less, or quit smoking. But the number one New Year's resolution last year, according to About.com, was to find a better job. In fact, more of us turn our attention to our working lives at this time of year than at any other time. (Traffic to major job boards typically spikes between 40-60% from December to January each year.) Monster itself agrees that its spike in traffic in January is the biggest all year (including increased traffic after its Superbowl ads) and that this is mostly due to resolutions.

Maybe it's having time off to reflect on the past year that causes so many people to think about improving their working lives. After all, according to Freud, love and work are the cornerstones of our lives. When we reflect, we tend to reflect on those two things more than anything else.

Derrick Barton, founder and CEO of the Center For Talent Retention notes, "Whenever there's a major holiday, Thanksgiving, July 4 or Christmas, you're around family and friends. People ask how work is going. Sometimes people open up beyond the usual one or two word response because they're comfortable talking with a trusted person. This may get them thinking that perhaps they're lucky in their work, or that maybe they need to get out of a bad situation. When that mental 'click' is turned on, there is a strong correlation to actually leaving, particularly among top talent and people with skills that are in demand. Worse, what held them back in 2004 will not as likely hold them back in 2005."

For many, work has become the dominant force in their lives. Numerous employee surveys this year and last revealed an enormous pent up desire for change; some surveys even suggested that more than half of all employees (and managers) plan to leave their employers within the next 12 months or "when the economy improves." If recent economic trends, which indicate a stronger economy and improved labor market, hold, 2005 could be the biggest year so far this decade for job change.

So how might this present an opportunity for recruiters and/or trouble for organizations? For recruiters, the New Year is harvest time. Clever recruiters will have planted seeds of interest into the top talent they hope to recruit from other organizations so that their follow-up calls in January and February connect them to people in the career-change state of mind.

Organizations, on the other hand, should spend some time in December and January cementing their ties with top talent. This involves more than a Christmas card or even a bonus. Employers should use this time of year to show real appreciation for the hard work of key performers during the past year. Of course, retention initiatives should occur year round, but it doesn't hurt to emphasize and increase those efforts at year end and during the first months of the new year, when employers are most vulnerable to losing their best people.

Retention of critical talent is not a one-to-many exercise. Top talent and those that have been identified as having strong potential should be met with one-on-one. Perceptive managers will gain a sense of whether an employee's commitment is strong or waning. At the very least, it will give managers the opportunity to express gratitude and learn what is important to keeping their key people engaged. This time of year has the advantage of being a natural time for taking stock of accomplishments during the past year and looking ahead to goals for the coming year.

However, this won't just happen. Data gathered by the Center For Talent Retention at the start of the decade found that 86% of managers did not feel accountable for engaging and retaining employees. Despite the elevation of "talent retention" as an issue since then, it is very doubtful that the situation has improved much. The surest path to getting managers actively involved in the retention of key people could be to build it directly into their compensation plans. Again, there is no better time to revisit incentive plans than the beginning of a new year.

The New Year is not a time to sit back and reflect. In fact, it may be the best time exploit the vulnerabilities of competitors, after all, all's fair in the war for talent.***

Source: inc.com

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Is Twitter a Recruiting Tool?

Once depicted as a trendy social media experiment, Twitter has officially arrived. From cell phone integration to CNN broadcasts, we can no longer escape the fact that Twitter is not a passing fad. The site once criticized for a complete lack of utility has evolved into one of the most flexible tools available in the social media space. HR departments, Corporate Recruiters and Job Seekers have taken notice. Twitter has become an important tool in corporate recruiting.

In the current job market companies are clamoring to hang on to their talent. Blasting out new positions in real-time is an exciting strategy to target quality candidates. The fact of the matter is that there are more job seekers than jobs. This situation results in the limited number of prime candidates being scooped up with greater urgency. Despite the fact that there are less job openings, publicizing your new positions is critical to landing top talent.

Another interesting facet of Twitter's contribution to the recruiting field is an enhanced ability to find passionate candidates. Companies that actively rely on twitter to publicize new job openings create a channel for passionate supporters and potential future employees to track. For example, A software engineer who thoroughly enjoys the online music service Pandora.com will be more likely to respond to a new job opening if the candidate can track the available positions for Pandora in real-time.

Perhaps Twitter's most impressive function in the recruiting process is to establish a company's reputation for hiring quality, renowned talent. Spacex, the growing rocket company founded by Elon Musk, uses Twitter to announce talent acquisition. When Spacex hired former astronaut Ken Bowersox they tweeted out the news. This PR strategy serves to build a reputation around the human capital at a company. The more talented super stars that a candidate perceives to work for your company, the more likely that candidate will want to join your ranks. Ultimately companies want top candidates beating down the doors to get a chance to join the team. Twitter can help make this desire a reality.

A few smart software companies are working to seamlessly integrate Twitter and other social media sites into the recruiting process. These applicant tracking providers allow corporate recruiters to automatically post new positions to Twitter. Whenever a new job goes live the system will tweet out the new position. As more recruiting software packages leverage the Twitter API, Twitter will become more integral to the hiring process.

The recent Twitter revolution in the recruiting field is only a subset of how the social media site is affecting business across the board. With adoption rates soaring and users hunting out innovative applications for the service, Twitter's inherent flexibility may become its killer feature.(HR Rsource)

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Ten Common Hiring Mistakes Done by Managers

The Consistent Risks Inherent in All Hiring Decisions

To errors in hiring is human - and is considered to be very expensive. Many "standard" hiring procedures are actually common mistakes, so to choose more competent candidate, you need to be prepared to revise your hiring methods. Learn the consequences of the hiring errors managers often make, and then eliminate them from your hiring practices to help you choose only the cream of the crop. Most, if not all managers would agree that there are always risks when hiring new employees. These risks exist whether the new hire is a fresh-out-of-school Field sales rep. or a new chief executive officer.

Some concerns are rather low-level risk issues. "Does this candidate always dress like that?" Other questions are more qualitative. "Does this candidate's education and experience truly 'fit' the requirements of this open position?" Another important category is mostly subjective. "Does this candidate have the best personality and demeanor to provide positive 'chemistry' to the team on which he or she will work?" or to answer the biggest question, "does this candidate thinks and acts like the way we want him to do?". In most of the hiring decisions, the line Managers and the H.R tends to think if they can get the 'white elephant' out of the candidate that best suits their purpose.

Most of the hiring decisions are hardly based on a complete availability of information on the candidates and there is no much information available to carry out a full proof investigation on the candidature. Although it is argued that the real need of a 360 degree investigation is actually needed for an entry level or junior position and most of the senior hiring are through referrals and market knowledge but still their has been a dire need to re calculate the actual risk of hiring an wrong candidate at the senior management level than a junior management level. Hiring a wrong CEO can get the organization into doldrums of never ending problems or annihilate the corporation.

It is the most critical decision of a human resource professional, department head or a line manager to understand the sensitivity of a hiring decision. It is not expected that every time one makes the right hiring decision and every hire turns out to be a superstar in the organization, yet the damage can be controlled better if precautions have been proactively taken in every organization.

1. Too much of dependency on interview techniques to evaluate a candidate.
2. Managers sometimes use too many criteria for selection
3. The "I need someone right now" or the Emergency syndrome.
4. The "I hired this person because I got a great referral from her sister, father, or close friend who works for our organization" or the Neighbor syndrome.
5. The "I hired this person because they said they liked to do the work I hate to do" or the Action Leader syndrome.
6. The "I must hire this candidate because he/she is just like me" or the 'Halo Effect'.
7. Evaluating "Personality" instead of the required Job Skills.
8. Lend an ear to the candidate. Hear him loud and test his emotional intelligence.
9. Failure to have a sales mentality and obvious enthusiasm about your organization when speaking with a candidate.
10. And finally, hiring a candidate who is a good "job" fit, but not a team or organization match.

Recruiting and hiring the best candidates for your organization is a challenging responsibility. One or more of these hiring errors are often made by even the most experienced HR professionals unknowingly. Avoiding these mistakes is not really difficult and can make a measurable positive improvement in your organization operations. The personal "star rating" of HR professionals, who avoid these errors, may also rise noticeably.

Hiring is both an art and science and its root is embedded in the field of behavioral and social sciences. Hiring is an on going process and is considered to be a pivotal and strategic part of the H.R function in an organization. Although the list of common hiring mistakes is exhaustive and several studies have been conducted in this regard. The risks will always exist, but being aware of them should greatly improve your managerial scorecard and the ability to recruit the right talent. With the discovery of hiring mistakes comes the opportunity to make positive change. Even if you are content with most of the people you have hired so far, remember that continuous improvement is key to success. (An article by Mayuk S Dasgupta)

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The Importance of Online Recruitment

When you plan to recruit people for your business you generally expect it to be a hassle. There will be a lot of people who will apply and who won't be qualified, and there will be a lot of people who will be qualified but for one reason or the other you just won't want to hire them because you won't feel comfortable with them - they just don't 'fit' with what you're looking for in regard to the company. Sometimes, your ad won't target the right people or the right people won't see it, and you won't get enough response, despite the cost.

So, what do you do? One of the best things to do is to recruit online. It helps stop people from flooding to your place of business, resumes in hand, disrupting what you're trying to do. It also reaches a lot more people, so you have a better chance of finding the person that you want. Advertising in newspapers and trade publications is still done, but it's slowly giving way to online recruitment because of these reasons, and also because of the lower cost and the ease with which a person can generally be found and hired. Posting the ad is usually free or very cheap, too, so that helps to drastically cut down on costs.

Online recruitment isn't suitable for every job, though, and sometimes the ads just don't work. If they aren't worded well or don't reach your target audience they can be a disappointment. Still, however, most companies can use them for most job openings with a very high degree of success, and that's something that's hard to beat. Traditional ways of finding job applicants often don't work that well, so the online recruitment option is really the way to go for most people. Jobs can be posted in the morning, a few resumes will come in by noon, and it might even be possible to talk with a candidate that afternoon - and possibly even hire that person that day. It isn't always that quick or simple but it has the potential to be, and that's something that traditional ways of recruiting people just don't offer.

This article was written by Tom Sangers on behalf of MKH London Recruitment advertising specialist and London Advertising agency.

Article Source: Ezine Articles

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Job Satisfaction Factors

What is it that makes people feel satisfied with their job? A Management Consultant namely Roy Walters after having spent years on studying job satisfaction and productivity has developed a Satisfaction Potential checklist which contains nine characteristics that define truly satisfying job. Hence, look out for these characteristics and if you don't see them in your job it is better to seriously search for another job.

1. The job isn't monotonous, but allows employees to change pace with varying tasks.

2. The job does not waste a person's time and effort. It has been planned in such a way that it can be done without exerting energy uselessly.

3. Employees are free to plan their work the way they can do it most effectively.

4. Employees believe they have a reasonable degree of authority over how their work should be done.

5. Employees believe they have adequate opportunities for individual growth and recognition.

6. Employees don't feel too closely supervised, over-instructed or rigidly controlled.

7. Employees see their job as an integral part of the whole company and each employee is treated as an individual, not merely a cog in the wheel.

8. The answer to the question, "How am I doing?" comes from the job itself. Thus, employees can correct their own errors and improve their techniques.

9. Superiors offer feedback without causing embarrassment.

In other words, if any employee has to truly enjoy his job and give his best for the organization the superior has to ensure that the task given to him is not monotonous, routine, mundane and design it in such a way that he utilizes his energy to his optimum level and still feel fresh, plan his work the way he considers doing it best, give him reasonable degree of authority, responsibility and freedom to perform the way he would like to start and complete with the job, which will give him opportunities for growth, development, recognition and status, ensure that he doesn't feel closely supervised, treat him as an integral part of the organization, give him the freedom and autonomy to improve upon their techniques and offer constructive feedback which enhances his work ethics.

Wouldn't it be great if every job matched these criteria as given above? It is not just a theory which we read from the management books and forget but we need to start with the jobs in our own company and see just how satisfying you can make them?

Article by Iyer Subramanian. He is working with Bombay Chamber of Commerce and Industry as a Joint Director-HR.

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Why Should You Use Psychometric Testing?

Testing provides more information about a candidate in an objective way than the CV or Resume can provide. You can therefore make a more informed decision than working with the skills the CV provides, and the impression your recruit makes during the interview. This is therefore the most important reason you should use psychometric testing; it leads to hiring decisions that are more valid than decisions made by any other means. It takes the guesswork and “feeling” out of the hiring process and allows you to work with fact and logic. This puts you in control.

Psychometric testing improves the effectiveness of the employment process by selecting the most suitable candidates first. This will help reduce the amount of money you spend on people who don’t fit into your organisation, either by having to rehire soon as someone who doesn’t fit into your organisation won’t stay long, or wasting money on them during the hiring process.

Speaking about money: Imagine the amount you need to spend to get the same information about a new recruit than a psychometric test gives you.

You can profile a job so that you can see the personality type that is required for it. Then you can choose the person that has the personality type for the job. This makes the hiring process quick, stress free and easy.

Interviewing alone places emphasis on skill. Psychometric testing tells more about the behaviour of the candidate. As people get hired on skill, but fired on behaviour it would make sense to test the behaviour.

Psychometric testing uses assessment tools that have been designed by skilled psychologists and tested in over 38 countries so that you have the peace of mind that your business will benefit from hiring the right recruit.

These tests are designed to use for employment and is targeted to your business needs. You can see whether the person you need fits into your organisation, as it measures what they will bring to the job, and match their strengths with your requirements.

You can see someone’s development needs and strengths at a glance in easily understandable language. No psychological jargon to confuse you.

You can measure the potential of the individual tested so that you can train that person and know how to motivate them to give their best.

You can test all your staff while you’re at it, and make sure they are where they should be to enable them to help your business grow. You can then make interdepartmental changes to put them where they will perform at their best and retrain where necessary. You will reap the results of this in the form of revenue. Your staff will thank you, because they will be where they are happiest, and your business will flourish.

an article by Hannah Du Plessis

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Internal Recruitment: Turning Necessity Into Opportunity

The shock of the recent stock market correction and resulting financial losses are still reverberating throughout the workforce. Given the new economic reality, many of us will need to work well past the time we thought our 401Ks and other retirement accounts would support us. What does this mean for America and is it a "bad thing?"

Of course, losing money is rarely viewed as a "good thing." However, for those who will now need to work longer, either full time or part time, there are likely to be increasing opportunities to do so.

Part of the need for ongoing work lies in population demographics. The "Baby Boomers," 77 million strong, were followed by a "baby bust" of only 46 million Generation X'ers. Therefore, for every five workers retiring, only three will be coming though the ranks to take their place. Although industry leaders have long been aware of this demographic challenge, they have done little about it. Traditionally, talent need has been addressed through external recruitment, but that will clearly be insufficient for today's situation. Internal recruitment, exploring the current workforce with the goal of retaining employees past traditional retirement age, will become an important complementary strategy.

Aside from economic necessity, what benefits will a mature worker derive from ongoing work? And, if the economy does turn around, will retirement-aged people leave in droves regardless of industry needs?

Historically, the record of post-retirement careers has been brief, approximately 2.3 years. That is due to three principal factors: the continuation of traditional job skills without regard to acquiring new or different responsibilities; a psychological desire for a "marker," because mature workers want recognition for life stage achievement; and a chance to reflect on potential changes in the mature years to reassess whether personal interests are aligned with career responsibilities.

In response to these points, consider the following.
First, potential post-retirement employees can benefit from better self-knowledge through personality assessments, such as the Birkman Method. This information will help them select the parts of their responsibilities they wish to keep or develop further and which they want to give up, either because they cause them stress or that they are least aligned with their current interests.

Second, even with the information derived from the personality assessment tool, many individuals may still want a period of reflective time to separate the traditional work years from their new life stage. This period may be organized similar to an academic sabbatical with a guaranteed return date for employment, if desired.

Third, others may wish to downscale their time commitment, but without the loss of authority or leadership which has traditionally accompanied part-time work. In the past, this was often not possible.

The convergence of these two factors, an expanding need for skilled workers and an unprecedented loss of retirement capital, will create a new working class of mature workers.

Therefore, we may expect the following outcomes. Skilled workers and administrators will continue past retirement age, but will still want a high level of responsibility, even if part-time. In addition, employees will discover a new sense of creativity and motivation through personal customization of career responsibilities. And finally, intellectual capital will be conserved, flowing from senior staff to younger employees.

Surveys conducted five years after retirement have consistently found that 40% of respondents were happier when they were working. With a creative approach to the new working retirement, this stage of life may well become a source of profound satisfaction and continuing productivity.

Source: Best Management Articles by John Trauth

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Pre-employment Tests & Other Ways to Stop Employee Theft

“Wall Street Journal” and Fox News reported (a) increases in employees stealing plus (b) employee theft’s financial drain on companies.

How financially draining is employee stealing and theft? (A) The value of stolen items rose one-third in just two years, according to PriceWaterhouseCoopers’s survey of 5,400 companies. (B) 20% of employers consider employee theft a moderate to very big problem, found Institute for Corporate Productivity research.

And how does employee theft impact your non-stealing employees? First, your honest employees feel dismayed when co-workers steal. It proves you hired lousy humans. Second, employees know anything reducing profits impacts job security. If a company loses too much to theft or stealing, eventually employees may get “de-employed” to decrease losses.

Fortunately, managers can use pre-employment tests and other methods to (a) avoid hiring job applicants who are thieves and (b) discover which employees steal.

1st WEAPON = PRE-EMPLOYMENT TESTS to HELP HIRE NON-THIEVES

Pre-employment tests that specifically predict or forecast dependability can help you hire Non-Thieves. After all, the fastest, easiest and cheapest way to avoid stealing by employees is obvious: Avoid hiring job applicants who will steal.

For example, in my pre-employment test research to create the Theft/Stealing prediction on the “Dependability Forecaster(tm) Test,” I used a two-step method to find out which test questions predict if someone may steal. First, two groups of people answered my extensive list of research questions: (1) One group was Thieves – hundreds of prisoners locked-up in jails for stealing and theft crimes. (2) The second group was hundreds of Non-Thieves. Then, I did statistics to find out which specific questions the Thieves answered significantly differently than the Non-Thieves.

Those questions became the pre-employment test’s section that helps predict if a job applicant may steal.

When applicants take the pre-employment test, companies immediately see if a job applicant scored like the Thieves or the Non-Thieves. Of course, managers prefer hiring applicants who get the test scores of the Non-Thieves.

2ND WEAPON = BACKGROUND CHECKS
In addition to pre-employment tests that help predict Theft/Stealing, a company also might conduct a criminal background check to see if the applicant was convicted of stealing crimes.

Problem: Unfortunately, a background check only will tell you if the applicant was convicted in the locale where you do the check, for example, your county. Warning: If an applicant was convicted in another locale, then you will not find out.

Solution: First, administer a pre-employment test to help predict Theft/Stealing – before you spend your time and budget on background checks. Then, if employment test scores show an applicant scored like Thieves, then you probably will not bother to waste budget doing a theft or criminal background check.

3RD WEAPON = ACT LIKE JAMES BOND

After you use pre-employment tests to hire the best, you still need to watch your employees to make sure they do not steal. It may not sound nice, but you need to “spy” on employees. You can install video cameras, tracking devices and other spying instruments that are allowed.

For example, an executive at one company called me for help to stop employee theft and stealing that harmed the company’s finances.

First, I helped the executive start using the pre-employment test that predicts possible Theft/Stealing concerns – so the company could avoid hiring thieves. Second, I recommended the company “spy” on current employees by installing location-tracking devices on its delivery trucks.

Results = The pre-employment test helped the company hire Non-Thieves. Among employees, the company discovered delivery drivers were (a) driving away from their most direct routes and then (b) selling company goods during their off-route driving. The company’s stealing by employees came to a screeching halt. And new employees were Non-Thieves.

Suggestion: Make 100% certain employees realize you watch them. Some may complain about “Big Brother” for awhile, but they will know your rules. Your rules include no stealing is tolerated. Plus, employees realize you use multiple tools to catch employees who steal. Also, point out that stealing by employees creates less job security for everyone. That will make them thank you for “spying.”

PRE-EMPLOYMENT TESTS, CRIMINAL CHECKS, & SPYING HELP YOU STOP EMPLOYEE STEALING

Employee stealing drains a company’s financial resources. It also creates a lousy workplace for employees. Research and news reports indicate employee stealing is a big, growing and expensive problem. So, managers need to take three steps to stop theft by employees.

First, give pre-employment tests to job applicants to help you avoid hiring possible Thieves or people who may steal. Second, conduct criminal background checks on job applicants who did well on the pre-employment test. Third, monitoring devices catch employees who try to steal your company’s possessions.

Pre-employment tests, criminal theft background checks and “spying” give you a fantastic 1-2-3 punch to knock-out employee stealing in your company.

COPYRIGHT 2009 MICHAEL MERCER
Michael Mercer, Ph.D., is America's Hire the Best Expert™. Many companies use pre-employment tests he created -- "Abilities & Behavior Forecaster™" Tests - and his "7-Step Method to Hire the Best"™. Dr. Mercer authored 5 books, including "Hire the Best -- & Avoid the Rest™" & "Turning Your Human Resources Department into a Profit Center™."

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What Are Your Employees' New Year's Resolutions?

The holidays tend to be a time to reflect on the past and plan for the future. So be warned, your employees are reflecting and planning, and now is the time to pay attention to keeping and reaping top talent.

It may be common sense but it bears repeating anyway. When we talk about talent retention, we're talking about key people and top talent. As we prepare to ring in the New Year, we should bear in mind a few things about our recruitment and retention efforts that might make this time of year both opportunistic and threatening where top talent is concerned.

It'is the season for resolutions after all. People everywhere will soon be resolving to lose weight, start a fitness program, drink less, or quit smoking. But the number one New Year's resolution last year, according to About.com, was to find a better job. In fact, more of us turn our attention to our working lives at this time of year than at any other time. (Traffic to major job boards typically spikes between 40-60% from December to January each year.) Monster itself agrees that its spike in traffic in January is the biggest all year (including increased traffic after its Superbowl ads) and that this is mostly due to resolutions.

Maybe it's having time off to reflect on the past year that causes so many people to think about improving their working lives. After all, according to Freud, love and work are the cornerstones of our lives. When we reflect, we tend to reflect on those two things more than anything else.

Derrick Barton, founder and CEO of the Center For Talent Retention notes, "Whenever there's a major holiday, Thanksgiving, July 4 or Christmas, you're around family and friends. People ask how work is going. Sometimes people open up beyond the usual one or two word response because they're comfortable talking with a trusted person. This may get them thinking that perhaps they're lucky in their work, or that maybe they need to get out of a bad situation. When that mental 'click' is turned on, there is a strong correlation to actually leaving, particularly among top talent and people with skills that are in demand. Worse, what held them back in 2004 will not as likely hold them back in 2005."

For many, work has become the dominant force in their lives. Numerous employee surveys this year and last revealed an enormous pent up desire for change; some surveys even suggested that more than half of all employees (and managers) plan to leave their employers within the next 12 months or "when the economy improves." If recent economic trends, which indicate a stronger economy and improved labor market, hold, 2005 could be the biggest year so far this decade for job change.

So how might this present an opportunity for recruiters and/or trouble for organizations? For recruiters, the New Year is harvest time. Clever recruiters will have planted seeds of interest into the top talent they hope to recruit from other organizations so that their follow-up calls in January and February connect them to people in the career-change state of mind.

Organizations, on the other hand, should spend some time in December and January cementing their ties with top talent. This involves more than a Christmas card or even a bonus. Employers should use this time of year to show real appreciation for the hard work of key performers during the past year. Of course, retention initiatives should occur year round, but it doesn't hurt to emphasize and increase those efforts at year end and during the first months of the new year, when employers are most vulnerable to losing their best people.

Retention of critical talent is not a one-to-many exercise. Top talent and those that have been identified as having strong potential should be met with one-on-one. Perceptive managers will gain a sense of whether an employee's commitment is strong or waning. At the very least, it will give managers the opportunity to express gratitude and learn what is important to keeping their key people engaged. This time of year has the advantage of being a natural time for taking stock of accomplishments during the past year and looking ahead to goals for the coming year.

However, this won't just happen. Data gathered by the Center For Talent Retention at the start of the decade found that 86% of managers did not feel accountable for engaging and retaining employees. Despite the elevation of "talent retention" as an issue since then, it is very doubtful that the situation has improved much. The surest path to getting managers actively involved in the retention of key people could be to build it directly into their compensation plans. Again, there is no better time to revisit incentive plans than the beginning of a new year.

The New Year is not a time to sit back and reflect. In fact, it may be the best time exploit the vulnerabilities of competitors, after all, all's fair in the war for talent.***

Source: inc.com

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Leverage Upper Management Perspective To Survive Tough Times

By John Reiling

In times of crisis, such as the current worldwide recession , the role that project or program managers perform is critical. The dramatic changes in the economic situation has led to quite a few people losing jobs as companies cut costs or restructure their organization. Many projects and programs have been canceled due to severe crisis. How can project and program managers cope with this crisis?

Coping With Crisis
This dilemma might shake up the stability of many organizations. However, before any attempt to try and save the company must be done, first you need to identify what within the organization will be most effected by the crisis.. Since this problem revolves at the core around the issues of credit crunch, project and program managers must carefully assess what in their projects and programs are most affected by credit issues.

A common mistake that company leaders make is going back to the old methods since it has been tried and tested. This is most especially true during this transitionary stage that would spell the fate of the company for the future. However, it is during this stage for the organization that project managers must assert their leadership by establishing steps backed by wise strategies to move the company forward.

Embodying the Upper Management Perspective
Clearly stating what the company goals are will enable us to implement proper management to employees. It is the task of project managers to help keep the company intact during recession. Here are top priorities for project or program managers during times of economic crisis.

Cutting Costs
This does not simply entail taking removing manpower or canceling projects. Determining how to cut costs is difficult. Therefore, careful assessment of the overall organizational scheme and the project itself will enable a detrmination to be made about what would be actually beneficial to the company or not. It is reasonable to cut costs to retain the company's stability, and usually there are more cuts that can be made than initially thought, as people usually look at things from the paradigm of what is, rather than what is absolutely necessary.

Open Communication
Communication is a delicate yet integral component for an organization to be effective, especially in a crisis. Therefore, a project or program manager needs to openly and transparently communicate potential plans or problems with the team. If possible, team members must be consulted for ideas on anything that concerns the company. More importantly, they need to know and adopt a strong commitment to the organization despite troubled times, and from the project or program manager must intern make commitments, where possible, to them.

Proper Compensation Plan
This is a critical aspect that every organization needs to study closely during times of recession. Following a serious economic meltdown, companies need to formulate a compensation plan that will encourage its staff to maximize their performance, but now under diffferent circumstances. With dramatic changes in the economic situation of the company, this is also the time wherein you need your personnel to aspire for better productivity. With changed conditions, bojectives change, and compensation plans need to be motivating toward clear and achievable goals within the changed environment.

Assuming An Opportunistic View
During recession, most project and managers are so consumed with fixing troubles that they fail to see opportunities when they arise. Since this is a critical time for the company, it is important to also keep eyes wide open for possibilities that could greatly benefit the company in the long run. A few aspects of the business might be suffering, but that the silver lining is that there may be some organization-enhancing opportunities lurking.

Embracing A New Outlook
Looking at current projects with a discerning eye instead of dwelling on past decisions will enable the company to move forward. One needs to assess where the projects stand to achieve a better perspective on what must be done to get a step closer to the goal of survival. Envisioning objectives - both survival and perhaps enhancement - enables the ability to garner the proper means and methods to get there. Moreover, this will create a new disposition and possibilities. After all, recession is just a phase, and once the credit crunch issues have been straightened out, managing the company will fall into place, and a much more exciting set of challenges will emerge.

Act On Plans
Project or program managers need to understand that during recession, one needs to be more sensitive to the rapid changes in the business environment. Proper retrospect and sensitivity to these changes is the key to adapting quickly. Leveraging the upper management perspective by thinking outside the box of the project or program is a tough but bey step. It will outline the proper steps that must be taken for your company to thrive during tough times.**

About the author: 

John Reiling, PMP, PE, MBA is an experienced Project Manager and certified Project Management Professional. John's web site, Project Management Training Online provides online project management training for PMP exam prep and PDUs.

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Got All the Right People in Their Right Seats on Your Bus?

By Andrea Feinberg

In his book "Good to Great" author Jim Collins uses a bus and its riders as an analogy for finding employees who add value to their employer with a magic blend of skills, experience and temperament.

That last piece, temperament, is tough. Ever meet a prospective employee who included their core beliefs, personal attitudes and behavioral style on their resume or in their interview remarks? Are you thinking those things won't matter if they've got exactly the skills and experience you're looking for?

A phrase I've heard with respect to recruitment-gone-wrong is that we 'hire for hard skills and fire for soft skills'. It means that the person read really well on paper, gave a great interview and then just 'didn't fit in'. Another common personnel flaw is giving an employee a reward by promoting her/him beyond their level of ability - often by placing them in a role supervising people instead of product or process - and letting them sink or swim, without life preserver.

The cost for these mistakes can be huge; think of the cost and lost time spent finding the wrong person for the job, the lost productivity with the not-ready-for-prime-time new manager, the missed opportunities with the not-quite-right person on board, the reduced morale resulting from the poor supervision, the disappointment of not meeting expectations and not being guided to meaningful rewards - for the poorly placed employee and for the frustrated employer.

There is a better way. Deceptively simple and hugely on target, validated assessments provide insight into values and behaviors and give employers huge opportunities to expand the effectiveness of this most expensive asset - their people. Validated assessments provide employees with self knowledge that will guide them to easier sources of success. And it's all achieved without any sense of judgment - just opportunity.

A means to save time and money, an opportunity to identify underused skills, an assist when training new supervisors or managers and critical when recruiting new employees or putting a team in place, validated assessments are indispensable tools to get it done with the productivity and opportunities you want.

In a world of shrinking job applicants and, at least currently, a poor economic climate, having focused, talented and motivated employees is a huge asset. Using assessments will maximize the likelihood that happens and minimize the risk of making poor hiring and assignment decisions.

Is any of that meaningful for you?

About the author: Andrea Feinberg, is a business executive coach. She helps small business owners make more money by day and sleep better at night by maximizing the untapped potential they have in their business right now. For more information and a sample Assessment Report, please visit CochingInsight.Com Source: Ezine Article  Image Credit : Amazon.Com

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McCain vs Obama on HR Issues

John McCain

John McCain is calling for National Commission on Workplace Flexibility and Choice. This Commission would bring together a bi-partisan set of leaders representing workers, small and large employers, labor, and academics.  The Commission would make recommendations to the President on how modernizing our nation’s labor laws and training programs can help workers better balance the demands of their job with family life and to enable workers to more easily transition between jobs.

The Commission would examine the following issues that John McCain believes are important to workplace flexibility and choice:

• Modernizing the nation’s labor laws so that they allow for more flexible scheduling arrangements
• Ensuring that the nation’s labor laws don’t get in the way of working at home
• Promoting telework so that workers can spend less time commuting
• Making health more portable so that workers don’t lose their benefits when they switch jobs
• Ensuring that workers can choose retirement plans that best suit their needs
• Providing workers with more choice in job training assistance so that they can build the skills they need for new and better jobs

Barack Obama

Obama will strengthen the ability of workers to organize unions. He will fight for passage of the Employee Free Choice Act. Obama will ensure that his labor appointees support workers' rights and will work to ban the permanent replacement of striking workers. Obama will also increase the minimum wage and index it to inflation to ensure it rises every year.

• Ensure Freedom to Unionize: Obama believes that workers should have the freedom to choose whether to join a union without harassment or intimidation from their employers. Obama cosponsored and is strong advocate for the Employee Free Choice Act, a bipartisan effort to assure that workers can exercise their right to organize. He will continue to fight for EFCA's passage and sign it into law.
• Fight Attacks on Workers' Right to Organize: Obama has fought the Bush National Labor Relations Board (NLRB) efforts to strip workers of their right to organize. He is a cosponsor of legislation to overturn the NLRB's "Kentucky River" decisions classifying hundreds of thousands of nurses, construction, and professional workers as "supervisors" who are not protected by federal labor laws.
• Protect Striking Workers: Obama supports the right of workers to bargain collectively and strike if necessary. He will work to ban the permanent replacement of striking workers, so workers can stand up for themselves without worrying about losing their livelihoods.
• Raise the Minimum Wage: Barack Obama will raise the minimum wage, index it to inflation and increase the Earned Income Tax Credit to make sure that full-time workers earn a living wage that allows them to raise their families and pay for basic needs.
• Create New Job Training Programs for Clean Technologies: The Obama plan will increase funding for federal workforce training programs and direct these programs to incorporate green technologies training, such as advanced manufacturing and weatherization training, into their efforts to help Americans find and retain stable, high-paying jobs. Obama will also create an energy-focused youth jobs program to invest in disconnected and disadvantaged youth.
• Improve Transition Assistance: To help all workers adapt to a rapidly changing economy, Obama would update the existing system of Trade Adjustment Assistance by extending it to service industries, creating flexible education accounts to help workers retrain, and providing retraining assistance for workers in sectors of the economy vulnerable to dislocation before they lose their jobs.
• End Tax Breaks for Companies that Send Jobs Overseas: Barack Obama believes that companies should not get billions of dollars in tax deductions for moving their operations overseas. Obama will also fight to ensure that public contracts are awarded to companies that are committed to American workers.
• Reward Companies that Support American Workers: Barack Obama introduced the Patriot Employer Act of 2007 with Senators Richard Durbin (D-IL) and Sherrod Brown (D-OH) to reward companies that create good jobs with good benefits for American workers. The legislation would provide a tax credit to companies that maintain or increase the number of full-time workers in America relative to those outside the US; maintain their corporate headquarters in America if it has ever been in America; pay decent wages; prepare workers for retirement; provide health insurance; and support employees who serve in the military.
• Expand the Family and Medical Leave Act: The FMLA covers only certain employees of employers with 50 or more employees. Obama will expand it to cover businesses with 25 or more employees. He will expand the FMLA to cover more purposes as well, including allowing workers to take leave for elder care needs; allowing parents up to 24 hours of leave each year to participate in their children's academic activities; and expanding FMLA to cover leave for employees to address domestic violence.
• Encourage States to Adopt Paid Leave: As president, Obama will initiate a strategy to encourage all 50 states to adopt paid-leave systems. Obama will provide a $1.5 billion fund to assist states with start-up costs and to help states offset the costs for employees and employers.
• Expand High-Quality Afterschool Opportunities: Obama will double funding for the main federal support for afterschool programs, the 21st Century Learning Centers program, to serve a million more children. Obama will include measures to maximize performance and effectiveness across grantees nationwide.
• Expand the Child and Dependent Care Tax Credit: The Child and Dependent Care Tax Credit provides too little relief to families that struggle to afford child care expenses. Obama will reform the Child and Dependent Care Tax Credit by making it refundable and allowing low-income families to receive up to a 50 percent credit for their child care expenses.
• Protect Against Caregiver Discrimination: Workers with family obligations often are discriminated against in the workplace. Obama will enforce the recently-enacted Equal Employment Opportunity Commission guidelines on caregiver discrimination.
• Expand Flexible Work Arrangements: Obama will create a program to inform businesses about the benefits of flexible work schedules; help businesses create flexible work opportunities; and increase federal incentives for telecommuting. Obama will also make the federal government a model employer in terms of adopting flexible work schedules and permitting employees to request flexible arrangements.

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Criminal Background Check

Some people simply have cultivated a reserved personality since childhood, their trust hard to gain. Their instincts tell them to hold back and usually check on a person’s background before acknowledging that person worthy of a responsibility or acceptance. A positive outcome of this action is that they may gain few acquaintances and fewer friends but majority of which are true ones.

A detailed record is usually the most persuasive tool in proving ones worth. Internet may be one good source in acquiring much information. Among the records which have been used in years as a dependable reference of character is each individuals criminal record as this record gets regularly updated.
Background check helps prevent recurrence of violation from the same person. USA law enforcers gave their countrymen the privilege to probe into the criminal and court documents of the locations a suspicious individual stayed in.

Two kinds of criminal records accessible to the population of Canada and US States are On Premise County Courthouse and Database Criminal Search. The former can be relied upon for updates while the latter for the wide coverage for criminal record verification. On Premise County Courthouse records are acknowledged for their precision. The information accumulated from Database Criminal Search is a general knowledge or confirmed by majority of sources. 

If Traffic Offenses, Misdemeanors or Felonies is the particular subject of research, county courthouses could be the first place of inquiry. However, one must check first a states classification of crimes. Example in one state there may be a number of violations included under Misdemeanors that are disseminated to a different category on another state. In some states too Misdemeanors falls under a category, not a category itself.

Each particular search could be easier accomplished when one knows where to look. Popular group of source choices is from nationwide, statewide, federal and countywide criminal records.

For more information about this article and its author you can check out Criminal Background Check for more information

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80% of Job Seekers Only Read the Headlines

Do your Job Ad Headlines attract the right individuals?

by Toby Marshall

Think back over your recent recruitment campaigns. Did your ads always attract the high quality candidates that you were hoping for, with the right skills for the job? Your headlines play a large part in attracting people to your ads.

Your headlines should not be an afterthought – research indicates that around 80% of those reading ads only look at the headline, and if it doesn’t appeal to them immediately, they move on. Your headline is critical – its objective is to catch the attention of those you want to reach. You have just a few seconds, maybe less, to snare this interest.

Writing great job advertisements is like any other marketing activity. According to the statistic above, this applies to the headline even more than any other aspect of the ad. You are putting yourself out there, selling your business, this time not to customers, but to good quality individuals who you hope will want to work for you and help you drive your business forward.

Review the headlines of your former ads. Do they jump out at you? Are they captivating? Is the text persuasive? Does the job sound interesting? Does the job appeal to the desires of your potential candidates? Do you really know what your candidates are looking for?

Thus, the headline is by far the most important part of your ad. It should be emotive, stirring up excitement in the target audience and it should get them motivated to apply for your job.

Writing a headline that will appeal to your target audience will set the bait for your potential employees – captivating them, reeling them in and making them want to read more about what you have to offer.

Your headline has to stand out, and it has to do this amongst a sea of similar looking ads, whether in a newspaper or online. In printed form this is more challenging as costs are exorbitant and you want it to look good and be unique but most likely, in a small space. Your headline should be short and sweet, no more than 15 words, otherwise the reader will quickly lose interest.

n many cases the headline can be the job title itself. However, this can be spiced up with perks that won’t fail to attract your target audience. For example, the title Public Relations Director could have a sub-heading (or strap line) of Overseas Travel. This will instantly appeal to those with a desire to travel and highlights a genuine and very strong draw for a certain subset of individuals who you are hoping to attract.

The headline has to be short to grab the attention of the audience. It’s best to go for black text on a white background, with plenty of white space surrounding it. You can use abbreviations that are well known in the trade, e.g. PR for public relations.

So in the case of the example given above, you could shorten your title and make it stand out as follows:

PR Director - Overseas Travel –

This will stand out a lot more than Public Relations Director which takes up about the same column width, but does not have the same presence or appeal.

You want your ad to stand out on a crowded page. The abbreviated version of the job title, with the employee benefit directly underneath stands out a lot more than the full job title. Think about the short forms you can use, for example:

- Sales Mgr rather than Sales Manager - BDM rather than Business Development Manager. - Ops Manager rather than Operations Manager

A BDM knows what BDM stands for. It doesn’t really matter about those who don’t know what BDM is, because if they don’t know what it is, you probably aren’t trying to appeal to them anyway.

Sub headings can be longer if necessary, and emphasize words that you want to stand out by using bold or larger font. A general rule to follow is that the heading and sub headings should take at least a third of your ad space.

Despite the temptation, beware of capital letters. They are less readable than mixed case, for example:

PR Director is easier on the eye than PR DIRECTOR. In this situation, you are presented with a series of solid rectangles. Recognising words becomes more challenging on the eye.

With online ads, you have just the first 150 or so characters to grab the attention of your target audience. If these characters don’t appeal, you will have lost these potential recruits. Your upfront summary has to be spot-on, so that you don’t miss out on these people.

The bottom line? Every character counts. Choose your words wisely and target them directly to appeal to your key audience. If your headline isn’t right, you will be missing out on high quality, great candidates for your company.***

About the author:

Toby is an active speaker on the international conference circuit. His mission: To give all companies, no matter how few employees they have, the information and expert help they need to do their own recruitment and selection and find great new staff. If you like what you have read so far, you can get more information and resources at www.abacusrecruit.com.au

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Job Searching on Internet

How do you find out about a job searching on the internet?

You probably asked. If you are one of the millions of people looking for jobs online or looking for other jobs to make both ends meet then you can search no further for online job postings are made available for unemployed people and those workers unsatisfied with their current compensation.

There are thousands of online job sites provided yet, narrowing down your choices to come up with the right ones is essential. Many people regard internet as one of the means in finding for the right job likewise, with employers generating this type of search to come across a candidate that will be suited for the job qualifications.The competition gets tougher and tougher therefore, you need to employ some of the best ways for employers to utter the line," you're in".

How do you find out about a job searching on the internet? Of course you would definitely look for them. You don't expect jobs come knocking on your door unless you are considered as one of those few people who are fortunate enough for jobs to come running after them. However, if you belong to the vast majority of people chasing for one job to another then you simply have to go find and get them.

Like any other search, you basically need a resume. You can send it through email rather than visiting the location yourself. Make certain that all the information disclosed in your resume contains the necessary details that will serve as your employer's way of determining if you are fitting for the job.

How do you find out about a job searching on the internet? This would also mean an applicant searching for the best online job sites providing greater outcome. This implies sites that has generated and converted jobless people with the right kind of job they are after for. Some of the best sites to look for include Career builder, http://Monster.com and Yahoo! Hot Jobs, all these are known to be one of the most recognized job sites online where you can also search for the field or category that you are interested in.There are still a lot of job sites on the net yet, all you need is a great deal of persistence and patience as you hop from one job site to another.

How do you find out about a job searching on the internet? These postings can also be manifested through sites that do not have a direct relation to job sites. There are certain articles on the net that will talk about the job you want and would provide links directing you to sites offering your preferred job.

How do you find out about a job searching on the internet? Answer is simple, possibilities are endless and options are limitless. Keep in mind that jobs are many yet; these great figures are only for those who exude the right qualification and attitude until you come upon the lines, "Congratulations, you're hired".

How Do you Find out About a Job Searching on the Internet? Learn about real work at home jobs from the honest team at Better Lifetimes. They show you how they've been making a full time income via their program website and FREE BLOG at http://www.BetterLifetimes.com

Source:www.isnare.com

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Tools to "Celebrate a New Hire"

Part of HR's job is to educate managers on the importance of making new hires feel welcomed and important. Managers and employees need to take a larger role in "closing the sale" and owning the process of assimilating the new hires because their talent will improve the teams chance of meeting it's goals. Managers should consider using one or more of the following "celebration tools" to raise the enthusiasm of and for the new hire.

1. A phone call from the CEO/ GM welcoming them to the organization.
2. An invitation by the CEO/ GM to visit their office on their first day (or the CEO stopping by their work space).
3. A letter from the CEO/ GM welcoming them to the organization.
4. Cake and candles on the first morning to celebrate their joining the "family"/team.
5. A new hire luncheon on the first day to meet the team.
6. Welcome banner for their cubical signed by the CEO and all.
7. Take a Team Picture on the first day and have it signed by all.
8. Give them a Tee Shirt signed by all.
9. Place a Notice/Ad in the Local Paper welcoming them to let everyone know of your new team member (like consulting/ law firms do).
10. Give them a Plaque - Celebrating their First day.
11. Give them a "2 for dinner" certificate to tell their spouse or friend about their new job.
12. Place a welcome Note/ picture on your corporate Web site.
13. Put new hires pictures in our local ads or in regular corporate advertising.
14. Send their spouse/kids first day welcome gifts, corporate products or cards to make them feel they are part of the team and to build support for the new company.
15. Have other spouses call and welcome their spouses.
16. Have a new employee lunch for spouses during their first month.
17. Have a "No forms/ video/ manuals" policy during the first day/week. Consider sending them to their home to read prior to starting or let it wait until at least week 2.
18. Give them a "new hire" pin/ hat to let all know they deserve special help. The pin/ hat also entitles them to ask "dumb questions".
19. Give them a "pre-dated" 5 year pin to show them we expect them to be part of the team for a long time.
20. Give them a "meet everyone card" that requires (rewards) them for getting the initials of all key team members on the card during the first ___ days.
21. Give them a "new hire" reserved parking spot to celebrate their first week.
22. Give them a License Plate Cover for their car announcing their new company

This post is a part of Dr. John Sullivan article: The New Hire Orientation "ToolKit".
Dr. John Sullivan is a Head and Professor of Human Resource Management College of Business, San Francisco State University

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Seven 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 do not 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.
____________
About the author: linda Matias recognized as a career expert and the President of CareerStrides and the National Resume Writers' Association.

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Top Ten Corporate HR Bloggers

The following bloggers are familiar with the HR industry as it pertains to the corporate world.

1. Beyond HR: On this blog, a professional HR talent researcher shares his secrets.
2. Breakout Performance: Breakout Performance is a blog that shares its author’s innovative approach to analyzing human management and balancing social and business strategies in the workplace.
3. Dr. John Sullivan & Associates: This corporate advisor publishes articles about everything related to HR: college recruiting, employee screening and assessment tests, training, and new hire orientation.
4. Evil HR Lady: This humorous blog is all about one woman’s experiences as the “Evil HR Lady” in a corporate office.
5. HR and Strategies: This grad student combines human resources philosophies with hard news.
6. HR Daily Advisor: This is a fantastic resource for any HR professional. Find entries about HR policy and ethics, as well as payroll and religious issues.
7. HR Metrics: HR Metrics is an organization that helps companies maximize their HR potential. Learn new tricks and tips on their informative blog.
8. HR Web Cafe: This is an excellent blog devoted to all things HR. Here, you can read articles about benefits, office politics, employment trends, and more.
9. JimStroud.com: Jim Stroud is the go-to recruiting guru on the Web. Check out his blog for the latest news and trends in human resources.
10. PayScale Blog: Catch up on the latest HR news and trends, from profit sharing to technology advances.

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Find A Job And Keep It

The most excellent way to find a job is online. You can do all the necessary research to understand the position you are trying for as you need to comprehend what you will be doing; and prove to be the best at it.

The most excellent way to find a job is online. You can do all the necessary research to understand the position you are trying for as you need to comprehend what you will be doing; and prove to be the best at it. Because your employer will be watching you in the first few months, to see what your true skills are, and whether you fit into the company, you must know your responsibilities fully and demonstrate that you are worth having as an employee.

Of course, a profession, manual labour, hospitality and office work are obviously extremely different; however, the issues below will help you. You should also know who you will be working with and learn to get along with people without becoming too annoying. There is no reason to stay in a job where you do not ‘fit in’ and will feel uncomfortable and where the people around you are unpleasant either. Even if you do search online in depth, remember that you will not always meet likeminded people, so be prepared for that happening.

If you have an innate fear of the unknown because of a new job or project assigned to you, realise that it is natural and everyone experiences it until settling in. Immerse yourself in your work for your first several months, and you will find yourself growing in self-confidence.

While on the internet check out two sites that I really think are great. At jobsniffa.com.au and OzFreeOnline.com, you will find thousands of jobs listed in their job classifieds. Just register free, post a resume and find a good job. Job opportunities are definitely ‘out there’ and you can search for your job Australia wide. Don’t be afraid to ask others questions. Maintain confidentially by not gossiping. Do not socialize in the office or cultivate an office romance, these are two of the worst mistakes employees make. Find your friends and love interest away from your daily work – you will be glad you did.***

Source: Article99 by Eileen Maravillas

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Managing Behavioral Styles

How do you handle the differences in style among your employees? Do you wonder how to motivate someone who seems not to care? Are you dismayed when your management style seems to work with a few beautifully, but misses the mark with others?

To answer these questions Paula Switzer’s -a Certified DISC trainer- write an article about how we can manage employee’s behavioral styles.

First, you must come to grips with a rather tough realization: you really cannot motivate another person. Perhaps you can cause them to get motivated for the short term ("If you are late one more time, you are fired!"), but we all know the motivation for true, lasting behavior change must come from within.

Yet you can do much to create an environment where people will become self-motivated. Understanding different styles of behavior and what each style needs is the key. You also can begin to create a high performing team when you use these principles.

A behavioral-based model such as DISC can be helpful in learning about different styles. DISC is a model that has been used by more than 40 million people worldwide, and it has been translated into more than 17 languages.

In the DISC model, there are four main styles of behavior. Everyone has a bit of each behavior, and often a primary as well as a secondary style of behavior. The four primary styles are Dominance, Influence, Steadiness and Conscientiousness.

Obviously, as human beings, we are much more complicated than the four styles of the DISC, but the instrument can be a start in helping us understand how to create an environment where others are self-motivated.

As the war for talent becomes more pronounced, you must do everything you can to build a loyal, engaged team. Understanding these style differences, and incorporating these strategies can help in hiring and retaining key employees.

As a manager or a small business owner, you may have limited financial resources or career options with which to reward an employee, but you can work hard at understanding what makes your employees tick. When you appreciate and capitalize on employees' strengths, you provide them with a sense of pride, involvement and contribution that increases job satisfaction and retention.

Here are five tips to get moving in the right direction regardless of individual styles:

* Be clear about expectations up front - Let people know what is important to you and what you expect from them. Share your own style and needs with your employees.
* Walk the talk and lead by example - Step in to support your employees at every opportunity. Maintain your own sense of personal integrity at all times.

* Get to know your people and what makes them tick - Be a student of understanding differences, and adapt your style to meet their needs. Provide opportunities for people to operate from their strengths.
* Provide honest feedback, and continuous coaching - Encourage an environment where team members can learn from one another, including from you, and you from them. Tell the truth.
* Encourage and reward accountability - Provide reinforcement when people take initiative. Be the poster child for personal accountability. Admit mistakes and learn from them.
___________
Source: BestManagementArticles

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