How to Answer Questions About Underperforming Co-workers

A new subscriber recently asked me how to respond to this type of interview question: "What would you do if a colleague was not pulling his weight?"

Note: since the question is worded with "colleague" and not "employee" or "subordinate," I'm going to answer this as it would apply to a NONSUPERVISORY position. 

There are generally two management styles that determine how employers want their people to handle such situations. Unfortunately, they are completely different.

One style encourages employees to resolve conflicts and fix problems at the lowest level. So in that case, they'd probably want you to talk to your colleague one-on-one, to explain what he or she is doing wrong and how it's bad for the company and his/her own job security. Then offer to help that person improve (as long as it did not adversely affect your own duties). If you can help this person improve, then you are helping the employee pull his/her weight (meaning he/she may not have to be replaced), you are helping the company maintain its quality standards, and also helping the supervisor/manager by saving them from having to deal with this problem.

The other style encourages employees to notify supervisor/managers immediately whenever there is a problem. The theory here is that management needs to know what's going on so they can make improvements. If there's an employee who is not performing up to standards, it could mean that employee was poorly trained, is not being properly motivated, or should never have been hired. Any of those situations should be addressed by management, so the best thing would be to bring the colleague's poor performance to the attention of your supervisor. He/she can then decide what to do about it.

As you can see, these management styles are opposite in nature. If possible, it would be good if you could find out which type of approach is preferred by the company involved. But I realize that may be difficult. In that case, I believe the best way to answer that question is something like this:

"My first step would be to determine how ABC Company prefers for these types of situations to be handled -- whether they want such problems resolved at the lowest level, or immediately broght to management's attention. Can you tell me which is preferred by ABC Company?"

If they do tell you, then you can easily adjust your answer to fit their particular management style. If they do not tell you, then you'll have to say something like, "Well, if they prefer that these situations be handled at the lowest level, then I would personally try to help the employee to improve his performance (as long as it did not affect my own duties)." (Then go into some detail about ways you could help, such as answering his questions, showing him how to do a particular task, etc.)

"If my attempts to help the employee were unsuccessful and I felt his performance was going to continue to be below ABC Company standards, I would bring the matter to the attention of my supervisor. I know that ABC Company prides itself on quality service and performance, so I feel it would be my responsibility to ensure those standards are upheld, not only by myself, but by those around me.

"If ABC Company prefers that such situations be immediately brought to the attention of the appropriate supervisor or manager, then I would, of course, do that instead of spending time trying to help the employee improve."

Job Vacancy Indonesia, Vacancy 

Job interviews for pharmaceutical sales are unlike other types of job interviews. These interviews are used to assess whether a candidate is suitable in the sales environment in addition to reviewing background histories and skills. Interviewers would often ask tricky questions that test the personalities of candidates in order to determine sales potential.

If during a pharmaceutical sales job interview and the reviewer asks you a question on whether you prefer to work alone or with others in groups, you have to be careful here. If you say a solo environment is definitely better, they may not see you as a team player. If you say that you prefer working in groups, they might think that you would not be effective in sales since most of the time, pharmaceutical reps are out in the field on their own. 

Therefore, the safest route to take here is to say that you like both environments and can be effective in both. When you are alone, you can be effective as an independent worker. Then when you are working with others in group projects or at meetings, you can also work effectively in teams.

You must convey the impression during a job interview that your skills enable you to excel in both scenarios. Don’t get fooled by the interviewer’s trick question. Here’s an effective response:

“I like both. I realize that most of the time, reps work alone and I certainly can be effective in this mode. Working with others at times will be a nice change and I can also be quite effective in teams as well. It’s a good working mix in my mind.”

Asking you about your strengths during an interview is an opportunity for you to sell yourself. Asking you about weaknesses is another matter and is another example of a tricky question. You must be careful here not to expose any specific weak skills that may hurt you during an interview. Whenever I encountered questions about my weaknesses during my interviews, I countered with something like this:

“In all honesty, the only weakness I think I have is perhaps a lack of industry specific experience since pharmaceutical sales will be new for me. However, I am strong on my communications and sales related skills. I am also a fast learner so I am certain that industry specific training that your company could provide will help me make up for this lack of industry experience. I’m sure that I would be able to get up to speed pretty quickly and start growing those sales for your company.”

find all the vacancies in Job Vacancy Indonesia, Vacancy

3 Tips For An SEO Article Writer

By Michael Cantrell

Job Vacancy Indonesia, Employee, Vacancy

One of the most lucrative markets in freelance writing is to be an SEO article writer. Search engine optimization is essential to many businesses around the world both online and off, that are trying to market their services or product over the Internet. These companies will hire an SEO article writer to help them write highly optimized content that will help them to achieve a higher rank in the search engines.

One of the first tips that is essential to become a successful SEO article writer is keyword research. Keywords are words or phrases that will be placed through out the body of the article in order to optimize it for the search engines. Most clients who hire an SEO article writer already have the keywords that you need to place in the article, but there are the occasions when you run across someone with know keyword research background. Although it may sound intimidating, keyword research is very simple to perform. Simply write a few words and phrases that are related to the business or subject of the articles and run them through a search engine like Google. Place quotes around the word or phrase and hit enter. You should never use a keyword that generates more than 5,000 search results, as this is way too much competition, and your article won't make to the front page. If you get more than 5,000 results, simply make your keyword less general and more targeted.

Another helpful tip for an SEO article writer is to write in your own unique voice. Even though you may have to work the same keyword phrase through the article body repeatedly doesn't mean that you can't still make it interesting. Most readers won't finish reading an article if they don't feel a connection with the writer. You have to write like you speak, as if talking to your best friend. This will help your articles to be informative as well as interesting and unique.

Another helpful hint to learn for an SEO article writer is to have an understanding of keyword density. This is the most crucial aspect of SEO article writing, and if done wrong, can have a negative effect rather than a positive. You want to make sure that you don't overuse the keyword as this will appear to look like spam which will get your article removed and cause you to lose business.

These are just a couple of useful tips for an SEO article writer that will help build a successful career.

What is datafurnishing?

From Alexis A. Moore

Job Vacancy Indonesia, Employee, Vacancy  

Question: What is datafurnishing?

Answer: Datafurnishing companies are entities and agencies that compile and sell consumer private records.

The three national credit bureaus Experian, Equifax, and Trans Union are examples of datafurnishing companies. There are other agencies which are not as well known. The largest of these (outside of the credit bureaus) is called ChoicePoint, a LexisNexis Company; ChoicePoint and LexisNexis were once separate datafurnishing agencies that have subsequently merged.

Datafurnishing companies and the credit bureaus sell consumer private records information to smaller datafurnishing agencies such as Merlin Information Services, Source Resources, KnowX, Accurint, Abika and the information brokers who operate them for a fee. The information broker and datafurnishing agents then repackage the consumer private records and then re-sell them to the general public for the price that the market will bear.

Thus your personal information can wend its way from the credit bureau to a high-tech investigator hired to find it with no input from you.

While datafurnishers in theory are supposed to know why the information is being passed on and to whom, in reality they tend to plead that they are incapable of storing all that information and those records have been erased. There are no laws currently in place to make them take responsibility.

The above piece is seventh in a series of nine articles on women and cyberstalking written for About.com by cyberstalking expert Alexis A. Moore, founder of the national advocacy group Survivors in Action. Links to the entire series are below.

How to Reschedule a Job Interview

By Alison Doyle

Job Vacancy Indonesia, Employee, Vacancy

You have a job interview scheduled, but you're sick, or simply can't make it. What should you do? I know how important job interviews are, but given the concerns about seasonal (or common) flu and swine flu (H1N1), even if you have just a cold you should reschedule the interview.

Showing up to a job interview sick is going to panic the interviewer not impress them. So, if you have any respiratory or flu-like symptons, including a cough, runny nose, stuffy nose, or sore throat, do both yourself and the hiring manager a favor and stay home. You're going to be spreading unwanted germs, and besides that, you are not going to interview well if you're sick.
When You Can't Make the Interview
There are other reasons beside illness that necessitate rescheduling an interview. Most companies understand that circumstances come up i.e. a sick family member, a scheduling conflict, car troubles, or any one of a number of other reasons.
What's important is to let the company know in a timely manner that you won't be able to make the interview and to try to secure a new interview date when you talk to them.
How to Reschedule a Job Interview
The best way to reschedule a job interview is to both email and call the person who scheduled the interview. Let him or her know that you are ill and ask if it would be possible to reschedule. If a family member is ill or there's another reason you can't make it, let the interviewer know that, too.
Suggest a day or two when you'll be available if you email. If you call, ask the interviewer when would be a good time for you to interview.
When rescheduling because of illness, give yourself some time to recover.
Give Notice
Either way, give the company as much notice as possible that you aren't going to be there. Being considerate of the interviewer's time will be appreciated. Cancelling at the last minute, unless it's a real emergency, may be held against you. So, contact the interviewer just as soon as you know you won't be able to make the interview.

Management Success and the Value of Failure

by rictownsend

Job Vacancy Indonesia, Employee, Vacancy

I still remember making a mistake as a young supervisor that cost the company I worked for $3,500.00. Of course my immediate thoughts were that I would at best be chastised and at worst be sacked. My punishment was a little loss of face as what I had done became a training bulletin to discourage others in similar positions from making the same mistake. The pleasant and valuable experience that resulted however was that I was asked by my bosses “what have you learned from your mistake” to which I responded “never do it again”, The final word from management was “then its money well spent, carry on”.

Prof Robert Sutton in the Harvard Business Review blog (ref*) states:

“Failure is inevitable, so the key to success is to be good at learning from it. The ability to capitalize on hard-won experience is a hallmark of the greatest organizations — [those are] the ones that are most adept at turning knowledge into action, that are best at developing and implementing creative ideas, that engage in evidence-based (rather than faith- or fear-based) management and that are populated with the best bosses.”

He goes on: “Failure sucks but instructs. In fact, there is no learning without failure… Discovery of the moves that work well is always accompanied by discovery of moves that don’t. This is why failure is so endemic to innovation.”

Brenden Boyle IDEO (Global Design Consutancy) is quoted in the same article as saying: “You can’t get any good new ideas without having a lot of dumb, lousy, and crazy ones.”

This is an excellent article and can I suggest you read it in its entirety at: ref* http://blogs.hbr.org/cs/2010/08/forgive_and_remember_how_a_goo.html

Alternatively if you are working in an organization that that doesn’t see honest mistakes as a form of learning perhaps it time to spruce up your resume. There is a free blank resume form at orglearn.org!

Quotes on failure:

“The greatest barrier to success is the fear of failure.” Sven Eriksson

“There are no secrets to success. It is the result of preparation, hard work, and learning from failure.” Colin Powell

“Failure is the tuition you pay for success.” Walter Brunell

Finally back to the HBR article: All of this positive “failure” experience of course only comes about if we (and our bosses) buy into the idea, again as Prof Sutton puts it, that “failure is a by-product of risk-taking and that honest mistakes will [and should] be forgiven [by the management]“.

How to Keep Your Job

By Susan M. Heathfield

Job Vacancy Indonesia, Employee, Vacancy

In the economic chaos prevailing in the world, many employees will lose their jobs. Unfortunately, you could be one of them. Depending upon your industry, the strength of your company, your continued sales (or lack thereof), your employment role, and the decisions made by government officials, the threat of a layoff could be imminent.

Don’t bury your head in the sand and hope all of the potential threats to your job and career disappear. They won’t. These tips will help you keep your job.

• Keep your ears tuned into your work grapevine;
• Watch your company's sales and profitability;
• Observe your industry trends and employment opportunities;
• Keep a close eye on Washington or your country's government;
• Listen skeptically to your employer when you see problems not articulated.

More Thoughts About How to Keep Your Job

Now is the time to take steps to keep your job. You can keep your job, even in a bad economy. But, start soon, not later, to take the steps necessary to keep your job.

Jay Himes, Executive Director of Student Services and Programming at Liberty University in Lynchburg, VA, suggests you need to take a good look at yourself and your contributions. "Employees' work and accomplishments speak for themselves. Look at your organization; ask yourself, 'If I wanted to start a company that does what my firm does and I could take X number of people from here, who would I take?'

”If you aren’t on the list, why not? There are two possible reasons.

• "The company doesn’t need someone who does what you do. This is often the case for people who are far removed from the firm’s customers, or whose job is primarily rooted in the bureaucracy. If your job is about building speed bumps and not about enablement, this is a warning sign.
• "You are not providing superior value. Is this a training or education issue? Is it commitment – does your work day have work or procrastination in it? Is the issue that you have relational trouble with your coworkers?

"If you honestly evaluate yourself and move to correct the issues, there is still time. Your bosses and coworkers will notice improvement. If you wait until layoffs come it will be too late."

After you evaluate your contribution and prospects and assess the viability of your employer, you are ready to make decisions. In any case, if your current employer appears to be taking appropriate actions for these tough economic times, you will want to ensure that you keep your job – for as long as you want your job.

Ten Days to a Happier, Successful Career and Life

By Susan M. Heathfield,

Job Vacancy Indonesia, Employee, Vacancy

“We hold these truths to be self-evident,” said our Founding Fathers. The truths you will discover over the next ten days or lessons are self-evident, too, but they are profoundly difficult to practice. Even as I write this series, I find myself questioning whether I am practicing what I am recommending. So, consider the pursuit of happiness and success in work and life - a journey. These practices will get you started on that journey.

I wish life, family, and work were easy. Really. But, they’re not. The best of you struggle with concepts such as loving your work, balancing home and family life with work, and making the income that allows you to fulfill your dreams. You struggle with a lot more than that, too.

You have kids to put through college, homes that develop leaks in the roof, saving for retirement, and family and friends that actually want to spend time with you. Wow. You struggle with quite an armful.

And, some of you struggle with even more than that. Disabled family members, illness, and life’s unexpected and unplanned for events occur. My basement flooded with three inches of water recently. That’s minor, compared with what many of you experience, but it disrupted my plans for the week.

Recognizing all of this, I have tried to zero in on the ten most important concepts that will help you develop the tools and thinking you need to succeed at work. At the same time, work success is fleeting if you don’t also succeed at home. Life is a balancing act, so these concepts are applicable to your whole person, too.

Happiness is as important as success, so I wanted to include happiness in the equation. Consequently, ten days to a happier and more successful future is the theme for this ten lesson series. Read, enjoy, and grow, but, most of all, benefit from this time you spend thinking about you and your life.

Begin the journey with my ten day program:

Ten Days to a Happier, More Successful Career and Life.

Use Performance Management

By Susan M. Heathfield

Job Vacancy Indonesia, Employee, Vacancy

Are you fed up with the return on investment you experience when you subject people to your current performance appraisal process? Are you changing your approach to performance evaluation and review? There is a better way to approach performance management and development. The performance management process can help you create a work environment that helps employees succeed.

You can improve productivity, motivation, and morale by handling performance management in new ways. In this interview with Robert Bacal, the author of Performance Management (Compare Prices.) (McGraw-Hill Professional), we'll help you explore what to do differently.

HR Guide: Robert, in your book about performance management, what do you recommend in lieu of the traditional annual appraisal in which a manager hands out a form to an employee with ratings and a review of the prior year?

Robert Bacal: I can give you several answers to this one. Let's start with basic principles. Performance management is about having everyone succeed and improve. In order for that to happen, the manager and the employee have to work together in a communication process to identify barriers to success (whether they are from the employee or the system of work), and to build plans to overcome those barriers.

So, in a sense ANY method that does that will succeed. Ratings and yearly review lack the detail to make this happen unless the manager is excellent. My suggestion is to focus 90 percent of performance management time on performance planning and communication throughout the year. And, move to specific measurable objectives.

No system is perfect. What we need to do is find ways to make performance better, and sometimes that means the manager and the employee need to figure out the best method to use in their unique situation.

HR Guide: What is the focus of the discussion during a review or evaluation session, or as I would prefer to call it, a performance development meeting?

Robert Bacal: I like this question a lot. The single most important compound question is: What things have made your job more difficult, and what do we need to do in the next year to help you become more productive?

The discussion needs to be forward looking, and not be restricted to "deficits" of employees but also deficits in things like work flow, work communication, and so on.

HR Guide: How often do you recommend managers hold these sessions with the people who report to them?

Robert Bacal: I recommend that managers have informal short talks once every few weeks - that's like five - ten minute how's it going talks. Hold quarterly discussions that are a bit more organized. Schedule a year end review that is really just a review. By the time the year end review happens everything should have been discussed before. No surprises.

HR Guide: How do you establish a communication system to get top performance and value from each employee, in a workplace climate designed to stimulate greater productivity from both managers and employees?

Robert Bacal: I'm afraid that's what I call a "consulting question." That is, it's not possible to offer up a recipe that will fit everyone. The answer is it depends, and without doing a diagnosis of an organization, one can't really suggest anything without ending up saying nothing.

In other words, each organization is different, and requires different things since they are also starting from different points.

HR Guide: What is your general philosophy about employee performance management?

Robert Bacal: Be forward looking. No blame. Problem solve. Hold ongoing communication. No surprises. Forms are trivial and unimportant to the real purpose. All barriers need to be considered, not just employee-based factors. Flexibility to negotiate evaluation methods on an individual manager-employee basis is important.

That later is part of my newer work which I hope to turn into a book called Value-Added Performance Management. It will outline the logic of flexible systems if I ever get around to writing it.

HR Guide: How would you go about instituting a change in the typical organization's current appraisal system?

Robert Bacal: That's another "it depends." The standard answer, and still a good one is that significant changes need to be top down. The CEO uses the new system with VPs. VPs use it with executive directors, and on downwards. And, the CEO holds VPs responsible for replicating the process with their reporting staff, and so on.

The other way, when there is no indication of senior management willingness (and that's common) is to build pockets of success in the middle and bottom of the organization. It doesn't result in a better overall company system immediately, but it's better than having a lousy system pervade the entire organization.

In other words, the strategy is: "We can't get this turned around because we lack the support to do so, so let's see what we can accomplish anywhere where we might find some support."

HR Guide: You share my personal philosophy in this last, Robert. People in organizations tell me frequently that they can't do something or change something because upper level management doesn't support the change. I consider this an excuse for inaction. Unless executives are actively working against your proposed changes, or forbidding them, you can always start to make changes in the areas at work over which you have some control.

So, thanks for sharing that. I wish more people believed this. Their work places would be better off with more action and fewer excuses. Plus, it would do wonders for their own morale and self-image.

Performance Management: You Get What You Request and Reward

By Susan M. Heathfield

Job Vacancy Indonesia, Employee, Vacancy

Performance management encompasses the most important people issues in your organization. Performance management includes the entire relationship you have with the people you employ.

Performance management is the process of creating a work environment or setting in which people are enabled to perform to the best of their abilities. Performance management is a whole work system that begins when a job is defined as needed and expectations are clearly communicated to the employee. It ends when an employee leaves your organization.

Many writers and consultants are using the term “performance management” as a substitution for the traditional performance appraisal system. I encourage you to think of the term in this broader work system context. A performance management system includes the following components.

• Develop clear job descriptions.
• Select appropriate people with an appropriate selection process.
• Negotiate requirements and accomplishment-based performance standards, outcomes, and measures.
• Provide effective orientation, education, and training.
• Provide on-going coaching and feedback.
• Conduct quarterly performance development discussions.
• Design effective compensation and recognition systems that reward people for their contributions.
• Provide promotional/career development opportunities for staff.
• Assist with exit interviews to understand WHY valued employees leave the organization.

Intrigued about performance management and its potential contribution within your organization? Take a look at the rest of this performance management special resource for all of the current information about performance management. Join the people in forward thinking organizations who retain their best talent and achieve their goals.

What's the Big Deal About Clear Performance Expectations?

By Susan M. Heathfield

Job Vacancy Indonesia, Employee, Vacancy

A lack of clear performance expectations is cited by readers as a key contributing factor to their happiness or unhappiness at work. In fact, in a poll about what makes a bad boss – bad, the majority of respondents said that their manager did not provide clear direction. This factor affected their sense of participation in a venture larger than themselves and their feelings of engagement, motivation, and teamwork.

Critical Components of Clear Performance Expectations

The process that results in employees who clearly understand and execute their performance expectations contains these components:

• A company strategic planning process that defines overall direction and objectives.
• A communication strategy that tells every employee where their job and needed outcomes fit within the bigger company strategy.
• A process for goal setting, evaluation, feedback, and accountability that lets employees know how they are doing. This process must provide opportunities for continuing employee professional and personal development.
• Overall organizational support for the importance of clear performance expectations communicated through cultural expectations, executive planning and communication, managerial responsibility and accountability, rewards and recognition, and company stories (folklore) about heroic accomplishments that define the workplace.

Communication of Clear Performance Expectations

Communication of clear performance expectations starts with the strategic planning process of executive leaders. How they communicate these plans and goals to the organization is critical to create an organization in which all components are connected and pulling in the same direction. Executive leadership must clearly communicate its expectations for the team’s performance and expected outcomes to align each area of the organization with the overall mission and vision.

At the same time, leadership needs to define the organizational culture of teamwork desired within the company. Whether a department team or a product, process, or project team, team members have to understand why the team was created and the outcomes the organization expects from the team.

Communicating Clear Performance Direction Through the PDP

The Performance Development Planning (PDP) process translates these higher level goals into the outcomes necessary for each employee’s job within the company. After the quarterly PDP meeting, employees should be clear about their expected contribution. Goal setting at these meetings should include a performance evaluation component so the employee knows how he or she has been performing.

Leading up to the PDP meeting, the employee self-evaluation guides each employee in thinking about their performance. The six-eight goals set at the meeting, or continued from the previous PDP, establish performance expectations without micromanaging the employee. Deciding how to accomplish the goals empowers, engages, and motivates the employee.

The manager maintains needed contact with the critical steps in the employee’s performance plan through weekly meetings and coaching. (No, it’s not a free-for-all when each employee’s work affects other employees and must mesh to accomplish the whole.) Additionally, this step ensures that employees are accountable for accomplishing their jobs.

Consider following this same process with each team you establish for the same sense of interconnectedness and understanding of clear performance expectations.

Continuing Support for Clear Performance Expectations

Your organization demonstrates support for the accomplishment of clear performance expectations in three key ways.

• You need to show constancy of purpose in supporting individuals and teams with the resources of people, time and money that will enable them to accomplish their goals. When you provide the resources teams need to succeed, you ensure the development of teamwork and the team's best chance for success. Sometimes, this requires the reshuffling of resources or the renegotiation of goals. But, the visual application of resources sends a powerful message of support.
• The work of the team needs to receive sufficient emphasis as a priority in terms of the time, discussion, attention and interest directed its way by executive leaders. Employees are watching and need to know that the organization really cares.
• Finally, the critical component in continuing organizational support for the importance of the accomplishment of clear performance expectations is your reward and recognition system. Clear performance expectations accomplished deserve both public recognition and private compensation. Publically cheering and celebrating team accomplishments enhances the team's feeling of success. The recognition clearly communicates the behaviors and actions the company expects from its employees.

Use clear performance expectations to help your employees develop accountable, productive, meaningful, participatory teamwork. I trust these guidelines helped you see the role of clear performance expectations in organizational achievements and teamwork.

You're Fired

By Alison Doyle

Job Vacancy Indonesia, Employee, Vacancy

Getting fired, unfortunately, can happen to the best of us. It can happen even when it's not your fault. There could be a personality conflict between yourself and your supervisor. Your idea of what the job was going to be like might differ from what management was thinking. You could have simply screwed up. It happens. You're not alone.
Wrongful Termination
Experts estimate that at least 250,000 workers are illegally or unjustly fired (wrongful termination) each year and that's not counting those that were justifiably terminated. Regardless of the circumstances, what to do if you've been fired? Where do you go from here?
Getting Fired
First of all, don't beat yourself up. As I said, getting fired can happen to the best of us. Don't dwell on it. Instead, focus on what you are going to do next and how you are going to find another job. Keeping in mind that another hurdle - the stigma of being fired - has just been added to your job search. That said, there are ways you can address this issue and put it in at least a neutral, if not a positive, light.
Legal Issues
Before you begin a job search consider where you stand from a legal perspective. Was your firing legitimate or could it be considered wrongful termination? Are you eligible for unemployment benefits? If you were fired for misconduct you may not be eligible, but, don't presume that is the case.
Check with your state unemployment office, especially if you have a different opinion than your employer does about how you parted ways. In many cases, if it isn't clearcut, the unemployment office will lean towards the unemployed job seeker, rather than the employer, when making a decision on unemployment compensation benefits.
Resumes and Cover Letters
All your job search correspondence must be positive. There is no need to mention that you were fired in your resume or in your cover letters. In your cover letters, focus on the basics. Make sure your cover letters address the position you are applying for and why, and how, you are qualified for it. That's all you need to do. There is no point in bringing up the circumstances of your leaving until you have to.
Applications
When filling out job applications, don't be negative, but, do be honest and don't lie, because it will come back to haunt you. You can use language like "job ended" or "terminated" if you need to state why you are no longer working at the job. If you are specifically asked if you were fired, you need to answer yes. Lying on a job application is grounds for dismissal at any time in the future and could cost you future unemployment benefits.
Interviewing
Here's where getting fired is going to matter most. You can be sure you are going to be asked the question "Why did you leave your last job?" Dick Bolles, author of What Color is Your Parachute recommends volunteering that you were fired even before the question is asked, then moving on. Joyce Lain Kennedy, in Job Interviews for Dummies gives similar advice "... keep it brief, keep it honest, and keep it moving." She suggests explaining why (downsizing, merger) if it wasn't your fault. If it was, Kennedy suggests telling the interviewer you learned a lesson and explain how you benefited from the experience. Take the negative and turn it into a positive. In addition, Kennedy provide sample interview answers you can use when asked if you were fired.
Practice. Take some time to prepare answers to questions about being fired so you know exactly how you are going to answer. Practice again, so you can respond confidently and without hesitation. The more you say it, the less painful it will be.
Again, don't lie. Most companies check references and check background information, so if you lie you are probably going to get caught.
Do not contradict yourself. Tell the truth and have one story and stick to it regardless of how many people are interviewing you. They will compare notes afterwards and you don't want to have told one person one thing and someone else another story.
Do not insult your former boss or your former employer. No employer likes to wonder if you will talking about them that way in the future. Also, don't be angry. Feeling angry after being fired is normal. However, you need to leave that anger at home and not bring it to the interview with you.
Moving On
As hard as it may be, and it is hard, you need to get over getting fired and move on. You need to be able to convince employers that, regardless of what happened in the past, you are a strong candidate for the position and can do the job. Focusing on the skills and experience you have, rather than the firing, will help sell you to the employer and will help you get the job.

Wrongful Termination

By Alison Doyle

Job Vacancy Indonesia, Employee, Vacancy

Definition: Wrongful termination happens when an employee is discharged from employment for illegal reasons or if company policy is violated when the employee is fired. In many cases, unless there is a contract or bargaining agreement, employees are considered covered under employment at will, which means your employer doesn't need a reason to fire you. However an employee can be wrongfully terminated if discrimination is involved in the termination, if public policy is violated, or if company policy states guidelines for termination.
Other reasons that could be construed as wrongful termination include retaliation i.e. being fired for being a whistle blower or complaining, or for not being willing to commit an illegal act when asked to by an employer.
Discrimatory reasons that can be considered wrongful termination include firing an employee because of race, nationality, religion, gender, or age.
Wrongful Termination
If you believe your termination was wrongful or you have not been treated according to the law or company policy, you can get help. The US Department of Labor, for example, has information on each law that regulates employment and advice on where and how to file a claim.
Your state labor department may also be able to assist, depending on state law and the circumstances.
In addition, local bar associations often have a referral service and may even have a hot line you can call to find an employment lawyer. Keep in mind that you will need to pay for an attorney's services.
Termination and Unemployment
When you are terminated you may not be eligible for unemployment compensation. If you are not sure whether you're eligible for unemployment, check with your state unemployment office to determine your eligibility for unemployment compensation. If your claim is denied you will be able to appeal and explain the circumstances of your termination.
Also Known As: unjust termination, unfair termination, wrongful dismissal
Examples:
Anthony believed his dismissal from his job was wrongful termination.

How to Say Farewell to Co-Workers

By Alison Doyle

Job Vacancy Indonesia, Employee, Vacancy   

You have lost your job or you've found a new one and you're moving on. As you depart, it's important to take the time to say farewell to your co-workers. Both to let them know you're leaving or have left and because you want to be able to stay in touch and provide them with your personal contact information.

The Best Way to Say Farewell

What's the best way to say farewell to your co-workers? Don't send a mass email. Instead, send personalized individual emails or messages via LinkedIn, rather than group messages, so your farewell message is personal. You can use one of these sample farewell letters to let colleagues, clients, and your connections know that you are moving on.

Tips for Saying Farewell to Co-Workers

• Connect on LinkedIn - Be sure your LinkedIn account includes your personal email address, not your work address. Then, if you're not already connected with your colleagues on LinkedIn, connect now.
• Friend on Facebook - When you are friends with your co-workers, make sure you're connected on Facebook, too. Especially now that you're not working together, the boundaries between work and your personal life are gone.
• Say goodbye via LinkedIn or email - send an email message or a LinkedIn message to the co-workers you know well, not necessarily to the entire company.
• Keep your message brief and to the point. Don't go into details (positive or negative) about why you're leaving. Just let your co-workers know you're leaving, and if you're so inclined, offer to help during the transition.
• Do mention projects you have worked on together or events you have enjoyed together. This farewell letter is personal rather than formal.
• Include your contact information - include your LinkedIn URL, your email address, and your phone number in your message, so your co-workers can stay in touch.
• Take a look at our sample farewell letters to get advice on how to say goodbye.

Fired or Laid Off?

Even though it may feel awkward, if you have been fired or laid off it's still a good idea let you co-workers know you're leaving or gone. If still have email access, you can send an even briefer email letter. Let them know you'll be moving on. Ask for job search assistance, if it's appropriate, and provide your personal contact information, so, they can get in touch.