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« July 2007 | Main | September 2007 »

Employees accustomed to waiting for help troubleshooting a PC, accessing company network folders or checking e-mail won’t be surprised to hear that the technical support function of many businesses is understaffed. In a new survey, chief information officers (CIOs) polled said their companies’ technical support teams are, on average, 40 percent smaller than they optimally should be.

The national poll includes interviews with more than 1,400 CIOs from a stratified random sample of U.S. companies with 100 or more employees. It was conducted by an independent research firm and developed by Robert Half Technology, a leading provider of information technology professionals on a project and full-time basis.

CIOs were asked, “What is the ratio of internal end-users to technical support employees at your company?” The mean response was 136:1.

CIOs also were asked, “What would be the ideal ratio of internal end-users to technical support employees at your company?” The mean response was 82:1.

Survey results also indicated that CIOs from the largest companies (greater than 1,000 employees) were closest to their ideal level of technical support, with a ratio of end-users to IT staff of 118:1 versus an ideal of 82:1. Farthest from their ideal were CIOs from midsize firms (250-499 employees), who said that their ratio of end-users to IT support staff is 131:1, when in a perfect world it would be 64:1.

“Many managers, particularly those with organizations experiencing growth, are realizing their technical support or help desk teams can no longer keep up with increasing end-user needs,” said Katherine Spencer Lee, executive director of Robert Half Technology. “An understaffed technical support function can lead to a frustrated and less productive workforce, which ultimately affects the company’s bottom line.”

Lee noted that organizations with ongoing, proactive information technology recruiting strategies are in the best position to provide staff the resources they need to succeed. “It is particularly difficult to find skilled technical support professionals in the current competitive hiring environment. Employers are now using multiple recruiting tactics, including placing want ads in a variety of places, networking and enlisting the help of a specialized staffing firm to help ensure a consistent pipeline of talent.”

With more than 100 locations in North America, Europe and Asia, Robert Half Technology is a leading provider of technology professionals for initiatives ranging from web development and multiplatform systems integration to network security and technical support. Robert Half Technology offers online job search services at www.rht.com.

Courtesy of Robert Half Technology

U.S. Professionals Work Fewer Hours Than Many Global Counterparts but are More Likely to Work at Home and on Vacation

A new global report shows that many financial professionals are putting in more hours on the job than just two years ago, but exactly how much time varies widely by country. The Robert Half International research also suggests a trend toward increased accessibility of financial managers outside of the office.

Among the findings:

  • Forty-five percent of U.S. finance managers surveyed said their hours have increased over the last two years. Among those, two-thirds said they now work an additional five to 15 hours a week.
  • U.S. respondents cited working an average of 40.9 hours per week, more than the 40 hours the French reported but below the 42.2 hours worked in Germany, 43.8 hours in Italy and 47.1 hours in Japan. (A chart illustrating this data can be found below.)
  • Nearly four out of 10 (39 percent) of U.S. respondents said they sometimes or always take their laptops or PDAs with them on vacation, as compared to 16 percent in Ireland, a country near the top of the list in hours worked.
  • Only 32 percent of U.S. practitioners said they never work weekends, versus 65 percent in Spain and 51 percent in New Zealand. One-quarter of U.S. financial professionals say they work three or more weekends each month.

The Working Hours: A Global Comparison report was based on a global survey conducted by an independent research firm and developed by Robert Half International, the world’s first and largest staffing services firm specializing in accounting and finance. The study includes responses from more than 2,200 financial managers across four continents, representing 17 countries.

Globally, 37 percent of financial professionals polled said they work between 39 and 45 hours per week, and more than half (52 percent) said they have been putting in more time over the last two years. The three most popular reasons for an increase in working hours are taking on more responsibility (56 percent), company growth (45 percent) and understaffing (27 percent).

“Finance and accounting managers have taken on new roles and responsibilities due to company expansion and the emphasis on corporate governance and compliance,” said Max Messmer, chairman and CEO of Robert Half International. “This clearly has resulted in heavier workloads -- and, in many cases, the need to work longer hours.”

Messmer noted that as business becomes more global, it’s useful to understand typical work hours and preferences across cultures. “Professionals around the world have differing expectations of how and when they should work,” he said. “As organizations branch into new countries, they must understand and respect the customs within different parts of the world. While it may be acceptable to call contacts in one location in the evening or during their vacation, for example, others may consider it intrusive or unprofessional.”

Average hours worked

Taking calls or checking e-mail from home

Working on vacation

Robert Half International was founded in 1948 and is traded on the New York Stock Exchange. Its financial staffing divisions include Accountemps®, Robert Half® Finance & Accounting and Robert Half® Management Resources, for temporary, full-time and senior-level project professionals, respectively. The company has more than 350 staffing locations in North America, South America, Europe and the Asia-Pacific region, and offers online job search services on its divisional websites, all of which can be accessed at www.rhi.com.

Courtesy of Robert Half International.

According to HR Executive Online, in a recent study conducted by DDI and Monster Worldwide, two of every three job seekers surveyed reported that their impressions of the people they interviewed with strongly influenced their decision to accept or reject a position. Here are some of the job search candidate's pet peeves:

  • an interviewer who acts like he has no time to talk to the candidate
  • a hiring authority who withholds information about the position
  • an interview conversation that is more like an interrogation
  • an interviewer that shows up late for the meeting

Interviewers and hiring authorities are the face of the company to job seekers. Companies that strive to teach hiring managers to engage the job seeker and act as the ombudsman for the firm will win the war for talent. Interviewers need to be authentic and respectful of candidates and they can successfully build rapport with prospects by sticking to performance based and relevant questions and offering feedback to candidates in a timely manner.

As a job seeker, you are interviewing a company as much as they are interviewing you. Pay close attention to the subtle cues of the interviewer. While the actions of one or two people may not represent the company as a whole, they could be indicative of the corporate or department culture and are worth noting.

By Barbara Safani and courtesy of CareerHub.com. The Career Hub blog connects job seekers with experts in career counseling, resume writing, personal branding and recruiting.

The cover story of Fortune Magazine’s June 2007 edition speaks to both sides of the “Us vs. Them” generational riff happening everywhere. I thought it to be pretty straightforward and accurate, and contain some key insights for both employers and Gen Y’s looking for strategies to help them better understand their Baby Boomer and Generation X bosses. I was impressed to learn that it was written by a young Gen Why reporter; a rising journalistic star, no doubt.
If you haven’t yet seen this article (picked up by CNN and other news services) I encourage you to check it out by clicking here. Then I invite you to leave your comments.

By Eric Chester and courtesy of Generation Why? Whysblog

Tom Stern, creator CEODAD.com and FastCompany blogger pointed me to a new book: 150 Best Jobs for Your Skills by Michael Farr and Laurence Shatkin.

The book identifies the top ten skills that are the most important in today’s economy, based on data from the U.S. Department of Labor and the latest O*NET. It also reminds us that, according to an NCDA Gallup Poll, 54 percent of professionals feel they are not using their skills in their current job.

Interesting statistic. Over half of us believe we're not using our skills in our current job?! If that's really true, the loss of productivity (as a result), just blows me away.

Maybe it's just the way that I'm wired, but I can't figure out why somebody would stay in a role when they didn't believe they were using their skills. If not from using our skills, then from what/where does one derive their sense of satisfaction?

The authors also identified social skills as the number one requirement for the fastest-growing opportunities out there. No surprise. Although it does concern me a bit as I consider this generation of gamers, myspacers, texters, who spend precious little time involved in face-to-face communication.

So....since we all believe that social skill cred is important, here's a few tips Tom Stern has for improving one's social skills:


IMPROVE SELF-CONFIDENCE THROUGH EYE CONTACT
Apparently, if you don’t look a person in the eye, you could be revealing disinterest, or even be lying. Luckily, you can avoid working on this social skill by always sending e-mails.

SHOW INTEREST IN THE OTHER PERSON
Rather than dominating the conversation with stories about yourself, encourage reciprocation by starting a little back and forth. This allows both you AND the other party to take turns fighting boredom while the other idiot is talking.

ASK EVOCATIVE QUESTIONS
Inquiries which prompt a simple yes or no answer stop things dead. Rather than asking “did you have a good flight?” try “what was the in-flight movie?” You’d be surprised how much of a connection can be made with another person simply by establishing a mutual disdain for Ben Affleck.

LISTEN
Really take in what the other person is saying, and respond directly to it. It does no good to stand there while a client talks about his strategy for expanding market awareness and then blurt out “who doesn’t love cheese?”

BE WELL-READ AND KNOWLEDGEABLE
Note: no longer a requirement in politics.

TAKE RISKS
I assume this means asking for what you want in a forthright and pleasant manner, and not appearing at a staff meeting wearing nothing but your Tasmanian Devil tie.

MOVE AT YOUR OWN PACE
It’s important to know that developing better social skills is a long process, and that you will make mistakes. Try out your new communication techniques on your children, because if you fail with them, the humiliation they will heap upon you will be far greater than anything some silly old client could dish out.

Dennis Smith
Sr. Manager, Talent Acquisition
T-Mobile USA
WirelessJobs.com

The Power of Flexibility

In the early evening on a recent Thursday, Kiran Arora, a consultant at the compensation firm Watson & Wyatt Worldwide, was getting ready to leave for the weekend. No, it wasn't a holiday or a long weekend. Her work week runs Mondays through Thursdays. Arora traded in that one extra day each week to spend time with her family and her children.

In a 2000 poll of more than 3,500 company executives by recruiting firm Management Recruiters International, Inc., 61 percent of the participants believed the 9-to-5 workday will disappear in the next 10 years.

According to a 1998 study by the Employment Policy Foundation, 18 percent of the U.S. workforce breaks the traditional Monday-through-Friday workweek, and the 9-to-5 workday. Part-timers cut their workweek short for various reasons, including tending to family (children and the elderly); pursuing personal hobbies; volunteering in community service; caring for health conditions; and many others.

For part-timers, priorities other than work can assume more importance. "It was not difficult to make the decision to go part-time when I found out I was having a baby," said Arora.

"From an employer's point of view, it is better to accommodate a valuable employee who wants to work part-time than it is to have the person quit," said Kristin Accipiter, a spokesperson for the Society for Human Resource Management (SHRM).

People who decide to work part-time for personal reasons say they are happy with their new lives. According to a Seattle Times/North West Cable News poll of 600 people in Washington, Oregon, and Idaho, part-timers are as satisfied with their jobs as people who work long hours. The respondents said the reason is that they have time to pursue what they want outside of work.

Scholars found similar results in a study published by Purdue University in 1998. Of the 87 professionals and mangers participating in the study who had become part-time workers for personal reasons, 62 percent said their work arrangements were highly successful. Only 7 percent of the respondents reported low success in the arrangements. (See Lee, M.D., MacDermid, S.M., et al, Improvising New Careers: Accommodation, Elaboration, Transformation, West Lafayette, IN: The Center for Families at Purdue University, 1998.)

Drawbacks in career advancement and compensation
The sense of personal fulfillment that may come with going part-time can be tempered by certain economic disadvantages. It is up to you to determine whether the benefits of working part-time outweigh the potential costs. For example, the traditional wisdom that taking time off from work or working part-time can hurt one's career is at least partially true. "Your career advancement definitely slows down," said Arora, "but it also depends on you." Because of her limited work hours, she could not pursue clients who required full-time service.

"The key is to be more aggressive," said Arora. "There is pressure to prove you are no less than a full-time employee." She said she is treated differently at work because she has less time to socialize with her colleagues. Her advice to would-be part-timers is to be proactive in forging strong professional relationships.

Another potential drawback for going part-time is the pay gap. Part-time workers should receive the same hourly rate of pay as comparable full-time workers, however that is not always the case. In the summer of 2000, national data on employment, average hours worked, and average hourly earnings for part-time workers became available for the first time from the National Compensation Survey at the Bureau of Labor Statistics. The data showed that economy-wide earnings for full-time workers averaged $15.77 versus $8.89 per hour for part-time workers. This pattern held for law teachers, where average hourly earnings for full-time workers ($58.67) exceeded those of their part-time counterparts ($20.65); for physicians, however, the inequality was reversed, with part-timers averaging $56.57, compared with $37.49 for full-timers.

The variation by occupation in the relationship between full- and part-time average hourly earnings presents a future challenge for researchers. The BLS plans to look into what factors account for this variation and find whether this relationship is constant by occupational group, industry, or area.

In 1998, the Employment Policy Foundation did its own analysis of wages for part-time and full-time workers. Without any adjustments, the pay gap between part-timers and full-timers was 50 percent. However, after the data was adjusted to account for typical statistical disparities by sex, age, race, education, school attendance, union membership, and broadly defined industry and occupation categories, the gap shrank dramatically - to under 12 percent.

Although relatively little research has been done on the difference in benefit provision for part-time and full-time workers, the gap does appear significant, according to the Employment Policy Foundation. Analysts have used some of the techniques described above to explain the gap, but many find that it remains. This finding may reflect that it usually costs more to provide a given benefit to part-timers than to full-timers.

Assert yourself and demonstrate your value
In most cases, senior managers hold the power to decide whether to allow a full-time employee to go part-time. "The key is to show your employer that you can be just as valuable, even if you are working fewer hours or working from home," said Erisa Ojimba, a compensation consultant for Salary.com. "When you approach your manager, be prepared and go with a proposal," said Ojimba.

Arora stressed the importance of constant communication with managers to avoid any work conflict. The most frequent problem when someone works part-time is in logistics, such as scheduling meetings.

While managers should be aware of part-timers' hours, the part-time employee should clarify whether and when overtime payment is due. "If you are classified as a part-timer, but you worked more than 32 hours one week, you should get paid overtime," explained Ojimba.

Arora agreed. "Your manager needs to know that your day off does not mean you will work at home, because that would defeat the purpose of your working part-time."

Working part-time does not mean the employee should get paid less. Wages should be prorated, so that the employee earns as much per hour as if he or she were working full-time. Although some employers may offer partial benefits to part-time workers, employers in general are not obligated to offer them. It is also wise to ask about eligibility for bonuses and vacation time.

Alternatives to part-time work
There are alternatives for employees who would like to work part-time but cannot. According to SHRM, 26 percent of all companies support telecommuting. Of the larger employers (those with more than 5,000 employees), 12 percent offer on-site childcare; 21 percent offer company-supported childcare; and 12 percent offer subsidized childcare. And in 2000, 15 percent of employers offered lactation rooms for mothers of infant children, compared with 9 percent the previous year.

Article by Jessica Yang and courtesy of Salary.com®

Meet 26-year-old Steve Kelly, an avid reader of WhysBlog. Steve is a Cash Management Officer for a large bank in Kansas City who recently sent me his thoughts on what it takes to make management training programs effective and relevant to today’s college grads and young professionals. Although I’ve never met Steve, his perspective on this topic is important for leaders to consider; enough so that I’ve made Mr. Kelly my first-ever guest blogger.

Take it away, Steve! …

There are many names and acronyms for it: management training program (MTP), management rotation program (MRP), management in training (MIT), etc. Certain MTPs are designed to show its members a broad view of the different departments of the company, while other programs focus on developing associates for a specific role within the company. Companies, big or small, that employ a management training program for new associates have to commit fully to its success. It does a company little good to have a MTP that isn’t held accountable for effective education of and productivity from its members. Generation Whys heading into corporate America after graduation will tend to want to be a part of this type of program because of what it offers them–freedom and flexibility in a career to “figure out” what it is they really want to do in their field.

Companies in the banking industry (the industry that I was a MTP member in) that implement these training programs have a responsibility to nurture the members from their first day on the job. Generation Whys can tell if their MTPs are not properly planned or organized. Keep in mind that fresh college graduates are used to some order–they’ve been given syllabi from college that tells exactly what to expect from their specific class for the semester. News flash–Whys are still in the college-class mindset. Thus, predictability is desirable. Management training programs must move along a specific timeline for member growth and development. Generation Whys want established, clear steps for moving along the corporate career path. Whys also want an actual end to (or graduation from) the program–this allows Whys to feel some sense of accomplishment. If you throw in some timely learning opportunities and in-depth on-the-job training, the employer just might be able to hold on to the talent its groomed for awhile longer.

Most importantly, the employer without question, develop corporate loyalty along the way. College graduates, who are new to the banking industry, want (and need) direction from the MTP leadership. It is crucial for banks/financial institutions to develop education and provide proper resources for that education, in order to make the MTP journey a fruitful one for the Generation Whys. Having a detailed plan of education helps build corporate credibility, develops loyalty, and makes Generation Whys more comfortable in their ongoing search for what it is they really want to do with their work lives.

For more information visit your favorite web search engine and type in “management training program.”


em>By Eric Chester and courtesy of Generation Why? Whysblog

Every once in a while you come across a story of a baby boomer or Gen X’er who ‘gets it’. They’ve discovered that the secret to recruiting, training, managing, motivating, and retaining Gen Y (Generation Why) employees is actually no secret at all. It simply boils down to leadership, setting high standards, getting in the trenches with them, and sharing the love.

Here’s a terrific article from the Detroit Free Press that will restore your faith in the talent, work ethic, and commitment of today’s teenage employees. (And if an owner/operator of a small town confectionary business can achieve this demonstrated degree of employee buy-in, the same results can be achieved anywhere!)

By Eric Chester and courtesy of Generation Why? Whysblog

I came across this post on CNN Money from Senior Writer Anne Fisher of “Ask Annie” fame, where a young Ivy League graduate is seeking advice on whether to make a career change after just three months in his first job because he feels his job has become too routine.

Fisher’s reply is excellent, but I find the nature of the question to be the real gem here. Smart employers must realize that their young recruits are prone to getting bored very quickly and need to be challenged. Managers have got to take proactive steps to engage young talent early on as most Gen Y’s won’t seek advice from a columnist when they get bored; they’ll simply quit their jobs.

By Eric Chester and courtesy of Generation Why? Whysblog

Q. I have researched all over about what kind of compensation you should get for being on call, but have found nothing. Right now I get paid for three extra hours each week for being on call Monday through Sunday from 7pm to 5am. When I get called in, I am guaranteed a minimum of two hours' pay. When I was employed at another company I was on call for a week and I got paid two hours on the hour after my regular work day (16 hours), and that was for seven days. When I got called in I got paid for four hours automatically.

This seems like a big difference. I would like some information to present to my manager and vice president of my department, then my company. I feel I deserve to get paid more than just three extra hours after working 70 extra hours a week.

A. There is no standard practice for on-call pay. Companies generally try to offer on-call pay that is competitive within their industry and local market. Before you speak to the VP of your department, talk to your HR department. Ask the head of HR or your compensation department what the going on-call rate is for your local area, and your competitors. Most HR departments participate in local surveys that collect data on on-call pay, so your department is better able to answer your questions for you.

I know it is easier to research information on your own, but it is one of the roles of your HR department to help the company offer competitive salaries to its employees. It could be that your previous company had a more aggressive strategy for its on-call pay program than your current company. Let your HR department help you determine whether this is the case.

Article by Erisa Ojimba, certified compensation consultant and courtesy of Salary.com®

Q. Is it possible for a prospective employer to verify your salary from a previous employer without your knowledge or consent?

A. It depends on whether your company belongs to a consortium of companies that exchanges information about their current and former employees. Typically, companies participating in such consortia may share pay data and the current status of their employees - for example, active or terminated.

Companies normally ask potential employees to sign a waiver allowing the employer to verify information provided on a resume or employment application. Declining to let a prospective employer verify your employment history could seriously jeopardize your candidacy.

It seems as if you don't want companies calling your previous employers to verify your salary. If that is the case, I would add a note to your resume and all employment applications that requires a company to inform you if and when they decide to contact a previous employer.

Rarely would a company contact a candidate's previous employer without permission.

Good luck.

Article by Erisa Ojimba, certified compensation consultant and courtesy of Salary.com®

Q. What exactly is meant by the word equivalent in the phrase "four-year degree or equivalent"?

A. When an employer uses the term equivalent, it typically means they will consider any job-related experience that will provide the candidate the necessary knowledge, skill, and abilities (abbreviated "KSA") to be able to perform the functions of the advertised position proficiently. A formal education with a four-year degree can be sufficient to provide a candidate with necessary KSAs. Or, a high school diploma and four years of experience in a particular job can also help a candidate develop sufficient KSAs. A company is simply looking for someone who has the KSAs, whether from an informal background or through a formal avenue, to perform the functions of a job successfully.

The same logic applies when an employer says it will consider "two years of equivalent experience." In this case, the employer is looking for either a formal education or job experience that gives you the knowledge, skills, and abilities.

Good luck.

Article by Erisa Ojimba, certified compensation consultant and courtesy of Salary.com®

Q. I've been in this job for five months. I started out as a data entry clerk and was promoted to project manager in the first six weeks. At the time, I was promised a salary increase after a trial period of two months. But it hasn't happened yet. I was also supposed to get a three-month review, should I ask for that also? I love my job and love to come to work every day.

A. First of all, a project manager is a very general job title, so ask your manager to come up with a more definitive title.

I would strongly urge you to send an email to your manager reminding him or her about the agreement to adjust your salary. Ask the manager when you should expect to see the increase in your paycheck.

I would also forward the email to the HR department. Ask them about your company's process for promotional increases, how the long it takes, and when you should receive your increase in your paycheck.

Verbal agreements are always risky, not because you shouldn't trust your manager, but because people can get so busy that they forget what they promise people. Having it in writing helps to jog people's memories.

Once you have received your monetary increase, take the same approach to asking for your performance review. Find out what the process is, and how your evaluation will be included during your merit increase. During your performance evaluation, look for other ways to increase your opportunities in the company. What are your manager's expectations of your performance, and what skill sets should you enhance to become a more valuable asset to the company?

Good luck.

Article by Erisa Ojimba, certified compensation consultant and courtesy of Salary.com®

My August Whys News eZine article is about the importance Generation Y places on having fun at work and on the job, and how adding fun to your workplace can boost productivity and help reduce turnover. However, measuring fun is rather abstract and nebulous, as the Fun-O-Meter has yet to be invented.

Laughter is certainly one good indication of fun, and there is no better way to relieve stress. It’s impossible to hold on to tension and anxiety in the middle of a laugh. That’s why a person moving a heavy object has to put it down when they start to laugh.

This leads me to the question of the day… Are you a funny boss? According to this recent post on the Inc.com blog, 97% of all workers surveyed prefer to work for a boss that can make them laugh.

So if you’re looking to create a better bond with your employees, brush up your stand-up routine and knock-knock jokes, and make ‘em laugh!

By Eric Chester and courtesy of Generation Why? Whysblog

Q. Assuming employees are meeting the requirements of their position, what are the new standards of annual salary increases (percentage-wise)? Also, what happens to long-term employees who are earning beyond the position's salary range, because they steadily received 4 percent increases and are now almost "overpaid"? Do they stop getting raises?

A. Each year, salary survey companies ask employers to tell them how much their merit budgets will be for the upcoming year. Most companies don't know what their merit budgets will be until sometime in the fall. Then they report those merit budgets to the survey companies. As of August 2001, Salary.com has seen some decrease in the rate of salary increases, more in the form of lower offers to new hires than in reduced budgets for merit increases, which won't appear for a few months.

The way a company handles its long-term employees normally depends on its overall compensation strategy. If a company's philosophy is to pay a competitive wage and reward high performers, then it is less concerned with whether someone is a long-term or a short-term employee. Companies normally pay the average or median market rate for employees who are fully proficient in their jobs. If an employee's performance is well above market, an employer will probably pay above the median or average market rate.

Some employees are high achievers because they have been performing a job for quite some time. Generally, companies don't want to pay such employees more than 25 to 30 percent above market because they know they can find someone to perform the same function for less money. However, if a company wants to reward its high performers whose base salaries are well above market, it can offer them lump-sum payments rather than increasing their base pay. This way, companies still reward employees who are doing a great job without increasing their fixed costs.

Good luck.

Article by Erisa Ojimba, certified compensation consultant and courtesy of Salary.com®

Q. I work in a hospital in Florida as a computer operator. Before this I was a computer operator at another company for almost 20 years. I am paid a salary of $19,406, well below the Computer Operator I salary quoted in the Salary Wizard, $25,310. I really like the company, the job, and the people I work with.

The hospital management does not seem to care about what they pay their staff. They are giving only 3 percent raises, and I don't think they'd try to stop you from leaving if you asked for more. I am a good worker, I work most of the overtime they ask of me, and I am not out sick very much.

A. Your employer may have some catching up to do.

If your employer is paying 3 percent raises in a down market, it's nothing out of the ordinary. But if a 3 percent merit increase is typical for your employer, you've been falling behind every year. Salaries move at different rates every year, but typically by about 4.1 percent. Inflation is low, but a 3 percent increase just barely keeps pace with the changing cost of living.

It seems to me that no one has recently adjusted your salary to reflect a competitive market rate. Jobs have a fair value on the market, just like a car has a Blue Book value. Your employer is paying less than the market rate for your job.

There are several reasons why an employer might pay less than market. First, the employer may not know the market rate. That's unlikely, since most employers use salary surveys to price their jobs, but it's possible. A second explanation is that the employer's pay philosophy may be to economize on labor. The organization may have severe budget restraints, or be in financial trouble. The organization may keep raises down if it is hoping to encourage voluntary terminations. Sometimes the reason an employee is paid below market is that he or she is a poor performer.

For whatever reason, you are being paid below market. The good news is, when the HR department makes a market adjustment to a job, it doesn't usually come out of the same budget as the annual merit increases. You might be able to negotiate for more without upsetting the internal pay structure.

If you'd like to try, approach your human resources department and ask to see their numbers on what your job should pay, and if their number is comparable to the figure in the Salary Wizard, ask why you're being paid less. If their number is lower, make sure to ask what year the salary was benchmarked.

If your employer simply won't pay more, you may have to decide which is worth more to you: the pleasant working conditions you described, or the potential to earn what your job is worth in another organization.

Good luck.

Article by Erisa Ojimba, certified compensation consultant and courtesy of Salary.com®

Q. In August 2000, I relocated by choice. When I relocated, I couldn't keep the same position with my company. Now the company has offered me a position comparable to the one I left behind, but at the pay rate I was at before my position changed. What boundaries does my company have to adhere to, and should they calculate a cost-of-living increase? My immediate supervisor told me the cost of living was lower here than where I moved from. But after doing a little research I found that the cost of living is significantly higher where I am now.

A. Since this was a voluntary move, the company is under no obligation to find you a position similar to what you had in your previous position. But although you are not in the strongest negotiation position, you do have some options.

You could ask the HR department if they would consider adjusting your current base salary to reflect the cost of the position in your new location. Of course, you can tell them you took the position based on the conversation you had with your supervisor, and see if they would adjust the salary based on the misleading advice you received.

Your second option is to ask the company whether it would consider moving you into a position that will meet your salary requirements. Of course, that will depend on whether you meet the requirements of the position.

It's always a good idea to do research ahead of time. Do not accept a position until you have used resources such as the Salary Wizard or the Personal Salary Report to determine how much a job is worth in the location where you will be working.

Good luck.

Article by Erisa Ojimba, certified compensation consultant and courtesy of Salary.com®

Except these aren’t your tame, line-up-and-follow-mother ducklings! They are young, independent, constantly connected, iPod-wearing, high-expectations, play by Y-rules, forget-delayed gratification workers flooding American business. There are 70M of them, born between '77 and '02. Most of their bosses are baby boomers, who took the long view that they would climb the ladder of corporate success gradually and follow the rules laid down from above.

Is this match made in heaven? Jason Dorsey addresses the angst of Gen Ys in his new book, "My Reality Check Bounced."

On the College Recruiter Blog, we hear that Gen Ys hate their jobs at a higher percentage than at any time in the survey's 20-year-history.

Many Gen Yers may hate their jobs, but they will ultimately change the way the workplace functions. With the labor shortage spurred by baby boomer retirement already begun, business will have to accomodate their new workers while Gen Yers themselves will need to make some adjustments. We hear about Gen Ys who bring their mothers to job interviews (as best friends not nannies) and parents being courted along with candidates by companies. Or CEOs lunching with new hires in a frontal assault on traditional hierarchy.

According to generation watchers, Gen Ys want meaning in work and in life and don't want to sacrifice either. Meanwhile, baby boomers are, oddly enough, looking to ease out of the hierarchy, do more of what makes them passionate, work on their own terms as contractors or small business people.

If creativity and innovation are the keys to US competitiveness abroad, we can expect a shot in the arm from Gen Yers and interesting synergies with their parents' generation, themselves forging "brand"-new worlds in un-retirement. So, make way for...??? I can't wait to see!


By Jean Cummings and courtesy of CareerHub.com. The Career Hub blog connects job seekers with experts in career counseling, resume writing, personal branding and recruiting.

Q. I recently accepted a new role as a Web assessment client coordinator within an organization for whom I have been working for a year. My previous salary was $25,000. When asked about my desired compensation for this new role, I replied, "I don't know what the salary range is for this position," trying to get a feel for what I might expect. I was due for my one year performance review and was expecting a salary increase of at least 5 percent. My manager told me to go into this performance review with $27,000 in mind. This was lower than I was hoping for. I didn't really feel I had much bargaining power based on the way things developed. I accepted the role at a salary of $27,875. This seems low to me. Should I ask for more?

A. Let's do the math. You were making an annual salary of $25,000 when you were offered a new role as a Web assessment client coordinator. Even though your manager told you to expect only $27,000, you ended up with a salary of $27,875. Before this opportunity came along, you expected an increase of 5 percent; but your company gave you an 11.5 percent increase to your base salary along with this new responsibility.

Without knowing what kind of guidelines for promotions your company has, I'll go out on a limb and say it has at least met your initial expectations. You were asked what kind of compensation you should receive for taking on this role, and you said you didn't know what the range was for the position.

It is quite understandable that you now would think you should have been a tougher negotiator. I would advise you in the future to go to the Salary Wizard or get a Personal Salary Report to see if you could find a range for your job or one with similar skill sets. This way, you'll have some idea of what your talents are really worth.

Things being as they are, think of this role as an opportunity to learn as much as possible so you can enhance your job worth for the next role you go after.

Good luck.

Article by Erisa Ojimba, certified compensation consultant and courtesy of Salary.com®

Q. I work for a food and beverage management company that has had a few closures over that past year in my region due to cutbacks by our clients. To stay employed with my company, I agreed to consult in a different region (with a much higher salary scale for the same position) until new business opens back up in my home region. This agreement was on a month-to-month basis. Three months have gone by now and there is a possibility of new business back home. This new business will not open for six months though, so they have asked me to stay here until then. How do I negotiate for a salary increase that reflects this region while I am consulting here?

A. You can ask your client to increase your contract rates whenever you want, since you have a monthly arrangement. You should still use the Salary Wizard or a Personal Salary Report to determine the appropriate pay in the location in which you are working. The Salary Wizard applies a geographical differential to its data, so you'll be able to know the appropriate pay for your job in either region. The Personal Salary Report reflects a geographic sample of the data, so it is an even better reflection of pay practices in your region.

Once you have determined the appropriate pay, tell your clients you did not expect to be away from home as long as you have, and that to accommodate your expenses, you would like to renegotiate your contract so that it takes into account the market rate for your geographic location.

Good luck.

Article by Erisa Ojimba, certified compensation consultant and courtesy of Salary.com®

Q. At work, two departments have two separate requirements. One requires a four-year bachelor's degree with a lower starting salary than the other, which requires only a two-year associate's degree. Is this appropriate?

A. I know of no legal precedent requiring employers to pay someone with a bachelor's degree more than someone with an associate's degree. If your company has a compensation strategy that pays its employees based on competence and skill sets, it is possible that someone with an associate's degree would get paid more than an employee with a bachelor's degree.

I can't say whether it is appropriate to pay employees with an associate's degrees more than employees with a bachelor's degree because I don't know what jobs and departments you are referring to. For instance, some IT jobs that require only an associate's degree will pay more than some jobs in accounting.

Your company will only run into problems if it applies its policies inconsistently. It shouldn't require one employee to have a bachelor's degree, and pay someone without a bachelor's more money in the same position.

Good luck.

Article by Erisa Ojimba, certified compensation consultant and courtesy of Salary.com®

Q. I work in a hospital in Florida as a computer operator. Before this I was a computer operator at another company for almost 20 years. I am paid a salary of $19,406, well below the Computer Operator I salary quoted in the Salary Wizard, $25,310. I really like the company, the job, and the people I work with.

The hospital management does not seem to care about what they pay their staff. They are giving only 3 percent raises, and I don't think they'd try to stop you from leaving if you asked for more. I am a good worker, I work most of the overtime they ask of me, and I am not out sick very much.

A. Your employer may have some catching up to do.

If your employer is paying 3 percent raises in a down market, it's nothing out of the ordinary. But if a 3 percent merit increase is typical for your employer, you've been falling behind every year. Salaries move at different rates every year, but typically by about 4.1 percent. Inflation is low, but a 3 percent increase just barely keeps pace with the changing cost of living.

It seems to me that no one has recently adjusted your salary to reflect a competitive market rate. Jobs have a fair value on the market, just like a car has a Blue Book value. Your employer is paying less than the market rate for your job.

There are several reasons why an employer might pay less than market. First, the employer may not know the market rate. That's unlikely, since most employers use salary surveys to price their jobs, but it's possible. A second explanation is that the employer's pay philosophy may be to economize on labor. The organization may have severe budget restraints, or be in financial trouble. The organization may keep raises down if it is hoping to encourage voluntary terminations. Sometimes the reason an employee is paid below market is that he or she is a poor performer.

For whatever reason, you are being paid below market. The good news is, when the HR department makes a market adjustment to a job, it doesn't usually come out of the same budget as the annual merit increases. You might be able to negotiate for more without upsetting the internal pay structure.

If you'd like to try, approach your human resources department and ask to see their numbers on what your job should pay, and if their number is comparable to the figure in the Salary Wizard, ask why you're being paid less. If their number is lower, make sure to ask what year the salary was benchmarked.

If your employer simply won't pay more, you may have to decide which is worth more to you: the pleasant working conditions you described, or the potential to earn what your job is worth in another organization.

Good luck.

Article by Erisa Ojimba, certified compensation consultant and courtesy of Salary.com®

Q. A nonexempt employee was given the duties of an exempt employee upon the exempt employee's retirement. The nonexempt employee had been acting in this capacity for over four years. Does the employer lose the ability to classify this position/employee now as exempt? Is there a time limit?

A. Generally, it is not the employee who determines whether a job is exempt from the Fair Labor Standards Act (FLSA); it is the tasks being performed in the job that do or do not warrant the exemption.

You did not mention what tasks the previous employee was performing when he or she left the company. It could be this employee had been performing tasks that warranted the exemption status. When the employee left the company, it is possible that the company could no longer justify the position as exempt.

Companies often get into trouble when they have exempted a job from the FLSA when the job does not meet the requirements for exemption under the law. In such a case, the company may have to pay an employee overtime incurred while performing the job while being treated as exempt. These payments could be retroactive.

So I would encourage you to ask your HR representative why the FLSA status changed when the previous employee left the company.

Good luck.

Article by Erisa Ojimba, certified compensation consultant and courtesy of Salary.com®

For a growing number of employees, the “annual” performance review is no longer a once-a-year occasion, a new survey shows. Nearly four in 10 (39 percent) executives interviewed recently said their companies schedule these meetings either twice a year or quarterly, up from 29 percent in 2002.

The survey was developed by OfficeTeam, a leading staffing service specializing in the placement of highly skilled administrative professionals. It was conducted by an independent research firm and includes interviews with 150 senior executives at the nation’s 1,000 largest companies.

Executives were asked, “How often, if ever, do you conduct formal performance appraisals of your staff?” Their responses:



 20072002
Quarterly8% 10%
Twice a year31%19%
Once a year58%66%
As necessary1%2%
Never/don’t conduct formal appraisals2% 3%
 100%100%

“Many workers are apprehensive about performance reviews, but, with preparation, these meetings present an opportunity to highlight accomplishments, identify future career goals and make a case for a raise or promotion,” said Diane Domeyer, executive director of OfficeTeam.

Added Domeyer, “Employees whose firms do not have a formal evaluation process, or who seek more frequent feedback, should take the initiative to schedule informal meetings with their managers to discuss their progress on the job.”

OfficeTeam offers the following tips to help professionals make the most of performance reviews:

  1. Jog your memory. Before your review, make a list of your accomplishments and how your efforts benefited the firm.
  2. Arrive with ideas. Your manager will likely solicit your input on what you hope to achieve in the coming months and if you would like any changes made to your role. Carefully consider the support you might need to meet your objectives.
  3. Treat the review as a two-way conversation. How you listen and respond to feedback is crucial. Think of the meeting as an opportunity to work with your supervisor to develop a plan to move your career forward.
  4. Dish it out -- carefully. Use the review to diplomatically provide your manager with feedback. This is your chance to request more guidance or resources.
  5. Create an action plan. Always finish the discussion by setting specific goals to work toward. To make the next review more productive, start tracking your achievements and challenges now.

Article courtesy of OfficeTeam, a leading staffing service specializing in the placement of highly skilled administrative professionals, has more than 300 locations worldwide and offers online job search services at www.officeteam.com.

Q. I am an HR professional who has had difficulty persuading managers to accept the HR team's job matching to salary surveys. How would you recommend I proceed to get them to buy into the results?

A. For companies that have difficulty getting managers to buy into the process of job matching, it can be helpful to start by providing them with data. Ask your colleagues in the employment department how many offers of employment are rejected based on what your company can offer. And then find out how many employees leave the company for more money and/or better career opportunities. Then, armed with your company's data, set up a meeting with your management team and give them three reasons why job matching is an important part of doing business.

External competitiveness. For companies to be competitive, they must be able to pay their employees a competitive wage. In doing so, companies must benchmark their jobs to similar jobs offered by competitors. It is very important to match jobs to the appropriate survey jobs, as mismatches can have an impact on the survey results. For this reason, knowledgeable managers should match their own jobs.

Internal equity. Many companies pay recent hires more than tenured employees relative to the market because new employees are more likely to command the competitive market rate. But such companies sometimes sacrifice existing employees for the sake of new ones. Companies who participate in salary surveys know what skill sets and competencies are in demand and what competing companies will pay for their competencies. To reduce turnover rates its important to remain ahead of the curve and pay employees before they leave.

Turnover costs. One way to get the attention of your managers is to tell them the cost of replacing an employee. For instance, some IT jobs can cost a company up to $20,000 to fill. When managers know what an employee will cost the company in real dollars, they are more likely to see the virtue of participating in the process. Also, think about charging some of your recruiting costs to your manager, and see how soon they become interested in benchmarking jobs.

Good luck.

Article by Erisa Ojimba, certified compensation consultant and courtesy of Salary.com®

Q. My performance review is coming soon, and I would like to learn more about the do's and don'ts of performance reviews. Any advice would be greatly appreciated.

A. The review process is normally broken down into two parts. The first is spent discussing your overall performance during a defined "performance period." The second part of the process is how much you will receive based on your performance.

I always advise managers that employees should never be surprised by their review. The purpose of a performance review is just that: to review an employee's performance. In other words, your manager should summarize all the conversations you've had regarding your performance, good or bad.

The second part of the review is where the manager talks about how you will be rewarded for your performance. People who meet the general requirements of the job should expect an average merit increase of 3 to 5 percent in typical years. However, if your company rewards you based on how far away you are from the company's midpoint, then you may receive more than 3 to 5 percent; if your salary is above the midpoint, you'll receive less.

The Performance Self-Test is a free online software tool that helps you evaluate your own performance in preparation for a performance review. The Personal Salary Report includes a worksheet on preparing for a salary negotiation.

Tips on preparing for a performance review

Do a self-review. Before you meet with your manager, review your performance objectives. Make a list of goals you achieved and areas where you have improved.

Keep an open mind. Walk into the interview process without preconceived ideas. Keep in mind that everyone in the company is getting a review, and the company has finite resources with which to reward you and your coworkers. Although you may have performed extremely well during the past year, others may also have done an excellent job. If your manager says your merit increase will only be a certain amount, that may be all the company can afford.

It's all about you. To be professional, it is appropriate to talk only about your own performance during your review, not that of your colleagues. Keep the focus on your accomplishments.

Reach a consensus. Before you talk about your merit increase, make sure you agree on your overall performance. This is important because your increase is based on your performance. If you disagree with your manager's assessment, find information that supports your claims. It may delay your increase, but at least you know your increase will be based on accurate information.

Good luck.

Article by Erisa Ojimba, certified compensation consultant and courtesy of Salary.com®

One of the most important and generous benefits a company can offer is tuition reimbursement, a contractual arrangement between employer and employee that outlines specific terms under which the employer may pay for the employee's continuing education. Today, tuition reimbursement benefits are also called tuition assistance, and vary greatly from company to company.

It generally takes a solid, well-established company to be able to offer what could amount to $10,000 per semester or more for eligible employees. So don't look for too many startups to include tuition assistance as a regular part of their compensation package. However, distance learning technologies are providing new opportunities for employees to receive degrees from virtual (and nonvirtual) universities at much lower cost than traditional study programs.

Just because a company says it believes in personal development, though, don't assume it offers tuition reimbursement. If this benefit is important to you, perhaps because you want to complete a bachelor's degree or earn an advanced degree, it makes sense to clarify the scope of your intentions and the company's capabilities up front.

Study hard - or get stuck with the bill
Most companies that offer tuition reimbursement base the amount on the employee's grade in the course or courses. If the employee earns a grade below a B, many companies won't pay. In addition, some companies pay for the course at registration, but others reimburse the cost only after successful completion of the coursework. When investigating a tuition assistance program, ask about timing of reimbursement, since that could make a difference in how many classes you take at one time.

Most companies say reimbursable coursework has to be "work-related," but definitions of "work-related" vary. For example, some companies pay only for classes related to the job an employee is doing now, while others pay for classes that develop professional skills such as management that help employees grow into new positions. Companies that are truly concerned with career development will pay for future-oriented education.

Because tuition reimbursement is such an expensive benefit, some companies withhold payments for up to a year, so that students can prove themselves on the job. Withholding the money is also a way to ensure that employees don't leave right after they earn a degree at the company's expense. Other companies simply deduct what they paid for education from an employee's final paycheck - and continue to send bills - if the employee leaves sooner than the company considers appropriate.

Employee scholars reap tax benefits
Tuition reimbursement used to be treated as taxable income to the employee. In 1996, however, Congress approved some sweeping changes that resulted in lower taxes for a number of sectors, and "employee scholars" were among the lucky ones. The tax-free status is good for up to $5,250 of annual employer-provided assistance benefits through the year 2010. Starting in 2002, it applies to both the undergraduate and graduate levels. Visit the IRS site page on Educational Expenses to find out more about educational tax credits and eligibility.

In many companies, if the course is not job-related, but still approved by the firm, it is considered a taxable benefit and the relevant amount is withheld from the employee's reimbursement.

It doesn't hurt to ask
Tuition assistance is a powerful benefit. And sometimes the benefit is completely at the discretion of the manager, so it's important to ask.

Even companies that don't offer college assistance may permit other kinds of learning. For instance, one large company Salary.com spoke to has no written policy on training. But inquisitive employees may learn that it offers up to $1,500 per year per employee for training programs and unlimited access to an online university.

Other companies have strict policies that outline how much they'll pay and how they'll pay it (e.g., 75 percent for degree and certificate programs, up to $3,000 per associate per calendar year, or 50 percent for personal growth and development coursework, up to $1,000 per associate per calendar year), using the institution's tuition deferral policy as the preferred method.

The employee is usually responsible for the administration behind the courses - varying waiting periods, managerial approvals, documentation from the school, and so on. But it's well worth the effort.

Academic institutions value educated employees the most
So what kind of employer respects learning the most? It's no surprise that universities top the list. Major metropolitan area colleges that we spoke to provide unlimited course privileges and degrees at no cost to their employees - for as long as they are employed by the institution. Similarly, after five years of employment, all of an employee's children who apply for undergraduate admission and who can meet the academic requirements receive a tuition waiver. A very big benefit indeed.

Article by Linda Jenkins and courtesy of Salary.com®

Almost Nine out of 10 Workers Surveyed Think Their Bosses Have a Good Sense of Humor

According to a new survey, the workplace loves a leader who can laugh, and most bosses seem ready to deliver the punch line. Ninety-seven percent of professionals polled feel it is important for managers to have a sense of humor. Employers appear to have received the message: 87 percent of workers said their supervisors do indeed have a funny bone.

The survey was developed by Robert Half International, the world’s first and largest staffing service specializing in accounting, finance and information technology. It was conducted by an independent research firm and includes responses from 492 full- or part-time workers 18 years of age or older and employed in office environments.

Workers were asked, “How important do you think it is for managers to have a sense of humor?

Their responses:


Very important65%
Somewhat important32%
Not important at all   3%
 100%

Workers also were asked, “Does your manager have a good sense of humor?” Their responses:
Yes87%
No10%
Don't know/no answer   3%
 100%

“Managers who can laugh at themselves or difficult situations are often seen as more approachable and in touch with the challenges their teams face,” said Max Messmer, chairman and CEO of Robert Half International and author of Human Resources Kit For Dummies®, 2nd Edition (John Wiley & Sons, Inc.). “Levity also can be used to build rapport among staff and ease stressful situations.”

Messmer cautioned that while people enjoy working for someone who has a good sense of humor, too much clowning can have the opposite effect. “To be taken seriously, supervisors must balance their desire to keep the mood light with the need to accomplish business objectives, inspire great performance and maintain professionalism.”

Article courtesy of Robert Half International. Robert Half International has more than 350 staffing locations in North America, Europe and the Asia-Pacific region, and offers online job search services at www.rhi.com.

Taking Notes from Denyce Graves

Denyce Graves defines the word diva. The mezzo-soprano has electrified audiences all over the world with her sultry interpretations of the title role of Carmen in the opera by Georges Bizet. She's on the September 2001 cover of Opera News. She's got a new PBS documentary in addition to her Christmas special; a 60 Minutes profile; and some very special friends at Sesame Street. She's both quirky superstar and warm, friendly around-the-way girl. And now, she's even got her own fragrance. There's nothing not to like - or envy - about Denyce Graves.

Graves favors a relentless schedule
Best known as Carmen and as Dalila in Camille Saint-Saens's Samson et Dalila, Graves counts 20 opera roles in her repertoire. Since her professional debut in the late 1980s, she's performed at many of the world's great opera houses, including New York's Metropolitan Opera ("the Met").

Graves's ambitious 2001 season includes four operas, plus numerous recitals and concerts. She held the president and the nation spellbound during her performance of "America the Beautiful" at the memorial service at the National Cathedral in Washington after the September 11 terrorist attacks.

Her most exciting fall 2001 project is a Latin CD with artists including Eliane Elias, Pablo Ziegler, Jose Maria Vitier, and Chucho Valdez. "I'm able to spread my wings creatively," she said. "This project is the one I'm most proud of so far."

Small accommodations for a physically demanding job

Opera singers travel constantly, packing everything they need to create a home away from home - humidifier, mattress pad, sage.

Sage? "When I arrive at a hotel," Graves said, "The first thing I do is bless the room. I burn sage and bless all the corners of the room and ask God to bless the person who was here before me. I do this to prepare a space for myself."

Most indulgences remind weary performers of familiar comforts, reduce stress, help them sleep, and - first and foremost - protect the voice.

"Sleep heals the voice like nothing else," said Graves, who lost most of the 2000-2001 season to medical problems. Another singer's habit is to drink lots of water - at room temperature, without ice - to keep the vocal chords moist. Graves also prefers rooms without air conditioning.

On the day of a performance, after a workout and a good lunch, Graves said, "I arrive at the theater three hours before the performance to warm up in peace and get settled." Most visitors are turned away during these preparations; and allergies prevent her from accepting certain types of flowers.

When she performed the role of Amneris in Giuseppe Verdi's Aida in Cincinnati a few years ago, she was served a steak backstage every night before Act IV. "Act IV happens at the end of the evening when my energy is down. It's killer."

It's worth being a little "high maintenance" to keep energy levels up. One year Graves had three days off the entire year. "It was the sweetest three days ever," she said.

They can send a man to the moon...
Not all venues know what they're getting into when they hire a first-tier opera singer, whose fees can run into high-five figures for a concert series. In August, Graves sang at a scheduled shuttle launch at NASA in Florida. "Their job is sending people into space," she said. "They don't have the knowledge or the wherewithal to handle a singer."

As Graves warmed up in an office that served as a makeshift dressing room, workers asked her to keep the noise down. Later, other needs - an iron; a place to do her makeup; a bathroom - also taxed the aeronautical facility, where flight suits are a much more common sight than ball gowns.

"That's what the years in the conservatory are for," she said. "Technique is about learning to sing well under the craziest of circumstances."

Her own fragrance: the diva equivalent of an action figure
For the holiday 2001 season, Graves is introducing Music by Denyce Graves, "a fragrance for women who know that beautiful music is a state of mind." It's a scent by Anne Gottlieb, one of the great "noses" (cKone, Jadore, Dolce Vita, 212), whom Graves met at a fashion industry event in New York. "We were getting ready for a photoshoot, chatting, getting our nails done, and she said a certain fragrance had a 'low note' in it. I asked her about it and she said a fragrance is a pile of 'notes': high lotes, low notes."

Graves said Gottlieb told her, "Wouldn't it be interesting to do a study of musical notes to perfume notes? Let's contact some beauty editors and do your fragrance."

The fragrance is based on things that make Graves feel beautiful or comfortable - memories of her mother wearing Jean Nate in the 1970s plus "the smell of the straightening comb when you're getting your hair done for church" and "the smell of my husband's guitar."

The "romance card" inside the packaging includes a mini-disk on which Graves sings four standards - "Blues in the Night," "How Do You Keep the Music Playing," "Just You," and of course "Habanera," the most recognized aria from Carmen.

"I just want to be present"
The moment an opera singer arrives is the moment of his or her Met debut. Graves debuted in the role of Carmen in the 1995-1996 season. Stepping out on the legendary stage, she said, "I had one prayer: 'God, I just want to be present. I don't want to miss this.' It was a dream of mine for many many years: to be doing something I absolutely love."

Graves's mother and about 200 others from her home church in Washington, D.C. traveled to New York by bus for the debut. "Just looking out and seeing all those brown faces - I thought, 'I'm their daughter'."

"What is not you will shed away"
"Each person in this business deserves to be there," Graves said. "They don't pass out careers. This takes skill and practice and study; it's harder even than being an actress. I still go to voice lessons, I still think, 'When am I going to learn to do this?'."

For aspiring opera singers, Graves offers this advice: "Get a good teacher. Then surround yourself with music of all kinds. See what moves you - just feel it, hear it, take it all in. Listen with your heart as well as your ears. What is not you will shed away."

So if you have the "pipes" and the determination, and a little bit of a diva streak, practice your scales and arpeggios, order room service...and dream on!

Additional Resources
Denyce Graves: www.denycegraves.com
Opera News: www.operanews.com
The Metropolitan Opera: www.metopera.org

Article by Johanna Schlegel and courtesy of Salary.com®

Q. Our union is preparing to negotiate a new contract with management. Do you have any suggestions for using market data to improve the negotiation?

A. Salary negotiations during collective bargaining don't have to be a painful exercise. Approaching the conversation from a similar perspective can level the playing field.

Companies normally conduct or sponsor market studies to determine appropriate pay levels for their employees. Normally, union representatives participate in such exercises. Beyond that, as a member of a union, you can ask to see the jobs being benchmarked in a market study. Make sure your current responsibilities and those of your colleagues are described accurately so that your jobs are benchmarked properly.

Find out which companies are part of the study and what areas are being considered. If you have skills that transcend one industry, ask what industries are being covered in the study. If the market study is industry-specific, ask what other industries with comparable jobs are paying for those jobs.

If your company presents you with data you disagree with, ask management to review their methodology. Even if you disagree with the results of a study, you should still be able to understand the rationale and the methodology the company used.

Good luck.

Article by Erisa Ojimba, certified compensation consultant and courtesy of Salary.com®

Q. What should I do if my job title doesn't really reflect what I do? My job title is "return authorization coordinator." I process and credit accounts when we receive products back from customers.

A. I agree that your title seems to be somewhat inflated. A job title is never a good way to define a job. Rather, whether in a job search or at performance review time, it's better to read the entire job description to make sure it adequately reflects what you actually do.

Ideally, a job title also should reflect a person's actual job responsibilities. Ask your HR department what its rationale was for using "return authorization coordinator" as your job title.

Another problem with not having a descriptive job title is that it becomes difficult for someone to benchmark your job in a salary survey or in the Salary Wizard. Maybe you should come up with some suggestions about your job title and see whether your HR department is open to changing it.

Good luck.

Article by Erisa Ojimba, certified compensation consultant and courtesy of Salary.com®

Q. I have been trying to contact my human resource department to get a fair market value (pay range) for the position I have held for 6 years. My HR department has told me they do not have the fair market value of my position. The bank I work for does have pay ranges and I have asked for those, but the HR department said the pay ranges do not mean anything because they overlap.

How can I find out what I am worth? How can I get this information from my employer to compare other positions in my area?

A. Pay ranges and pay grades are tools companies use to help them administer their pay programs. Companies are not required to publish their pay ranges; they are not even required to design them.

One way of finding how much your job is worth is to match your job to one of the jobs in the Salary Wizard or purchase a Personal Salary Report. Once you have determined what you are worth, print out the information and set up some time to review it with your manager.

Ask your manager how your company determines the appropriate values for its jobs. Do they market-price jobs? If so, how frequently do they go through the process? If your manager doesn't have the answer to all your questions, mention that you plan to have the same conversation with the HR department.

The company may or may not show you its numbers in response to your showing them yours. Either way, use this opportunity to learn more about your company's pay practices. If the company has no formal pay programs in place, ask what the process is if you want your job to be reevaluated.

Good luck.

Article by Erisa Ojimba, certified compensation consultant and courtesy of Salary.com®

Q. I have been at the same company for three years. I work in a relatively small, but expensive state and everyone knows each other in the field. I regularly get calls from headhunters or former coworkers about potential positions. Because it is a small field, we also have a good idea what everyone is making. I enjoy what I do and where I am in the company, but I feel I have been left behind.

Many people in my department have left and have done quite well financially. We have the same experience, same age, yet others have gotten salary increases of as much as 20 percent by jumping ship. I just learned of someone at my level doing the same work and receiving double my salary increases for two years. Unfortunately I do not like the markets that the other firms cater to. So I do not want to leave, but I also need to do what is financially right. How should I approach my boss in my annual review?

A. You have put yourself in an interesting position. You understand that people who have left your company have gotten big increases, yet you would prefer to remain at your company.

It's possible that the people who have left your company are working more hours, traveling more, and assuming greater responsibilities. You on the other hand are still working in a small company where your responsibilities may not be as broad as those of your former coworkers. These differences could account for some of the discrepancy in pay.

I'd recommend that you approach your boss for a raise. But before doing so, you need some information. First, ask your supervisor what your company has budgeted for its merit increases for the upcoming year. Once you have determined that your company has a merit budget, ask whether it also has a market adjustment program.

If a company hasn't budgeted for any additional increases, it doesn't make much sense to ask for a raise. You're better off polishing your resume. But if your company does offer market adjustments, your next step is to get a Personal Salary Report to determine what your actual salary should be based on your experience and your performance in your current position.

Good luck.

Article by Erisa Ojimba, certified compensation consultant and courtesy of Salary.com®

Q. I am the assistant to the president of a small consulting firm. Since I am at the top of my pay scale and receive excellent bonuses, what else can I negotiate that is not monetary, and how do I go about it?

A. You pose a very interesting question, and you're in an admirable spot. What does one negotiate for when one is already paid well above market? Since you already know you won't be able to get any more money in base or incentive pay, you should decide what else you would really like. For instance, you might like to spend more time with your family, take a professional course, or attend a professional conference. Once you have settled on what you really want, talk to your boss.

Don't ask for something that won't mean anything to you, because it will be a waste of your negotiation skills. Keep in mind that your boss is perfectly aware how well paid you are. So when you speak with your manager, remind him or her of the benefits the company will derive from any additional benefits you gain.

Good luck.

Article by Erisa Ojimba, certified compensation consultant and courtesy of Salary.com®

Q. I'm writing regarding my raise.

When I was hired, the director of HR, who is no longer with the company, promised me a raise after six months of service and one year thereafter. Half the year I was working for an executive, and the other half I worked in human resources.

Now the company is telling me I am overpaid and need more experience and, therefore, do not warrant a raise even though my evaluation was very good. When I entered this department, I had one week's training to take over from my coworker who went on maternity leave. I was on my own for 3 months with one other person in the department. I've learned almost everything I needed to know. Is it fair that they don't want to give me a raise?

Also, I was on disability for two months and just returned to work a month ago. Do I have rights regarding my raise?

A. There are several issues here. The first is, did you get your initial offer in writing? If you do, you should remind the HR director of what was promised to you when you accepted the offer.

The second issue is, what is your company's policy regarding short-term disability? I doubt your leave of absence had anything to do with the company not giving you your raise.

Then there is the issue of your performance - which you said was very good. But did anyone tell you during your performance review that there were certain areas in which you needed to improve in order to receive your raise? If you received no such feedback, I would speak to your HR director, using a copy of your performance review as a guideline. Ask the director to review the company's performance review program so you can understand how the company establishes its expectations, and how they determine how an employee can meet those expectations.

If the company did not give you any feedback during your review, I would remind them in writing of what was initially promised to you. I would further say that during your review no one said any performance issues were going to get in the way of your increase.

Unfortunately, other than putting the company on notice, there is little you can do. I would recommend that you consult an employment lawyer explaining that the company never informed you of any performance problems.

Good luck.

Article by Erisa Ojimba, certified compensation consultant and courtesy of Salary.com®

At the end of a business meeting, the organizer summarizes the decisions the group has made, lists the next steps, and assigns action items or tasks to participants. Typically, all action items should be carried out by people who attended the meeting, or people who report to them. It is usually less productive to assign work that results from a meeting to someone who wasn't represented.

To be courteous of people's time, end the meeting when it is scheduled to end and leave the room, especially if another group is using the room directly afterward.

The Meeting-after-the-Meeting
Pay careful attention to "the meeting-after-the-meeting," where participants raise questions or key decision makers divulge opinions that were not expressed earlier. The text - and subtext - of the meeting after the meeting can be as important as the content of the meeting itself, especially in a highly political organization. A good facilitator will prevent the meeting-after-the-meeting from thwarting the decisions or changing the expectations of the original attendees.

Notes and Assignments
Upon returning to your desk, your first task should be to write up the notes of the meeting or prepare your covering note to attendees if someone else is preparing the notes. The recap of the meeting should be distributed within 24 hours so that participants can begin work on their assignments while the conversation is still fresh in their minds.

These notes may also serve as preparation for the next meeting, which could include a summary of the progress on each of these tasks.

Article by Jo Schlegel and courtesy of Salary.com®

Even a well planned meeting requires attention to detail to stay on course and accomplish its objectives. As the meeting organizer, you're responsible for managing the course of the meeting and its final result.

Seating Charts
Not just at highly structured meetings, but at many meetings, seating arrangements (published or unpublished) matter. Place guests of distinction in view of presenters, whiteboards, projection screens, or other points of visual interest. As organizer, you have an opportunity to determine where the most important guests will sit. If they choose their own seats, let other guests fill in afterward. Latecomers can fill in empty places.

The Clock
Set a beginning and end time for your meeting, and do not exceed it. This is a good way to keep people on track, and give you the leeway to put a courteous end to conversations that are not adding value. You can say, "I'm sorry to interrupt you, but I want to make sure and keep to our scheduled time." In addition, set an approximate time for each item on the agenda.

If anyone is expected to be late, say so at the outset to set everyone's expectations. If you know you will be late to a meeting, tell the organizer as soon as you know.

Ground Rules
At the outset, let people know what you hope to accomplish in the allotted time. Even though the agenda is printed and distributed, it will help to restate the objective in your own words.

Meetings have different formats, each of which suggests a set of ground rules. For example, there are no bad ideas in brainstorming sessions, and speakers may or may not be permitted to interrupt one another. Participants should understand whether they are expected to contribute to the conversation, or just listen. If you set clear ground rules at the beginning, it will be easier to keep the meeting on track.

To avoid interruptions, put telephones on "do not disturb" and turn off mobile phones or set to vibrate.

Introductions
If any guests at the meeting have not met one another, introduce them. And if anyone's presence is likely to intimidate some of the guests, put them at ease by explaining the reason the person is sitting in. If the person is there to deliver bad news, get underway quickly.

When a new participant is asked to join a group, particularly a standing group that has already worked together, the facilitator or a competent team member should give the new member an overview as the participant first joins the meeting. Otherwise the group runs the risk of having to cover old ground. Then, the group can be invited to add anything else it thinks the new member needs to know.

The Organizer's Role

The person who leads a meeting is only a facilitator whose opinion is best expressed through a restatement of or agreement with comments from others. This encourages the group to take ownership of what is decided.

The most effective facilitators also bring lots of energy to the meeting, and a sense of humor. Even the most intense discussion can benefit from a little levity at key moments.

Participation
The best facilitators are able to advance the agenda gracefully without participants' realizing they are being guided. Here are some suggestions for seamless participation.

  • Be a model of honesty and integrity in the meeting.
  • Use the agenda, but don't refer to it outright. Let the words you say steer the conversation so that it's clear you are leading the meeting, not the piece of paper.
  • Give everyone an opportunity to contribute, and if someone isn't participating, offer them the floor. In doing so, though, try not to let the person feel put on the spot. Don't let an awkward moment arise as the person tries to think of something to say.
  • When asking for input from the group, let each person speak for a set period of time, for example, 2 minutes. The people who talk a lot will usually try to continue beyond 2 minutes, but will still feel the pressure from the group to limit their comments.
  • Hold people to things they've said or committed to earlier in the meeting or in previous meetings.
  • Point out contradictions in what people say, by way of encouraging the group to determine ways to resolve those contradictions.
  • Examine body language for nonverbal disagreement, conflict, anger, or other signals that not everyone is in synch.
  • Let people finish what they are saying. If someone interrupts, direct the conversation back to the previous speaker to let him or her finish.
  • Ask follow-up questions that show the speaker's point was heard and that challenge the speaker to finish an incomplete thought.
  • If someone steers off course, acknowledge the valuable nugget in what was contributed but show how it can be applied to the topic at hand.

Handouts and Presentations
A presentation is what you say. Overhead materials and handouts should underscore the message you're there to deliver in person. With that in mind, here are some tips on using materials effectively, whether you're the meeting organizer or an invited speaker.
  • Arrive early to greet other attendees and get a sense of the mood.
  • Figure one slide per minute, maximum.
  • Put only a few words or one picture on a slide.
  • Distribute handouts only when you are ready to use them. Otherwise, people will read through them instead of listening to you.
  • Don't leave people in the dark. When you are speaking, the attention should be on you.
  • Don't darken the room so much that people can't see you. And don't turn the lights off and on - leave them the way you need them for your presentation, and turn them back on at the end.
  • Use only as much time as you're given for your presentation.
  • Forget the formula that says you have to tell a joke at the beginning. If you want to start with something light, spend the extra time thinking of a personal anecdote that will resonate with the people at the meeting.
  • Determine in advance whether you will be expected to handle questions from the audience.
  • Practice answering the most difficult questions you expect to receive.
  • Handle unexpected problems with technology, car alarms outdoors, or other unscheduled occurrences with grace and wit.
  • If you did not organize the meeting, thank the people who invited you to speak.

Article by Jo Schlegel and courtesy of Salary.com®

No matter how informal the meeting, preparation in advance can improve the effectiveness of the meeting itself. When planning a meeting, visualize in advance how the meeting will unfold: who will stand where, how long the presentations will last, how the meeting will be organized.

Homework
When sending materials in advance of the meeting, be clear what home work you are asking attendees to do. For example, if you send a document for review, ask for comments on specific aspects of the document - different reviewers are asked to comment on substance, design, and editorial issues. If you've been asked to prepare for a meeting, allow plenty of time to finish the work before the meeting starts. If you haven't been asked to prepare, double-check with the organizer to be sure nothing is expected of you in advance. Occasionally it is necessary to ask someone to speak on a topic for which they have not been asked to prepare. Courtesy dictates that you inform the others in attendance that the person is speaking off the cuff.

Even if you expect guests to prepare for the meeting, bring enough copies of the agenda and of the handouts for everyone who attends, along with notes from the previous meeting if applicable.

Arrangements
Choose a meeting location that suits the occasion - right size, convenient location, appropriate technological capabilities, proper ventilation, space to hang coats, etc. Then, make sure the room is outfitted with the appropriate amenities and equipment to make the guests comfortable and the meeting effective.

Tables and chairs. There should be enough room for everyone to sit down and spread out at the conference table. It is a show of courtesy and respect not to make guests bring their own chairs to a meeting. For a large meeting or conference, it may be necessary to arrange with facilities professionals to provide sufficient chairs. Investigate lead times for such services as soon as you know you will be organizing a meeting.

Atmosphere. If the room is cool at the beginning of the meeting, it will warm up to a comfortable temperature as the meeting unfolds. Check lighting, including dimmer switches. Practice dimming the lights and covering the windows for audiovisual presentations. For a larger meeting, be sure the speaker is well lit and visible from the back of the room.

Accommodations. Make sure all guests are fully able to participate: the room is accessible by wheelchair, interpreters are present, and other disabilities are accommodated.

Sound. Test all microphones and amplification equipment before guests arrive. Stand in various parts of the room to be sure the sound is neither echoed nor muffled. Check battery levels on cordless equipment.

Supplies. Arrange for flipcharts and markers, notebooks, pens, sticky notes, pencils, nametags, podiums, projection screens, video equipment, and other materials required by the speakers. If the meeting is off site, it may be worth bringing your own meeting supplies if you are unsure about the venue.

Note taking. One person should be responsible for keeping an official record of the meeting. Designate that person in advance. Formal meetings may call for an audiotape record. Use video sparingly, for example at conferences and shareholders' meetings. Video makes the tenor of the meeting more formal and may discourage participation.

Refreshments. If guests are coming in from outside the organization, refreshments are in order. Order bottled water and a variety of other drinks and food that is easy to eat without spilling or leaving crumbs. Decide in advance what restaurant will supply lunch to avoid unnecessary discussions, and take into account your guests' dietary restrictions when reviewing menus. Regular work meetings may not call for food and beverages.

Breaks. Give attendees a rest approximately every 90 minutes. Some meetings may need only 5- to 10-minute breaks. If refreshments are served, a 15-minute break is typically needed. As the meeting breaks, say specifically what time the meeting will resume to ensure that everyone returns promptly.

Interruptions. If the room has a telephone, make sure it is set to "Do Not Disturb." If necessary, post a sign on the door saying a meeting is in session. Let support staff know what types of interruptions are permitted.

Article by Jo Schlegel and courtesy of Salary.com®

The course of a meeting is determined before the group gathers, when the organizer sends invitations that include time, place, and agenda. To some extent, the format of a meeting determines the substance. Meeting organizers who take these responsibilities seriously will have an easier time leading a successful meeting.

Setting an agenda
One of the most important aspects of a well-managed meeting is a carefully conceived agenda. Preparing an agenda isn't just a protocol, it's an occasion to think about the purpose of the meeting and the desired outcomes. Giving structure to the conversation helps ensure that the time is managed effectively and that at the end of the meeting, the group has made good decisions and is ready to accomplish its next steps.

Many meeting organizers prepare two agendas: one is distributed to guests, and the other is the organizer's key to keeping the meeting on track. The public agenda lists topics, speakers, and allotted time. The organizer's agenda also lists the things that must be covered before people leave the meeting. As the meeting ends, people should be aware of their next steps, that is, the work to be accomplished before the next meeting.

Although a well constructed meeting can result in a lot of work getting done, it's important to set reasonable goals for one gathering. The objectives should be achievable in the time allowed. Be realistic when determining how long the meeting should be, and take comfort and attention spans into account. Most people can't give their undivided attention longer than an hour and a half without a break.

Right place, right time

The choice of time and place is also important for ensuring that the meeting is a success. For example, the room should be the right size to accommodate the number of guests. If the room is too big or too formal, or too small and crowded, those who attend could become distracted. If clients will also attend, the nature of the meeting should suggest whether it's better to hold the meeting in house, on site at the client's offices, or at a neutral third location.

Choose a time of day appropriate to what's being accomplished. If the meeting ties together people in remote locations through technology, take time zones into account. For example, first thing in the morning is a great time for department meetings if one of the goals is to get the day off to a good start; but it may not be a good time for a brainstorming session unless you provide plenty of coffee and doughnuts. Conversely, Friday afternoon may be a perfect time to ask people to let ideas flow freely, but it may be more difficult to reach decisions just before the weekend.

It's better to allow time between the end of one meeting and the start of another, unless the guest lists are more or less identical. If one meeting runs longer than scheduled, or even exactly as long as scheduled, the guests are likely to need a break in between.

Sending invitations

Meeting software makes it easy to send an invitation and an agenda to everyone on the list quickly and conveniently. It puts the meeting on your guests' calendars and can be set to remind them of the meeting. And it makes it possible for your guests to retrieve the agenda and handouts before they come to the meeting. Some meeting software can even determine whether guests have conflicts to help you reschedule. Unfortunately, not all organizations have meeting software, and if some guests work at remote locations, meeting software may not be sufficient.

Give your guests about a week's notice for an in-house meeting, if possible, sending the invitation via email or paper. Emergency meetings usually must be called on short notice, and may not need a written invitation. More formal meetings require written invitations and two to four weeks' notice, or two weeks longer if guests are traveling. Meetings of the board of directors or the shareholders may call for formal, printed invitations.

The invitation should include an agenda, a list of those expected to attend, and the contact information and deadline for the reply. Expect your guests to send a reply to a meeting invitation as soon as they know whether they're available. Track them down if necessary. If resources permit, call the guests one day before the meeting to confirm date and time, and to make sure they received the handouts.

Article by Jo Schlegel and courtesy of Salary.com®

The work being accomplished at a meeting usually implies who should be on the guest list. But sometimes a little subtlety is called for.

Often it is easy to figure out who should be on the guest list for a meeting. For example, a regular department meeting would typically include everyone in the department; a regular project team meeting would typically include everyone on the project team, or the subgroup responsible for the work being discussed.

Some meetings are intended to result in decisions, while others are intended to generate ideas. Employees who are more junior often contribute strong ideas to brainstorming sessions where senior staff are also present. But the guest list for a meeting where decisions are made typically includes more senior people and omits most junior staff.

In constructing a guest list, carefully think about whose input is needed, trying not to leave anyone out. Let the purpose of the meeting, not office politics, dictate who should be there.

In a similar vein, try to keep the guest list to a manageable number. Don't include people for the sake of including them. Only those who will advance the agenda need attend.

Consider your guests' time when inviting them to a meeting. If some people only need to attend part of the meeting, schedule a break to give them an opportunity to make an unobtrusive exit.

Politics and etiquette sometimes are at odds in guest lists for meetings. If you are not invited to a meeting you think you should attend, it probably won't serve you or the meeting well to make your way surreptitiously onto the guest list unless your omission was an oversight. Often it's impossible to tell, so it's best just to sit it out.

If you are systematically excluded from meetings you think you should attend, it could be a signal that your career inside the organization is at a dead end. On the other hand, if you are being invited to more and more meetings, it can be a sign of growth. As inconvenient as it can be to have much of your time taken up in meetings, it can signal that your contributions are vital.

Article by Jo Schlegel and courtesy of Salary.com®

Q. I was hired by a software company at an entry-level sales position. I have a four-year degree and sales experience.

I was brought on board at a salary of $27,000 per year, plus a monthly bonus. After my first week on the job, I was moved from an inside sales position to a regional sales manager position with no increase in pay.

I've been in this position for three months, and I have had to learn everything on the fly. I've maintained my territory with flying colors, and have increased sales from last year's numbers. Coworkers have told me the man I replaced was making $73,000, with no four-year degree. What should I do?

A. It's never a good idea to compare yourself with a former employee, because you don't know what experience he brought to the job. The previous incumbent's salary may not explain the level of expectations the company had of him. The only thing you really know is what experience and skill sets you bring to the job. Your objective is to get as much as possible for those skills.

Nevertheless, it's frustrating to know the person who held your position before you was paid more than you.

Ask your supervisor to establish a performance plan for you. This will force the manager to establish the expectations for the position. Once you and your supervisor have agreed on your performance objectives, you can research the appropriate salary for the position on Salary.com.

It is also important to consider total cash compensation when evaluating the pay of any sales position. You earn a base salary of $27,000, and you earn a monthly bonus. The total of base pay plus bonuses is the more important number for you to establish when you research compensation for your job. So while your base is low, your objective is to get competitive total cash compensation.

Good luck.

Article by Erisa Ojimba, certified compensation consultant and courtesy of Salary.com®

Q. Is it legal to give hourly employees reviews more frequently than salaried personnel?

I work for a nationwide industrial company that seems to have no set timeframes for performance reviews and pay increases for salaried employees. Yet the company has very strict wages and review periods for hourly employees. Salaried employees' wages and benefits vary vastly across the country; they seem to hinge on individual negotiations between local managers and personnel. I have watched hourly employees get regular reviews and wage increases while salaried personnel in the same location were completely overlooked for three and four years at a time. Is this legal? Is this discrimination?

A. The government only requires an employer to pay its employees the minimum wage. An employer is not legally obligated to offer annual merit increases or cost-of-living adjustments. Hourly employees, who are sometimes unionized, may have a contractual agreement with an employer that may require an employer to deliver merit and cost-of-living increases to its members.

It is unfortunate that your company does not see fit to reward its employees for their work. However, such increases are considered voluntary, and based on your description, do not appear discriminatory.

Good luck

Article by Erisa Ojimba, certified compensation consultant and courtesy of Salary.com®

Managing meetings effectively is a core skill every manager should develop. Although there's no mystery to what makes a meeting productive, it can take practice and attention to detail to become an effective leader of meetings. It all starts with knowing when to call a meeting, and why.

Is it a meeting?
How do you know it's time to call a meeting? What type of meeting is it? What's the purpose of the meeting? Here are some typical situations when a meeting may be called for.

  • You're managing a project. Projects tend to require meetings at various stages: at the beginning, as the project plan is coming together, and at regular intervals while the work is being done. Toward the end of the project, depending on its size, daily meetings could be necessary.
  • You're managing people. Many bosses call weekly staff meetings in addition to weekly one-on-one meetings with their direct reports. These standing meetings provide a chance to review the work accomplished in the previous week and look ahead to what will be accomplished in the coming week. Weekly one-on-one meetings also give the chance to provide feedback outside the performance review process.
  • You're managing a client. Many types of companies, especially professional services firms, make presentations to clients - sales presentations, kickoff meetings, interim status meetings, and final presentations. Ongoing relationships also typically involve periodic meetings.
  • Email is getting complicated. When an email conversation gets increasingly complex, it can be time to call a meeting so that the conversation can take place in spoken words - which can be quicker than a series of carefully crafted email responses. A conference call or an in-person meeting may be necessary.
  • Problems are arising. If a project is getting off course, interpersonal conflicts are escalating, or any other emergency occurs, it's time to call a meeting.

Groups are great at some tasks, like weighing alternatives and generating ideas. But sometimes a meeting is not the best or most efficient way to get something done. Some types of work are best done in subcommittees - even subcommittees of one - then presented to the larger group for review and approval. An example is the group asked to provide comments and suggested changes to a document. It is said that a committee can write the Declaration of Independence, provided they appoint a subcommittee with Thomas Jefferson as chair.

What type of meeting is it?
The purpose of the meeting should help determine the appropriate format. If it's to get clarification on something, a quick question at the water cooler or a visit to someone's office may take the place of a meeting. The length and formality of the meeting will vary depending on how many people are invited, how much notice is given, the size of the company (larger companies often have more formal meeting protocols than smaller ones), and who's leading the meeting. The basic types of meetings are as follows.

  • Standing meeting. A regularly scheduled appointment, such as a weekly one-on-one with a boss or a department; or a project meeting taking place at intervals until the project is over. Since these meetings recur, their format and agenda become relatively well established. Although it's important to hold these meetings at routine intervals for convenience and consistency, at times they can be rescheduled.
  • Topical meeting. A gathering called to discuss one subject, such as a work issue or a task related to a project.
  • Presentation. A highly structured meeting where one or more people speak and a moderator leads the proceedings. The purpose is usually to inform. Attendees may have an opportunity to ask questions, but typically their participation is limited.
  • Conference. A highly structured, moderated meeting, like a presentation, where various participants contribute following a fixed agenda.
  • Emergency meeting. A meeting called to address a crisis, whether internal or external. Such meetings are often arranged with very little notice, but attendance is mandatory. If the emergency meeting conflicts with another appointment, the emergency meeting typically takes precedence.
  • Seminar. A structured meeting with an educational purpose. Seminars are usually led by people with expertise in the subject matter.

What's different about conference calls and video conferences?
Conference calls and videoconferences are similar to in-person meetings, but the differences in media suggest some changes in the way these meetings are managed. Here are some tips on managing technology-enabled conferences.
  • Set an agenda in advance.
  • Choose a time that works for all participants, factoring in time zones.
  • Confirm attendee list and make sure all handouts have arrived.
  • If the call is incoming, be ready when the phone rings. If you're cutting it close, delegate someone to pick up.
  • If the call is outgoing, dial in one or two minutes before the conference is scheduled to begin.
  • If you're initiating, learn how to use the conferencing system ahead of time.
  • Identify yourself by name even if your system does it automatically.
  • Make sure you can see and hear everyone (videoconferences).
  • Greet each person by name.
  • Don't leave out the small talk.
  • Repeat names during the call (especially teleconferences).
  • If you're a silent participant, resist the urge to talk.
  • Let one person speak at a time, so that no one's words get cut off.
  • Stick to your role: are you leading? facilitating? lurking?
  • If a party becomes disconnected from a call facilitated by a teleconferencing system, that person should dial back in unobtrusively.
  • If parties are disconnected from a three-way call, the person who initiated the call should reconnect the person.
  • End on time. As in all meetings, it's important to stick to the agenda and manage time effectively.


Article by Jo Schlegel and courtesy of Salary.com®

Survey Shows Thank-You Notes Influence Hiring Decisions, But Only Half of Candidates Send Them

Your mother told you to do it, and now a new survey shows she was right: Sending a thank-you note not only displays impeccable manners but also may give job hopefuls an edge over other applicants. While nearly nine out of 10 of executives polled (88 percent) said sending a thank-you note following an interview can boost a job seeker’s chances, they also estimate that half of applicants (49 percent) fail to do so. The good news: More candidates are following up post-interview today than five years ago.

The national poll included responses from 150 senior executives -- including those from human resources, finance and marketing departments -- with the nation’s 1,000 largest companies. It was conducted by an independent research firm and developed by Accountemps, the world’s first and largest specialized staffing service for temporary accounting, finance and bookkeeping professionals.

Eighty-eight percent of executives said they consider a post-interview thank-you note influential when evaluating candidates, a slight increase from when executives were asked this same question five years ago (86 percent in 2002).

Executives polled said half (51 percent) of the candidates they interview send thank-you notes afterward, compared with 39 percent five years ago.

Executives also were asked, “How do you prefer to receive thank-you messages from candidates following interviews?” Their responses:

Handwritten note52%
E-mail44%
Prefer to receive both3%
Don't know   1%
 100%

“Regardless of how someone believes he or she performed during the interview, sending a short thank-you note afterward demonstrates initiative and courtesy,” said Max Messmer, chairman of Accountemps and author of Managing Your Career For Dummies® (John Wiley & Sons, Inc.). “Conveying appreciation in a well-written message is not only polite, it also can distinguish a job applicant from others vying for the same position.”

Messmer added that the best strategy often is to send an e-mail shortly after the interview, followed by more formal correspondence. “E-mail ensures immediacy, but hiring managers still favor the personal touch of a handwritten note,” he said.

According to Accountemps, thank-you notes should be just a few paragraphs in length and accomplish three objectives: Express your appreciation for the opportunity; reinforce your interest in the job; and restate the value you can bring to the organization.

Article courtesy of Accountemp. Accountemps has more than 350 offices throughout North America, Europe and the Asia-Pacific region, and offers online job search services at www.accountemps.com.

Q. I took some time off this year, and I think it affected my performance review. I got only a 2 percent raise. Does this mean I am a problem employee?

A. The dreaded performance evaluation happens every year. You hope against hope that the project you completed is recognized. You also hope the extra work you put in is also recognized. But to your dismay, you are told that in spite of your hard work, you are eligible for a 2 percent increase, which after taxes isn't much.

Without knowing the details of your situation, I could paint a typical scenario.

During your review, your manager informed you that the extra hours you put in were because the project was postponed several times. And the reason you weren't able to complete your project on time was that you had to take some time off work.

There may be a number of reasons why you didn't complete your work on time, or were absent from work. But whatever the reason, it did have an impact on your performance.

So how do you know if your lack of performance will affect your review? If your manager reminds you that you didn't meet the proposed deadline; or your absences have presented a problem, then it's safe to assume your time away will negatively affect your performance review.

So how do you avoid getting a negative review? At the beginning of the performance year, ask to see the performance rating system for the upcoming year. Clarify the objectives and the ramifications if the objectives are not met. And always remember to let your manager know if you are encountering problems performing your job. Come up with ways to accommodate those problems so that the manager knows you are aware of them and working to resolve them.

Good luck.

Article by Erisa Ojimba, certified compensation consultant and courtesy of Salary.com®

Nearly 40 years after "flower power," body art has seen a resurgence. Men and women flaunt pierced navels at the beach, sterling silver glinting in the sun. Tattoo parlors have popped up in suburban areas in response to the demands of the younger generations, while some Baby Boomers are reviving their flirtations with their inky past.

This form of self-expression, once strictly reserved for bikers, sailors, and other unsavory types, has found its way into the boardrooms and backrooms of companies all over the world. Although the corporate world is loosening up, not all Wall Street investment firms and family-friendly malls are ready for studded and inked employees.

"Generally, I think body art is viewed as a negative thing in the professional world," said Cathy Cluff, director of operations, advertising, and marketing at the Oaks at Ojai and The Palms at Palm Springs, two California-based health and beauty spas. It may be a harsh reality to accept, but fashion statements can cross the line of personal expression into potentially career-damaging ideograms.

Consistency, respect for diversity are keys to a successful policy
Companies can limit employees' personal expression on the job as long as they do not impinge on their civil liberties. According to the Equal Employment Opportunity Commission (EEOC), employers are allowed to impose dress codes and appearance policies as long as they do not discriminate or hinder a person's race, color, religion, age, national origin, or gender.

Who's the boss?

42 percent of managers said their opinion of someone would be lowered by that person's visible body art

44 percent of managers said they had tattoos or body piercings in places other than the ears

81 percent of respondents think piercings in places other than the ears are unprofessional

76 percent of respondents believe visible tattoos are unprofessional

Sources: Careerbuilder and Vault.com


Although much body art is decorative, fashion is not its exclusive purpose. In the Maori culture of Polynesia, for example, it is customary to apply tattoos to areas of the body including the face in a spiritual practice known as Ta Moko.

Human resource experts will recommend that a company's dress code not only adhere to the government regulations, but also be based on legitimate business reasons, and be applied consistently. "This type of issue speaks to things like gender, race, setting and enforcing policy, and standing by that policy as well," said Mallary Tytel, president and CEO of ETP, Inc., a Connecticut-based nonprofit health and human resources development corporation.

Consistent application of a policy is an issue behind a recent lawsuit that arose after Ameritech Corp. asked three of its telephone line technicians to lose the jewelry, or lose the job. The company claimed that facial jewelry could be a potential safety hazard. The employees fought the "safety-based" policy and were subsequently suspended without pay. The workers filed grievances with their union and are taking part in an in-house investigation. The Occupational Safety and Health Administration (OSHA), a government agency designed to protect workers on the job, said people working near electric lines, including telephone workers, should refrain from wearing all types of jewelry. Unfortunately, Ameritech's current policy only attacks non-traditional facial piercings, and not ear piercings or other jewelry. The suspended linemen have stated that they would return to work if the policy applied to all jewelry and to all employees, a change that would follow the OSHA rules to the letter.

Enthusiasts sometimes argue that piercings and tattoos are inherently spiritual. "Body art is a form of sacred self-expression," said Rose Pulda, proprietor and senior body piercer of Miraculous Creations in Worcester, Mass., a body art emporium. "There are as many reasons for getting [piercings] as there are people getting them. But it's personal, it's a deep soul kind of thing."

Tytel agreed that body art with religious and spiritual connotations falls into a different category. "If you require business attire, the key is to create a dress code including a body art policy," she said. "This of course does not speak to tattoos, piercings, or body art that have religious, ethnic, or cultural meanings."

Body art policy can be tied to corporate dress code
While managers offer varied advice on how to create a solid dress code, most recognize that policies can differ across industries and corporate cultures. "There are extremes," said Duncan Browne, senior vice president of Newbury Comics, a Boston, Mass.-based chain of music and comic retailers. "I don't think many employees of banks display body art, but at a place like Newbury Comics, let your freak flag fly!"

Tytel agreed that policies are just as unique as the body art they regulate. "It depends on the company's mission, goals, and desired outcomes, in terms of identifying what's in the best interest of the corporation," she said. "You may want to tie your policy to a general dress code policy - that way it provides a context."

Companies should have a policy in place before conflict arises. "In our employee manual, we have a section about employee personal appearance where it says 'no excessive piercing and tattooing,'" said Browne. "We wanted to make sure we have the option based on management discretion, that if somebody is found to be excessive, we can do something about it." Even though body art is prevalent among Newbury Comics employees, the company has yet to dismiss an employee due to the policy.

They used to say, "Get a haircut, son"
As body art becomes easier and safer to apply, the percentage of employees reporting to work with body art increases. However, most corporations do not have a policy in place, since it's only recently that tattooing and piercing have become more mainstream. "Companies need to look at how they are going to address this issue in the future," said Tytel.

The situation also addresses the generation gap between Baby Boomer management and junior Gen X-ers, ironically recalling the cultural divide in the late 1960s and early 1970s over facial hair and skirt lengths. "As we start recruiting more high school and college graduates, we have to start looking at different issues than when we entered the workforce," said Tytel.

Can freedom of expression be good for business?
The justification for many corporate policies about appearance is the impact on customers and other business associates. "Hiring a person is ultimately about qualifications, but the employer does have rights," said Tytel. If clients have a problem with certain modes of dress or ornamentation, the human resources department may have to take that into account when interviewing prospective candidates. "The main thing is that if it makes one of our guests uncomfortable, then we have to implement a policy to prevent that from happening," said Cluff. "It's just like anything else - if a person isn't willing to wear the uniform assigned to them, they would not take the job, or they would receive a notice."

But a similar rationale has justified many discriminatory practices in the past - including not hiring women for executive positions because of the impression it might make in certain international settings; conducting business at exclusive country clubs because it's what clients expect; and prohibiting hairstyles that are prevalent among an ethnic minority that is not well represented in the company in the first place. The most progressive companies keep an eye on how the general culture changes, and revise their policies and practices to keep pace.

Moreover, taking a candidate out of the running because of body art isn't always practical. "You'd obviously want to talk about the issue, reach some compromises," said Tytel. "Can the person do the job? If they are sitting in a computer lab, not dealing with clients, perhaps it doesn't matter what they are wearing."

Tytel cautions HR professionals to separate their personal views from their company's. Also, she recommends that companies work with their clients to educate them about religious or cultural forms of expression if necessary.

And you never know: some clients may respond favorably to a pro-piercing policy. Pulda, who sports many noticeable tattooes and piercings, said, "I won't shop at a store that I know doesn't allow them - and they're missing out, because I love to spend money."

Resources and related reading

Letitia Baldridge - Amy Vanderbilt's Complete Book of Etiquette
Clinton T. Greenleaf III - Attention to Detail: A Gentleman's Guide to Professional Appearance and Conduct
Judith Martin - Miss Manners Guide for the Turn of the Millennium
Peggy Post - Emily Post's Etiquette
Peggy Post and Peter Post - The Etiquette Advantage in Business

Article by Regina M. Robo and courtesy of Salary.com®

In 1982, the Village Voice started the trend of offering domestic-partner benefits, or benefits an employer voluntarily decides to offer to an employee's unmarried partner of the same or opposite sex, to its employees. The cities of Berkeley and West Hollywood, Calif., followed suit in 1985. And since then, about 3,500 employers - including nearly one-fifth of Fortune 500 companies - have offered domestic-partner benefits, according to Kim Mills, education director for the Human Rights Campaign, a national gay and lesbian political organization.

"[The trend] really took off in the IT sector in the 1990s. Since then, we've seen a lot of communication firms, law firms, a growing number of unions, and labor organizations. Recent trends are toward gas and oil, and banking and financial services. There is not so much in manufacturing and food services - industries where benefits in general tend to be sparse," said Mills.

David Kirchner, a principal with the Benefits Consulting Group at the Boston-based law firm Ropes & Gray, said both large corporate clients and smaller, 10-person companies are offering domestic partner benefits. "Domestic partner benefits are one more way in which corporate America has stayed ahead of the federal government," Kirchner said. "Despite the hurdles imposed by the tax code, companies are saying, 'This is how we're going to do it.' "

Enrollment is lower than expected
Domestic-partner benefits fall into two categories: same-sex and opposite-sex partners - and it is up to employers to decide whether to cover just same-sex partners or both. About 35 percent of the plans that the Human Rights Campaign has followed offered benefits only to same-sex partners. However, it is predominantly opposite-sex domestic partners who take advantage of the other 65 percent of plans that offer benefits to both types of partners. Sixty-seven percent of individuals participating in domestic-partner coverage are in opposite-sex relationships, according to a study conducted by Hewitt Associates in 1994.

These are trends that continue today. "Overwhelmingly, opposite-sex couples are the ones who take advantage of it," said Ken McDonnell of the Employee Benefit Research Institute (EBRI). In fact, he said, many same-sex partners are not taking advantage of benefits when they are offered. "Hewitt was anticipating in its planning stages about 10 percent [participation]. Usually, 2 to 3 percent of those eligible take advantage of benefits," said McDonnell. Reports throughout the 1990s consistently confirm that enrollment is low, typically only between 0.5 and 2 percent of eligible employees.

Are benefits separate but equal?
Companies offer both soft and hard benefits to domestic partners. Soft benefits include sick leave, access to company facilities, employee assistance programs, and employee discounts. The higher-cost hard benefits include medical insurance, dental insurance, dependent life insurance, daycare, and tuition assistance.

According to a domestic-partner benefits fact sheet compiled by the EBRI, "Most employers that offer domestic partner benefits offer a range of only low-cost benefits." However, McDonnell said that medical coverage is the indicator in which people primarily are interested. The Human Rights Campaign, for example, uses health insurance as a minimum indicator when counting employers who offer domestic-partner benefits.

Kirk Nass, of the Chevron Chemical Company's Oronite Additives Division, participates in the domestic-partner benefits program at his company. He said that at Chevron, almost all of the spousal benefits are extended to domestic partners, with slight exceptions in retirement and COBRA benefits for federal tax reasons. "Anything that said 'spouse' now says 'spouse/domestic partner.' The mechanisms to implement it worked the same as if I had gotten married. It all went pretty smoothly. I have identical coverage [to that of a married employee]. There haven't been any problems. It has been working great."

Nearly all companies offering domestic-partner benefits require employees to prove the existence of a relationship, something married employees are usually not required to do. A survey by the Society for Human Resource Management said that 42 percent of employers offering domestic-partner benefits require employees to prove common residency through rental agreements, mortgage documents, leases, and bills. Companies also usually require a six-month to one-year waiting period between relationships to verify the seriousness of the partnership. "In domestic-partner situations, there is a presumption that relationships are less committed," said Mills.

Nass said some Chevron employees found the affidavit an inconvenience, but after the 10 minutes it took to complete the form and get it notarized, it was done.

No COBRA and more taxes for domestic partners
There are considerable legal differences between domestic partnership and marriage, particularly in federal tax law. The Consolidated Omnibus Budget Reconciliation Act of 1995 (COBRA) requires companies with 20 or more employees to continue medical benefits to spouses and dependent children in the event of death, divorce, reduction in hours, termination of employment, Medicare entitlement, and change in dependent status. Same-sex partners are not legally included in this entitlement. In response, some companies provide domestic-partner benefits similar to COBRA.

What's more, the Internal Revenue Service considers domestic-partner benefits taxable income, while spousal benefits remain tax-free. The benefits are only considered nontaxable if the partner meets the Internal Revenue Code Section 152 rule. Under this rule, the partner must be a dependent "who, for the taxable year of the taxpayer, has as his principal place of abode the home of the taxpayer and is a member of the taxpayer's household." Some employers are finding ways around this dilemma. Companies attempt to make the benefits more accessible to employees by increasing the benefits compensation package to offset the amount taxed.

Gay couples aren't more expensive to insure - or retain
Perceived cost remains the primary disincentive for employers when deciding to enlist partner benefits, as they believe adding more enrollees to a plan will increase premiums and add further risks - one concern being that male same-sex partners will be at a greater risk for AIDS. However, this is offset by the reduced likeliness of pregnancy. McDonnell said, "It costs nothing extra. Same-sex couples tend to be cheaper."

Companies have several incentives to offer domestic-partner benefits in a market where strong compensation packages are needed to attract and retain employees. In addition to helping companies remain competitive, equal compensation for employees lifts morale and boosts loyalty, and workers feel more secure knowing their families are being provided for. And public image is often improved when a company promotes equality in the workplace.

There are four main reasons why employers decide to offer benefits, according to Ilse de Veer, a principal in groups benefit practice with William Mercer who consults with employers on implementing domestic-partner benefit programs. "The primary reason is to keep pace with the competition, because the labor market is tight," she said. The other reasons she cited were employee requests, compliance with company nondiscrimination policy, and compliance with government ordinances.

The reason most companies fail to offer domestic-partner benefits is that they either do not think they have any gay employees, or they simply didn't think of it. In the end, though, it takes just a few manageable steps for a company to implement a program.

-Article by Zachary Bromer and courtesy of Salary.com®

In most jobs, it's unlikely your employer will ever send you home to change if you break one of the written or unwritten rules of the corporate dress code. But every day, you get a chance to make a statement about your value to the company through your choice of clothes. Moreover, salary negotiations can happen at any time. So don't get caught off guard in your old lucky sweatshirt from your college exams on the day the company decides to offer spot bonuses. Here's a list of ways to say "pay me more" - or at least avoid saying "pay me less" - with your wardrobe.

Would you ask for a raise wearing...

Loud colors
Bold patterns
Oversized buttons
Tank tops
Tee shirts
Athletic shorts
Athletic sandals
Scuffed shoes
Shiny or see-through fabrics
Tight/revealing clothing
Ripped jeans
Showy belt buckles
Anything dirty, stained, or torn
Shirts with offensive words or pictures
Tattooes/piercings


Ladies, could you keep a straight face asking for a bonus wearing...
Fishnet stockings
Visible lingerie (bra straps, garter belts, etc.)
Glitter/club makeup

Gentlemen, how will it affect your total cash compensation if you sport...
Messy facial hair
Baseball cap
Bawdy tie

Would you pay more for a dirty car?
Think of yourself, for the sake of illustration, in terms of a product you sell your company every year. If you want to resell the product at a higher price next year, you'll do your best to present it in good, clean working order. That includes the following.

  • Cleanliness - Practices vary from culture to culture, but in U.S. business it's customary to arrive at work having showered and shampooed within the previous 24 hours.
  • Groomed nails - Fingernails should be kept clean, short or moderate in length - and out of your mouth.
  • Cheerful breath - Food-related bad breath can be managed by keeping a toothbrush at work for those after-lunch meetings. Chronic bad breath is a treatable medical condition; consult your doctor if you think it's you.
  • Understated scent - Light, discreet perfumes and colognes are a form of personal expression and pride; but overpowering scents can detract from your more important messages about the work itself.


Resources and related reading
Letitia Baldridge - Amy Vanderbilt's Complete Book of Etiquette
Clinton T. Greenleaf III - Attention to Detail: A Gentleman's Guide to Professional Appearance and Conduct
Judith Martin - Miss Manners Guide for the Turn of the Millennium
Peggy Post - Emily Post's Etiquette
Peggy Post and Peter Post - The Etiquette Advantage in Business


Article by Regina M. Robo and courtesy of Salary.com®

It's not your parents' workplace anymore - nor their dress code. Gone are the stuffy three-piece suits and conservative skirt sets of times past, replaced with a canvas of khaki on which a world of individuality is expressed, as if to say, "Trust me: I'm casual." In some corporations and industries, it's Casual Friday every day of the week. Yet even with today's relaxed standards, it's still not a good idea to show up for work in torn shorts and a baggy tee shirt. Especially if you deal directly with customers, the way you express yourself to the world is far more important than the true you - at least while you're on the job. With a little thought and creativity, you can bring the two into harmony with positive professional results.

Evaluate your workplace
Whatever shall you wear to work? Before you can answer, look around you in the office - as early as the interview stage. What's the company style? How does dress relate to the nature of the work? What are people wearing these days to make design presentations? automobiles? closing arguments? pizzas? Get ready to dress the part - in this year's style.

Look to your coworkers for direction, and take your lead from the top, as the catch phrase "dress for the job you want" still applies.

"There's a gray area," said human resources professional Lena Bottos of Salary.com. "If your boss breaks a few dress code rules, then it's okay to adjust your wardrobe choices. Just don't be the first one in the office to break the style barrier."

Also, think about who visits your office when deciding how to dress. Is your space open to visitors, or is it strictly down-and-dirty? Are the visitors from inside the company or outside? What impression do you want to leave on them? And don't forget company executives - top brass might not appreciate the deep cultural symbolism of your latest music concert acquisition.

Some people keep a business suit or the equivalent in their office or workspace in case guests arrive on short notice. Are you ready for a television crew to arrive and film you for the news?

The do's and don'ts are changing
Etiquette books tend to take a conservative approach to the office. Emily Post, for example, swears that "business casual" doesn't exist, while Amy Vanderbilt prefers women not to wear pants to the office. Workplace style in the 1990s was liberated from the structured 1980s, and improvements in synthetic fabrics have given designers new materials from which to create casual clothing that appears professional. During the Internet boom, the startup culture of the West Coast brought business casual to an art form.

So, is it "anything goes" today? As in the past, your appearance on the job is a mirror that reflects your personal style in the context of the office culture and the nature of your job. What you wear continues to say a lot about your work. So think about your company, your teammates, clients, management, and your position when reaching into your closet, and you'll always come out a winner.

Article by Regina M. Robo and courtesy of Salary.com®

Q. I used your Salary Wizard and other sites to come up with a market value for myself. I found that I'm worth between $42,000 and $45,000 (I'm making $35,000 in base salary). When I approached my employer for a raise, he seemed extremely surprised and thought my numbers were too aggressive, and that my current salary is about right. He is going to do some research of his own and talk to me in a few days. How do I nicely get the point across that they're paying me too little? Am I wrong in my findings? What am I missing here? I'm very confused.

Also, considering this, when my boss offers me a lower number, how should I respond? What is a reasonable number to accept?

A. There are a number of things you can do to ease the conversation about salary with your manager. First, make sure you have matched your job against the appropriate job in the Salary Wizard. This way the manager can see what skill sets and experiences you are comparing yourself against.

In addition to determining the appropriate job match, ask your manager what process the company uses when evaluating jobs and determining market values. For instance, some companies position their salaries at certain competitive rates based on median salaries in a particular industry and/or location. They may also have a philosophy of offering other employee benefits, such as year-end bonuses, 401(k) matches, 100 percent tuition reimbursement, etc. These other forms of compensation may influence where the company targets its base pay in relation to the market.

When you meet with your manager, it is important to understand the rationale behind the way a company determines pay levels for its employees. This way you can draw reasonable inferences about why you might be paid below market. You can also approach the conversation from a solid, rational position.

Article by Erisa Ojimba, certified compensation consultant and courtesy of Salary.com®

Get yourself into the habit of recognizing when you have been doing a good job for an extended period. This is the classic signal that you're ready for a promotion, a pay increase, or both. Learn the etiquette about pay talk on the job. Then get yourself into the habit of asking for what you deserve.

What have you done for them lately?
First, you need to be able to explain the logic behind the hunch that says you're ready for more. You need evidence to show your manager that you deserve it. No one is paying closer attention to your work than you are. What have you done for your company lately? The company wants to know.

One way to document your contribution to your company is to keep a job diary. Every week, or even every day, write down what you did and how it helped meet the company's objectives. Keep lists or spreadsheets, because managers like to count things. Remember that attributes such as positive attitude, willingness to put in overtime, and quality of work, are essential. Include a few good stories about your work in the diary to illustrate what you added.

From all this documentation you should be able to create a list of several compelling reasons why you deserve a pay increase.

How often can you ask for a raise or promotion?

You probably get a performance review once a year or once every six months. Companies often schedule salary reviews to coincide with these performance reviews.

If you work for a company that has been around for a while, you might have to wait a year before your first salary review. But if you work at a startup and cash is tight at the beginning, you might be able to get a performance review after working there for three or six months, or after a significant round of financing. If it has been more than a year since your last pay increase, it is probably time to ask for a raise.

A promotion, usually accompanied by a raise, acknowledges that you are ready for additional responsibilities. Even without a pay increase, a promotion can help further your career by signaling to future employers how your career has progressed.

How much should you ask for?
As with any negotiation, you should know what you're worth before you ask for more. Find out the market range for your job by doing research through compensation tools such as the Salary Wizard, then consider where you should fall within that range given your skills and accomplishments.

It is not unheard of for a company to adjust a salary considerably when presented with better information about the value of a job. But some companies offer only modest increases, even for outstanding performance. Use the rumor mill and the human resources office to find out about what types of raises are customary. Just don't ask your coworkers what they are earning.

A cost-of-living increase that keeps pace with inflation is not a real raise. If inflation is 4 percent and your raise is 4 percent, you are just staying even.

Article by Linda Jenkins and courtesy of Salary.com®

Q. I was offered a "promotion" from receptionist/office clerk to administrative assistant/office manager of a new venture in a different office. I inadvertently found out that the person they hired to replace me as receptionist/office clerk started at the same wage as I am currently making. I might add that this move/promotion was a lateral move in that no additional pay or bonuses were involved, even though the position requires much more of me as well as a little further commute to the office and full responsibility for starting up and stocking the new office space. What, if anything, should I do?

A. I'm sure it's frustrating to learn you won't be getting a raise, and that the person who moved into your previous job is earning what you were earning. Yet you said this was a lateral move for you and yet it was a promotion. Perhaps you took on a new role without as much about it as you could have.

Managers sometimes create new roles thinking they require a certain skill set, but as the job evolves the needs and expectations of the role change. It is possible that your supervisor thought the level of experience and responsibility in this position would be the same as in your previous role.

Why don't you document your new tasks and schedule a meeting with your supervisor to review the tasks in your new position. Ask what the expectations are for this position, and show him or her the task list. Ask how the skills you used in your previous role prepared you for your new role, and whether he or she sees the tasks you document at the same level as those in your previous role.

Based on the current job responsibilities, map your job to one in the Salary Wizard or the Personal Salary Report. This way you can talk to your supervisor about the value of your job based on your new responsibilities.

Good luck.

Article by Erisa Ojimba, certified compensation consultant and courtesy of Salary.com®

Q. What is the percentage range for raises in public accounting? Is the average really 4 to 5 percent? If I expect 10 percent, am I kidding myself?

A. Companies determine their merit budgets for the coming year typically by late summer of the previous year. Merit increases are based on the employer's ability to pay. Given the current economic situation, some companies have opted not to give merit increases this year because they can't afford to.

Over the past four years, the average merit increase has hovered around 4 to 5 percent, so I think it's unrealistic to expect a 10 percent raise. A raise as high as 10 percent is generally reserved for employees whose salary is not competitive with the market. A company may also give an employee a merit increase as part of a promotional increase. Or, you might expect a 10 percent increase if you have done an exceptional job during the past year and the company would like to reward you for your work.

Good luck.

Article by Erisa Ojimba, certified compensation consultant and courtesy of Salary.com®

One of the scariest things that can happen to a recruiter is an EEOC lawsuit; If you are unlucky enough to be caught in such a net, your best bet is to take the cash in your freezer and flee the country.

Well, not really, but you've been caught in one of the government's worst dragnets And you thought the IRS was bad. The problem with EEOC lawsuits is they legally deal with your compliance with government mandates on hiring, but in reality, they are dealing with moral and ethical issues of whether or not you discriminate.

Now, in a perfect world, the EEOC would cover only real discrimination. A manager refuses to hire a woman, or a black man, or a Sikh because he doesn't like that group. Pretty clear. The manager gets fired, the candidate gets some compensation, and the company learns a lesson. But that's not the way it goes.

The EEOC can file complaints against your company for unintentional discrimination. Yep, involuntary discrimination occurs when practices you engage in lead to results that don't fit the government's view of the racial and gender make-up of your staff. In practice, this leads to a massively complex series of hiring practices that catch up good recruiters and transform them into zombie paper-pushers, afraid to use their judgement because judgement is the legal equivalent of admitting your bias.

Try saying you were using your judgement in an EEOC lawsuit. It's probably worth millions to the candidate for you to do so.

Of course, I can only write about this because I'm not recruiting for positions with a large firm, but it's worth it to take a look at what the EEOC can do to you, for something as simple as requiring that English be spoken for your job position. An interview with Lamar Alexander on one of his recent amendments to the immigration bill speaks volumes.

What the EEOC has done is equated a speaking requirement that employees speak English with illegal discrimination based on national origin. That was never intended. And what it does in practical effect means that a shoe shop or a Senate office or a school or a department store or a Wal-Mart basically has to hire a lawyer to prove that speaking English is a bona fide occupational qualification reasonably necessary to that business. The burden of proof would be on every business in America to show they have some reason to expect their employees to speak our common language.

That's right, employers. Having a requirement that your employees speak English can be considered a violation of the EEOC policies regarding discrimination based on national origin.

I have no advice on how to solve the problem, other than to say that if your goal is to increase the size of the government, you have to expect the government to look for ways to employ those people, and they usually will be employed in creating mischief.

Article by Jim Durbin courtesy of Recruiting Blogswap a content exchange service sponsored by CollegeRecruiter.com, a leading site for college students looking for internships and recent graduates searching entry level jobs and other career opportunities

Q. Should there be a difference in wages between a part-time employee and a full-time employee doing the same job?

A. In general, there should be little to no difference in pay between part-time and full-time employees, particularly when the employees are performing the same job with the same skill sets.

It is possible for a full-time employee to make more money if the person has more experience than a part-time employee. And often, employers expect more from full-time employees than they expect from employees who work less than 40 hours a week. Even if a full-time employee is paid more money, it is typically based on the criteria mentioned above.

Ask your HR department if your company values part-time and full-time employees the same. If your company does pay your part-time employees differently, ask your employer to explain the rationale.

Good luck.

Article by Erisa Ojimba, certified compensation consultant and courtesy of Salary.com®

Q. I have been an estimator for a plumbing and mechanical company for two years. I am also a project manager. I have produced about $747,000 in sales this year and am managing about $1 million in construction projects. My salary is $32,800 per year. Should I be outraged?

A. Maybe a little outraged.

Let's assume that when you were hired, you were not expected to bring in sales. But perhaps your job has changed a great deal since then. I recommend that you ask your supervisor to review your current job responsibilities.

Bringing in $747,000 is a significant amount of revenue. Typically, people responsible for sales are paid a commission, often a percentage of the sales they generate.

This is a good opportunity to research your job in the Salary Wizard and determine the appropriate salary. If your primary job responsibility is sales, then you talk to your manager about designing a compensation package that focuses on your total compensation, i.e., base plus variable incentive.

Good luck.

Article by Erisa Ojimba, certified compensation consultant and courtesy of Salary.com®

Did you know employers sometimes pay a premium for the right education and experience? Or that you might be able to earn more by doing the same job in a larger company? In fact, these could be some of your strongest negotiating points in your next performance review, job interview, or request for a promotion.

Employers typically adjust their market data when determining how much to pay a specific employee to do the job. In other words, they price the "space" - the position in the organization - before they price the "face," or the person doing that job. After they determine the value of the position by researching the data on pay practices for comparable jobs at comparable companies, they adjust the data to reflect the employee's background and experience.

Employees now have access to the same caliber data as HR departments, including data that reflects salary secrets like the eight things that can boost your pay.

Finding the Best Data
The data in the Salary Wizard is a great starting point for determining what employers are paying for a specific job in a specific location. The salaries are national averages to which an adjustment has been applied to account for broad geographic differences in pay. The Salary Wizard starts to put a value on the space, but not the face.

The next step is to dig deeper into the numbers. In addition to geography, other factors have an influence on how much a job pays, including the size of the organization and the industry in which the employer does business. Geography, company size, and industry all affect the value an employer puts on the "space." The Personal Salary Report provides data pertaining to jobs in a specific combination of industry, geography, and company size.

Eight Things That Can Boost Your Pay

The value of the "face" - the person doing the job - is the value of the "space" adjusted for characteristics known to have an influence on an individual's pay. Salary.com calls these "personal variables," adjusting for eight personal variables in the Personal Salary Report.

Personal Salary ReportThey include the following.

  1. Years of experience
  2. Education
  3. Performance reviews
  4. Boss
  5. Number of reports
  6. Professional associations and certifications
  7. Shift differentials
  8. Hazardous working conditions

Years of experience
Typically, more experience results in higher pay – up to a point. Similarly, if the position calls for someone with 10 years of experience in a particular occupation, and you don't meet those requirements, you may find yourself on the lower end of the pay scale. Negotiation tip: emphasize your years of experience if you have slightly more than what's required; if you have too much experience, you may be overqualified.

Education

The match between your education and what's normally required for your job usually affects your pay. Plus, the quality of education can affect salary. Earning a degree from a top program typically has a positive influence on pay, while earning a degree from a school that's considered weak in a particular field may decrease your earning potential. Negotiation tip: emphasize your education if it is more than what's called for in the job - and it's relevant.

Performance reviews
Since most employers base their pay decisions at least partly on individual performance, this is an important variable when being considered for a pay increase or promotion. Even when applying for a new job, this information may be important to your prospective employer, as it gives a more complete picture of your abilities. Negotiation tip: performance has a significant impact on pay, especially incentive pay.

Boss
The more discretion and latitude you have in relation to your company's success, the more directly your decisions and actions will affect the bottom line – and your own. And if your boss is higher on the corporate hierarchy, his or her recommendations concerning your pay have less chance to be overridden in the cycles of review. Negotiation tip: in the interview process, find out who the position reports to, along with the position's potential for growth.

Number of reports
The more employees you manage, the higher your pay in certain jobs. Of course, your level of success is also based on the performance of the employees you manage. Negotiation tip: emphasize the successes of those who report to you or who reported to you in your previous position.

Professional associations and certifications
Certifications and memberships in professional organizations or trade associations can have a positive effect on pay. However, if a job calls for a certification you don't have, you might not get the job or your pay might be set at the lower end of the range. Some employers require employees without certifications to work toward them. Negotiation tip: if you have a certification that is optional, but considered a plus, that means you can expect to earn a little more because of it.

Shift differentials
In certain jobs, workers may be expected to perform tasks during less favorable shift times. These employees are typically paid a premium due to the higher social and physical costs involved in working outside "normal work hours." In jobs that don't normally operate on more than one shift, the differential is negligible and usually only taken into account when a nonsalaried employee works overtime or on a special project. Negotiation tip: you can expect to earn a little extra for working the second or third shift.

Hazardous working conditions
In certain jobs, workers are expected to perform tasks under dangerous working conditions. Dangerous working conditions can be defined to include anything from handling dangerous chemicals in a research facility to walking a police beat in a dangerous section of town. Jobs that fall into this category are usually regulated by outside authorities, including labor unions and the government. Negotiation tip: ask for hazard pay if you are put on a temporary assignment in a dangerous location.

Article courtesy of Salary.com®

Before signing on the dotted line
Prospective employees should ask some pointed questions about career development opportunities before accepting an offer. They include the following:

  • What kinds of training does the company offer?
  • How are training opportunities organized in this company? Who makes the decisions: human resources or the CEO?
  • Who gets to go? Is training a perk for managers and professional staff only, or is it for individual contributors as well?
  • What is the company's training philosophy - to make employees more effective in their present jobs or to prepare them for the future?
  • Does the company contract with outside providers, or is all training done by in-house people?
  • How is the company's training program tied to performance management?
  • What kind of follow-up does the company provide to ensure that learning happens and that productivity and morale are improved?

Training, especially for junior and entry-level workers, can be a very important benefit to weigh when considering a job offer. Be sure to think of your future career development, not only your future within an organization. Some companies require training - which could be unpaid - before you're allowed to officially start working, so make sure you get the particulars if that is the case.

Opportunities for the workforce
Current employees looking to enhance their skills should familiarize themselves with their company's policies concerning training and continuing education. Browse your intranet, dig up that voluminous benefits package you received when you took the job, ask your boss for more information. Find out whether your company covers training expenses, period. No one wants to put time and effort into a proposal that will get shot down before it's even considered.

Once you have confirmed that your company does sponsor educational initiatives, research what types of training or continuing education you would like to experience. If you're looking to enhance your skills in something related to the company's business, get suggestions from your coworkers or your human resources representative. You must also decide how you want to learn - in a classroom, on the Internet, or through videoconferencing.

Ask and you may receive
Research and document your training choices, complete with tuition, related expenses, and length of commitment. You may even want to prepare a statement that shows how you expect to improve and enhance your performance and productivity. Fill out any necessary forms and schedule some time with your boss or manager to talk about the training opportunities you've researched before you present them to the human resources department. Your boss is likely to have to sign off on your request, so be prepared to back up your reasons for wanting to use company time and money to beef up your skills.

Seal of approval
If your proposal is denied, try to learn why. If it's a question of money, look for a less expensive alternative or ask to be put on a waiting list for funds. If your superiors feel that particular new skill won't be as beneficial to the company as you thought, ask what skills are lacking from your team and how you can tailor your next training request to fill in the gaps.

If your training proposal is approved, you may be bound by certain restrictions, including when you can attend classes and what you can submit for reimbursement. Get the details in writing so you don't get stuck with a hefty bill at the end. You may also be required to document your experience through a group presentation or short essay, so take notes and save all the course materials (handouts, books, worksheets). Above all, share your newly acquired knowledge with your team - their success can only make you (and your company) look good.

Article courtesy of Salary.com®

In a study by the American Society for Training and Development, more than 750 U.S organizations provided data about their expenditures on training programs as a percentage of payroll and on a per-employee basis. Here's how they compare by industry on several key factors.

Business sector Commitment to learning
Services (hotels; professional, business, and personal services; educational, legal, social, and consumer services)High percentage spent on training and a significant increase in the use of new learning technologies, including computer-based training, the Internet, and teleconferencing.
IT (computers, electronics, software design, telecommunications services, IT services, and consulting firms)Highest training expenditure as a percentage of payroll and one of the highest expenditures per employee. Not surprisingly, IT companies lead in their use of new learning technologies.
Finance, insurance, and real estate (banks, insurance companies,
brokers, and real estate companies)
These companies invest more in training than many other segments and report overall performance improvements. Focus is mainly on computer literacy and applications.
Healthcare (hospitals, clinics, doctors' offices, and home care companies)The highest percentage of employees receiving training, but the lowest training expenditure per employee and as a percentage of payroll. High levels of new employee orientation and computer literacy training, with only light use of learning technologies to date.
Durable manufacturing (wood products, stone and glass, fabricated metal, machines and electrical equipment, and transportation equipment)Stable training expenditures over time, with an increased use of computer-based training, teleconferencing, and interactive TV. Training concentrates on quality, competition, and business practices, along with basic skills.
Nondurable manufacturing (food and beverages, apparel, textiles, plastics, chemicals, paper and pulp, petroleum, rubber, and leather)Total expenditures on the low end of the spectrum. Limited use of learning technologies, with a focus on quality, competition, and business practices training, along with job-specific technical skills.
Transportation and public utilities (power, water, gas utilities, trucking and warehousing, airlines and railroads, and parcel services)The leading expenditure on training per employee, with strong multimedia usage. Companies favor intranets, LANs, and simulators, primarily teaching basic skills, executive development, and job-specific technical skills.
Government (federal, state, and local government organizations and agencies)Traditionally, agencies spend a high amount on training, but rank near the bottom as a percentage of payroll. Emphasis on computer literacy and applications, job-specific technical skills, and basic skills vs. professional skills training. Prefers classroom-based training, but predicts increases in the usage of learning technologies.
Trade (retail and food stores, home furnishings and equipment stores, food and beverage facilities, apparel, building materials, hardware, garden supply, and wholesale trade or distributors)High percentage of employees receiving training, combined with lowest training expenditures overall, results in low percentages per employee. Training focuses on customer service; sales; and dealer, management, and job-specific technical skills training while underemphasizing computer literacy and applications and professional skills training. Significant increase seen in computer-based training, multimedia, and groupware.
Agriculture/mining/construction (agriculture producers, mining, oil exploration, construction, fisheries, and forestry)One of the highest percentages of employees receiving training, but invests the least in terms of overall training expenditures. Lags in use of learning technologies and in computer literacy and applications training and job-specific technical skills training.
Source: ASTD 1998 Benchmarking Service

Article courtesy of Salary.com


The advantage of part-time and online degree programs, along with the cost benefits, is that you are able to apply your skills immediately, keeping you current and more attractive to employers.

Discouraging predictions of lower salary hikes coupled with a tough job market have increased the already growing number of people returning to school. Numbers have been steadily growing because of increased educational requirements in the job market and the fact that on average a higher level of education translates into a higher annual salary. Salary.com's calculations for 2003 placed bachelor's degree holders at an average salary of $43,000, and master's degree holders at $53,000 (see earnings chart below). Therefore many professionals assume it is logical to go back to school, just as many undergraduates assume it is a good idea to avoid the tough job market altogether and enter graduate school immediately upon graduation. But many experts disagree, and are encouraging individuals to first weigh the benefits along with the drawbacks associated with attending graduate school.


Median 2003 Income by Educational Level


Source: Salary.com


While it may seem like a logical choice for everyone, there are opportunity costs associated with attaining a higher degree, not to mention the career risks one takes if rushing into such a decision. Many career counselors suggest that individuals seek a higher degree mainly to pursue a passion or strong interest they have in a subject, rather than for a higher income or job security, as these are not always guaranteed. It is also strongly advised that in order to discover or reinforce your interests and better understand how a higher degree may benefit your career, one should first pursue work in their field and seek advice from professors and experienced professionals. Those who have worked in their field for a number of years will be more able to make this decision on their own. A cost analysis should be performed as well, on costs associated with going back to school and the alternative cost comparisons.

Average graduate school and living costs per year are running upwards of $26,000 a year according to U.S. News and World Report. And according to Nellie Mae's National Student Loan Survey, graduate students held an average of $23,700 in loans upon graduation last year, not to mention the lost income and savings. This is the reason some experts suggest taking classes part-time while continuing to work. This way you won't forgo potential promotions, and the income flow and benefits will help counteract the cost of attending school, while still allowing you to pay the interest on your loans. Another way to avoid high costs is to look into attending public school rather than private, which can run at significantly lower tuition costs.

There are many different options available for professionals looking to attain a higher degree. Many highly regarded schools offer executive MBA programs with night and weekend classes, and most schools are increasingly making efforts to support part-time and distance learning students. Online degrees are a viable option as well these days; see related article, The Value of Online Learning, for more information. Another advantage of part-time and online degree programs, along with the cost benefits, is that you are able to apply your skills immediately, keeping you current and more attractive to employers.

It is also important to keep in mind the validity of your degree, and salary potential in the field. Going back to school in a field because it is in high demand or pays a high salary is risky as it's possible the job market will have changed once you graduate. It is therefore essential to choose a degree that is based on your personal interests and skills and allows you to be flexible in the market and take on a variety of jobs in a variety of areas. Another factor to consider is the type of company at which you want to develop your career. While advancement at many Fortune 500 companies often warrants an M.B.A, at other companies it may not be necessary or even beneficial.

All in all, it is most important that you define your own personal priorities and goals regarding a higher degree, and by taking into account all of the various aspects of attaining this degree you will be on the right track to making the best decision.

Article courtesy of Salary.com

When you place a call to a prospective client, does the person you are calling already know your name, even if you have never met? When new clients are referred to you, do they often say that they've heard of you from several different sources? Are you frequently contacted by people who are ready to work with you and don't question your qualifications? These are just some of the results you can expect when you make publishing part of your marketing plan.

In the academic world, the phrase "publish or perish" reflects the common knowledge that people must know who you are in order to hire you, promote you, or fund your research. No matter what niche you do business in, experts agree that publishing your work accelerates your ability to gain clients. According to Tom Lambert, author of "High Income Consulting," winning some level of fame is the surest way to higher earnings as a professional.

Here are some guidelines to help you start getting published or expand your publishing efforts:

  1. Publishing is easier than ever before. In the pre-Internet age, most publishing took the form of articles in newspapers and magazines or full-length books. Getting your work published usually required a lengthy process of approaching (and being rejected by) numerous editors. Now it's possible to write an article in the morning and have it in the hands of thousands by afternoon, often with no editor's stamp of approval.

    You can publish your own articles on the web via email broadcasts to your own mailing list, posting them on your website or blog, or submitting them to the thousands of independent websites and ezines eager for fresh content to inform or entertain their visitors. In addition, many print magazines and newsletters accept completed articles sent by email. Just check the submission guidelines of any publication that interests you to see if they require queries before sending.

    Electronic publishing also makes it possible to easily publish shorter-length books as ebooks, web-based manuals, ecourses, or short-run printings of workbooks, booklets, and white papers. If you can put together ten pages of material, you have enough to publish in one of these shorter forms, and begin referring to yourself as "the author of..."

  2. Write what you do. The best articles or workbooks are not those describing the type of work you do; they are the ones that actually help the reader do that work themselves. Instead of writing how life coaching can help people complete important projects, a coach should write about tips for ending procrastination. A professional organizer could write about dealing with junk mail, and a sales trainer could write about motivating salespeople when business is slow.

    If you're feeling stuck for writing topics, make it a habit after every client meeting to mentally review each of the subjects you discussed with your client and note which ones might be good for a future article. Or, think of the ten questions that clients or prospects most commonly ask about your line of work. Each one of those questions is likely to be an excellent article topic or chapter in a book.

  3. Make all your writing count. Steven Van Yoder, author of "Get Slightly Famous," encourages his clients to get their articles reprinted as many places as possible. If you're going to take the trouble to write a good article, why not reuse it over and over? Steve has helped many clients get a single article posted on up to 100 different web sites, as well as in multiple print publications.

    Many sites and publications happily accept articles that have already been printed. If you want to write for an outlet that insists on "first rights" of publication for a certain length of time, no problem. Write a new article for that outlet, then concentrate on getting it reprinted elsewhere after the time period has expired.
    Remember, too, that every piece of writing can be re-purposed. An article can be expanded into a white paper; a collection of articles can become a book.

  4. If you're not a writer, work with one. You don't have to be able to write well in order to get published. You can hire a ghostwriter, editor, or proofreader to strengthen and polish your writing. If you're better at expressing yourself out loud, you don't even have to write. You can speak your thoughts and have them transcribed and edited by a professional.

  5. Get started now. The more writing you publish and the longer your work has been out there, the more you will increase your visibility, credibility, and reputation as an expert. Clients will come to you instead of you having to seek them out. Your sales cycles will be shorter, and the fees you charge can be higher. Each publication will become a salesperson to whom you never have to pay a commission, working tirelessly to bring you more clients.

C.J. Hayden is the author of Get Clients Now! Thousands of business owners and salespeople have used her simple sales and marketing system to double or triple their income. Get a free copy of "Five Secrets to Finding All the Clients You'll Ever Need" at www.getclientsnow.com