Saturday, September 17, 2011
COMMON SENSE AT INTERVIEW ROOM
When we refer to something as being "common sense," we usually mean that it is something we think everyone should know. Often, though, it turns out that what may seem like common sense to one person isn't always so to someone else. For example: Veterinarians spend their days around animals, so they might consider it common knowledge that cats sleep about 18 hours per day; hence the reason your vet seems so amused when you bring Muffin in for a checkup, concerned about her inability to stay awake.
Similarly, because human-resources professionals constantly screen and interview candidates, what may seem like a common-sense interview tip to them might not have crossed a job seeker's mind. Following are "common-sense" interview tips straight from the experts' mouths.
1. Be presentable
Wear a suit that fits, and don't cut corners when it comes to ironing or dry-cleaning, says Monique Honaman, CEO of leadership development company ISHR Group. "I knew one guy who was in such a rush the day of his interview that he only ironed the front of his shirt. Later, during the course of his interview day, it was hot and he was encouraged to remove his jacket and get more comfortable and it was clear that he had cut corners and only ironed the front! He was very embarrassed," Honaman says.
Also, while you should always wear deodorant, try to avoid perfumes and colognes. You never know who will be allergic or just downright averse to your scent. "A hiring manager once told me a story of how he didn't select an incredibly well-qualified candidate for a role because she wore the same perfume as his ex-wife," says Danielle Beauparlant Moser, a career coach with Blended Learning Team. "He said she walked in the room and his only thought was how to get her out of his office as quickly as possible."
2. Don't be too early
While you should always arrive at your interview a few minutes early, try not get there more than 15 minutes before your scheduled interview time, advises Ben Yeargin, a manager at Spherion Staffing. "[Arriving early] will lead to anxiety on the candidate's part because they have to sit and wait for an extended period of time, and it will lead to frustration on the hiring manager's part because they will feel rushed with the project that they are trying to accomplish prior to the interview," he says.
If you find yourself getting to the building earlier than you thought, wait in your car or take a walk around the block until it's closer to your interview time.
3. Know whom you're meeting with
"Know the name of the interviewer so that you can ask for that person at the receptionist's desk," advises Cheryl Palmer, president of Call to Career, an executive coaching firm. "It's embarrassing when the receptionist asks, 'Who are you here to see?' and you can't remember. Have this information either in your head or write yourself a note that you refer to prior to arriving in the waiting area," Palmer says.
4. Remember: You are being interviewed as soon as you walk in the door
"Most people would never think of the receptionist as being an interviewer, but it's true," Palmer says. "It's fairly common that the receptionist will report back to the hiring manager how candidates behaved in the waiting area. Don't be remembered as the one who ate all the candy out of the candy dish or spoke disrespectfully to the receptionist."
5. Make proper eye contact
"One of the most obvious mistakes interviewees make is with eye contact, and it costs a lot of people a lot of jobs," says Barry Maher, who owns a California-based career coaching firm. "Eye contact is simple," he says. "Any given eye contact should last about five seconds at a time. And if there's one interviewer, make eye contact with him or her about 40 to 60 percent of the time. More than 60 percent is intimidating. Less than 40 percent comes off as shifty and perhaps insincere, even dishonest."
6. Eat before the interview, not during it
Duh? Not according to Yeargin, who has experienced interview-snacking firsthand. "I was in an interview, no more than 10 minutes into it, and I got called out for two minutes to answer a question," he says. "When I returned, the applicant was eating some sort of granola or other snack bar. Needless to say that individual did not get a job with my company." No matter what the candy bar ads have to say, your hunger can wait.
7. Make sure that what you do eat beforehand does not involve onion or garlic
You want to be remembered for your professionalism and outstanding skills, not for what you ate for lunch. Advises Palmer, "Don't eat anything that has a strong odor before the interview."
8. Don't look at your watch
Block at least two hours of time for the interview, says Cindy Loftus, co-owner of Loftus O'Meara Staffing. Loftus also advises keeping your schedule relatively clear on the day of the interview, to avoid feeling the need to rush. "Don't create distractions to your interview," she says.
9. Tell the interviewer you are interested
Don't forget to tell the recruiter you want the job. "If you truly feel the position is a fit, let them know and tell them you would like to get to the next round of interviews, and be prepared to tell them why," Loftus says.
10. Get business cards from your interviewers -- and use them
"Ask for the business cards of all of the interviewers that you have met and make sure you take a second or two to read their card," Loftus says. This will not only be helpful in remembering each person you met with, but will make it easier to send proper thank-you notes and follow up e-mails, which should always be done within 24 hours of leaving the interview.
Saturday, August 13, 2011
HOW TO PASS EXAMS – THE SECRETS OF SUCCESSFUL REVISION.
If you’re about to start revising for examinations, you’ll want to remember everything you need to get top marks. Here’s what to do ;
- Obtain the course syllabus from your tutor, and study it. Fact; the majority of students sitting for examinations never read whole syllabus. Results; they cannot revise properly. Tip; internal examinations set and marked by the technikon , universities or colleges do not have formal syllabus. Wise; use topic and sub-topic headings from lectures notes and handouts to build up the full picture.
- Take a sheet of paper for each subject and list the principal topics and sub-topics in columns down the page. Next; use your own symbol system to indicate the amount of ‘interest’ ‘knowledge /understanding’ ‘ease / difficulty of learning’ and ‘importance’ of each. Example; ‘iii’ very interested, ‘ii’ quite interested, ‘I’ not interested.
- Establish your priorities. Beginning; topics with positive symbols for both ‘interest’ and ‘knowledge/understanding’ are a good starting point, as learning these will be the easiest; thus boosting your confidence. Have a trial period of one week to make sure your schedule feels right for you. Then; mix in more topics with negative symbols as your confidence grows. Important; vary subjects and topics to keep your interest going – it’s your enthusiasm that will carry you through.
- Spot the likely examination questions. Internal; pay attention to topics that have been emphasized by the tutor and set during the course. External; in many papers , a core of topics will appear with some variation from year to year. Typical; one topic will be included three or four times in a five-year period.
- Tackle various questions on the same topic- you’ll improve your flexibility and readiness. How; list past exams questions, grouping them by type and emphasis. Add ; any related question raised during the course; plus others you can think of. Tip; check to see which questions occur most frequently on past papers. Try to identify that ‘banker’ question.
- Streamline your course notes. Original; class and book notes, handouts, assignments essays. Cut; to ‘key word revision cards’- brief outline notes written onto postcards. Aim; to use the minimum numbers of words necessary to highlight the key points of a subject. And; ‘spider diagrams’- a visually creative way of remembering important points. How; draw a circle (the spider’s body) in the middle of a page with the topic name written inside it. Add lines (the spider’s legs) highlighting one key points per line. Useful; these can be reproduced quickly at the start of an examination.
- Set clear and specific revision targets and timescale. Bad; ‘I must do it.’ Good; ‘I must do it by the last day of this month.’ Revise tasks that are sufficiently demanding. Verify your success in learning a topic by testing yourself. Example; write an essay under examination conditions- then mark it. Useful; many examinations boards sell past papers and marking schemes. Generate a feeling of accomplishment after learning a topic. It raises your interest and enthusiasm. Personal example; record your revision tasks in pencil on a large sheet of white card and rub them out as and when completed.
- Obtain the course syllabus from your tutor, and study it. Fact; the majority of students sitting for examinations never read whole syllabus. Results; they cannot revise properly. Tip; internal examinations set and marked by the technikon , universities or colleges do not have formal syllabus. Wise; use topic and sub-topic headings from lectures notes and handouts to build up the full picture.
- Take a sheet of paper for each subject and list the principal topics and sub-topics in columns down the page. Next; use your own symbol system to indicate the amount of ‘interest’ ‘knowledge /understanding’ ‘ease / difficulty of learning’ and ‘importance’ of each. Example; ‘iii’ very interested, ‘ii’ quite interested, ‘I’ not interested.
- Establish your priorities. Beginning; topics with positive symbols for both ‘interest’ and ‘knowledge/understanding’ are a good starting point, as learning these will be the easiest; thus boosting your confidence. Have a trial period of one week to make sure your schedule feels right for you. Then; mix in more topics with negative symbols as your confidence grows. Important; vary subjects and topics to keep your interest going – it’s your enthusiasm that will carry you through.
- Spot the likely examination questions. Internal; pay attention to topics that have been emphasized by the tutor and set during the course. External; in many papers , a core of topics will appear with some variation from year to year. Typical; one topic will be included three or four times in a five-year period.
- Tackle various questions on the same topic- you’ll improve your flexibility and readiness. How; list past exams questions, grouping them by type and emphasis. Add ; any related question raised during the course; plus others you can think of. Tip; check to see which questions occur most frequently on past papers. Try to identify that ‘banker’ question.
- Streamline your course notes. Original; class and book notes, handouts, assignments essays. Cut; to ‘key word revision cards’- brief outline notes written onto postcards. Aim; to use the minimum numbers of words necessary to highlight the key points of a subject. And; ‘spider diagrams’- a visually creative way of remembering important points. How; draw a circle (the spider’s body) in the middle of a page with the topic name written inside it. Add lines (the spider’s legs) highlighting one key points per line. Useful; these can be reproduced quickly at the start of an examination.
- Set clear and specific revision targets and timescale. Bad; ‘I must do it.’ Good; ‘I must do it by the last day of this month.’ Revise tasks that are sufficiently demanding. Verify your success in learning a topic by testing yourself. Example; write an essay under examination conditions- then mark it. Useful; many examinations boards sell past papers and marking schemes. Generate a feeling of accomplishment after learning a topic. It raises your interest and enthusiasm. Personal example; record your revision tasks in pencil on a large sheet of white card and rub them out as and when completed.
Saturday, July 30, 2011
TAKE METICULOUS CARE WHEN DEALING WITH POOR PERFORMANCE
How does an employer deal with poor performance on an employee?
The first step is to hold a meeting or counseling session (an informal affair) with the employee. You explain where the employee is falling short and what standard is not being met, and discuss the matter fully to see if the reason for the poor performance can be established.
You may uncover a domestic crisis, such as a pending divorce, or a work-related problem, such as a colleague victimizing the employee. The most important is to establish the cause – if you don’t know the cause, you cannot treat the problem. The problem will not go away unless you treat the cause.
Try to find mutual acceptable way of dealing with it – training may be required or you may have to refer the employee to good divorce lawyer.
All proceedings must be recorded in details. These records will be required if you eventually have to be dismiss the employee and the matter is taken up with the Commission for Conciliation., Mediation and Arbitration (CCMA).
You will have to prove that correct and fair procedures were followed, and you need written records to do this. Remember that in a case of unfair dismissals, the employee only has to prove that a dismissal took place. The employer must prove the fairness of the dismissal.
At the end of counseling session, the employee must be warned of the consequences of failure to improve where such warning is appropriate. Bear in mind that the aim of the counseling session is not to punish employees, but to assist them to recognize and overcome the problem.
There is no rule of thumb regarding how many counseling session are required before dismissal, or how many much assistance or training must be given before dismissal, or demotion to a lower position. This will depend on how many factors such as length of service and extend of employee’s willingness to co-operate.
In the counseling session, you must be specific. It is not acceptable to state that the employee is “not making the grade” or “is not doing the job properly”. The specific problem area must be defined and discussed in details. Be specific about what improvement is needed, what standard are required, in what area and by when.
The counseling process is termed” evaluation, instruction, training or guidance”. If the matter comes to dismissal, then the Code of Good Practice; Dismissal must be applied, as well as your own procedures, if any.
You are obliged to consider whether the employee did in fact fail to meet a performance standard, if he or she could reasonably be expected to have been aware of the required standard and whether fair opportunity was given to the employee to meet the required standard. Most importantly , you must assess whether dismissal is an appropriate (and perhaps the only available) sanction under the circumstances of the case.
Generally speaking, you should spend as much time as is reasonably expected all reasonable opportunity to rectify the matter.
Obviously, if the poor performance is causing major operational problems, you will have to inform the employee that he has only limited amount of time to rectify the matter before further action been taken against him / her..
The first step is to hold a meeting or counseling session (an informal affair) with the employee. You explain where the employee is falling short and what standard is not being met, and discuss the matter fully to see if the reason for the poor performance can be established.
You may uncover a domestic crisis, such as a pending divorce, or a work-related problem, such as a colleague victimizing the employee. The most important is to establish the cause – if you don’t know the cause, you cannot treat the problem. The problem will not go away unless you treat the cause.
Try to find mutual acceptable way of dealing with it – training may be required or you may have to refer the employee to good divorce lawyer.
All proceedings must be recorded in details. These records will be required if you eventually have to be dismiss the employee and the matter is taken up with the Commission for Conciliation., Mediation and Arbitration (CCMA).
You will have to prove that correct and fair procedures were followed, and you need written records to do this. Remember that in a case of unfair dismissals, the employee only has to prove that a dismissal took place. The employer must prove the fairness of the dismissal.
At the end of counseling session, the employee must be warned of the consequences of failure to improve where such warning is appropriate. Bear in mind that the aim of the counseling session is not to punish employees, but to assist them to recognize and overcome the problem.
There is no rule of thumb regarding how many counseling session are required before dismissal, or how many much assistance or training must be given before dismissal, or demotion to a lower position. This will depend on how many factors such as length of service and extend of employee’s willingness to co-operate.
In the counseling session, you must be specific. It is not acceptable to state that the employee is “not making the grade” or “is not doing the job properly”. The specific problem area must be defined and discussed in details. Be specific about what improvement is needed, what standard are required, in what area and by when.
The counseling process is termed” evaluation, instruction, training or guidance”. If the matter comes to dismissal, then the Code of Good Practice; Dismissal must be applied, as well as your own procedures, if any.
You are obliged to consider whether the employee did in fact fail to meet a performance standard, if he or she could reasonably be expected to have been aware of the required standard and whether fair opportunity was given to the employee to meet the required standard. Most importantly , you must assess whether dismissal is an appropriate (and perhaps the only available) sanction under the circumstances of the case.
Generally speaking, you should spend as much time as is reasonably expected all reasonable opportunity to rectify the matter.
Obviously, if the poor performance is causing major operational problems, you will have to inform the employee that he has only limited amount of time to rectify the matter before further action been taken against him / her..
Saturday, July 16, 2011
LESSON FROM THE EAGLES
The eagle is an aerodynamic marvel, a perfect flying machine,
Which can soar higher than practically any bird alive. Airline
Pilots have intercepted raptors at over 25 000 feet – five miles
Above the surface of the earth; Sometimes they fly so high that
Ice forms on their wings. An eagle can dive at speed s of up to
200 kilometers per hours and strike its quarry mid-air, then roll onto its back and
Catch the prey before it touches the ground. An exceptionally
graceful flier, the Golden Eagle hunts with its remarkable vision
five times stronger than a human’s –to locate snakes and mice .
No other bird understands the air currents better than the eagle.
In the mornings, it waits instinctively until the sun has warmed
The earth. As the eagle mounts the wind , it is in control, but the
Thermal provides the power, the lift to enable it to soar higher,in
Effortless flight.
Rything that has ever been achieved started first as an unseen spark
Some one,s creative imagination. Use your imagination to think like
A winner.
When the day ends and all other birds are tired from their constant
Efforts to stay aloft, the eagle glides in for a perfect landing. The
Thermals that bore it so high now return it gently back to earth.
Open your wings: It’s soaring time
It is time to get the big picture of life. We must learn to look
Beyond the horizon. You must believe – and see it in your
Mind- that you can soar. People who learn to use their
imagination flexibly see creatively. You have a rich source of
Ideas and mental pictures that can be developed.
The human brain has two distinct parts. The left is concerned
Mainly with logic and speech- it thinks. The right side is related
To intuition and creativity it knows. It is visual in orientation
And is the side of the brain that we tend to neglect.
Visualization is a powerful tool. Everything that has ever
Been achieved started first as an unseen spark in some-
One ‘s creative imagination. Use your imagination to think
Like a winner.
GUIDELINES FOR SUCCESS
• Seek, see and seize opportunities.
Great chances and challenges don’t always come gift-wrapped.
• Channel your passion into your profession or career.
• Persist and persevere- overnight success is a myth.
• Be inquisitive. Read widely outside of your field.
Ask questions and turn things inside out.
• Be optimistic. Things aren’t always as hard to accomplish
As you expect.
• Learn to get along with people; make them like you.
Respect their opinions and ideas.
• Learn to exhibit more patience than any other person
You know.
• Learn to think problems through.
Don’t give up. If you don’t get the answer
Today, go back to it tomorrow. Discipline
Your mind to the thought that anything given
To you to decide, pre-supposes your ability to
Solve it. Sufficient thought will bring one the
Proper solution in due time.
• Learn to put yourself in the other person’s place/shoes.
There are two sides to every dispute and yours is
Not necessarily the right one. Keep an open mind.
• Life is a challenge- meet it. Life is a duty-perform
It. Life is a gift accept it.
Which can soar higher than practically any bird alive. Airline
Pilots have intercepted raptors at over 25 000 feet – five miles
Above the surface of the earth; Sometimes they fly so high that
Ice forms on their wings. An eagle can dive at speed s of up to
200 kilometers per hours and strike its quarry mid-air, then roll onto its back and
Catch the prey before it touches the ground. An exceptionally
graceful flier, the Golden Eagle hunts with its remarkable vision
five times stronger than a human’s –to locate snakes and mice .
No other bird understands the air currents better than the eagle.
In the mornings, it waits instinctively until the sun has warmed
The earth. As the eagle mounts the wind , it is in control, but the
Thermal provides the power, the lift to enable it to soar higher,in
Effortless flight.
Rything that has ever been achieved started first as an unseen spark
Some one,s creative imagination. Use your imagination to think like
A winner.
When the day ends and all other birds are tired from their constant
Efforts to stay aloft, the eagle glides in for a perfect landing. The
Thermals that bore it so high now return it gently back to earth.
Open your wings: It’s soaring time
It is time to get the big picture of life. We must learn to look
Beyond the horizon. You must believe – and see it in your
Mind- that you can soar. People who learn to use their
imagination flexibly see creatively. You have a rich source of
Ideas and mental pictures that can be developed.
The human brain has two distinct parts. The left is concerned
Mainly with logic and speech- it thinks. The right side is related
To intuition and creativity it knows. It is visual in orientation
And is the side of the brain that we tend to neglect.
Visualization is a powerful tool. Everything that has ever
Been achieved started first as an unseen spark in some-
One ‘s creative imagination. Use your imagination to think
Like a winner.
GUIDELINES FOR SUCCESS
• Seek, see and seize opportunities.
Great chances and challenges don’t always come gift-wrapped.
• Channel your passion into your profession or career.
• Persist and persevere- overnight success is a myth.
• Be inquisitive. Read widely outside of your field.
Ask questions and turn things inside out.
• Be optimistic. Things aren’t always as hard to accomplish
As you expect.
• Learn to get along with people; make them like you.
Respect their opinions and ideas.
• Learn to exhibit more patience than any other person
You know.
• Learn to think problems through.
Don’t give up. If you don’t get the answer
Today, go back to it tomorrow. Discipline
Your mind to the thought that anything given
To you to decide, pre-supposes your ability to
Solve it. Sufficient thought will bring one the
Proper solution in due time.
• Learn to put yourself in the other person’s place/shoes.
There are two sides to every dispute and yours is
Not necessarily the right one. Keep an open mind.
• Life is a challenge- meet it. Life is a duty-perform
It. Life is a gift accept it.
Sunday, July 10, 2011
WORK YOUR WAY AROUND (OFFICE) POLITICS
The key is not to ignore it but to be aware of it – and the office troublemakers.
How do you navigate office politics without becoming an outsider?
To put it quite simply; “Nobody exists in an atmosphere where everybody agree.” This according to Professor Allan Cohen, author of Influence Without Power.
The fact of the matter is that if you work in an office with more than three co-workers, chances are that you’ve had a brush with office politics. According to the career guidance company, Professor Resume, office politics are inevitable because people will “attempt to use power to gain favour and influence with management and superiors”.
The trouble is that the disagreements and dissent that come from workplace politics can affect the whole company and decrease productivity and morale.
It is dangerous to completely ignore office politics because there might come a day when you are the victim of an unfair promotion or undermining rumour. The key, therefore, is actually not to ignore it but to be aware of it - and troublemakers – without distancing yourself and become the office outsider.
Handling gossips
Granted, this is easier said than done, especially if you are newly appointed and have yet to make friends.
It is often the case that because the gossip is always looking for an audience, they are also the first to extend the hand of friendship.
The trouble is that gossip have a away of poisoning working relations between co-workers. And even if you are only seen listening to the gossip-monger, , your silence might be construed as approval.
Instead, the key is to make it clear that you are not interested in discussing your colleagues, their performance or personal lives.
If your co-worker starts to discuss any of these topics or complain about a superior, ask them if they have taken the matter up with person involved and inform them that you have no wish to talk about this colleague behind his or her back.
Beware of cliques
Employees gravitate towards colleagues who share their interests and , most importantly their opinions.
Be wary of being pulled into a cliques – before you know it, you might be part of group gossips, malcontents or troublemakers.
Instead, treat everyone you meet with respect and try to align yourself with the moderate groups.
Remain neutral
If a workplace disagreement or argument develops and you are in some way involved, do your best to gather both sides of the story and not to make premature judgments.
Set boundaries
Keep your personal life that – personal. As harsh as this may seem, confiding in colleagues (unless they are close and trusted friends) about your personal problems may come back to haunt you as the information may be used against you.
Keep communication honest
If you have a problem with a co-worker, discuss it with them as soon as possible.
Treat everyone you encounter with the same degree of respect no matter what their reputation in the workplace might be. Remember that many can be as wrong as one , so do not ostracize a certain co-worker just because many of your colleagues do.
No matter what a person may or may not have done, everybody deserves to be treated with respect.
Focus on the job at hand
Safeguard your reputation by striving for excellence in your work. It is also true that your colleagues will mind less the fact that you are not that interested in office politics if they see that you are intent on shouldering your weight.
On the other hand , try to be a team player. Don’t act superior to your co-workers.
Be open for new ideas and be ready to bring your part and share the credit with the people you work with . Few actions invites as much back-bitting and hostility as the employee who ruthlessly climbs his ambitious way to the top ignoring the co-workers who work by his or her side.
How do you navigate office politics without becoming an outsider?
To put it quite simply; “Nobody exists in an atmosphere where everybody agree.” This according to Professor Allan Cohen, author of Influence Without Power.
The fact of the matter is that if you work in an office with more than three co-workers, chances are that you’ve had a brush with office politics. According to the career guidance company, Professor Resume, office politics are inevitable because people will “attempt to use power to gain favour and influence with management and superiors”.
The trouble is that the disagreements and dissent that come from workplace politics can affect the whole company and decrease productivity and morale.
It is dangerous to completely ignore office politics because there might come a day when you are the victim of an unfair promotion or undermining rumour. The key, therefore, is actually not to ignore it but to be aware of it - and troublemakers – without distancing yourself and become the office outsider.
Handling gossips
Granted, this is easier said than done, especially if you are newly appointed and have yet to make friends.
It is often the case that because the gossip is always looking for an audience, they are also the first to extend the hand of friendship.
The trouble is that gossip have a away of poisoning working relations between co-workers. And even if you are only seen listening to the gossip-monger, , your silence might be construed as approval.
Instead, the key is to make it clear that you are not interested in discussing your colleagues, their performance or personal lives.
If your co-worker starts to discuss any of these topics or complain about a superior, ask them if they have taken the matter up with person involved and inform them that you have no wish to talk about this colleague behind his or her back.
Beware of cliques
Employees gravitate towards colleagues who share their interests and , most importantly their opinions.
Be wary of being pulled into a cliques – before you know it, you might be part of group gossips, malcontents or troublemakers.
Instead, treat everyone you meet with respect and try to align yourself with the moderate groups.
Remain neutral
If a workplace disagreement or argument develops and you are in some way involved, do your best to gather both sides of the story and not to make premature judgments.
Set boundaries
Keep your personal life that – personal. As harsh as this may seem, confiding in colleagues (unless they are close and trusted friends) about your personal problems may come back to haunt you as the information may be used against you.
Keep communication honest
If you have a problem with a co-worker, discuss it with them as soon as possible.
Treat everyone you encounter with the same degree of respect no matter what their reputation in the workplace might be. Remember that many can be as wrong as one , so do not ostracize a certain co-worker just because many of your colleagues do.
No matter what a person may or may not have done, everybody deserves to be treated with respect.
Focus on the job at hand
Safeguard your reputation by striving for excellence in your work. It is also true that your colleagues will mind less the fact that you are not that interested in office politics if they see that you are intent on shouldering your weight.
On the other hand , try to be a team player. Don’t act superior to your co-workers.
Be open for new ideas and be ready to bring your part and share the credit with the people you work with . Few actions invites as much back-bitting and hostility as the employee who ruthlessly climbs his ambitious way to the top ignoring the co-workers who work by his or her side.
Thursday, May 26, 2011
How to bounce back from an embarrassing work blunder
Have you ever called a colleague by the wrong name, tripped in the hallway or spilled coffee on your suit?
You can take solace in the fact that you're not alone.
We asked more than 1,300 senior managers to describe their most embarrassing moments on the job. Survey responses ran the gamut from funny faux pas to mortifying mishaps.
For example:
"I conducted a training session with my zipper down."
"While interviewing a job candidate, I fell asleep."
"I said something inappropriate about my boss and found out he was standing right behind me."
"I answered the phone using the wrong company name."
"I sent an offer letter to the wrong candidate."
"I called my boss 'my love' by complete accident."
As the anecdotes above prove, nobody is immune to the occasional office gaffe. The key is to understand how to rebound from blunders with poise and professionalism.
Here are some tips:
Stay calm, cool and collected
It's easy to become frazzled after realizing you've made a mistake. Instead of allowing your mind to run wild with worst-case, "what if" scenarios, take a moment to collect yourself. When your nerves are rattled, the first response that pops into your head may not be the most effective or appropriate. So, take a few deep breaths, maintain your composure and carefully think through your next step.
Face the music
Own up to your "oops" moments. For instance, let's say you're listening to some colleagues gripe about Jen from marketing, who unexpectedly walks by at the very second you weigh in with a critical comment of your own.
While you might be tempted to run from the building or hide in the bathroom until the workday ends, it's better to face the music and make amends. Pretending it didn't happen or avoiding the offended individual only amps up the awkwardness. You're eventually going to have to deal with the hurt feelings you've caused; it's smarter to do so sooner than later.
Say 'I'm sorry' with sincerity
The greatest form of damage control is an authentic apology. Taking responsibility and showing remorse and concern for those you've inconvenienced or insulted diffuses tension.
On the other hand, you'll dig yourself in deeper by making excuses, becoming defensive or playing the blame game. The same goes for feigning regret. When people are upset, they want to know you understand the seriousness of the slip-up and will take steps to ensure it won't happen again. Half-heartedly saying, "I'm sorry, but it's really not that big of a deal" or accusing the person of being oversensitive is guaranteed to generate additional ill will.
Use humor to your advantage
Many cringe-worthy goofs affect just one person: you. If you spill iced tea all over yourself during a meeting or send a silly but harmless e-mail to the wrong co-worker, have a sense of humor about the situation. Letting them know the joke is on you shows you don't take yourself too seriously.
In addition, being able to chuckle at yourself puts others at ease and gives them permission to enjoy an innocent laugh. Lightheartedness and a little vulnerability will make you more approachable to those you work with, too.
Move on
As author and philosopher Henry David Thoreau advised: "One cannot too soon forget his errors and misdemeanors; for to dwell upon them is to add to the offense." The point is that brooding over a misstep and over-apologizing doesn't help you or anyone else. In fact, letting yourself get distracted by something you can't change actually increases the chances you'll make another error.
Learn from your mistakes, rectify them to the best of your ability and then let them go. In most cases, the faster you regain your focus and get back on track, the less memorable the incident will be.
You can take solace in the fact that you're not alone.
We asked more than 1,300 senior managers to describe their most embarrassing moments on the job. Survey responses ran the gamut from funny faux pas to mortifying mishaps.
For example:
"I conducted a training session with my zipper down."
"While interviewing a job candidate, I fell asleep."
"I said something inappropriate about my boss and found out he was standing right behind me."
"I answered the phone using the wrong company name."
"I sent an offer letter to the wrong candidate."
"I called my boss 'my love' by complete accident."
As the anecdotes above prove, nobody is immune to the occasional office gaffe. The key is to understand how to rebound from blunders with poise and professionalism.
Here are some tips:
Stay calm, cool and collected
It's easy to become frazzled after realizing you've made a mistake. Instead of allowing your mind to run wild with worst-case, "what if" scenarios, take a moment to collect yourself. When your nerves are rattled, the first response that pops into your head may not be the most effective or appropriate. So, take a few deep breaths, maintain your composure and carefully think through your next step.
Face the music
Own up to your "oops" moments. For instance, let's say you're listening to some colleagues gripe about Jen from marketing, who unexpectedly walks by at the very second you weigh in with a critical comment of your own.
While you might be tempted to run from the building or hide in the bathroom until the workday ends, it's better to face the music and make amends. Pretending it didn't happen or avoiding the offended individual only amps up the awkwardness. You're eventually going to have to deal with the hurt feelings you've caused; it's smarter to do so sooner than later.
Say 'I'm sorry' with sincerity
The greatest form of damage control is an authentic apology. Taking responsibility and showing remorse and concern for those you've inconvenienced or insulted diffuses tension.
On the other hand, you'll dig yourself in deeper by making excuses, becoming defensive or playing the blame game. The same goes for feigning regret. When people are upset, they want to know you understand the seriousness of the slip-up and will take steps to ensure it won't happen again. Half-heartedly saying, "I'm sorry, but it's really not that big of a deal" or accusing the person of being oversensitive is guaranteed to generate additional ill will.
Use humor to your advantage
Many cringe-worthy goofs affect just one person: you. If you spill iced tea all over yourself during a meeting or send a silly but harmless e-mail to the wrong co-worker, have a sense of humor about the situation. Letting them know the joke is on you shows you don't take yourself too seriously.
In addition, being able to chuckle at yourself puts others at ease and gives them permission to enjoy an innocent laugh. Lightheartedness and a little vulnerability will make you more approachable to those you work with, too.
Move on
As author and philosopher Henry David Thoreau advised: "One cannot too soon forget his errors and misdemeanors; for to dwell upon them is to add to the offense." The point is that brooding over a misstep and over-apologizing doesn't help you or anyone else. In fact, letting yourself get distracted by something you can't change actually increases the chances you'll make another error.
Learn from your mistakes, rectify them to the best of your ability and then let them go. In most cases, the faster you regain your focus and get back on track, the less memorable the incident will be.
Tuesday, May 3, 2011
Most employees are not very loyal
Most employees are not very loyal!!!
Managers don't understand employee loyalty, or lack thereof.
If you've seen the recent reports that more employees are quitting their jobs as the economy improves, then hearing thatemployee loyalty nationwide is at a three-year low should be about as shocking as hearing that Charlie Sheen is getting a reality TV show.
I mean, we all saw this coming, right? (Well, maybe not all of us. See below.)
Recently, insurance and financial services firm MetLife released a new study indicating that not only is employee loyalty at its lowest point since 2008, but that some employers evidently aren't aware of this fact. According to the study, 47 percent of employees report feeling a very strong loyalty to their employers, while 51 percent of employers said they thought employees were very loyal.
You can read the details of the study here, but below are some of the larger implications that you as an employer need to consider:
Certain benefits matter more than you think: While employers are generally correct in thinking that salaries and wages are the biggest drivers of employee loyalty, many underestimate the role that retirement benefits and nonmedical benefits (such as disability and life insurance) play in employee satisfaction.
Benefits are only as good as how well you communicate them: Maybe it's not the lack of benefits that irks employees, but the lack of awareness. Another finding was that 55 percent of employees believe the communication they receive from their employers regarding benefits is unclear or too infrequent. If you're doing a poor job of communicating your employee benefits and how employees can take advantage of them, you might as well not offer them at all.
"Effective communications can make the difference between benefits that are understood and valued, and benefits that are overlooked and underutilized. Communicating effectively is related to improved benefits satisfaction, job satisfaction and loyalty," said MetLife's vice president of U.S. business, Dr. Ronald S. Leopold, in the press release.
It's time to get over your fear of social media: The survey shows that 70 percent of employers are leaning against the use of social media, but know this: There's a growing desire among Gen Y and Gen X employees to acquire benefits information through social networking sites, and a similar number want to get them through mobile devices, too.
Of course, none of this is to imply that your employees are dissatisfied or are among the 74 percent of workers who already have one foot out the door, but how do you know unless you ask?
If you take nothing else from this survey, let it serve as a reminder that you and your employees might not be on the same page in terms of what they want and what you're giving them. So take the hint and start checking in with your employees again -- conduct surveys, solicit feedback, ask for suggestions – and then actually use the information.
If you don't start meeting your employees halfway, it's only a matter of time before they find an employer who does.
For further reading on employee retention during times of economic uncertainty, check out Amy Chulik's recent post on the subject, Employee Morale is Not a Trend -- So Don't Treat It Like One.
Managers don't understand employee loyalty, or lack thereof.
If you've seen the recent reports that more employees are quitting their jobs as the economy improves, then hearing thatemployee loyalty nationwide is at a three-year low should be about as shocking as hearing that Charlie Sheen is getting a reality TV show.
I mean, we all saw this coming, right? (Well, maybe not all of us. See below.)
Recently, insurance and financial services firm MetLife released a new study indicating that not only is employee loyalty at its lowest point since 2008, but that some employers evidently aren't aware of this fact. According to the study, 47 percent of employees report feeling a very strong loyalty to their employers, while 51 percent of employers said they thought employees were very loyal.
You can read the details of the study here, but below are some of the larger implications that you as an employer need to consider:
Certain benefits matter more than you think: While employers are generally correct in thinking that salaries and wages are the biggest drivers of employee loyalty, many underestimate the role that retirement benefits and nonmedical benefits (such as disability and life insurance) play in employee satisfaction.
Benefits are only as good as how well you communicate them: Maybe it's not the lack of benefits that irks employees, but the lack of awareness. Another finding was that 55 percent of employees believe the communication they receive from their employers regarding benefits is unclear or too infrequent. If you're doing a poor job of communicating your employee benefits and how employees can take advantage of them, you might as well not offer them at all.
"Effective communications can make the difference between benefits that are understood and valued, and benefits that are overlooked and underutilized. Communicating effectively is related to improved benefits satisfaction, job satisfaction and loyalty," said MetLife's vice president of U.S. business, Dr. Ronald S. Leopold, in the press release.
It's time to get over your fear of social media: The survey shows that 70 percent of employers are leaning against the use of social media, but know this: There's a growing desire among Gen Y and Gen X employees to acquire benefits information through social networking sites, and a similar number want to get them through mobile devices, too.
Of course, none of this is to imply that your employees are dissatisfied or are among the 74 percent of workers who already have one foot out the door, but how do you know unless you ask?
If you take nothing else from this survey, let it serve as a reminder that you and your employees might not be on the same page in terms of what they want and what you're giving them. So take the hint and start checking in with your employees again -- conduct surveys, solicit feedback, ask for suggestions – and then actually use the information.
If you don't start meeting your employees halfway, it's only a matter of time before they find an employer who does.
For further reading on employee retention during times of economic uncertainty, check out Amy Chulik's recent post on the subject, Employee Morale is Not a Trend -- So Don't Treat It Like One.
Monday, April 4, 2011
IS YOUR BOSS TOO BOSSY???
One of the perks of being the boss is that what you say goes. You get to decide what happens and when it happens. If you're the big boss, you also get an assistant who books your flight, orders your lunch and coordinates your schedule. In other words, you're important.
With this authority comes unpleasant responsibility. Giving those orders can be fun, but they can also cause friction in the workplace. Having to fire someone or deny them a promotion is an unpleasant experience that no one enjoys. But what happens when bosses abuse their authority? Yes, employees are supposed to support their bosses, but they're not supposed to be servants.
We decided to find out when a boss has crossed the line from being in charge to being unreasonable. The answers we received varied from person to person, suggesting that there is no single definition for being too authoritative. Not all workers agree on the same signs of an overly commanding boss, but they know it when they see it.
Here are some opinions on how to identify a boss that's too bossy:
"A good boss delegates the result, not the process. This empowers the employee to figure out how to create a solution or solve the problem on their own. The result is better quality and an employee who can apply their new knowledge to future challenges.
An example: The boss tells the janitor that it is his responsibility to empty the trash on Tuesdays and Thursdays. If the trash is full on Wednesday, the janitor will not empty it. However, if the boss tells the janitor that it's his responsibility to keep the trash bins empty, the janitor will empty the trash bins any time they are full any day of the week. Which is a better result?" -- Orna W. Drawas, author of "Perform Like a Rock Star and Still Have Time for Lunch"
"As long as the boss's behavior makes sense to his reports, he's not too bossy. It is indeed his job to be in charge and at times demanding. With emphasis on 'at times.' It is also his job to make sure that his team understands why he had to display a certain behavior in a certain situation. So as long as the boss keeps listening and watching out for feedback of his team members to maintain a mutual understanding, he's a good boss.
Bosses flip out sometimes. Bosses have to make fast decisions sometimes. However, they should also take the time afterwards to explain, teach and, if necessary, apologize. They need to be aware if their behavior makes sense to their people and if not, either adjust their behavior or explain it, to bring back the balance. If the workers feel like their boss is overreaching his authority, it means a necessary conversation hasn't taken place and it probably also means that the boss is not flexible and stuck in only one -- authoritarian-- management style." - Anja Schuetz, people management coach for Yellow Umbrella
"The difference between an assertive boss and one that's deemed too bossy is that the assertive boss understands that those he's assertively directing need and want it to perform better, while the bossy boss doesn't care. To effectively manage people, bosses must figure out how each of their employees needs their management direction packaged in order to get each to perform at their best. Less successful (and often despised) bosses take the position that 'this is who I am; deal with it.'" -- Sean O'Neil, CEO of One to One Leadership
"I think a boss becomes too bossy when he or she limits the free expression of ideas of other organizational leaders. Fact: People are hired because they bring skills, ideas, and unique perspectives to the table. If a boss is overriding the sharing of those unique talents, you don't have a team, you have a king or queen and serfs. If a team or an organization is to make well thought out, well rounded decisions, it takes the input of everyone involved and a bossy boss can thwart that effort." -- Daniel Crosby, Crosby Performance Consulting
"Demanding bosses are not necessarily bad for us. They set high standards, they force us to stretch ourselves and to prove that we have the capacity to perform above and beyond our own expectations, and we achieve a real sense of accomplishment in knowing that we've been successful. The experience turns negative when it's one-sided: our bosses don't acknowledge our hard work, only see the flaws and not the overall positive contribution, take credit for our work, or don't know how to establish a balance -- knowing when to step back so the pressure is not unrelenting. That translates into managing employees with enough rope to let them succeed but not enough to trip up." -- Roy Cohen, author of "The Wall Street Professional's Survival Guide"
With this authority comes unpleasant responsibility. Giving those orders can be fun, but they can also cause friction in the workplace. Having to fire someone or deny them a promotion is an unpleasant experience that no one enjoys. But what happens when bosses abuse their authority? Yes, employees are supposed to support their bosses, but they're not supposed to be servants.
We decided to find out when a boss has crossed the line from being in charge to being unreasonable. The answers we received varied from person to person, suggesting that there is no single definition for being too authoritative. Not all workers agree on the same signs of an overly commanding boss, but they know it when they see it.
Here are some opinions on how to identify a boss that's too bossy:
"A good boss delegates the result, not the process. This empowers the employee to figure out how to create a solution or solve the problem on their own. The result is better quality and an employee who can apply their new knowledge to future challenges.
An example: The boss tells the janitor that it is his responsibility to empty the trash on Tuesdays and Thursdays. If the trash is full on Wednesday, the janitor will not empty it. However, if the boss tells the janitor that it's his responsibility to keep the trash bins empty, the janitor will empty the trash bins any time they are full any day of the week. Which is a better result?" -- Orna W. Drawas, author of "Perform Like a Rock Star and Still Have Time for Lunch"
"As long as the boss's behavior makes sense to his reports, he's not too bossy. It is indeed his job to be in charge and at times demanding. With emphasis on 'at times.' It is also his job to make sure that his team understands why he had to display a certain behavior in a certain situation. So as long as the boss keeps listening and watching out for feedback of his team members to maintain a mutual understanding, he's a good boss.
Bosses flip out sometimes. Bosses have to make fast decisions sometimes. However, they should also take the time afterwards to explain, teach and, if necessary, apologize. They need to be aware if their behavior makes sense to their people and if not, either adjust their behavior or explain it, to bring back the balance. If the workers feel like their boss is overreaching his authority, it means a necessary conversation hasn't taken place and it probably also means that the boss is not flexible and stuck in only one -- authoritarian-- management style." - Anja Schuetz, people management coach for Yellow Umbrella
"The difference between an assertive boss and one that's deemed too bossy is that the assertive boss understands that those he's assertively directing need and want it to perform better, while the bossy boss doesn't care. To effectively manage people, bosses must figure out how each of their employees needs their management direction packaged in order to get each to perform at their best. Less successful (and often despised) bosses take the position that 'this is who I am; deal with it.'" -- Sean O'Neil, CEO of One to One Leadership
"I think a boss becomes too bossy when he or she limits the free expression of ideas of other organizational leaders. Fact: People are hired because they bring skills, ideas, and unique perspectives to the table. If a boss is overriding the sharing of those unique talents, you don't have a team, you have a king or queen and serfs. If a team or an organization is to make well thought out, well rounded decisions, it takes the input of everyone involved and a bossy boss can thwart that effort." -- Daniel Crosby, Crosby Performance Consulting
"Demanding bosses are not necessarily bad for us. They set high standards, they force us to stretch ourselves and to prove that we have the capacity to perform above and beyond our own expectations, and we achieve a real sense of accomplishment in knowing that we've been successful. The experience turns negative when it's one-sided: our bosses don't acknowledge our hard work, only see the flaws and not the overall positive contribution, take credit for our work, or don't know how to establish a balance -- knowing when to step back so the pressure is not unrelenting. That translates into managing employees with enough rope to let them succeed but not enough to trip up." -- Roy Cohen, author of "The Wall Street Professional's Survival Guide"
Tuesday, February 22, 2011
TACKLING JOB OFFER DILEMMAS
You've been on several job interviews, but the phone's been silent. Suddenly, the employer at the top of your list calls and offers you a position. The only problem is the pay isn't nearly what you expected.
In a situation like this, where a decision isn't clear-cut, you need to think critically before accepting or rejecting an employment offer. Following are examples of some tough job offer dilemmas and suggestions for determining the best course of action:
You're offered a dream job ... but the pay is low
What if you are offered a job you've always wanted, only to find out that accepting the position means a pay cut?
This can be an especially difficult choice in an uncertain economy, depending on how much your salary will drop. Because future salary levels are often based on past compensation, a drop in pay can have long-term consequences. Of course, a smaller paycheck shouldn't automatically dissuade you from taking a job you really want. You may even be able to offset the effect by negotiating a sooner-than-usual salary review or more benefits such as additional vacation time. Other factors, including workplace culture and advancement opportunities, can also make a lower-paying job more rewarding.
You're offered a dream job ... but there's a lengthy commute
You're up for a transfer to a position in another office that interests you. The only problem is it would require you to commute an hour-and-a-half each way.
In this scenario, your first concern might be the cost of commuting, especially given the current record-high price of gasoline. Your employer may be able to help in this regard, however. According to a recent Robert Half survey, 17 percent of companies offer ridesharing or vanpooling and 11 percent provide telecommuting options to offset the rising cost of commuting.
In addition, don't forget to evaluate the time you'll be sacrificing. If you are a new parent, for instance, you likely won't want to spend three hours a day in the car.
You're offered a dream job ... but it's halfway across the country
You're on the job hunt and have been offered a dream position on the other side of the country. Do you stay or do you go?
You'll need to consider the change in cost-of-living and how much it will affect your quality of life. Would you be happy in the new location? Visiting ahead of time can help you get a feel for the community and decide if you'll enjoy it. Also ask the firm about steps it plans to take to help you acclimate to the area, such as providing assistance with your house hunt.
Another factor to consider is what you would do if you move to another city or state and the position doesn't work out. Will you be able to find another job? It helps to research the local economy, especially as it relates to your particular industry, to determine the likelihood of locating a similar position should you need to look for work.
You're offered a dream job ... but it's with a struggling startup
You've been with a large, established company for a few years, but you've been offered an exciting position with a new company that is just starting to get off the ground. Do you leave the security of your current job for the excitement of the unknown?
Your personality becomes an important factor in this decision. Do you see yourself as a risk taker, or are you more comfortable with stability? If you've been with your company for a while, you've probably become accustomed to a particular workplace culture and a new environment could be jarring. Also, consider the possibility that a less-established firm could struggle in an uncertain economy. Find out more about the new organization and its future prospects by conducting some Internet research and speaking with people in your professional network. At the same time, don't overlook the reasons a smaller company might appeal to you, such as offering you more responsibility and greater autonomy, as well as the potential for quick advancement.
You're offered a dream job ... then another
You're on the job hunt and your qualifications have drawn interest from several employers. In fact, on the same day, two firms extend an employment offer.
While flattering, receiving multiple offers can make for a difficult decision. Ask the companies for some time to consider your next move. Also let each hiring manager know you are evaluating an offer from another employer; this could be a good negotiation tactic. If you are having a hard time choosing, put together a list of pros and cons. One factor you don't want to overlook is workplace culture. While this element may be hard to quantify, it's an important consideration, and your definition of a good work environment should match what a prospective employer offers. In addition, don't hesitate to contact the hiring managers with questions. How each person responds to your concerns could tell you a lot about the organizations.
In most cases, determining whether to accept or decline a job offer is fairly straightforward. But when the decision is so difficult you feel as if you're taking the SAT, the key is to collect as much information as you can. By asking yourself and the employer the right questions, as well as conducting additional research, you can be confident in the choice you make.
In a situation like this, where a decision isn't clear-cut, you need to think critically before accepting or rejecting an employment offer. Following are examples of some tough job offer dilemmas and suggestions for determining the best course of action:
You're offered a dream job ... but the pay is low
What if you are offered a job you've always wanted, only to find out that accepting the position means a pay cut?
This can be an especially difficult choice in an uncertain economy, depending on how much your salary will drop. Because future salary levels are often based on past compensation, a drop in pay can have long-term consequences. Of course, a smaller paycheck shouldn't automatically dissuade you from taking a job you really want. You may even be able to offset the effect by negotiating a sooner-than-usual salary review or more benefits such as additional vacation time. Other factors, including workplace culture and advancement opportunities, can also make a lower-paying job more rewarding.
You're offered a dream job ... but there's a lengthy commute
You're up for a transfer to a position in another office that interests you. The only problem is it would require you to commute an hour-and-a-half each way.
In this scenario, your first concern might be the cost of commuting, especially given the current record-high price of gasoline. Your employer may be able to help in this regard, however. According to a recent Robert Half survey, 17 percent of companies offer ridesharing or vanpooling and 11 percent provide telecommuting options to offset the rising cost of commuting.
In addition, don't forget to evaluate the time you'll be sacrificing. If you are a new parent, for instance, you likely won't want to spend three hours a day in the car.
You're offered a dream job ... but it's halfway across the country
You're on the job hunt and have been offered a dream position on the other side of the country. Do you stay or do you go?
You'll need to consider the change in cost-of-living and how much it will affect your quality of life. Would you be happy in the new location? Visiting ahead of time can help you get a feel for the community and decide if you'll enjoy it. Also ask the firm about steps it plans to take to help you acclimate to the area, such as providing assistance with your house hunt.
Another factor to consider is what you would do if you move to another city or state and the position doesn't work out. Will you be able to find another job? It helps to research the local economy, especially as it relates to your particular industry, to determine the likelihood of locating a similar position should you need to look for work.
You're offered a dream job ... but it's with a struggling startup
You've been with a large, established company for a few years, but you've been offered an exciting position with a new company that is just starting to get off the ground. Do you leave the security of your current job for the excitement of the unknown?
Your personality becomes an important factor in this decision. Do you see yourself as a risk taker, or are you more comfortable with stability? If you've been with your company for a while, you've probably become accustomed to a particular workplace culture and a new environment could be jarring. Also, consider the possibility that a less-established firm could struggle in an uncertain economy. Find out more about the new organization and its future prospects by conducting some Internet research and speaking with people in your professional network. At the same time, don't overlook the reasons a smaller company might appeal to you, such as offering you more responsibility and greater autonomy, as well as the potential for quick advancement.
You're offered a dream job ... then another
You're on the job hunt and your qualifications have drawn interest from several employers. In fact, on the same day, two firms extend an employment offer.
While flattering, receiving multiple offers can make for a difficult decision. Ask the companies for some time to consider your next move. Also let each hiring manager know you are evaluating an offer from another employer; this could be a good negotiation tactic. If you are having a hard time choosing, put together a list of pros and cons. One factor you don't want to overlook is workplace culture. While this element may be hard to quantify, it's an important consideration, and your definition of a good work environment should match what a prospective employer offers. In addition, don't hesitate to contact the hiring managers with questions. How each person responds to your concerns could tell you a lot about the organizations.
In most cases, determining whether to accept or decline a job offer is fairly straightforward. But when the decision is so difficult you feel as if you're taking the SAT, the key is to collect as much information as you can. By asking yourself and the employer the right questions, as well as conducting additional research, you can be confident in the choice you make.
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