Survey: Meeting Work Deadlines Most Essential to Team Play

When it’s the bottom of the ninth and the bases are loaded, every baseball team needs a player who can come through in the clutch. According to a new survey, workplace teams are no different. Forty percent of executives polled said meeting deadlines is the most important characteristic of a team player, up slightly from 37 percent in a similar poll conducted in 1997.

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.

Executives were asked, “Which one of the following is the single most important characteristic of being a team player?” Their responses:

“The term ‘team player’ has been used so frequently that it’s lost much of its meaning, but it essentially refers to honoring obligations and being supportive of coworkers,” said Max Messmer, chairman of Accountemps and author of Managing Your Career For Dummies® (John Wiley & Sons, Inc.). “These attributes have always been important, but they’re especially valuable now, given the amount of collaboration required in today’s workplace.”

Accountemps offers these tips for becoming your work team’s most valuable player:

• Develop a winning game plan. Set realistic goals and expectations by establishing roles and responsibilities for each member of the team up front.
• Keep your eye on the ball. Prioritize projects so you spend the majority of your time on activities that most directly affect the bottom line, rather than those you can easily check off of your to-do list.
• Take one for the team. Don’t play the blame game if something goes awry. Instead, focus on correcting the problem and moving forward. Your willingness to acknowledge mistakes when appropriate will encourage personal accountability in others.
• Play fair. Give credit where it is due, and be generous in your praise. Be sure to thank unsung heroes who contribute to a project’s success.
• Avoid throwing curveballs. Do your part to minimize office politics by engaging in open communication and fostering an atmosphere of mutual trust and respect.

Article courtesy of Accountemps. 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.

Posted by Sarah Ennenga on October 15, 2007 at 2:14 PM | Leave a Comment (0)

Understanding the Shift From Boomers

Provided By: Associated Content, Inc.

As Baby Boomers retire, the workplace begins filling with Generation X and Y. What is interesting about this migration is that most Boomers are facing their successors during the hiring process and cannot begin to fathom that these kids will be half as capable.

Posted by CandiceArnold on October 15, 2007 at 1:54 PM | Leave a Comment (0)

Provided By: Associated Content, Inc.

As a newsletter editor and freelance writer, I get to see writers' guidelines from all angles: I write them and I read them. If you're looking for articles for your newsletter, it can pay off to spend some time telling writers exactly what your wish list looks like.

Posted by CandiceArnold on October 15, 2007 at 1:23 PM | Leave a Comment (0)

Reprinted courtesy of TheCareerNews.com

NEW YORK, NY -- From foolish fibs to full-on fraud, lying on your resume is one of the most common ways that people stretch the truth. The percentage of people who lie to potential employers is substantial, says Sunny Bates, CEO of New York-based executive recruitment firm. She estimates that 40% of all resumes aren't altogether above board.

One of the most common resume lies involves playing with dates to hide employment gaps. Bogus college degree claims are also prevalent, even though it's one of the easiest items to check. Another widespread set of tall tales is embellishment of experience and accomplishments. Some job hunters will say they were paid a higher salary at a previous job to get more money. That's why companies and recruiters are now more commonly asking for a recent pay stub or tax return. Imagine talking your way out of that.

As a matter of fact, almost 40% of human resources professionals surveyed last year by the Society for Human Resource Management reported increased time spent checking references. So think twice before you ship off your next half-baked job application. Even if your moral compass doesn't keep you from deceit, the fact that human resources is on to the game should. Just remember, whenever you tell the truth, you don't have to remember what you said.

Article abridged from Forbes.com, and reprinted from TheCareerNews.com. Get the latest breaking News, Tips and Tools for your job search, Free!

Posted by Sarah Ennenga on October 12, 2007 at 1:21 PM | Leave a Comment (0)

Q. I am in negotiation with an employer for a higher position than the one I currently hold. They are asking that I send them a pay stub. I told them you can't really compare both positions, as the responsibilities and duties are so different. However, they keep insisting. I am trying to hold my ground. Please help

A. You know, an employer-employee relationship is based on trust and good faith. When a company asks you to produce a pay stub, it means they don't believe you are making the amount of money you claim you are making; or they are trying to validate what someone in your position actually should make. Whatever the reason, the relationship is unlikely to get better after you start working there.

Now, it is always possible for a company to confirm your previous salary, but as you stated, they are unrelated issues. You have to ask yourself how much you really want to work for this company.

I doubt they have an HR professional working there, because most HR professionals are more concerned with whether a candidate can perform the necessary skills outlined for the position. Most companies would have gone to survey vendors to determine how much the job is worth so that they could make a competitive offer. Most HR professionals would not waste their time trying to persuade candidates to turn over their pay stubs.

I would tread very carefully. If you do decide to work for this company, nothing should really surprise you later on.

Good luck.

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

Posted by Sarah Ennenga on October 11, 2007 at 8:05 PM | Leave a Comment (0)

Those engaged in college and university recruiting recognize that as fall transitions into winter, another transition is also taking place. But rather than being driven by falling temperatures, the other transition is driven by the type of recruiting effort. You see, fall recruiting has traditionally been dominated by organizations who are trying to hire college seniors for entry level, permanent positions. Winter recruiting, on the other hand, is split between organizations who are trying to hire the same types of people as well as organizations who are trying to hire juniors and sometimes even sophomores for internships.

As we move through the fall and into the winter, I thought that it would be helpful to summarize some of the key factors that college students look at when deciding whether to pursue and perhaps even accept an internship opportunity with one organization versus a similar opportunity with the employer across the street.

Interns are just like the rest of us in that they place a high value on being able to do meaningful work. We've all heard the stereotypes of interns being locked in the mailroom for the entire summer and being grateful to have had the, ahem, experience. Well folks, that type of an internship went out style when the last of the Gen X'ers graduated from college as the changing demographics caused a fundamental shift from the power resting in the hands of the employers to the power resting in the hands of the candidates. Quite simply, there are far fewer Gen Y'ers than there are opportunities for them so they can and are choosier than their Baby Boomer and Gen X parents.

Today's interns have grown up on project-based work and see themselves as free agents. Rather than fighting this attitude, embrace it. Design your work flow so that it is project based and make it not only possible but also likely that your interns will each complete at least one project during their internship.

Many hiring managers issue requests to their human resource departments for a batch of interns because the managers view interns as cheap sources of labor. They're not. A successful internship program is one in which the intern accepts a permanent job immediately upon the completion of the internship. If the manager is not willing to train, supervise, and perhaps even mentor the intern properly then that intern will not accept and perhaps not even be offered a permanent position. Human resources needs to be firm and not assign interns to poor managers or those who have a history of misusing interns.

In many ways, Gen Y most resembles the Beat Generation, also known as the G.I. Generation, which was the generation that fought the Second World War. The Beat Generation was incredibly community focused and willing to make incredible sacrifices for the betterment of their families, friends, communities, and country. Gen Y is also community focused and few will be inspired by the opportunity to work 60 hours a week so that maybe, just maybe, they'll inherit the corner office and then a month be laid off in a corporate downsizing move that has nothing to do with their competency. If you want to stand out on-campus and recruit more than your fair share of high quality interns and then retain them, give them even a few hours off paid time off each month to do the volunteer work of their choosing.

Another way to ensure that you recruit and retain more than your fair share of intern stars is to bring them into contact with your senior executives. Have your CEO call the interns to encourage them to accept their offers. Bring your interns to meetings at which senior executives will be present. By all means counsel the interns that they should not be outspoken or even speak a tenth of the time if there are 10 people in the room, but allow them to rub shoulders with the top guns and you'll have interns who will be much more understanding of your organization rather than just their just their job and those are interns who are much more likely to accept their offers of permanent employment and refer you to other stars on their campuses.

One of the struggles that this generation faces is incredibly high student loan debts. It isn't unusual for college tuition and related costs to be rising at average of 11 percent or more year-after-year. What that means for students attending those schools is that their cost of education is doubling every seven years. If your children attend college two or three decades after you did, their cost is likely three, four, or even more times as much as yours was. When you graduated, you likely had to make lifestyle choices such as having a roommate or driving an old car. But you were able to work in whatever field you wanted to. When this generation graduates, they are being forced to work in fields that do not interest them simply to earn enough money to pay back their student loans. That leads to job dissatisfaction and turnover, but if they quit and go to work in a fulfilling yet low paying position, they won't have enough money to pay their bills so they're forced to quit and find work that is higher paying yet not fulfilling. And so the cycle repeats. If your firm offers fulfilling work, and every organization that properly targets its candidates does, then look hard at the student loan debt balances of your ideal candidates and find a way to reduce that burden. Perhaps expand your tuition reimbursement program so that you pay a portion or even all of the student loan payments once your interns are working for you as permanent employees. If effectively paying them more isn't an option, then see if you can reduce their costs of working for you by finding a way for them to do their work in a metro area or facility of their choice. Do your interns really all need to move to New York City for the summer or can you get them together for a couple of extended weekends and allow them to work near their campuses during the rest of the summer?

Mentorship programs are incredibly important but don't assign employees who are unwilling or unable to effectively mentor an intern. Some older employees look upon mentorship programs with disdain. You want to find those employees who recently graduated and who are excited about having the opportunity to mentor an intern. If your intern is in the marketing department, there's no need for you to find a mentor who is in or used to be in the marketing department. The point isn't so much finding someone who will help the intern with their work as it is finding someone who will help them navigate their way through the corporate world.

Many organizations talk about the importance of diversity and many of those put their money where their mouth is and do a good job of recruiting a diverse candidate base, including a diverse group of interns. Yet many of these organizations fail their diverse hires by failing to appreciate that with diversity comes, well, diversity. If you've hired an observant Moslem intern, you need to understand that her religious holidays, dietary rules, and cultural beliefs will differ from her Lutheran classmates. If you want diversity, and you should, then you need to be flexible enough with your diverse hires after they're hired so that you not only respect their diversity but you embrace it.

Have fun, but don't have too much fun. Many organizations make the mistake of wining and dining their internship class all summer and taking them on lavish and extended retreats. While few interns will turn down such perks, the reality is that they're counterproductive. Your interns are smart enough to understand that they will not continue to receive this golden treatment once they're permanent employees. What they want more than anything is meaningful work. If the fun escapades detract from their ability to do a lot of great, meaningful work, then you'll have done a disservice to them and to your organization.

Article by Steven Rothberg, and 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.)

Posted by Sarah Ennenga on October 11, 2007 at 7:10 PM | Leave a Comment (0)

BETHLEHEM, PA--Employers are interviewing fewer new college graduates for every hire they make, according to a recent study conducted by the National Association of Colleges and Employers (NACE).

Results of NACE's 2007 Recruiting Benchmarks Survey show that employers interview 3.9 new college graduates for every hire they make. This is the lowest interview-to-hire ratio that has been reported through NACE surveys in the past 17 years.

"This trend suggests that the screening processes recruiters use to identify viable candidates have become more efficient over time, which makes the entire recruiting process more streamlined and cost effective," says Marilyn Mackes, NACE executive director.

Increased efficiency in the screening process allows recruiters to concentrate on a select few candidates at the interview stage, providing an advantage in a competitive job market. The competitive market for college hires places a premium on getting to the offer stage quickly.

"Based on information NACE collected from our Job Outlook Preview survey and a poll of Salary Survey participants, we know that some employers are recruiting and extending offers earlier in the school year," Mackes adds. "To be as competitive as possible, employers have found it imperative to improve their processes with efficient strategies and practices, such as reducing the interview-to-hire ratio."

About NACE's Recruiting Benchmarks Survey: NACE's 2007 Recruiting Benchmarks Survey was conducted from January through May 1, 2007, to gather information regarding employers' college recruiting programs and internship and cooperative education programs. Surveys were sent to 1,212 NACE employer members; 287, or 23.7 percent, responded.

Article by NACE. About NACE: Since 1956, the National Association of Colleges and Employers (NACE) has been the leading source of information about the college job market. NACE maintains a virtual press room for the media. NACE is headquartered in Bethlehem, Pennsylvania.

Posted by Sarah Ennenga on October 11, 2007 at 6:12 PM | Leave a Comment (0)

The focus has shifted. According to a new survey of Generation Why employees, they aren't content being content with a job; they demand more if they are going to stick around for more than three years.

To employers, this means more than you've got to avoid making mistakes that will drive them away; you've got to consistently work to provide reasons that will make them want to stay.

No, it's not fair, and it's not fun. But them's the new rules, and whys employers are going to accept them and strive to change their strategies for winning the talent wars among this new breed of talented, but itchy-feet-minded, worker.

By Eric Chester and courtesy of Generation Why? Whysblog

Posted by Sarah Ennenga on October 11, 2007 at 1:54 PM | Leave a Comment (0)

Report Highlights International Skills Shortage, Retention Concerns

Employers around the world continue to feel the effects of a shortage of accounting and finance professionals, according to the recently released Robert Half International Global Financial Employment Monitor. More than half of the finance and human resources managers surveyed -- 56 percent -- reported difficulty finding skilled job candidates, and 43 percent expressed concern about losing top performers to other job opportunities. The situation is most severe in Asia, where more than four out of five respondents from both Japan (83 percent) and Hong Kong (82 percent) reported finding skilled financial professionals was a challenge.

The international study was developed by Robert Half International, the world's first and largest staffing services firm specializing in accounting and finance, and conducted by an independent research firm. The survey includes responses from more than 5,000 finance and human resources managers in 17 countries throughout North America, Europe and the Asia-Pacific region. The overall margin of error is +/- 1.4 percent, and the results are within 95 percent certainty.

The report indicates widespread difficulty finding skilled candidates and significant time and effort spent on interviewing and hiring. Currently, companies around the globe are spending an average of five weeks to fill staff-level accounting and finance positions and eight weeks for management roles.

"Recruiting and retaining top financial professionals may become more challenging in the years ahead due to increasing demand for this expertise and the potential retirement of millions of baby boomers around the world," said Max Messmer, chairman and CEO of Robert Half International. "To build effective teams, employers will need to offer attractive compensation packages, as well as programs that support professional development and work-life balance."

When asked to identify the most sought-after attribute for executives, respondents in nearly every country said experience in compliance was needed most. This underscores the increased international emphasis on corporate governance.

Managers in the United States reported the greatest difficulty hiring for executive positions. In response, companies are moving quickly to secure these candidates: U.S. respondents said their firms are taking six weeks to hire for management positions, two weeks less than the global average.

The Global Financial Employment Monitor analyzes current hiring trends in accounting and finance, including topics such as the challenge of finding skilled talent, the time it takes to fill staff and management positions, in-demand executive-level attributes, and employee retention concerns.

Article courtesy of Robert Half International. Robert Half International has more than 350 staffing locations in North America, South America, Europe and the Asia-Pacific region. For more information about the company, visit www.rhi.com.

Posted by Sarah Ennenga on October 11, 2007 at 10:14 AM | Leave a Comment (0)

Good manners are good for business, while great manners can set you apart. If you're under stress or in a hurry, it's easy to let your guard down and fail to observe the basics. But if you take a deep breath before you call, good manners can actually get you the results you want - faster. Here's a rundown of some quick tips to brush up on your phone manners and phone style.

Phone strategy

• Treat the call as if it were a meeting - have a purpose, and an agenda.
• Decide what you'll do if someone answers other than the person you're calling. Would you prefer to leave a message, go to voice mail, or call back later?
• If you're on a scheduled call, be at your desk at the appointed time.
• Learn the names of the people who answer the phones at the numbers you call most frequently. Speak pleasantly to them, and if you talk to them very frequently, send them a card or gift on their birthday or over the holidays.

Do's and don'ts

• Don't type or shuffle papers while you're on the phone - it suggests that you're not listening to the caller.
• If you have to put the phone down, do it gently to spare your caller's ear.
• Rid your mouth of food, gum, cough drops, or candy before talking on the phone - the receiver amplifies your noshing.
• If you have to sneeze or cough, turn your head and cover your mouth - and the receiver.
• Speak directly into the receiver - don't bury it in your shoulder or neck.
• If you dial the wrong number, explain yourself and verify the phone number so you don't repeat the call. Don't hang up; that's just rude.
• Cut down on the background noise when taking or making a call. Radios, televisions, and even computer bings and bleeps can be distracting over the phone.

Taking messages

• Record the time and date the call came in.
• Verify the caller's name, company name, and phone number.
• Initialize the message, so if the person who received the message has any questions, he or she can contact you.
• Get a short statement about the caller's intent.

Resources and related reading
Letitia Baldridge - Amy Vanderbilt's Complete Book of Etiquette
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®

Posted by Sarah Ennenga on October 9, 2007 at 10:30 AM | Leave a Comment (0)

After establishing contact with the party you're trying to reach, you should be ready to use the time as effectively as if you were in a face-to-face meeting.

The speakerphone - friend or foe?

Speakerphones are a great tool for communication via the telephone, but they must be used wisely. Some people prefer to use a speakerphone even when no one else is listening in so that they can take notes during the conversation without having to juggle a phone receiver. If you're one of those people, make sure you inform the people on the line with you that you are using a speakerphone, and if they seem apprehensive, explain why it is necessary.

Speakerphones are also useful for conference calls. If you are leading a speakerphone meeting with a number of people, allow each person to introduce himself or herself, to help the listeners match a name to a voice.

"In conference calls, always identify yourself by name and never rely solely on voice recognition," said Lena Bottos, compensation market analyst for Salary.com. "Always preface your comments with an introduction."

Silent partners
Conference calls provide unique opportunities for colleagues to communicate with one another. For example, it is not unusual for conference calls to include one or more silent listeners, who may or may not be introduced. Their objectives vary considerably, from training and monitoring to evaluating and getting strategic insights. Never assume your business telephone call is a confidential conversation between you and the people who introduce themselves on the other line.

Another silent strategy for conference calls is to use email, whiteboards, or instant messaging software to communicate with other participants on the call. This can be advantageous, for instance, when a silent partner wishes to prompt a speaker to say something in particular. If you are using such signals, however, be careful not to distract the other party by the sound of typing, nor to alienate the other party with your surreptitious strategizing.

Tolerant neighbors
When using the telephone at work, don't forget about the people around you who aren't taking part in the conversation. If you can, shut your office door or warn your cubicle neighbors before making speakerphone calls, as a person's speaking voice tends to increase in volume when using remote technology.

Headset etiquette
In many offices, people whose job involves considerable telephone work use a special hands-free headset-type telephone. This technology frees these workers to walk around the office with the ergonomically friendly device.

If you use this type of telephone, be careful not to bring your conversations into parts of the office where they do not belong. Many office workers can relate stories of coworkers walking up and down the halls seeming to talk to themselves. Be sensitive to the acoustics of the area in which you are conducting business, and to your coworkers' work spaces.

If you work with people who use hands-free telephones, develop a way of ascertaining quickly whether they are on a call before beginning a conversation with them.

When to say no
Learn how to use the "do not disturb" function on your phone, or lower the ringer if you to have a meeting in your office that you don't want to interrupt. A ringing telephone can create quite a disturbance in a sensitive meeting. Also, if you want to focus on a particular project - say you've got a deadline and you're not expecting any important calls - you can disable your ringer so that your calls go straight to voice mail.

However, don't hide behind your voice mail. Technology makes it quite feasible to keep people at bay indefinitely. But if people begin to think you never answer your phone, they will stop calling, which could adversely affect business relationships.

Have a nice day
At the end of each call, thank your caller or the person you called for his or her time, and hang up with a pleasant goodbye.

Resources and related reading
Letitia Baldridge - Amy Vanderbilt's Complete Book of Etiquette
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®

Posted by Sarah Ennenga on October 8, 2007 at 8:24 PM | Leave a Comment (0)

Although email and instant messaging are quickly becoming standard forms of office communication, the telephone still plays an important role in business. Just like a face-to-face meeting, telephone conversations are expected to and should follow certain rules of etiquette to help make the experience pleasant and productive for all those involved.

It's easy to forgo manners when talking over the phone. Distractions abound, from impromptu meetings or email notifications blinking on your computer screen. Remember that a conversation over the phone carries just as much weight as a face-to-face meeting, as it is a great opportunity to communicate in real time.

Tuning up your pipes
If your job requires being on the phone most of the day, remember it usually takes a few hours for the human vocal cords to fully warm up after a night's sleep. Eight hours of rest usually leaves them a little rusty. Practice enunciation in the bathroom mirror while you get ready for work, or do some vocal exercises in the shower. Singing in the shower does wonders for a day of cold calling - but make sure you're not disturbing someone else's slumber with your warbling. Deep breathing exercises help condition your stomach and throat for a day's worth of talking, as well as gently clearing your throat and blowing your nose. If you drive to work, you can also sing along with the radio in the car.

Making the call
When making a business call, be sure to first identify yourself and your company. If you're routed to a receptionist or operator, also include the name of the person you're trying to reach. A simple, "Hello, this is Mary Robert from Off the Wall Productions. May I please speak with Mark Grand?" will do.

Be prepared with a one or two sentence explanation of the purpose for your call. When you are connected with the person, state the purpose of your call and then be sure to ask if you are calling at a convenient time. This is one of the most overlooked areas of phone etiquette, and allows the person you're calling the opportunity to better address your needs at a later time. Don't fib about how long your call will take - if you know it will take longer than five minutes, don't say, "It'll be quick." Let the person know what they are getting into at the start of the conversation.

If you get shunted to a receptionist and he or she asks why you are calling, give a concise but informative statement that can be easily relayed. Do not, however, assume that your message will be communicated; when you speak directly with the person you are trying to call, repeat your message in your own words. Don't be insulted if you're asked to leave a message or call back later - previous engagements do take priority.

Answering the phone
People make business phone calls for specific reasons. Very rarely do vendors or clients call just to catch up. Telephone calls usually lead to some action to be taken, so make sure your first vocal impression is a good one by trying to answer the phone as pleasantly and professionally as possible.

Identify yourself and your company when receiving an incoming call. While it's not impolite to say, "Off the Wall Productions, Mary Robert speaking," it might be easier on the listener to say, "Thank you for calling Off the Wall Productions. This is Mary Robert. How may I help you?" Variations on this theme can convey your greeting quite effectively. If you work at a large corporation with many departments, it may also help to include your department or section name, "This is Mary Robert, accounts receivable. How may I help you?"

Hold, please
The hold feature is generally considered a double-edged sword in telephone etiquette. No one is usually available at the exact moment of a phone call, and being on hold simply must be tolerated. However, there are many things the caller and the person taking the call can do to make the experience a pleasant one.

If you must put someone on hold, ask first and - most importantly - wait for their answer. If someone expresses reservation about being put on hold, calmly explain why it is necessary. Perhaps the person they are calling for stepped out of the office and needs to be tracked down, or is on another call. Callers like an explanation for their inconveniences, but don't give away too much information. If Bill from distributing is in the restroom, just tell the caller he is away from his desk.

Remember to keep the person on hold updated on the status of his or her call every 30 seconds. A simple "She's on another call" or "His meeting is running a little late" is sufficient. It's okay to hang up after three minutes on hold. Call back and ask to leave a message instead.

Voice mail and messages
If you have to leave a message or voice mail for someone, make it short and to the point. Speak clearly and slowly and leave your name, phone number, and a brief message. Say your name and number at the beginning and again at the end of the message, especially if you don't know the person you're calling. If the voice mail system allows you to play back your message, consider taking advantage of that feature to make sure your message is clear and communicates your needs.

Returning messages promptly is always appreciated. It's customary to return telephone calls within 24 hours. If you cannot attend to the caller's needs within that time, briefly phone the person to say when you will be available.

Your own voice mail
The message you leave as your outgoing message is an important business tool. Information is critical. The best messages communicate several key things to the person calling you: your name, the organization and/or group you're in, the current date (this tells them you are checking your messages), whether you are in the office or not that day, when to expect a call back, whom to contact if the call is urgent, and how to get to that person.

This seems like an enormous burden, but it just requires a little discipline first thing every morning or last thing every night. If you've ever called someone and gotten a generic voicemail, you know how disconcerting it can be. Is the person on vacation? Will I get a call back? When? So it's especially important for people who travel frequently to attend to outgoing messages.

Of course, you can simplify the approach and perhaps change your message once a week providing an update of the days you'll be out of the office that week. Any useful information in your outgoing message will make your caller feel more comfortable that the message is important and you will respond. Be sure to respond.

Resources and related reading
Letitia Baldridge - Amy Vanderbilt's Complete Book of Etiquette
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®

Posted by Sarah Ennenga on October 8, 2007 at 6:16 PM | Leave a Comment (0)

Reprinted courtesy of TheCareerNews.com

MILWAUKEE, WI -- U.S. employers plan to maintain a stable, yet cautious approach toward hiring in the final quarter of 2007, according to the results of the latest Manpower Employment Outlook Survey by Manpower Inc. "It is not unexpected that U.S. employers have conservative hiring plans for the fourth quarter," said Jeffrey A. Joerres, Chairman & CEO of Manpower Inc.

The seasonally adjusted survey results show that in the majority of industry sectors the hiring pace is expected to remain steady during the final months of 2007. Of the 14,000 U.S. employers surveyed, 27% expect to increase their workforces during the fourth quarter of 2007, while 9% expect to trim their payrolls. Fifty-eight percent expect no change in the hiring pace, and 6% are undecided about their hiring plans.

"Companies that deal with producing goods are struggling, but the service sector is doing very well," said Jonas Prising, President of Manpower North America. "We can clearly see this trend in the survey results, with Services employers reporting the strongest hiring intentions for the fourth quarter, and those in the Manufacturing and Construction sectors coming in with weaker employment projections."

Article abridged from Manpower Inc., and reprinted from TheCareerNews.com. Get the latest breaking News, Tips and Tools for your job search, Free!

Posted by Sarah Ennenga on October 8, 2007 at 5:46 PM | Leave a Comment (0)

Reprinted courtesy of TheCareerNews.com

LAFAYETTE, CA -- Is it possible to prepare yourself to score higher on a pre-employment test? While the answer is a resounding "yes" for tests that measure subject-matter expertise, the answer becomes a little fuzzier when the question at hand is your personality itself. On the other hand, sometimes the questions asked are transparent and test-savvy applicants can mold themselves to seem more collaborative or empathetic.

Dr. Karine Schomer, president of Alameda, Calif.-based Change Management Consulting & Training, contends that pre-employment tests are not for eliminating applicants, but rather for gaining a better understanding of their skills and aptitude. Of course, flunking an aptitude test for something like Java programming sends a message to applicants that, in those situations, they can always seek further education.

While extreme forms of pre-employment test preparation may undermine the process itself, there are some things job applicants can do that balance the integrity of the process with good common sense. You might also consider taking a free personality test as a form of practice such as the one offered by MAPP. Most importantly, job applicants should seek to understand the corporate culture and background of the potential employer. That will help applicants understand how the contents of the test relate to what the company is looking for, and better explain how their skills will match the company's needs.

Article abridged from MyGlobalCareer.com, and reprinted from TheCareerNews.com. Get the latest breaking News, Tips and Tools for your job search, Free!

Posted by Sarah Ennenga on October 8, 2007 at 2:29 PM | Leave a Comment (1)

Reprinted courtesy of TheCareerNews.com

SACRAMENTO, CA -- First, let's dispense with a common misconception - the hidden job market isn't really hidden at all. It's just not in plain sight. When a company is growing, the owner, president, or other hiring authority may know new employees are needed, but they don't immediately initiate the process. They may not have the time, the budget, or the willingness to go through the hassle of advertising and interviewing. So, while the need is real, the job opening itself remains hidden inside the head of the hiring manager.

When someone quits or is fired, managers will first decide if they can eliminate the job, or combine it with another position. If they decide a new person is needed, they will first look inside their organization for someone to fill the role. If that doesn't work, they'll likely ask employees for referrals. And if that doesn't work, they may opt to run an ad through HR, or hire a headhunter.

Companies often contact a headhunter when secrecy is required, because good recruiters can conduct a search without anyone ever knowing. This is especially important if an employee is going to be replaced without their knowledge - loose lips not only sink ships, they can also damage company morale. In all of these cases, jobs remain hidden to the outside world for weeks if not months. The only way for you to access this hidden job market successfully is to reach out to hiring managers directly before they decide to go the advertising or HR route.

Article abridged from JobJournal.com, and reprinted from TheCareerNews.com. Get the latest breaking News, Tips and Tools for your job search, Free!

Posted by Sarah Ennenga on October 6, 2007 at 9:35 PM | Leave a Comment (0)

Provided By: Associated Content, Inc.

Human Capital is the skills and experiences that people bring to their workplace. It follows the mentality of "garbage in and garbage out". If your employees are poor so will be your company, your products and your sales revenue.

Posted by CandiceArnold on October 5, 2007 at 11:22 AM | Leave a Comment (0)

Reprinted courtesy of TheCareerNews.com

OAKLAND, CA -- You show up for a job interview at a company you care about. But the interviewer is ill-prepared, ill-mannered or clueless. Do you take the job anyway if it is offered to you? I would take a job if I liked the position, the upside and the company. That is, assuming that the interviewer I disliked isn't going to be my boss or his boss. But that puts me in the minority.

Two-thirds of respondents to a survey of 6,000 staffing directors, hiring managers and job seekers, conducted by Development Dimensions International, a consulting firm, and Monster Worldwide, say they wouldn't take the job. They would sooner walk away. Would you say that these job seekers sound a bit brittle? If you're called in for four or five or six interviews, aren't you bound to dislike one or two of them?

Unless you're interviewing for a senior position, expect that one or two interviewers will go through the motions or be distracted by a pressing appointment. Still, if every interviewer puts on a show and no one asks tough questions, that's a sign of desperation. On the whole, it's very satisfying to convince an interviewer that you're right for a job, assuming that they meet you half way and reinforce why you belong there.

Article abridged from MyGlobalCareer.com, and reprinted from TheCareerNews.com. Get the latest breaking News, Tips and Tools for your job search, Free!

Posted by Sarah Ennenga on October 5, 2007 at 8:03 AM | Leave a Comment (0)

BETHLEHEM, PA--A basic rule of economics (and common sense) suggests that salary incentives can help to increase the supply of in-demand workers and balance out a lopsided supply/demand ratio. But that does not appear to be working for many fields, according to salary data gathered by the National Association of Colleges and Employers (NACE).

"Our research shows that, in fact, some short-supply disciplines are actually losing the interest of college students, despite substantial starting salaries. Conversely, some lower paying disciplines are attracting more and more students," says Marilyn Mackes, NACE executive director.

For example, NACE's Fall 2007 Salary Survey report shows computer science graduates earning an average annual starting salary offer of $51,992. However, statistics from the National Center for Education Statistics (NCES) show that computer science, now accounting for just 3.8 percent of bachelor's degrees conferred, is losing ground, with an annual growth rate of -0.6 percent.

The news is worse for the engineering disciplines. While new engineering graduates earned an average offer of $53,710 according to NACE's report, their annual growth rate is -2.2 percent. (See Annual Salary Offer and Growth Rate of Discipline as a Percent of Total Graduates)

Which fields are attracting a greater share of students? Visual and performing arts tops the list, with an annual growth rate of 2.6 percent, followed by psychology, despite starting salary offers that are on the low end of the spectrum. NACE's Salary Survey shows visual and performing arts majors averaged $30,174, while psychology graduates earned an average starting salary of $31,857.

What does this mean for employers?

"It's likely employers will continue to use salary to attract the existing candidates available to them, and to look for additional incentives beyond salary to differentiate themselves from their competition," says Mackes. "A bigger issue for employers is how to make the fields themselves more appealing so that more students will choose to study these disciplines. Clearly, salary alone is not drawing students to these fields."

All data are for bachelor's degree graduates.
* Annual rate of change in the proportion of total graduates represented by discipline between 1985-86 and 2004-05. Source: National Center for Education Statistics, Digest of Education Statistics 2006, Table 254.
** Source: National Association of Colleges and Employers, Fall 2007 Salary Survey.

About Salary Survey: Salary Survey is a quarterly report of starting salary offers to new college graduates in 70 disciplines at the bachelor's degree level. The survey compiles data from college and university career services offices nationwide. Salary Survey is issued in Winter, Spring, Summer, and Fall, with the Fall issue serving as the year-end report. (Salaries reported in this press release reflect offers to bachelor's degree candidates.)

Article courtesy of NACE. About NACE: Since 1956, the National Association of Colleges and Employers (NACE) has been the leading source of information about the college job market. NACE maintains a virtual press room for the media. NACE is headquartered in Bethlehem, Pennsylvania.

Posted by Sarah Ennenga on October 4, 2007 at 3:22 PM | Leave a Comment (0)

Reprinted courtesy of TheCareerNews.com

LOS ANGELES, CA -- Seventy percent of all job seekers reported using online ads to look for employment, according to a recent study by The Conference Board, a Non-partisan and not-for-profit leading business membership and research organization.

Among respondents who received a job offer, the largest percentage (38 percent) feels that their job offer resulted from their Internet search. About one-third attribute their job offer to networking with friends and colleagues (27 percent) and "other," including employment agencies (30 percent). Newspapers were the least likely to be cited as the source of a job offer with 24 percent of respondents citing print ads.

The research shows that the Internet is being used for a variety of job search functions from gathering employer/job information (68 percent of job seekers), submitting resumes and applications (66 percent), to posting resumes on a website (42 percent) and signing up for email notifications (39 percent). "The Internet has definitely become an established method of job search," said June Shelp, Economist and Director, New Initiatives at The Conference Board, "but job seekers are still combing print ads as well."

Article reprinted from TheCareerNews.com. Get the latest breaking News, Tips and Tools for your job search, Free!

Posted by Sarah Ennenga on October 4, 2007 at 12:49 PM | Leave a Comment (0)

Provided By: Associated Content, Inc.

When people are looking for a job, they tend to spend a lot of time writing and revising their resumes and preparing to answer job interview questions. However, even employers who accept resumes from applicants are going to ask job candidates to fill out an application prior to making an offer.

Posted by CandiceArnold on October 4, 2007 at 11:28 AM | Leave a Comment (0)

An interview is the only time during the hiring process when you and your interviewer can form a mutual relationship based on observation and communication. You're both on the same level: the interviewer wants to do his or her best to get to know you, answer your questions, and find out if you would be a good fit for the job and the company.

Despite its etiquette and formality, your interview can yield a wealth of information. The key to a successful interview is to bring some knowledge with you yet keep your eyes open for the intangibles, such as office culture and the staff's personalities. You also should know what kinds of questions to ask the interviewer, and how to interpret the answers.

Researching a potential company
Knowing your subject is as important as asking the right questions. Do enough research so that you can speak authoritatively about the company during the interview. Here's what to look at the day before.

• Stock trends. If the company's stock is publicly traded, you should research the stock price, the history of the stock, and how the company measures up against its competitors.
  Has the stock value fluctuated significantly in the last year?
  Has the stock's value improved from when it first went public, or has the price declined?
  Has the stock's value changed noticeably, and if so, are there any economic or industry influences that may have affected the price, such as a rise in interest rates?
• News. Remember that companies are responsible for promoting their own good news, and the media often hypes the bad news. Has the company been in the news recently, and why?
• Executive turnover. You should know who is coming and who is leaving.
  Has the company recently come under new management, and if so, why?
  When was the last time the company hired an executive, and why?
  What advantage might the new hire's credentials provide the company?
• Mission/vision statement. You can learn a company's values by reading its mission statement. You often can find this statement on the corporate website, at Hoovers.com, or by calling and requesting a copy of the company's annual report if the company is public.

Attitude and environment
Employees tend to thrive in certain work-style environments - relaxed, formal, or a combination of both. A company's environment indicates the team's personality styles and the way the company conducts business. This is a personal judgment call on your part.

• Language. If the interviewer shows you around the office, or you are able to see or hear employees talking and working together, be mindful of the language they use. Is it formal, strict business language or do the workers speak openly and candidly? How much talking takes place during your visit? Are people joking with one another?What balance of the above language styles would you prefer?
• Dress code. You also should notice the way people are dressed, which will prepare you to understand a company's office etiquette. Is everyone dressed formally or casually, or is there room for your own dress style?What is your personal style of dress?
• Diversity. It's also important to notice and assess the company's openness to hiring a diverse workforce, which will give you an idea of how they feel about other ideas and cultures.

Training
Training programs help facilitate your transition into a new company and job. Look for companies willing to enhance your skill set and knowledge, regardless of your job level. Chances are, a company that trains workers also wants to retain and promote them.

The company should be willing to send every employee to at least one training session. You also should feel free to ask whether the company would send you to additional industry conferences, both local and long-distance, if you feel such an event could strengthen your knowledge and contribute to your performance. Listen to the response. Here's what you don't want to hear.

• Funding. "We don't have enough money to send employees to training programs."
• Requirements. "An employee has to be in the job for at least a year before attending a work-related program."
• Perk status. "We consider training a perk, not a requirement."

• Favorites. You can find out whether senior staff holds one department in higher regard than another.
  Is the boss part of your department's management team?
  If not, does he or she meet regularly with the management team?
• Advocacy. Does your department have a leader who advocates your department's needs to senior management?

Knowing whether the company generally expects its workers to put in a certain amount of extra time is important, even if you already had planned to work more than 40 hours a week.

Travel and relocation
Find out whether the company expects you to travel and whether they will reimburse for travel expenses such as overnight stays and gas mileage.

You also must realize your threshold for change. Ask the interviewer about the relocation history of the company, such as, "Do you change office space often?"

Also, if the company frequently moves people within the office, it could be a sign that they regard their employees' professional workspace as dispensable. If an interviewer tells you the company is expanding its staff, ask where they will be placing the new workers, and if this would affect your workspace.

Promotions and performance reviews
You'll be happiest when you know a company's promotion trends, especially if you consider yourself ambitious..

• Promotions. First, you should ask about promotion rates. Ask, "How often do people in the workplace generally see promotions?" A good answer is anywhere from 18 months to two years. A raise generally is included in the promotion.
• Performance reviews. Performance reviews, which may or may not include a raise, should take place once a year. These meetings give you and your employer a chance to talk about your accomplishments and the next year's objectives.
• Merit increases. These are based on performance and accomplishment and often are awarded during reviews

Compensation and other pay
Find out the company's compensation philosophy.

• Salary. Does the company pay salaries that are competitive with other companies' pay?
  Does the company believe in being competitive when deciding upon compensation?
  Does the company pay what people will accept, regardless of their value or objective?

You also might be interested in learning the types of rewards the company offers. Ultimately, you'll have to decide whether you even value these gifts and rewards. In any case, giving out rewards implies that the company is good at searching for and recognizing positive performance in its employees, and that's always a plus. These can include the following.

• On-the-spot cash bonuses. These are unexpected payments.
  What types of bonuses are offered?
  Who is eligible?
  When are the bonuses awarded?
  What criteria are used to determine who actually receives a bonus?
  How does the employer calculate the dollar value of each bonus?
• Stock. When discussing stock, you also should ask whether the company offers stock in lieu of cash bonuses. If the answer to this is yes, it's a bad sign if the stock has little monetary value, and a good sign if you are dealing with a top-performing company.
• Non-compensatory gifts. The company offers paid holidays; or beyond that, picks up the tab for lunches or dinners; or gives out gifts, tickets to performances, or tickets to sports events.

Turnover rate
This is perhaps the most important question you may want to ask. If employees are leaving in droves despite bonuses and perks, you know something is wrong. Workers may be dissatisfied with their pay or with management, or find their work culture unfulfilling or unproductive. Again, you can ask to talk to an employee. Here's what you need to be sure to ask.

• Has this job been open before and if yes, why is the company hiring someone else?
• How many people have held the position in the last two years?
• How many people have left the position in the last two years?
• How many people have left the department in the last two years?
• Are those employees still with the company? Ask to speak with them.

Acquisition and litigation
It also would be wise to ask whether the company is undergoing any talks concerning acquisitions or mergers, which could mean layoffs in the future. If negotiations for mergers or other partnerships are underway, you need to ask what kind of relationship the company will have with its partner, and whether this situation could affect your job. Will the company become a subsidiary, or will there be a total merger - where downsizing is almost certain? Ask whether your department will become a duplicate once the merger takes place.

You also may want to ask whether there are any current litigation proceedings, which could mean forced bankruptcy in the worst case. If the answer is yes, ask the basics: How long has the litigation been going on? What kind of monetary claim is being discussed? From your earlier research, you also may find that the company's recent stock price reflects investors' uneasiness with a lawsuit.

After the interview
An interviewer will contact you about the job if he or she is interested. You can ask how long you can expect before a telephone call. If you have any questions in the meantime, feel free to call and ask the interviewer.

You can send in additional materials or references if you think they would strengthen your candidacy. But the interviewer will weigh the decision mostly on what he or she saw and heard from you during the interview.

Do your best to leave a great impression.

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

Posted by Sarah Ennenga on October 3, 2007 at 6:07 PM | Leave a Comment (0)

We all know aging workers who feel as though they are at risk of being discarded in favor of younger, more techno-saavy, 'cheaper' employees. But it may surprise you to learn that 18-34 year old employees believe that age discrimination by baby boomers plays an unfair hand in their careers. According to new studies, a sizable number of Generation Why and even younger Gen X employees are threatened by boomers who don't necessarily appreciate their youthful approach to work, as this recent blog to Workforce.com points out.

Weigh in with your thoughts. I'd love to hear how you feel about reverse age discrimination in the workplace, especially, in your workplace.

By Eric Chester and courtesy of Generation Why? Whysblog

Posted by Sarah Ennenga on October 3, 2007 at 1:09 PM | Leave a Comment (0)

Q. I never know what to say when the interviewer says, "Tell me about yourself" or asks, "Do you have any questions for me?" Most of the time I don't, because the interviewer has given a good description.

Then there's "What are your salary requirements?" I know you should not discuss pay, but how do you get around it without sounding really bad?

A. To get a good idea of the job you are interviewing for, ask what expectations and objectives the supervisor or manager has in mind. You may also want to know the scope of responsibility of the job, and whom are you expected to interact with to get the job done. These questions will give you some indication of how the job is expected to function in the organization.

In addition to finding out details about the job, ask your peers or prospective coworkers. For instance, what are their current responsibilities? What projects have they been working on? What kind of support and/or resources do they receive to complete their projects? Once you have a good sense of how the department functions and what is expected of you, then you can talk about salary.

Finally, if the company uses pay grades to administer salaries, ask the interviewer where you would fall in the range. Also ask what has been the average merit increase over the past two years. This will give you some idea of what to expect in terms of annual increases when you join the company.

Ask about incentive plans. If you feel the company doesn't offer a competitive base salary or competitive merit increases, try to negotiate an incentive plan that will meet your overall salary requirements.

Good luck.

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

Posted by Sarah Ennenga on October 3, 2007 at 12:50 PM | Leave a Comment (0)

Cut the Kid a Break

Provided By: Associated Content, Inc.

I realize that when an individual is looking to fill a position they are interested in weeding through the massive amounts of applicants, but keep in mind that you too are being interviewed. As a recent graduate, I have now been on three interviews, the first two went well, but this last interview was a complete waste of my time.

Posted by CandiceArnold on October 3, 2007 at 11:50 AM | Leave a Comment (0)

Provided By: Associated Content, Inc.

Anyone that has interviewed for a job or conducted an interviewed has asked/answered one of the following questions; Why do you want to work here? What is your greatest strength? What is your greatest weakness?

Posted by CandiceArnold on October 3, 2007 at 10:24 AM | Leave a Comment (0)

The recent Catalyst survey out of New York has found that companies with a higher representation of women on their boards perform better financially.

The impact of this report (and many others in the past - perceived to be biased or not) goes much deeper and all companies need to take notice at all levels.

Women represent the larger percentage of decision makers in almost all product and service categories - from cars to financial services and everything in between - in some cases as much as 80-90%.

But corporations still seem to 'ignore' this fact when it comes to appointing to the board or other senior roles. Many people argue that the 'dual role' that women are 'expected' to perform stops or hinders them from getting involved at senior level.

What companies really need to be saying is "We cannot afford to NOT have women fairly represented at all decision making levels. How can we make this happen?"

Then women need to be bolder about how they communicate their value to an employer. It's not about bragging, its about making the right people aware of the impact you can make. This comes down to building your personal brand - being authentic about who you are but also making sure you are not leaving things unsaid

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

Posted by Sarah Ennenga on October 2, 2007 at 2:44 PM | Leave a Comment (0)

Cut the Kid a Break

Provided By: Associated Content, Inc.

I realize that when an individual is looking to fill a position they are interested in weeding through the massive amounts of applicants, but keep in mind that you too are being interviewed. As a recent graduate, I have now been on three interviews, the first two went well, but this last interview was a complete waste of my time.

Posted by CandiceArnold on October 2, 2007 at 2:04 PM | Leave a Comment (0)

Provided By: Associated Content, Inc.

The first step to getting a job interview? Getting past the recruiter. Many times recruiters are your first contact with a potential employer. They are usually the ones that decide whether your resume gets into the hands of the hiring manager's desk or ends up filed away.

Posted by CandiceArnold on October 1, 2007 at 11:09 AM | Leave a Comment (0)

Provided By: Associated Content, Inc.

Most of us have had the experience of trying to pick a plum and getting a bad apple when trying to hire someone. Hiring a great project manager is vital to the completion of a project correctly, on time, and within the budget.

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Posted by CandiceArnold on October 1, 2007 at 11:04 AM | Leave a Comment (0)

BPR for Your Business!

Provided By: Associated Content, Inc.

If you own a small business or a small scale industry go ahead read this article, it is for you because all the big industries already have used this. BPR is business process re-engineering. As the name suggests it is a proper, analytical and scientific methode of modifying an already existing system into a new and better system.

Posted by CandiceArnold on October 1, 2007 at 10:49 AM | Leave a Comment (0)