A Good Account of Yourself?

by Steve Holmes

Does your CV promote your professional assets or it is another boring list?

1) issues with structure and design
2) issues with content
3) solutions to these issues

1) issues with structure & design

Some CVs follow the US template from a WP program, which looks unoriginal, fails to carry structured information and usually relies on disembodied lists titled "Profile", "Objectives", "Achievements" or whatever.

The idea is right, to summarise what you are offering, but it really must be as sophisticated as you are, not the same old rubbish about you being a proactive self-starter and team player, cringe….

Many CVs follow an archaic British concept from the days of typing on stencils, huge left-hand margins, no attention to design or typesetting to make the document attractive

Are you trying to say that you are so inept with your WP program that you can only type in the default 12 point Times Roman that inevitably takes up 3 pages or more, that you are so useless with margins and paragraph styles that you cannot even fit your own CV to an attractive page?

2) issues with content

If your information has no overall plan and poor decisions have been taken in terms of what to give priority to, what headings and heading styles to use, how to prioritise information…. This tells people that you don't think clearly.

If the information is stale and skimpy, often culled from job descriptions or assembled in an unstructured list…. This tells people that you cannot communicate.

If the information falls between two stools because it attempts to be effective by quoting results and trying to paint a picture of roles as opposed to mere chronology but these things are not done well enough…. You look mediocre.

3) solutions to these issues (outline concepts)

Think of your CV design as a workspace, a framework for communication.

• Obviously you lead off with your name, but do you need all those personal details or can they be relegated to page 2?
• Succinct introduction? Write it last when you know what your USPs really are.
• In your case, what is most important? Work record? Technical skills? Education? Potential in a new career? Whatever it is, this is what demands prominence.
• What else needs to be included and what simple heading style will work?

You now have a framework.

Marshall your basic information so that it can be placed within that workspace.

• USPs: list the main points you need to get across; these might be: experience, track record, training, skills-mix; methodologies, change programmes, what it takes for a new type of role in a new sector. This mix will be summarised in your application letter and it can help to roughly draft that first.
• Evidence: the rest is basically corroboration: be ruthless with irrelevant facts; summarise detail (they can ask at interview); build the job/role narrative to arouse interest.
• For each theme that you are working with (or each job you are describing), briefly.
• Create some context: company scenario; situation you first encountered; changes.
• illustrate your involvement: roles, levels, structures, visions, plans, implementations, initiatives, very briefly described.
• offer your results, which can go way beyond targets and figures; your new product saved the company from ruin; you gave a not-for-profit organisation a national profile; you revolutionised the way the company's business structures....
   
  find all the vacancies in Job Vacancy Indonesia, Vacancy

   

  

   

Employee Grade Levels

By F. John Reh

Job Vacancy Indonesia, Employee, Vacancy 

Many companies find it useful to create employee grade levels. Creating employee grade levels assures equal compensation for the same work across different departments and divisions. If your company employs designers, sales people, programmers and accountants, for instance, how do you make sure they receive equal compensation and treatment when such different people have similar responsibility levels? One good solution is employee grade levels.

Sample Employee Grade Level Descriptions

Here are examples of employee grade level descriptions from individual employees up to the Vice President level. Level A - Individual Contributor

• Individuals at this level usually follow standard work routines
• They generally work under close supervision
• They typically have very little decision making ability
• Typically less than three years relevant experience is required at this level.

Level B - Professionals

• Individuals at this level usually have procedural or systems experience
• They generally work under general supervision
• Their decisions are usually based on established procedures
• Typically 3-5 years relevant experience is required at this level.

Level C - Managers and Senior Technical Professionals

• Individuals at this level must have command of the procedures and systems used.
• They generally work to specific measurable objectives requiring operational planning skill with little direct supervision
• They have considerable latitude for making decisions within their unit
• People skills are important
• Typically 5-7 years relevant experience is required at this level.

Level D - Directors

• Individuals at this level must have a thorough understanding of the theoretical and practical application of the principles of their profession.
• They generally work to broad goals for their area of responsibility
• They have significant latitude for making decisions for their operational or functional units
• People skills are essential
• Typically 8-10 years relevant experience is required at this level.

Level E - Vice President

• Individuals at this level are seasoned professionals in their field of expertise
• They give strategic to the units under their control
• They develop and direct short and near term goals for their units
• Their decision making is only to direction from top management
• People skills are essential, including the ability to develop subordinates, are critical.
• More than 10 years relevant experience is required at this level.

Employee Benefits

By Alison Doyle

Job Vacancy Indonesia, Employee, Vacancy

 

Find out about the employment related benefits that you may be eligible for when you resign, get fired, or get laid-off from your job. Here's information on unemployment, severance packages, giving notice, writing a resignation letter, health insurance, retirement plans, workers compensation, disability, references and more resources for people who are changing jobs. How to Quit Your Job
Providing two weeks notice is customary. Even if your employer doesn't ask for notice, it is a good idea to offer it. Even though it's not easy, it is best to tell your boss in person. Try to remain positive since you may need a reference in the future. In some cases, you will need to resign in writing. A well-written resignation letter can help you maintain a positive relationship with your old employer, while paving the way for you to move on. Here are a selection of sample resignation letters to review.
Getting Fired
Getting fired can happen to the best of us. Sometimes there a personality conflict. In other cases, the job can be difficult or there simply may not be good match between you, the job and/or the company. Try not to take it personally. It doesn't mean that you are a failure. Rather, it means that you weren't meant to be doing this job. Here are some suggestion on how to explain getting fired to a prospective employer.
Managing a Lay-Off
Getting laid-off can happen to the best of us also. As soon as you receive a pink slip, or if you know it's coming, ask what benefits terminated employees are eligible for. Find out about unemployment insurance, health insurance, pension benefits and severance pay. In most cases, the company has no obligation to offer a severance package, however, depending on circumstances, a package may be offered. Here is a step-by-step plan for How To Handle a Lay-off.
Employment Related Benefits
Before you leave your job, you will need to know what benefits you are eligible for. You are entitled to receive some benefits by law. Your employer may opt to provide additional benefits other than those mandated by state or federal law. Ask about severance pay, accrued vacation, overtime and sick pay, pension benefits, and eligibility for unemployment insurance. Request information on continuance of health and life insurance benefits. If you have any questions on what is offered, check with your State Department of Labor for clarification.
Unemployment Benefits
Don't wait to file for unemployment. The sooner you file, the sooner you will start receiving checks. Here are the details on where to file for unemployment, how to file, what you need, eligibility requirements, disqualifications, extended benefits and more unemployment insurance information.
Health Insurance (COBRA)
Your employer, if the firm has over 20 employees, is mandated by law to offer health insurance coverage through Cobra to terminated employees for 18 months. You will need to pay for this coverage. In some cases, employers will pay for coverage for a limited time as part of a severance package.
Pension Plans If you are enrolled in a 401(k), profit sharing or other type of defined contribution plan, your plan may provide for a lump sum distribution of your retirement money when you leave the company. If you are a participant in a defined benefit plan your benefits will begin at retirement age.
References
Having good references can be the clincher that gets you that new job. Here's how to request references and how to write them. Don't wait to ask for a reference. Whether you have been laid-off or resign, ask while your employer still knows who you are. If you have been fired, you may be able to ask a colleague for a reference.
Workers' Compensation and Disability Insurance
Are you unable to work because of an injury or illness? If so, you may be eligible to receive workers' compensation or disability benefits.
More Resources
Do you need time off to care for a family member? Have you signed a non-compete agreement? Are you owed back wages or commissions? Were you wrongfully terminated? Here's more information and advice on what to do.
DISCLAIMER: The private web sites, and the information linked to both on and from this site, is opinion and information. While I have made every effort to link accurate and complete information, I cannot guarantee it is correct. Please seek legal assistance, or assistance from State, Federal, or International governmental resources to make certain your legal interpretation and decisions are correct. This information is not legal advice and is for guidance only. 

Job Search Engine - Best Job Search Engine Sites

By Alison Doyle

Job Vacancy Indonesia, Employee, Vacancy

 

Job search engine sites, including Indeed, LinkUp, and Simply Hired, allow users to search the major job sites, company sites, associations and other online job sites by keyword and location. Job Search Engine Sites
Indeed.com
Indeed includes millions of job listings from thousands of web sites, including company career pages, job boards, newspaper classifieds, associations, and blogs. Job seekers may also search job trends and salaries, read and participate in discussion forums, research companies and even find people working for companies of interest through their online social networks.
LinkUp.com
LinkUp is a job search engine that searches jobs on company sites. The job postings are from small, mid-sized, and large company career sections, and are updated whenever the company web site is updated.
SimplyHired.com SimplyHired searches thousands of job boards, classifieds, and company sites. Advanced search options include type of job, type of company, keyword, location and the date the job was posted.
Niche Job Search Engine Sites
Niche job search engines search for jobs based on specialized criteria like type of position, career field, or industry, as well as jobs posted on sites like Twitter.
More Job Search Engine Sites
More job search engine sites where you can use a variety of options to search for job listings.
Tips for Using a Job Search Engine
Tips and advice on how to best utilize a job search engine to find job listings that match your skills and interests.
 

Outsourcing: A Strategic Solution

By Susan M. Heathfield

Job Vacancy Indonesia, Employee, Vacancy

Looking for ways to potentially cut costs and unburden your shrinking Human Resources staff members? Do you have staff working until six and seven at night? Are you going home each day feeling as if you will never catch up? If so, join the crowd - or choose not to join. Outsource instead.

"The current economic climate is forcing organizations to explore tactics to remain competitive. Business process outsourcing of certain functions is an increasingly popular way to improve basic services while allowing HR professionals time to play a more strategic role in their organizations."

In a recent survey by the Society for Human Resource Management (SHRM), HR professionals were asked if they outsource any HR functions. Additionally, if they do outsource, they were asked what functions they outsource. HR professionals were asked to select all that apply.

"Reason for Outsourcing

• 26 percent – Save money
• 23 percent – Focus on strategy
• 22 percent – Improve compliance
• 18 percent – Improve accuracy
• 18 percent – Lack experience in house
• 18 percent – Take advantage of technological advances
• 17 percent – Offer services we otherwise could not
• 15 percent – Focus on core business
• 5 percent – Other
• 47 percent – Do not outsource[/li[

Functions Outsourced

• 84 percent - 401 (k) administration
• 84 percent – Employee assistance/counseling
• 74 percent – Retirement planning help
• 73 percent – Pension administration
• 72 percent – Temporary staffing
• 68 percent – Background checks
• 57 percent – Training and management development programs
• 54 percent – Executive development and coaching
• 53 percent – Health care benefits administration
• 49 percent – Employee benefit administration
• 49 percent – Payroll
• 46 percent – Risk management
• 44 percent – Executive staffing
• 41 percent – Employee relocation
• 40 percent – HRIS selection, training implementation
• 32 percent – Recruitment
• 17 percent – Executive compensation and incentive plans
• 15 percent – Policy writing
• 14 percent – Administration of compensation/incentive plans
• 11 percent - Wage and salary administration"

Take a look at what other organizations are outsourcing. Outsourcing certain business processes might make sense for you, too. In any case, thinking about it just makes good business sense from a strategic perspective.

(The Reasons for Outsourcing survey was fielded during the week of July 22-29, 2003, and was based on the responses of 393 randomly selected human resource professionals. The margin of error is +/- 4.9 percent.)

(The Functions Outsourced survey was fielded during the week of July 29-August 5, 2003, and was based on the responses to outsourcing questions of 360 randomly selected human resource professionals. The margin of error is +/- 5.15 percent.)

Stealth Job Hunting

By Alison Doyle

Job Vacancy Indonesia, Employee, Vacancy

When you don't want your current employer to find out that you are job hunting, there are steps you can take to keep your job search confidential. The last thing you need to have happen when job searching is for your employer to accidentally find out that you're looking for a new job. It could jeopardize both your current position and future references from your employer.

Here are some suggestions on how to effectively job hunt on the sly, so that the wrong person doesn't find out that you are looking to make a move.

Stealth Job Hunting Do's and Don'ts

Email Address
Do not use your work email address for job hunting. Use your personal account or set up a free web-based email account specifically for job searching.

Office Equipment
Don't use your employer's computers or phone system. Many employers monitor Internet usage and review phone call logs. Keep your resume, your email correspondence, and anything and everything related to your job search on your home computer.

Your Resume
Be careful where you post your resume. If you don't want your current employer to accidently find your resume when searching for candidates, post on job sites where you can keep your employer and contact information confidential. For example, if you post your resume on Monster, you can make it confidential and your contact information and references won't be displayed. You can block your present company's name by entering an end date of present for your current position. Yahoo! Hot Jobs lets you create a HotBlock to stop certain companies from seeing your resume. Other sites offer a similar services.

Additional Resume Options
Other options for protecting your privacy (aside from blocking) include listing a generic company name and job title, rather than a specific one. You can also leave off company contact information. Do the same with your contact information and phone numbers. List your job searching email address and cell phone number.

Telephone Tips
Do not use your work phone number for job hunting. Instead, put your cell phone number and/or home phone number on your resume. Be sure to have voice mail or an answering machine in place so you get the messages in a timely fashion.

How and When
If you can't job hunt from work, what other options are there besides evenings and weekends? Visit a bookstore, cafe or library with internet access on your lunch hour and bring your laptop if you can find a wireless connection to use. This is also a good time to return prospective employer phone calls, especially if you can take an early or late lunch to catch them in the office.

Interviewing
Try to schedule interviews for either the beginning or the end of the day or on your lunch hour. If you have vacation time you can use, schedule multiple interviews for the same day.

Dress the Part
If you typically wear jeans to work, don't wear a suit when you have an interview scheduled. Someone will start wondering what the occasion is for dressing up.

Be Discreet
Be careful who you tell that you're looking for a new job. If you tell co-workers, you can be sure that it will get back to your boss, one way or the other. Do tell your family, so they can take messages for you and so they don't inadvertently spill the beans to your work colleagues and leave you a message that someone is calling about an interview.

Animators: Career Information

By Dawn Rosenberg McKay

Job Vacancy Indonesia, Employee, Vacancy

Job Description of Animators:

Animators create the large series of pictures that form the animated images seen in movies, commercials, television programs, and computer games.

Employment Facts - Animators:

79,000 people were employed as multi-media artists and animators in 2008.

Educational Requirements - Animators:

Although formal training, such as a Bachelor or Master degree in Fine Arts (BFA or MFA) isn't always required, it can help one who wants to work as an animator develop sought after skills. These programs often include course work in art history, studio art, computer techniques, and core subjects such as English, social science, and natural science.

Other Requirements - Animators:

Animators, in addition to having artistic talent, must have good listening skills, good time management skills, and good reading comprehension skills.

Job Outlook - Animators:

Employment of animators is expected to grow faster than the average for all occupations through 2018.

Earnings - Animators:

Animators earned a median annual salary of $58,250 in 2009. Use the Salary Wizard at Salary.com to find out how much animators currently earn in your city.

A Day in an Animator's Life:

On a typical day an animator may:

• Sketch or draw subjects or items;
• Use computer graphics design software;
• Draw storyboards;
• Create art from ideas;
• Prepare artwork for camera or press;
• Write story copy;

Why Managers Particularly Young Mangers Should Join Rotary

by rictownsend

Job Vacancy Indonesia, Employee, Vacancy

 

Sometimes doing what you’re told works out well in the long run. I only joined Rotary because the chief executive of our company insisted on it.
I still remember the excitement of being appointed to my first branch management position way back in the early ’80′s. One of the things that came as a bit of a shock at the time of being given the position was the request/insistence by my company that, ‘as the company’s representative in my area and as we were good corporate citizens, I would be required to become a member of the local Rotary Club’. My less than politically correct (cheeky) retort to our chief executive was, “you must be kidding Mr Fletcher, that’s just for old guys”. His quick response was; “do you want the job or not”. Sure enough the club in my area was very large and mainly full of ‘old guys’. There was however a few members that were about my age (at the time, early thirties) that seemed to do much of the work in the club.
Now there are obvious advantages that come with being a Rotarian and they are not just the clichéd old… “its just a place for business networking”. Sure that is an obvious outcome however I have seen plenty of inept members almost destroy the positive side of the opportunity by their behaviour in their Rotary club. If you (or your managers) join a club with the view of just selling your products and services to other members you (or they) may well be very disappointed. I have however over the years sold a large proportion of my services both as a financier and corporate trainer through my Rotary connections. What I have said is not contradictory… its more a matter of how you go about things. People like to deal with individuals they can trust and in Rotary you gain trust and respect from the efforts you put in on behalf of your club and of course the projects they are involved in.
I am now a member of my eighth Rotary Club and have been a Rotary member for most of the past 25 or more years. I have also been a member of clubs in five countries. So what has Rotary taught me and what might it help develop in your managers.
Firstly through involvement in the club projects you are exposed to how “real” or “true” and teams work and what an effective team looks like. Because all members are volunteers there are no individuals with legitimate authority they can rely on which usually leads to effective teams being created around a shared vision. The lack of reliance on legitimate authority also teaches you sound human relations skills as you need to work well with others who are likely to be fairly self sufficient and competent in their own right. As part of this process you will also learn how to sell more effectively as you will need to sell you ideas on how to do things. You will also, on a more basic level, need to sell your particular point of view on what should be accepted as a legitimate use of your time and what is not.
A Rotary club is run somewhat along similar lines to any company or organization and if you accept positions in your club you will gain experience in financial control, secretarial duties, directorships and of course as president, a CEO. Even the position of Club sergeant teaches you crowd control and most of all… public speaking. If you think about it all activities involved in Rotary have parallels in your career however Rotarians will usually be a little kinder about helping you overcome your shortcomings than your company or boss will. If you are always late for meetings as an example you may cop a small fine from your club sergeant, however if you constantly do that at work and you may well get fired. Which way would you rather learn timeliness?
In Rotary you will be exposed to all kinds of leaders from autocrats to democrats. Learning how to deal with a range of individuals in a work type scenario will always be valuable.
Wherever people gather there will be politics so you should (or will) develop a greater level of political savvy and a better understanding of group dynamics. Groups of course operate on a different set of rules than do teams. All clubs have disputes over issues as simple as where to meet, to as complicated as which types of charity or projects they should support or not. There are always more in need than there are resources available to help. Here you will also learn how to make hard decisions that really can impact on the lives of others.
I asked a few Rotarians for their perspectives on learning through Rotary and these are a couple of the responses I received:
A lesson in setting personal priorities:
“Study the [your] priorities, get them right and then and only then if the circumstances are right, make the service/community commitment and [make sure you] carry it through. Part of “the lesson is that there does not have to be a personal financial reward for actions, the moral obligation and the outcome is [should be] enough.
Chris Brooker – Rotarian
I summed up his overall comments and attitude with the following statement that he agreed with:
“An individual (manager) who joins a Rotary club will learn very quickly that they need to deliver on what they promise. They will also learn to deliver because of a moral obligation (sticking to their word), rather than for any fleeting chance of financial reward, as there is no direct financial reward involved. This is a lesson in caring for others (a leadership quality needed to succeed) and in the value of sometimes placing your own priorities at the bottom of the list.”
Lessons in accepting diversity and the value of networking:
“The diversity of people with experiences, interests and occupations that can be called upon or learned about in an informal atmosphere, from either fellow members or guest speakers” is a major aspect of Rotary. Also as a Rotary member you can draw on the resources of both a “national and international network”.
David Edmonds – Rotarian
For me the lesson from David’s second point is that to co-operate locally can be quite easy however to deal with an international organization with its rules and procedures can be quite daunting. To learn to co-operate and deal with others, to gain access to funds and resources, mainly through expressing your needs through written submissions, is a great skill to learn.
Lessons in Power:
“[Inspiring] a volunteer/s, without being able to rely on authority provided from a position of legitimate power, is a rewarding way of enabling oneself and others to give of their best.”
Rotarian – Name Withheld
This Rotarian’s comment made me think more about the power issue. The management of Rotary projects teaches you how to use your four other points of power; personal attractiveness or charisma, referent or relationship power, knowledge or expertise, task abilities skills or competence developed from your field of expertise. Power is an emotional topic however if you don’t have it in all its forms as a manager and a leader you will find it difficult to succeed in your career
From my experience Rotary is a valuable way to add to the training and development of managers and of course the information they gather on their local community is a great asset to both the individual and the organization, not to mention the community goodwill that can be created.
Hopefully when you are next sitting thinking about your management development programs you will consider Rotary a legitimate option to assist in their broader education.
 

Mid-career Job Offer Letter

By Susan M. Heathfield

Job Vacancy Indonesia, Employee, Vacancy

The job offer letter is provided to the candidate you have selected for the position. Most frequently, the candidate and the organization have verbally negotiated the conditions of hire and the job offer letter confirms the verbal agreements.
Generally, the candidate has indicated that he or she will accept the position, under the stated terms, prior to the final drafting of the letter. Do regard the position acceptance as tentative, however, until the offer letter, and the confidentiality agreement, if you use one, are signed.

Sample Job Offer Letter: Mid-career Candidate

The following job offer letter uses standard categories that cover most mid-career positions including manager, engineer, staff accountant, controller, network administrator, supervisor, and HR Generalist.
While the mid-career professional does make an effort to negotiate more working conditions than the early career professional, the negotiation bears little resemblance, generally, to the executive (Director, Vice President, CEO, CFO) negotiation. Executive contracts are often far more lengthy as the agreements reached can cover everything from compensation, moving expenses, and signing bonuses to millions of dollars in severance packages.
The mid-career professional will negotiate frequently for $5-$10,000 additional base salary; three weeks of vacation time; partial or complete relocation expenses; bonus eligibility; the amount of tuition reimbursement available; and a later start date to enable days off between jobs.
I would consult my attorney about any job offer more complicated or more extensive than this sample.

We Often Hear the term “Working Smarter” so WHAT IS WORKING SMARTER?

by rictownsend

Job Vacancy Indonesia, Employee, Vacancy

Working smarter is about finding new ways to get the same results in less time. Working smarter is about “doing more with less” and is the basis for increased productivity.
The infamous 80/20 rule suggests that 80 percent of our results come from just 20 percent of our efforts. Conversely I have through experience found that as a manager, if you let it, 80 percent of your time can be spent managing the bottom 20 percent of performers. So the first way to improve our performance (work smarter) is to change our focus and invest more time in our top 20 percent of performers. Easy you may say, of course, however it will take great discipline to implement this basic change in behaviour.
Here are a few more working smarter ideas to consider:
Becoming sound human relations practitioners and acting with respect for the needs of others: If you communicate well, form sound relationships and become more aware of an other’s needs you are far more likely to be able to enlist their help in achieving your desired results. Central to achieving this of course is being willing to develop & show sincere interest our colleagues’ well-being.
Constantly seeking what is effective rather than efficient: I’ve seen the most efficient people shuffle paper, religiously answer emails and maintain perfect filing systems however these are not the activities that will produce improved outcomes or greater productivity. Efficiently managing inputs is a given for any competent manager however finding ways to improve the level of outputs is the core of effectiveness and to being a smarter worker.
Working towards being agents of change rather than knockers of the new: Change is constant and developing a need to seek new and better ways to do things is a must. Question everything and don’t assume that the way it’s always been done is necessarily the best way to get it done.
Increasing our value adders and ridding ourselves of energy suckers: if you can’t measure a positive outcome from an activity that you often engage in you really need to stop the activity or make a case to those that are imposing the activity on you on why it should be abandoned. Often other will have you doing something which is done out habit that may in truth, no longer really be necessary.
Understanding our five points of power and using them all – see: five points of power
Approaching every activity with a customer in mind – see: excellent customer service
Stever Robbins in an article for Harvard Business School says: “Another way to work smarter is by distinguishing busy from productive. Oh, we’re busy, and we feel productive, but we’re only productive if we’re producing the results that are most important to moving the company forward”. Ref: hbswk.hbs.edu/archive/5190.html
Managing our limited time wisely – a few tweets I have done in the past: twitter.com/rictownsend
• #Time #Management: Don’t clutter your desk, file it, delegate it, or trash it. Action 1 item at a time! Clutter slows work!
• #Time #Management: Stop ‘multitasking’ it is not time effective, trying to do 2 or more things at once just does not work.
• #Time #Management: Plan your work & work your plan. Remember the 6 p’s ‘Proper Planning Prevents Pitifully Poor Performance’
• #Time #Management: Give instructions once, ensure receiver focused & is listening by asking astute questions to confirm understanding!
• #Time #Management: Prioritize tasks in order of importance A B C piles, split B into A or C, file C until someone follows you up, do “A” now!
Finally sometimes subordinating our own desires as the manager for the sake of the group can be a wise decision as it can help to build trust and loyalty and improve levels of cooperation. Obviously you don’t want to become a puppet of the team you are leading, however dogmatically sticking to a course of action or point of view because of your delegated “legitimate power” can reduce your effectiveness as a leader and your ability to work smarter.

Career Advice: You’re Never Out to Lunch – Telephone Diplomacy

by rictownsend

Job Vacancy Indonesia, Employee, Vacancy

Obviously we all go to lunch on most work days however when our staff are explaining why we can’t take a telephone call they should never say we are “having lunch”, “in the lunchroom” or “out to lunch”. Actually the information that inept staff or colleagues will offer over the phone is often astounding. In the toilet is probably the worst I have encountered, however the one that really annoys is he (or she) is “in a meeting”.

So if you are unavailable for any reason what is the best “can’t come to the phone” explanation (excuse) that can be given. I suppose a simple “he’s out of the office” is OK however there is something I believe is better. “He/she is attending to another customer” for my money is the only phrase that will let me hang up without being annoyed at my inability to reach the parson I wanted to contact.

While I’m at it forget the “who’s calling please” it makes the caller feel as if your deciding if they are important enough to be put through. A better question is “may I tell him/her who’s calling”.

One last thing… never tell a customer, as someone did to me today, “he’s at lunch can you call back in an hour“, that’s terrible. Telephone diplomacy can win or lose you and your company great amounts of business!

Staff Empowerment: What it is, What it isn’t, How it works and Why Empowerment Often Fails

by rictownsend

Job Vacancy Indonesia, Employee, Vacancy

Empowering workers, means truly giving them more authority to make decisions and then act upon them and that’s where many empowerment programs break down. Many (I suggest most) mangers are happy to delegate responsibility however they are reluctant to hand over any real authority. Lack of authority for competent staff can leave them frustrated and stifled, particularly if they are not being permitted to have any input into their work. In my experience the expert in the job is most often the person doing it, rather than the manger controlling the overall workflow and therefore constant staff input into work methods and problem solving is essential for empowerment to work.
One article (“smartmanager.com”) I read suggested that “Empowering people is closely aligned with facilitative leadership.” Essentially facilitative leadership is all about helping your staff reach their potential and therefore improve operations. The article continued “If you look at leadership skills along a continuum from persuasion, through collaboration to facilitation, most managers would be required to engage a variety of approaches at different times”. If you take the “Situational Leadership” (Hershey Blanchard) approach of course you would only pass on authority to an individual in the task area in which they are fully competent.
An essential ingredient for any empowerment is an effective training process which tests for competence. As well as the technical skill training you will need to ensure staff have access to the information they require to make confident decisions plus a clear understanding of their boundaries. In addition you must develop a culture of accepting mistakes or errors of judgement as being a legitimate part of the learning process. Obviously one of the boundaries needs to be that the same mistake twice is not acceptable.
Empowerment can be a gradual process. As an example as a lease manager when I worked for a finance company some years ago empowerment for my staff could mean that staff member “A” was able do lease quotes and a second staff member “B” would then check them. The real empowerment came when member A was granted the right to check the quotes and give the quote to the customer. As a checker you had both responsibility for the accuracy and the authority to act. Similarly, when granting loans was the issue, the first step was to give the staff member the right to decline loans to see what the lending competence was. Lending approval limits where then given (real authority) after reviewing the loans that the staff member had declined.
Empowerment of course is not for everyone. Some years ago I had the opportunity to watch as a large international/US hotel company tried to introduce an empowerment program worldwide. I was living on an island in Malaysia at the time and the staff to be empowered where “locals”, mostly from the island itself. These people were bought up in a culture of “do what you’re told” with a strong religious tradition that reinforced compliance to strict rules that to my mind limited the development of their emotional intelligence. The program was a complete disaster for this particular hotel. The empowerment of staff will only occur and be effective if the staff are willing to take authority. Don’t get me wrong they all craved status (manager on their business card) however they definitely did not want either authority or responsibility for outcomes. Emotional intelligence as well as technical skill should be assessed before any though of empowerment can be undertaken.
Finally many see delegation as empowerment and it is not. Sure delegating is part of the overall process however there is much more to real empowerment.
For the employer: (as “about dot com”) puts it, “Empowerment is the process of enabling or [and] authorizing an individual to think, behave, take action, and control work and decisionmaking in autonomous ways”. For the employee: “It is the state of feeling self-empowered to take control of one’s own destiny”.
Here are a few issues you will need to address if you a setting up an empowerment program:
Assign tasks that will allow your subordinates to grow.
Explain why task being assigned to them and highlight “what’s in it for them.”?
Give very clear and detailed directions (the what, where, why, how and when of the tasks) and allow and encourage questions.?
Introduce the empowerment process in stages and allow reasonable time for the process.
Demonstrate that you trust those you are empowering or those process will be nothing more than a waste of time and energy.
Solicit suggestions from your employees as to better ways of completing the project.
Follow up on progress, act as coach however don’t constantly look over their shoulder and always be accessible when those being empowered need help.
Pay a great deal of attention to ensuring employees feel (and are) rewarded and recognized for empowered behavior.

Employee Empowerment Needs an Organizational Culture That Seeks Empowerment

by rictownsend

 

Job Vacancy Indonesia, Employee, Vacancy

As culture is developed based on traditions, beliefs, rituals, information and language (communication) to develop an organizational culture of empowerment you need to understand how all these factors come about. The primary issues are the development of a shared vision, full understanding by all involved of the mission, setting of clear goals and as I said in my last post, the setting of clearly understood boundaries for decision making, The outcome to be sought is of course an improved level of staff competency and the competency development of course needs to be focussed on satisfying both internal and external customers. Any competency development program adopted needs to include strong levels of support in the form of mentoring for development of operational skills, organizational cultural support and the encouragement of risk-taking.

Quote: ‘To empower employees, managers need to create a nurturing environment in which staff can learn, grow, improve, and function effectively.’ “Staff empowerment gives employees a sense of trust, importance and capability, thus creating a positive work environment.” (Ref “xnet.kp.org/permanentejournal/fall03/staff.html”)

Quote: “To feel empowered, employees must have a sense of self-determination, competence, meaning and influence.  Employees’ sense of self-determination is the perception that they are free to make choices and that their actions are not [over] controlled by policies, systems or managerial dictates.  Granting autonomy to employees helps them feel a sense of self-determination.  The higher employees’ competence, the more they appreciate and thrive when given autonomy. As long as employees perceive that doing their job satisfies important needs of internal or external customers, they’ll see the meaningfulness of their work.” (Ref: www.wright.edu/~scott.williams/LeaderLetter/empowerment.htm)

The article in wright.edu also points out the basic requirements of being systematic and consistent and that any empowerment program needs to develop their competence and confidence.

Managers who want to empower their staff must either be be trainers themselves or at least provide some competence development input and know how to acquire the training required by their staff.  Now you would think this would be a “no brainer” however in my experience mangers often neglect this duty and if we are looking at soft skill development, will actively reject it on the excuse that their staff/department is too busy to attend. Often then if new skills and knowledge are gained, when the employee gets back to work managers will still neglect to implement the ‘new ways’ of doing things. This is often because implementation of the operational changes desired/required will can be time consuming and and can be seen as risky to make . This is why the development of an organizational culture of empowerment that all managers buy into is so important. Managers must also become proficient in, as wright.edu puts it, ” telling them what they will be learning and why, providing information and demonstrations, allowing opportunities for practice” and finally “providing feedback on performance”. Confidence obviously comes from successful performances (either their own or as observed in others) and from encouragement by those who are respected and and seen as mentors.

One final definition of empowerment:

Empowerment is the process of enabling, through the development of competence combined with the authorizing of an individual to think, behave, take action, and control work and decision making in autonomous ways. The payoff for the organization, a more effective and presumably customer oriented operation and for the employee a feeling of being self-empowered and being able to influence the outcome of their own future.

Empowerment  is not something someone (a manger) bestows on the people who report to him,’ it is a personal development process undertaken in an atmosphere of mutual, trust, understanding, learning and shared responsibility. The organization’s management has the responsibility to create a work environment which helps foster the ability and desire of employees to act in empowered ways through the removal barriers that limit that ability.

Effective Meetings Produce Results: Tips for Meeting Management

By Susan M. Heathfield

Job Vacancy Indonesia, Employee, Vacancy

 

People spend so much time in meetings that turning meeting time into sustained results is a priority for successful organizations. Actions that make meetings successful require management before, during, and after the meeting.

If you neglect any one of these meeting management opportunities, your meetings will not bear the fruit you desire from the time you invest in meeting. Take these twelve meeting management actions to guide meeting attendees to achieve expected, positive, and constructive outcomes.

Before the Meeting to Ensure Effective Meetings

Actions before the meeting establish the groundwork for accomplishing meeting results. You can do all of the needed follow-up, but without an effective meeting plan to start, your results will disappoint you.

Plan the Meeting

Effective meetings that produce results, begin with meeting planning. First, identify whether other employees are needed to help you plan the meeting. Then, decide what you hope to accomplish by holding the meeting. Establish doable goals for your meeting. The goals you set will establish the framework for an effective meeting plan. As Stephen Covey says in the Seven Habits of Highly Effective People, "Begin with the end in mind." Your meeting purpose will determine the meeting focus, the meeting agenda, and the meeting participants.

Make Sure You Need a Meeting

Once you’ve developed your meeting plan, ensure that a meeting is the appropriate vehicle for accomplishing the set goals. To schedule and hold a meeting is expensive when you account for the time of the people attending. So, make efforts to determine that a meeting is the best opportunity to solve the problem, improve the process, or make an ongoing plan.

You may find that you can accomplish the meeting goals with an email discussion or by distributing and requesting information through the company newsletter. Make sure the meeting is needed and not just convenient for you – you’ll get better results from attendees.

Ensure Appropriate Participation at the Meeting

If a meeting is the appropriate means to accomplish your goals, check with the participants who must attend for the meeting to succeed. The needed attendees must be available to attend the meeting. Postpone the meeting rather than holding a meeting without critical staff members. If a delegate attends in the place of a crucial decision maker, make sure the designated staff member has the authority to make decisions – or postpone the meeting.

Distribute and Review Pre-work Prior to the Meeting

How many meetings have you attended that started out with the meeting facilitator passing out a ream of handouts or projecting a Microsoft PowerPoint slide for discussion? Frustrating? You bet. The meeting becomes a group read-in, hardly productive for goal accomplishment. You can make meetings most productive and ensure results by providing necessary pre-work in advance of the actual meeting. Providing pre-work, charts, graphs, and reading material 48 hours before a meeting affects meeting success. The more preparation time you allot, the better prepared people will be for your meeting.

Documentation that will help you achieve the meeting goals can include reports; data and charts such as competitive information, sales month-to-date, and production plans; Microsoft PowerPoint slides that illustrate key discussion points; and minutes, notes and follow-up from earlier or related meetings and projects. Pre-work distributed in a timely manner, with the serious expectation that attendees will read the pre-work before the meeting, helps ensure meeting success.

 

Wholesome Organic Profits

From Edward D. Hess

Job Vacancy Indonesia, Employee, Vacancy

 

When the average joe thinks “big corporation,” the images that spring to mind are primarily negative: backdating of stock options . . . fat cat CEOs who jet around in luxury while workers barely scrape by . . . huge mergers that spawn both big bonuses (for executives) and layoffs (for lower-level peons) . . . companies reporting record profits while cutting employee health benefits.

Watch the evening news and you’ll see why so many people take such a grim view of the corporate world. But the depressing stories also lead us to believe that there just aren’t any good companies — those that prosper and grow the old-fashioned way — left.

Companies Do Grow Organically

Just because we don’t often hear about companies that thrive via positive, healthy, organic growth — by growing their customer base, creating new products, and mastering operational efficiency — doesn’t mean they don’t exist. They do. What’s more, these companies convincingly demonstrate that you can be a high-performance organic growth company without resorting to accounting and earnings manipulations and without commoditizing and devaluing your employees.

Intrigued by the financial scandals of recent history, I researched how many companies succeed by generating earnings primarily through organic growth. I found that in three separate studies of eight hundred value-creating public companies, only twenty-two of them, less than four percent, consistently created substantial economic value and out-competed their industry competition primarily by growing internally or organically.

How Companies Grow Organically

Surprised at the staggeringly low number of companies growing organically, I was motivated to find out exactly how the twenty-two high-performance organic growth companies could do it so well.

What I found surprising about the results was what isn’t required to grow a business organically. Common management theories and fads about strategy, superior talent, superior leadership, strong vision, innovation, globalization, outsourcing, offshoring, and unique products or services are not necessary if you want to grow an organization organically.

So what is necessary if you want to grow a successful big business organically? There are six areas in which many of these twenty-two companies excel. I call them the six keys to organic growth. I explain them in my book, and support my findings with detailed case studies of seven of the twenty-two high-performance organic growth companies from the study.

Compaines That Epitomize Organic Growth

My high performance companies are: SYSCO, Stryker, Outback Steakhouse, Best Buy, TSYS, Tiffany & Co., and American Eagle. Following are the six keys to organic growth and a few examples of how companies make them work.

The Six Keys to Organic Growth

1. Live by an elevator-pitch business model. Companies that grow organically have a simple, easy-to-understand strategy and business model. The strategy model can be easily explained to and understood by employees at any level. These companies are disciplined and focused. Big innovations and new business models are not prevalent. Examples of these elevator pitches follow.

• Best Buy: Best Buy sells and services branded customer electronics, appliances, home office equipment, and entertainment products.
• Harley-Davidson: Harley-Davidson manufactures and sells motorcycles, motorcycle parts, and related apparel and accessories.
• SYSCO: SYSCO sells food and restaurant-related products and services to food service establishments.
• Tiffany & Company: Tiffany designs, manufactures, and sells fine jewelry and luxury goods.

With simplicity comes employee understanding and engagement; employees know where the company is headed, how it will get there, and what their individual role is in that growth. Employees understand why their job is important and how it fits into the big picture. Simplicity is the key.

2. Instill a “small company soul” into a “big company body.” A small company soul is entrepreneurial. Employees have a sense of ownership of the customer, are held accountable for results, and share in the rewards of those results. Entrepreneurial employees are like - well - like entrepreneurs. They are energized and engaged in the day-to-day business because they feel they have some control over their destiny, they have autonomy and respect, and they feel rewarded for their efforts.

Take a look at a company like SYSCO, the largest wholesale food distribution business in the United States. SYSCO has infused its employees, from truck drivers to salespeople, with a sense of ownership.

SYSCO salespeople also take pride in the role they play in the company’s success. Each salesperson visits his or her customer an average of three times a week. They develop friendships with their customers, who are usually chefs or food establishment owners, and they feel a sense of responsibility to help them succeed. They go so far as to bus tables or wait on customers if the need arises.

What SYSCO and other high-performing organic growth companies have learned to do is to create a positive entrepreneurial environment that meets employees’ basic needs. As a result, they have high employee engagement and consistent high performance. High employee satisfaction leads to high customer satisfaction, which leads to profits.

 

The Scoop on Salary Increases

By Susan M. Heathfield

Job Vacancy Indonesia, Employee, Vacancy

 

Do you believe your work is worth more money than you are making? If so, you are not alone. According to a Salary.com survey of 13,500 random visitors, 65 percent of respondents said they are looking for a new job within the next three months. Of those, 57 percent say they are looking because they believe they are underpaid.

The really interesting finding is that, when compared with the firm’s market data on similar positions, only 19 percent of the group is underpaid; 17 percent appear to be overpaid, and 34 percent are fairly compensated.

Why Do Some Employees Receive Salary Increases?

Yet, some employees do make more than others for similar work. They regularly receive pay raises and salary increases. Four different employment issues primarily drive this fact about salary increases. Pay raises are dependent upon:

• the industry you are employed in,
• the market and market pay for your job in your region,
• the pay practices of your organization, and
• your performance on your job.

Your Industry and Market Pay: Impact on Pay Raises

The 2005/2006 National Salary Budget Survey from Salary.com demonstrates that salaries in 2006 are expected to rise at the same rate as 2004, 3.7 percent as a national average. (A total of 528 organizations, with numbers of employees ranging from 100 to 200,000, participated in this survey.)

Yet, if you are a manager in a manufacturer of chemicals, your salary rate is expected to go up 4.3 percent on a national average. Managers in some professional / technical fields will see salaries rise 4.9 percent. Managers in computer products manufacturers are projecting increases of 2.9 percent, however.

If you work in the Mountain State region, you could see average increases of 4.2 percent as opposed to other regions. Executives in the greater Philadelphia region could see average salary increases of 4.8 percent, while Boston’s are expected to be 3.1 percent.

Note that only 75.1 percent of employees received a non-promotional raise last year.

Finally, approximately 55 percent of employers see their budget for raises staying the same, but 34.6 percent anticipate increasing their budgets for pay. Only 8.7 percent are predicting they will spend less money on salaries.

Research Your Salary Before Jumping Ship

Are you still one of the 57 percent of the 65 percent who say they are job searching because they feel underpaid? You need to continue your market research. These sites will give you an idea of what a person in your region, with your job, and with your job title might make:

• Salary.com – Love the site: pay scales tend to be high.
• Payscale.com
• Monster.com
• Are You Being Paid Enough? Take the Tickle.com Quiz.

Additionally, Human Resources professionals have salary books that help them make decisions about salary ranges. Sometimes, employees are allowed access to these ranges. They will likely be closer to what employees in your region make. The big national websites are often not as accurate as small regional employer surveys in which your employer may actually participate.

Perhaps your employer even publishes the pay ranges for company jobs which can be helpful in your quest to discover your pay potential.

You Still Want to Make More Money

You’ve looked at the national average figures in the Salary.com survey for your industry and region. You’ve researched your salary at the salary calculators provided above. You’ve talked to your Human Resources professionals and you may even be appropriately paid. Your salary may fairly reflect the pay practices and salary ranges available within your organization.

But, you still want to make more money. What are your options and how might you go about making more money?

Not just in your current job, but throughout your career, you and the choices you make have a huge impact on how much money you make. You have options.

 

Powerful Performance Management

By Susan M. Heathfield

Job Vacancy Indonesia, Employee, Vacancy

Managers cite performance appraisals or annual reviews as one of their most disliked tasks. Performance management eliminates the performance appraisal or annual review as the focus and concentrates on the entire spectrum of performance management and development issues. Employee performance development, training, cross-training, the provision of challenging assignments and regular performance feedback are included in an effective performance management system.

Participants in the e-course will cover the following areas of interest during the four weeks of the course. You will learn:

• The definition of performance management,
• Why performance appraisals are universally disliked and don't work,
• How to use performance management to help people succeed and improve,
• How to communicate performance feedback,
• How to set measurable goals as part of the performance development planning meeting,
• How to participate effectively in a performance management system, and
• How to integrate 360 degree or multi-rater feedback into your performance management system.

Additionally, you will learn to use performance management to develop a superior workforce via a documented performance management process. The process takes you from developing a job description through the actual performance development meeting and the recommended followup after the meeting.

Classes start every week. You will receive the weekly study guide on the same morning on which you signed up to have the course delivered to your email address. You can take the class at your own pace, but you will receive the emails every week.

The Powerful Performance Management e-course is free. The only cost to you is the time you spend working on the lessons.

There are a few things you should know before you sign up for the course. You cannot change your email address in the middle of the course, so be sure to use an address you'll have for at least seven weeks.

Due to the amount of email I receive, I cannot reply to the "anti-spam" messages your network may send me about the course emails. So if you're using something that blocks email until a "real person" sends it, you'll need to turn it off to receive the course. I also do not respond to emails telling me that I must call a certain phone number to "prove" that you signed up to receive these emailed lessons.

If you need feedback, you should post your questions and discussion in the HR Community Connection forum.