Resume Writing Tips and Strategies

1. Keep It Focused and Businesslike
A resume should be specific and all business. Don't try to be too smart or too cute. After all, you are asking an employer to invest significant time and money by choosing you over many other similarly qualified people. Employers mainly want to know whether you are appropriately qualified and experienced, and if you have the ability to "deliver the goods."

2. More Than Two Pages Is Too Much
For students, recent graduates, or people with just a few years of experience, try to keep your resume to one page,two as an absolute maximum. Even a resume for someone with20 years or more of extensive working experience, should not exceed three pages. In some cases, one or two "optional"pages can be referred to as "available upon request." These would be such optional annexes as a list of references or an inventory of recent projects and/or publications.

3. Get The Words and Punctuation Right
Make sure the grammar, spelling, and punctuation in your resume are perfect. Any obvious mistakes will hurt your credibility. Also, be sure to keep the language clear and simple. If you draft it yourself, have someone with excellent writing skills do an editorial review and a careful proofread of it. If a professional prepares it for you, such reviews are the responsibility of the resume preparation firm. Use an accepted English language "style guide" if you want to be sure of the finer points of word usage, punctuation, capitalization, abbreviations, etc.

4. Read Between The Lines
Customize the resume to match the stated requirements of the job that you are applying for, without being misleading.Review and analyze the job advertisement carefully. Look for and itemize the key qualifications, skills, and abilities the employer is seeking. Then identify certain key words that are usually repeated in such ads. Make sure that the wording and sequence of points in your resume reflect and address these "corporate terminologies" and"code words" as much as possible. When possible, study the company's annual report and Web site, and weave the themes and terms found there into your resume and cover letter.

5. Make Sure It Looks Good
Use a crisp, clean, simple presentation format for a professional looking resume. Just a bit of simple line work and/or shading, done with standard word processing software will do the trick. If you don't have the aptitude for this,there is most likely someone among your friends or in your office who can help you achieve a professional presentation.If not, seek professional advice. It won't cost much for a good simple layout, but it will make a world of difference to the product.

6. Show What You Can Do Today
Focus, first and foremost, on your recent experience that is most relevant to the position at hand. Less relevant and/or dated experience should be either eliminated or summarized in brief point form near the end of your resume.When reviewing your resume information, a prospective employer wants to know what you are doing now, what you have done recently, and how that relates to the job requirements of the post they are trying to fill.

7. Be A Straight-Shooter
Be completely honest. When people lie or "creatively exaggerate" on their resume, they are almost invariably exposed, sooner or later. Think about it - who really wants to get a job based on a lie(s) and then have to live in fear of eventually being found out? We often read in the newspaper about high-profile folks who get caught in are sume falsehood or exaggeration, and it isn't very pretty.

8. Follow The Instructions
Submit your resume in exactly the form that the prospective employer requests. If they say e-mail or fax is okay, do it that way. However, if they ask for it by regular mail, send it the way they ask. They must have reasons for requesting it in such a form and they are geared up to process it that way. If your resume is to be sent by snail mail, use the complete address that they specify, or it could go to the wrong office, especially in a large organization.

9. Don't Get Lost In The Mail
Be careful to respect certain conventions that the potential employer may require in your resume. For example, make sure that the cover letter mentions the exact name of the specific position you are applying for, and the competition number, if applicable. Sometimes an employer will request that the job title and/or number be printed on the outside of the envelope. You would not want to miss out on a job because you didn't follow minor administrative requirements.

10. Keep The Cover Short and Focused
In the cover letter, don't repeat what is already detailed in the body of the attached resume. It is a "cover" letter.It should be short and to the point. Introduce yourself first, and then briefly summarize why you believe that you have the qualifications and experience to fulfill the duties of the position better than anyone else. Express enthusiasm about the job and the company. Close by stating how you are looking forward to hearing more from them soon,and that you will follow-up if necessary.

The Value of Hiring from Within the Company

When the time comes to fill an open position within your company, one of the most cost-effective and practical methods you can use is to hire a candidate from within the current employee pool. In many cases, there are employees already working for you who are well qualified to fill your new employment openings. Look around - the perfect person for the job may be right before your eyes!

You can start by making sure to communicate with your entire staff when a position is opening up, and let people know that the company is open to considering current employees for the position. Depending on the size of your business, you can ask the HR department to review the skills and qualifications of people who are already employed by the company to see if there are "hidden talents" among the staff. Existing employees generally require less training than new hires do, and a current employee brings a wealth of company experience and knowledge to the job. Hiring a current employee ensures that your "new hire" will already be familiar with the company's policies and business goals. In addition, hiring from within the company can save you a good deal of money just on recruiting costs alone.

When a company hires from within, it has the advantage of being familiar with the employee. Having already evaluated the person's strengths and weaknesses while on the job (and having observed him or her in action over the years), employers are in a better position to know if the employee will be a good fit or not. When hiring from outside the company, however, there is always the risk that someone who appears ideal during the interviewing process will prove a poor fit once on the job.

If the employee is looking for a position that is a step up from his or her current one but still in the same department or general area, the switch will be a relatively painless one. If an employee is looking to make a more significant change - changing the course of their career path by switching to a completely different department and different type of job, for example - then while there may be a learning curve to deal with during the transition, you illustrate your company's commitment to employee development by allowing your staff member to learn while on the job.

A company that demonstrates a policy of hiring from within also fosters greater employee loyalty, which can have concrete benefits throughout the company. Employees at all levels are more likely to challenge themselves when they know that there is potential for future job advancement within the firm. This means a lower employee turnover rate and a higher job-satisfaction rate, both of which are always good for business.

Top 60 soft skills at work

A governing body based in the US, conducted a survey recently. The results of the survey was called the Workforce Profile which found an across-the-board unanimous profile of skills and characteristics needed to make a good employee. The people most likely to be hired for available jobs have what employers call "soft skills".

The most common traits, mentioned by virtually every employer, were:
1. Positive work ethic.
2. Good attitude.
3. Desire to learn and be trained.

Most of the business leaders observed that they could find workers who have "hard skills" i.e. the capability to operate machinery or fulfill other tasks, but many potential hires lack the "soft skills" that a company needs.

Top 60 soft skills
They are applicable to any field of work, according to the study, and are the "personal traits and skills that employers state are the most important when selecting employees for jobs of any type."

1. Math.
2. Safety.
3. Courtesy.
4. Honesty.
5. Grammar.
6. Reliability.
7. Flexibility.
8. Team skills.
9. Eye contact.
10. Cooperation.
11. Adaptability.
12. Follow rules.
13. Self-directed.
14. Good attitude.
15. Writing skills.
16. Driver's license.
17. Dependability.
18. Advanced math.
19. Self-supervising.
20. Good references.
21. Being drug free.
22. Good attendance.
23. Personal energy.
24. Work experience.
25. Ability to measure.
26. Personal integrity.
27. Good work history.
28. Positive work ethic.
29. Interpersonal skills.
30. Motivational skills.
31. Valuing education.
32. Personal chemistry.
33. Willingness to learn.
34. Common sense.
35. Critical thinking skills.
36. Knowledge of fractions.
37. Reporting to work on time.
38. Use of rulers and calculators.
39. Good personal appearance.
40. Wanting to do a good job.
41. Basic spelling and grammar.
42. Reading and comprehension.
43. Ability to follow regulations.
44. Willingness to be accountable.
45. Ability to fill out a job application.
46. Ability to make production quotas.
47. Basic manufacturing skills training.
48. Awareness of how business works.
49. Staying on the job until it is finished.
50. Ability to read and follow instructions.
51. Willingness to work second and third shifts.
52. Caring about seeing the company succeed.
53. Understanding what the world is all about.
54. Ability to listen and document what you have heard.
55. Commitment to continued training and learning.
56. Willingness to take instruction and responsibility.
57. Ability to relate to coworkers in a close environment.
58. Not expecting to become a supervisor in the first six months.
59. Willingness to be a good worker and go beyond the traditional eight-hour day.
60. Communication skills with public, fellow employees, supervisors, and customers.

Can We Train Others To Be Creative?

This question is a 'poser'! Throughout my life, I never thought for one minute that one could 'train' people to be motivated, positive, kind, polite, respectful, creative, innovative, and so forth. These are intrinsic qualities people have or do not have.

Sometimes, it is qualities they did acquire throughout their life due to circumstances, environment, and experiences, but it usually takes them many years to acquire, if these are not part of their nature and early upbringing.

One can teach them to 'demonstrate' kindness, politeness, and respect, and maybe pretend to be creative and innovative (by stealing other's ideas). We must always remember that we train people to have them perform a task or demonstrate a certain behavior. If they 'demonstrate' a behaviour this does not mean that this is part of their nature, nor of their psyche. However, based on my personal experience with others, whether in private life or as trainer, instructor, coach, or consultant, I discovered that some people do have such qualities which they 'stifled' due to difficult circumstances, never daring to bring them out in the open.

Through guidance, coaching, and leadership, we can indeed impact others in such a manner as to encourage them to bring to the surface and to outer expression the gifts they were born with, to use and develop their potential. We can gently get them to shed off their protective shell and amorphous personas with stimulus and courage, and let the juices of creativity flow. We can help them realize their value as 'intelligent' human beings, who can contribute something uniquely theirs.

We coach, guide, and lead by example, prod and encourage, offer support, open the doors to what's possible, and we give easy to understand examples.

After preparing this creative setting, and sharing with them personal examples, as well as the examples of others (individuals, groups, and companies), we begin bringing back the subject to our immediate interest: the organization and our area of work.

We select (for discussion) one or two facets of the operation. We analyze these, with input from the group. We ask if the status quo is the best way it can be done or if the organization, or 'we people', can improve on this.

We (trainers, facilitators) present at least two different proposed improvements, and ask the group to join in and suggest alternatives no one maybe yet thought of (way to improve service, operations, work procedures, product quality, customer satisfaction, sales, savings, or profit).

We, ourselves, speak with excitement, so we can communicate it to the group. We treat the people we speak to with respect and as equals. We create an environment in which 'we all', as a team, plan to find better solutions.

We begin seeing their interest perk up, their eyes sparkle. We can almost see many thoughts racing through their minds. We ask a few, by name, to share their thoughts with us.

Once we break the ice with one, two, or three, of the group, and get them to present ideas, we sense that all the rest now want to pitch in. Sometimes, we cannot contain the rush of thoughts and have to begin establishing some order. When individuals propose something, we ask the group what they think and who is ready to comment on this proposal. We ask who else has a proposal 'we can learn from'. We get a dynamic discussion going.

From 'presenter' we now turn into 'facilitator' and 'leader'. Each suggested proposal is given importance, analyzed by the group to see if it indeed offers additional value to the operation and/or to customers.

We sense the excitement and high motivation in the group. We go one step further and ask someone to come to the whiteboard (or flipchart) to write down the different ideas presented.

We regularly express our appreciation for their contributions. We wonder aloud at their creative thinking. We ask them how all these valuable ideas could be practically implemented.

We gently make sure that whoever speaks is not interrupted or derided by others, however impractical the idea presented. We (ourselves) find value in each contribution. We engage people in a respectful conversation about their idea(s).

In such a session, we turn a roomful of listless and cynical supervisors (and/or employees) into a highly motivated and creative team, working towards one objective: How to come up with ideas to improve operations, the organization, service, etc.

Please note that this is 'not' a training session to teach creativity, but is a dynamic exercise in creative thinking, which we, ourselves, lead like a maestro. The participants are the members of the orchestra who will realize the 'production' we want.

In such sessions, we often discover ideas we and all of management never thought of. Participants too are amazed at their individual gifts and collective power of thought. It gets them excited. It also give them the opportunity to demonstrate their value as individuals and be acknowledged for this.

Following such a session, we continue receiving more ideas from the individuals in our group. We can keep this up we honestly discuss the feasibility and practicality of each idea presented, explaining why some cannot be implemented. We critique, but do not criticize.

We have to show that we did take their contribution into serious consideration, and appreciate it sincerely.

The purpose is not only to create a dynamic discussion, but to follow through on this. It must have meaning which relates to them.

I cannot think of any other way to lead people to think creatively. If you do, please share with me, but make sure it is based on actual, successful experience.

We cannot 'train' people to be creative. We can only lead them by personal example (we give them clear examples of 'our' creative thinking) and examples of others, as well as guide, coach, and inspire them.

All this is easier said than done because not all supervisors and trainers are 'creative' themselves, or capable of leading and inspiring.It is not only a matter of quality, but intelligence, sensitivity to others, experience, and sawy.

This is why we should always focus on training and coaching supervisors (and trainers). Their performance in this area does not depend on their reading, nor on college degrees. It is much more refined. We are asking one person to affect the mind and innermost soul of others.

Such supervisors and trainers must not only be intelligent and sensitive, but have a sincere desire to help others succeed. They must not be driven by personal agendas and selfish interests.

This is why it is so important to choose trainers and supervisors most carefully and, once hired and/or promoted, to offer them full training support, whatever the cost. It is always wiser to promote 'after' such training will have been provided.

Believe it or not, I wrote the above on a pad while sitting at a coffee house on the beautiful Vancouver beach front yesterday. Wish you were all here so we could discuss the points made.

One thing more, which needs to be said again: Employees are not robots we can command with pushbuttons. They are led by generals (supervisors) . We must concentrate on supervisors before demanding a certain behaviour from the rank and file.

Researching The Company - Know Who You Want To Work For

A career in the hospitality industry can be an incredibly rewarding experience. Not only will a hospitality job provide outgoing people with an excellent chance to broaden their horizons through the people that they meet, there are always opportunities for growth and advancement within every niche of the industry, whether you choose a hotel job, a restaurant job, or any one of the other dozens of possibilities available. The key to a long and satisfying career within the industry is careful selection of the company that you choose to work for.

Businesses that cater to providing services to people out to get away from the grind can have a wide range of employee satisfaction. It is very possible to find the right fit for your career conditions through a simple research process.

Pinpoint Your Perfect Employer: The Research ProcessThere are several areas in which a job seeker can look for information that determines whether or not a specific company is right for them. Dave Fischer, who has worked in management positions in several restaurants and now runs a consulting firm which caters to resort jobs, suggests the following list of criteria when looking for the right hospitality job:

1. Are there possibilities of advancement within the company?
2. Determine how the company advances their employees. Is seniority or work ethic and skill the deciding factor?
3. Does the company have a good record when it comes to employee retention?
4. What kind of benefits does the company offer to long-term, full time employees?
5. Does the pay scale reflect industry standards?

"I have found the companies that can offer examples of employee advancement, that reward their long-term employees with better-than- competitive benefits and pay scales, and that base promotions on ethics and understanding rather than on seniority have the most satisfied employees," says Fischer. "These employees tend to make the business their career."

Conducting Research: Where To Look
There are several places that prospective employees can look when seeking the answers to their questions. Each option offers varying degrees of reliability and quality of information, but taken as a whole they will provide a job seeker with a good idea of the big picture as far as company/employee relations.

1. Word of Mouth
The first step in any process, including searching for that perfect foodservice job or other hospitality job, is to work your contacts. Most people within the hospitality industry will have contacts in various places of employment; make sure to check with your friends and acquaintances to see how they and their co-workers are treated at the company you are interested in.

2. Public Records
Another great place to find information on companies are public records. This includes resources such as the Internet and other forms of media as well as local records from Better Business Bureaus and Compensation Boards. These sources will let job seekers know what type of customer service the company provides, and how busy the company is. Most hospitality job holders will tell you that the busier the company, the better the job.

3. Interviews
A lot of potential employees seem to forget that their interview is just a much a tool for their use as it is for employer," says Darren Parsons, owner of Ric's Mediterranean Grill. "The interview is probably the best spot for a potential worker to find out all that they want to know about the company and their spot in it, both for the present and the future. What's more, hiring managers are more likely to hire someone who has an interest in the operations and history of the company. It works both ways." Make sure that you are prepared not only with the answers to questions during your foodservice interview or your hotel interview, but also with some good questions of your own!

Good Research Will Lead To A Great Job
The old adage "the more you put in, the more you will get out" seems to hold just as true for finding a job within the hospitality industry as it does everywhere else. Job seekers who take the time to do a good background check on their potential places of work are not only likely to be happy at their positions, they are also more likely to be hired. From the start of the search right through to the interview questions, gathering information is vital to a long and happy career.

Beef Up Your Resume - Don't Let Lack of Experience Limit Your Success

Kathy Broughton had worked in customer service most of her life, but never as a hotel front desk clerk. She had experience as a barkeep, server and retail sales clerk, but no specific training in an industry that interested her. When the opportunity arose to apply for a job at a local hotel chain, she was concerned her lack of specific experience would hinder her chances of landing this hospitality job.

After taking some industry-related courses, she faxed her resume in response to a newspaper ad, then was called for an interview and was working three days later.

Her secret? "I stressed my customer service on my resume, and they took my experience as a plus. I knew I had the personality and qualifications to do the job."

Just Starting Out?

Being new to the hospitality industry isn't an automatic "don't call us, we'll call you." There are ways of tailoring your resume to get that all important interview, even if you're new to the business.

Your objective needs to be really clear, advises chef-consultant Gary E. Miller. "If you don't have the resume to back it up, you must say up front you really love the restaurant industry, you have spent some time in the business, you have the interest and a willingness to learn."

Quite often, he adds, applicants don't have relevant experience, especially if they're applying for a starter job in the restaurant industry. But he doesn't see this as an impediment to advancement.

"I'm a huge believer in attitude over aptitude. Tremendous attitude has it over the person with a world of experience who thinks he can change the world. I want someone who does what I ask and can do it well."

Focus On Your Skills: Quantify What You've DoneEveryone, says recruiter Peter Shrive, a partner with Cambridge Management Planning, has work experience. Summer jobs, assignments, coop placements, part-time jobs, internships all count. "Almost anyone has skills that can be marketable," he says.

He offers the example of a student who might have run an ice cream stand. How would that person describe her job experience on a resume? "What you did was purchase raw materials, planned inventories, dealt with 31,000 customers, grew sales by X%, generated Y% in profits, managed banking, handled cash transactions, honed customer service skills, arranged for repairs, located and hired staff, worked with the owners." Suddenly, that summer job sounds very relevant to a position in the hospitality industry.

Shrive also advises job seekers to quantify previous experience on their resumes. You weren't just a server working in a particular restaurant. Include on your resume how many customers you served in a day, how many bills you managed daily, how many receipts you gave without mistakes.

"Servers have to remember all the specials, have to be able to tally the bill properly, have to be able to carry all those plates. These are marketable skills," he says.

Mind The Gaps

Gaps in your resume can be inevitable if you're switching careers or have taken time away because of maternity leave, illness, traveling, or periods of unemployment. To a prospective employer, though, gaps can become red flags, so they should be handled carefully. If the gap was legitimate, be honest. If you were unemployed, explain what you did with your time and what types of jobs you applied for. Backpacking in Europe, however, suggests irresponsibility. In that case, Shrive advises you talk about the opportunities you took to study hospitality trends, comparing restaurants or studying customer service in different countries.

Tips For Beefing Up Your Resume

1. Start with a strong "functional" resume.
2. Lay your cards on the table. Let the employer know if you lack specific experience, but that doesn't mean you lack appropriate skills and an enthusiasm for the hospitality industry.
3. Make up for your lack of experience with a knowledge of the industry, plus specific knowledge of the establishment to which you're applying.
4. Emphasize your skills, not your places of employment.
5. If you've worked in one job for the past 10 years, don't assume this is the only job for which you're suited. Job skills are transferable.Let's say you want to move from a front desk job in a hotel to a different hospitality sector. Talk on your resume about how you've honed your customer service skills, developed your money management, learned computer skills, increased international skills, enhanced your local knowledge.
6. If you've jumped around from job to job, be prepared to explain why. Employment instability can be a red flag, especially in a high turnover industry like hospitality.
7. Instead of listing your months of employment, use years and consider not listing every job you've held unless it's relevant.
8. Trying to shift careers? Research your new industry and tailor your resume accordingly. If your number one skill is people handling, then look back at your career and find the top examples of customer service experiences.

Succeeding in Interviews Often Means Being Likable

Question:
How long should answers be during interviews? When responding, should I say, "When I become vice president of your company" or "as vice president of your company"? How much should I try to control the interview?

Answer:
Here's one of the most important things to know about interviewing: By the time you're invited to meet company representatives, the employer usually believes you're qualified to do the job. Now, the company wants to know if you'll fit in and work well in its environment.

In other words, the interviewer is hoping to learn you're someone who should be invited to the party, says Mike Lorelli, chief executive officer of Latex International, a Shelton, Conn., mattress-foam company. "At this point, cultural fit is more important than talking a long time about your degree," he cautions.

(As an aside, you can see why it's so important to network and be referred for a job by someone the company trusts. This way, the interviewer is already predisposed to like you.) There isn't a specific formula for interview success. The best sessions are typically conversational give-and-takes where the interviewer and candidate form a personal connection. Talking too much won't allow for that.

"There is nothing more painful than someone giving an answer that is seemingly endless," says Mr. Lorelli, whose career includes the presidencies of large consumer products companies.

Take your cues from interviewers, he suggests. If they speak in shorter sentences, respond in kind. One way to know if your answers are too long is if the interviewer interrupts you to ask another question, says Joshua Burgin, senior manager, IT projects, for the Fred Hutchinson Cancer Research Center in Seattle.

"For me, the best answers are those when you appear to have listened to the question and answered it directly and also gotten behind it and said something so I can follow up," he says.

Try to gauge how you're doing with such queries as "Would you like a short or long answer to that?" or "Is that what you wanted to know?" Mr. Burgin suggests. "I like candidates who can recover from stumbles over those who don't seem to read the question correctly," he says.

It's important to be comfortable with yourself during interviews, which means doing what's natural to you - which isn't likely to include saying: "when I am vice president of your company." Often, using that sort of phrase can backfire and make you seem arrogant or presumptuous.

If an interviewer is on the fence about you, it's best not to take that chance. "It isn't horrible to say something like that, but when I'm not completely sure about someone, it probably wouldn't work for me," says Mr. Burgin.

Controlling an interview is wise in the sense that you should try to get a few important points across during the meeting, says Mr. Lorelli. For instance, if you learn from your research that you and the interviewer have something in common, such as a hobby, try to work it into an answer. Mr. Lorelli plays golf and is a private pilot, "so if a golfer or pilot were interviewing me, I would work those things into the conversation, " he says.

Or, if the opening has international responsibilities, let the interviewer know you have traveled of worked globally in the past.

Asking thoughtful questions can help turn the interview into a conversation, says Mr. Burgin. "I worry about a person's fit when I'm only asked simple things like about the health benefits," he says.

Everyone loves to talk about themselves and their interests. Look for clues about an interviewer when you enter the person's office and comment on them, Mr. Lorelli suggests. If the office is bare, ask the interviewer how long he or she has worked at the organization and how they like it. Remarks like this make you seem friendly and likable - and very possibly someone the company may want to hire.

How Do We Help Employees Achieve Better Work/Life Balance?

Q: What concrete steps can my company take to help our employees achieve a better equilibrium between their professional goals and personal lives?

A: Corporate culture is the most critical driver of successful work or life balance. Some cultural issues, as well as personal life issues, may differ from country to country. But there is some common ground that typically transcends global boundaries. For example, employees often need work schedule options that give them the flexibility to accommodate their personal and family needs, whether it's child care, unexpected family emergencies, doctor's appointments, personal time for school events, and so on. So a flexible policy on work arrangements becomes the centerpiece of a work or life balance strategy.

But any flexibility policy your company puts in place will only be words on paper if the culture doesn't exist to endorse and support the policy. When you have the right culture for flexibility, you know it right away and so do your employees. Flexibility becomes a normal part of the way people work, rather than an enforced policy.

The type of work, the level of trust with employees and uniform guidelines are critical factors for granting any form of flexibility. In addition, it should be standard procedure to have a formal collaboration between manager and employee: a request proposal, for example. The proposals must be weighed on the basis of both professional needs and personal needs.

To gain managers' support, it is important to develop a "what's in it for me" business case for work life balance. This will differ from manager to manager. For one manager, it might be a recruitment or retention issue. For another, it might be the additional productivity by enabling employees to work at their most productive times - early starters or finishers versus late starters or finishers, for example or from their most productive work environment (office versus remote location). For another manager, it might be the reduction in unscheduled absences - it's often easier to take the whole day off than to ask for a couple of hours to deal with a personal or family issue. In the end, managers have to see some return on investment, such as enhanced productivity.

The employer's primary responsibility is to train managers to be sensitive to their employees' personal needs and to break down traditional "face time" mentality: the attitude that employees can only be trusted when they're within their manager's line of sight. Employees' primary responsibility is to maintain the productivity standards that are expected of them. A joint responsibility is to communicate with one another on these issues in an open and trusting environment. This concept of shared responsibility becomes a win-win by valuing both business success and personal fulfillment.

A culture of trust, combined with effective training and communication, provides the perfect environment for flexibility - and the work or life balance that comes with it.

Interview Tips

• Before the Interview:
  
  Prepare for the interview.
• Dress appropriately in simple, comfortable clothes that reflect your personality.
• Avoid wearing new shoes (squeaking noises) and do practice wearing your tie.
• Be punctual – don't be late or even too early.
• Read up about the company, what business they are into, growth trends, diversification etc. Read your own resume - be sure that you don't have to look into your resume to recall details during the interview.
• Carry extra copies of your resume and testimonials – you never know when you may need them.
• Make sure you know the full name and designation of the person interviewing you.
• Keep your references ready.
• Remember to make a note of your previous or current salary with all its components.
• Make a good first impression.
• Wish the interviewer( s) cheerfully and with a smile.
• A firm handshake is an indicator of how you are feeling. If you are a lady, then some male employers might not make the first move, but go ahead and initiate the handshake.
• Wait till you are asked to sit down.
• Look the person in the eye.
• Do not appear too nervous or overconfident. Your body language usually conveys more than what you are saying. Don't slouch or lean forward too much.
• Try to curb nervous mannerisms eg. fidgeting or biting your finger.
• Appear comfortable, confident and interested in securing the job.
  
  During the interview...
• Start the interview with a pleasant smile.
• Always remember to give a firm handshake. If there are women in your interview panel, wait for the other person to extend the hand while shaking hands.
• Listen carefully to what the interviewer is saying.
• Stress on what you can contribute to the organisation.
• Remember that the employer is in control of the interview.
• Don't be too long-winded – say what you want to convey in crisp sentences and use terms that would convey your job & achievements.
• Complete your sentences - don't answer just yes or no.
• What you don't know can be learned – tell them if you don't know something. But give instances of how quick a learner you are.
• Do not boast. People on the other side are shrewd and can generally see through you. At the same time talk about achievements giving due credit to others.
• When talking about yourself and your aspirations, do not sound vague or do not say that you don't know something. You should be very clear and precise about what you want to do, where you want to go etc.
• If you don't understand a question, ask for clarification, don't answer vaguely.
• Don't talk about your personal problems, why you need the job etc.
• Don't get personal – even if you know the interviewer personally.
• Don't be overconfident or too nervous.
• Don't badmouth your previous employer - you could do the same in the case of the prospective customer.
• Don't complain about politics, a bad boss or a poor salary - your reasons for change should be higher responsibilities, location etc.
• If the interviewer is interrupted during the course of the interview, don't pick up papers on his or her desk and read them.
• Don't ask about salary before the offer is made.
• Strike a balance between what you actually are and what you want to be – don't paint a picture of yourself as somebody who is not concerned about money, social status etc.
• Don't be in a hurry to complete the interview.
• Ask questions at the end of the interview – it could be about the company, the job or the next stage of the interview process. It will be an indicator of your interest in the position.
• Send a thank-you letter – outlining your interest in the job and why you are qualified for it.
• Be positive and confident - and the job is yours!

How to Negotiate the Perfect Salary-Linda Matias.

A company is interested in hiring you for a new opening. You feel as if you are in high demand because you are in a skilled-labor or professional position that requires skills that you possess. If you are considering any new position and you are already employed, you should be seeking higher wages, a better working atmosphere, and an overall improvement in your career.

Not asking about your wages up front is a mistake. During most every interview the employer is going to ask you that one question, which is: "What wages are you asking for if you were to come to work for us?" While this can be a difficult question to answer point-blank when you don't know the current rate of pay in the company, you can come prepared for the question and negotiate a higher rate of pay.

Never act surprised when that big question is asked. Come to your interview prepared! Make a list of questions that are always asked during interviews, such as: Are you new to the area? Do you have a degree in this industry? What did you like best about your last job? What did you like least about your last job? Can you name three strengths you have, and that would apply to this position? What are your weaknesses?

Being prepared is going to help you get through the interview; then as it comes time to negotiate your salary you are better prepared, not only with good conversation, but also in selling yourself to this company, which is essentially what you are doing! You want to start out with a base-level salary, but you are expecting a review of your performance in 60 days, or 6 months. In stating you are asking for a base salary and then expect a raise as you show you can perform and be beneficial for the company, you will show the potential employer you are confident in what you do and in how you complete your job.

Along with asking for a higher salary right from the start, you can also have a conversation with the employer that you are prepared to accept a set dollar amount per week, but you also would require additional benefits. Many times, the benefits are going to be easier for the company to provide, but even with a base salary, overall you are getting paid a higher rate. Examples of benefits include a laptop computer so you can work from anywhere, a cellular phone, a gas card for travelling, and perhaps an expense account for dining with customers or dealing with marketing needs.

You may be permitted a clothing allowance, a tool allowance, or perhaps you could start out with two weeks of vacation per year instead of one. But you need to remember that the perfect salary is going to be one that you are happy with and one with which you feel you can support yourself and / or your family. You don't want to give up too much of your salary to get the benefits that will not be cash in your pocket.

Preparing your answers up front before the questions about salary are asked during your interview will show you are confident in your abilities, and that you know what you are worth. Never be afraid to ask for another $29 per week, or another $200 per week, when you know what the salaries are in the industry you are working, and you have the experience to back up the negotiations for additional salary! If the employer states that your price is a little out of their range, remind the employer they are going to save money by hiring you because you are trained, you are bringing years or months of experience, and you have ideas for the position that will boost your overall levels of input and productivity that will benefit the company almost immediately. Never be afraid to state what you know, and what you can do for the company.

Negotiate with the employer before the first day of employment.It is important that if wages were not discussed during your interview, that you make an appointment and discuss your salary before you start working anywhere for anyone. While you may have a set wage in your mind and what you know you should be paid, the employer may have a scale, stating you are paid X dollars per week, and raises are given yearly. If you are not sure what your salary will be, then nine times out of ten you are not going to get the wages you expected.

Negotiate with confidence.

When you are negotiating your wages, you need to be confident in your answers, and in what you are asking. If the question never comes up during the interview, then you need to initiate the topic. Look the employer in the eye, showing you are not afraid of any topic, any time. Ask what the salary is. If the answer is not high enough for you, add additional questions.

Looking the person in the eye, with a strong voice, ask what the benefits are, and when reviews for raises are considered. If you are not happy with the answer, make a statement along the lines of: "I was expecting the position to pay $X." If you are not satisfied with the beginning salary, set expectations about when you expect reviews, or find out what the company has in their policy for reviews and raises in compensation.

Things you can do if you find the employer is not going to budge on the salary being offered:

1. State that you will have to think about it, and then don't call the employer for a week. If you are not calling the employer and they need to fill this position right away, there is a chance they will call you and offer you a higher wage.
2. You can ask for additional benefits, such as the gas card, expense account, cellular phone or extended vacation time.
3. Your compensation also includes a combination of sick time, personal time, and medical benefits. If you are not able to get the higher salary you want or need, inquire about the company paying full medical benefits, more sick time, more personal days, and similar types of benefits. These are benefits that hourly employees may not be offered but ones that you can negotiate into your salary package.

If you are interviewing at more than one location, for more than one job, don't be afraid to bring up the fact that another company is interested in you and is, in fact, offering you a much more competitive salary (if it is true, of course). This will reveal to the employer that you are valuable and perhaps they should rethink the salary offer they put on the table.

General Guidelines in Answering Interview Questions

Everyone is nervous on interviews. If you simply allow yourself to feel nervous, you'll do much better. Remember also that it's difficult for the interviewer as well.

In general, be upbeat and positive. Never be negative.

Rehearse your answers and time them. Never talk for more than 2 minutes straight.

Don't try to memorize answers word for word. Use the answers shown hereas a guide only, and don't be afraid to include your own thoughts andwords. To help you remember key concepts, jot down and review a few keywords for each answer. Rehearse your answers frequently, and they willcome to you naturally in interviews.

As you will read in the accompanying report, the single most important strategy in interviewing, as in all phases of your job search, is whatwe call: "The Greatest Executive Job Finding Secret." And that is...

Find out what people want, than show them how you can help them get it.

In other words, you must match your abilities, with the needs of the employer. You must sell what the buyer is buying. To do that, before youknow what to emphasize in your answers, you must find out what the buyer is buying... what he is looking for. And the best way to do that is toask a few questions yourself.

You will see how to bring this off skillfully as you read the first two questions of this report. But regardless of how you accomplish it, you must remember this strategy above all: before blurting out yourqualifications, you must get some idea of what the employer wants most.Once you know what he wants, you can then present your qualifications as the perfect key that fits the lock of that position.

Other important interview strategies:

Turn weaknesses into strengths (You'll see how to do this in afew moments.) Think before you answer. A pause to collect your thoughts is a hallmark of a thoughtful person.

As a daily exercise, practice being more optimistic. For example, try putting a positive spin on events and situations you would normally regard as negative. This is not meant to turn you into a Pollyanna, butto sharpen your selling skills. The best salespeople, as well as the best liked interview candidates, come off as being naturally optimistic,"can do" people. You will dramatically raise your level of attractiveness by daily practicing to be more optimistic.

Be honest...never lie.

Keep an interview diary. Right after each interview note what you did right, what could have gone a little better, and what steps you should take next with this contact. Then take those steps. Don't be like the 95% of humanity who say they will follow up on something, but never do.

WHY EMPLOYEES LEAVE ORGANISATIONS? BY AZIM PREMJI

Every company faces the problem of people leaving the company for better pay or profile. Early this year, Abhishek, a senior software designer, got an offer from a prestigious international firm to work in its India operations developing specialized software. He was thrilled by the offer. He had heard a lot about the CEO. The salary was great. The company had all the right systems in place employee-friendly human resources (HR) policies, a spanking new office, and the very best technology, even a canteen that served superb food. Twice Abhishek was sent abroad for training. "My learning curve is the sharpest it's ever been," he said soon after he joined.

Last week, less than eight months after he joined, Abhishek walked out of the job. Why did this talented employee leave? Abhishek quit for the same reason that drives many good people away. The answer lies in one of the largest studies undertaken by the Gallup Organization. The study surveyed over a million employees and 80,000 managers and was published in a book called "First Break All the Rules". It came up with this surprising finding: If you're losing good people, look to their immediate boss. Immediate boss is the reason people stay and thrive in an organization. And he's the reason why people leave. When people leave they take knowledge, experience and contacts with them, straight to the competition. "People leave managers not companies," write the authors Marcus Buckingham and Curt Coffman.

Mostly manager drives people away? HR experts say that of all the abuses, employees find humiliation the most intolerable. The first time, an employee may not leave, but a thought has been planted. The second time, that thought gets strengthened. The third time, he looks for another job. When people cannot retort openly in anger, they do so by passive aggression. By digging their heels in and slowing down. By doing only what they are told to do and no more. By omitting togive the boss crucial information. Dev says: "If you work for a jerk, you basically want to get him into trouble. You don't have your heart and soul in the job." Different managers can stress out employees in different ways - by being too controlling, too suspicious, too pushy, too critical, but they forget that workers are not fixed assets, they are free agents. When this goes on too long, an employee will quit - often over a trivial issue. Talented men leave. Dead wood doesn't.

How to Look for a Job When You Already Have One!

The #1 reason people change jobs is not money. Feeling under-appreciated in a job that lacks any personal satisfaction is what motivates most people to move on. You'll spend about 11,000 days working over your lifetime, and I believe they should be rewarding and happy ones in which you are paid what you are worth. Contrary to public opinion - you cannot compartmentalize your life. Your career, your family, your hobbies, even your socializing, all impact your well-being interconnectively. So if you're unhappy at work those feelings spill over into your home life too.

If I'm describing you, recognize that you are not alone. Many of my career counseling clients are in the same boat. I have seen dozens of clients in the last few months who were employed, but they wanted more - and they got it. Julie had been a program manager for a major software company but had become disillusioned with the job. She put off looking for a new job because she felt overwhelmed with her current position. Her excuse was that she lacked the time to do it, that is until a friend told her about a terrific new position that sounded just perfect. That got her moving.

We began to work together and created her resume, a targeted cover letter, and polished her interviewing skills. From the day she decided to go after the new job, it took her less than three weeks to land it. The job pays over $100K with a lucrative bonus structure, which was a significant raise from the old job. Needless to say, life got immediately better for Julie once she made the decision toact. On top of which, she wrote to tell me that she loves the new job.

If you want to improve your life with a career change here are a few strategies to get you quickly moving in the right direction.

1. You need a great resume NOW.
You simply will avoid applying if you have to "do your resume." Do it right away: set aside the next weekend, sit down and write it. Today's employers want to see the results of your efforts so be specific in outlining accomplishments, noting how you made money for the company, or how much money, time or effort you saved. Note every way in which you have made positive contributions to your recent employers. Your resume is likely to get only a 20-second glance, so be certain it's the best advertisement possibly announcing your skills, and get help if you are struggling to write it on your own.

2. Cherry pick.
When you have a job, you need to be very selective about those for which you now elect to apply. Time management is crucial since you will likely only have about five hours a week to job search. Don't waste your time on any job that is not exciting and a pretty decent fit. A new job may be the one that is also a move up so stretch a bit to go after your dreams, but be realistic too.

3. Write targeted cover letters.
Why? Employers LOVE cover letters, and will take time to read well-written ones, meaning yours will get a longer look and you will have a stronger potential to be called in for the interview. The letter must be tailored to the opportunity and quickly outline the qualifications and past accomplishments that you bring to the job, pointing out why you are a good fit. Be sure your opening paragraph summarizes your top skills.

4. Know what your skills are worth.
Learn whether you are truly being underpaid and what you should realistically expect. Be well-prepared to effectively handle any salary questions or you may leave money on the table, or worse, not get the job since the interviewer downgraded your skills because your current salary was lower than your skills should garner. Keep this mantra in mind: whoever mentions money first loses - don't let it be you.

HR Leaders Must Capitalize On Their First 100 Days On

The following is an excerpt from Mercer's new Point of View paper, "Your first 100 days as chief human resource officer: Make a good first impression for lasting success."

Your first 100 days as the new Chief Human Resource Officer (CHRO) provides a window of opportunity to build a solid foundation for long-term success. It's a time to gain the confidence of the CEO, the executive team and those in the HR function, and to secure an in-depth understanding of your new environment.

This is a unique opportunity. ..one you will never have the chance to do over. How can you make the most of it? We suggest you spend these critical first 100 days at the strategic level, focused on the development of connected strategies for both the organization' s workforce and the HR function itself.

You should strive to:

1. Connect the goals of the HR function to the goals of the business.By starting with the broad business challenges and strategy, you'll convey to senior executives that you understand the need to link workforce investments to business results. It will take some time before you can measure the impact of your HR leadership, but you can set the standard in the first 100 days as you identify new goals and measures for HR.

2. Identify the greatest sources of pain for immediate attention and prioritize longer-term issues.While you won't be able to address all of the organization' s workforce or HR issues in the first 100 days, you can identify the most critical ones, assess the available resources and develop a plan of action. You can also take advantage of smaller issues where quick action will result in immediate benefits.

3. Create a plan that will guide your function and your business partners.After you identify your goals, you can create a vision of success and a road map to get there. Your action plan will clearly articulate the activities, timing and required resources. Your plan should engage stakeholders throughout the organization to ensure a solid connection between business and workforce strategies.

4. Build the case for change within the function and throughout the organization.The scope and magnitude of change will be different in each organization, but there's no question that people will expect action - and business challenges will demand it. Your new role will provide momentum for change, and the CEO's agenda may add additional urgency. Your demonstrated ability to make a persuasive case for change in the first 100 days will highlight your value to the executive team.

5. Create a powerful personal brand as a business leader and change agent.What you do - and what you choose not to do - will communicate the value and character of your personal brand. Partly it's a matter of substance: what you have to say. But it's also a matter of style: how well you say it. While you will undoubtedly be influenced by aspects of your new organization and its culture, it's important to express your personal views on what HR must do - and how it must be done - to help the organization succeed. Expect some healthy debate as you posit views that others in your organization may not immediately agree with - including other business leaders and even your own HR team. This can be very constructive as you discuss the business, its future course and the implications for the workforce and the HR function.

Admittedly, each HR leadership job is different - greatly affected by market conditions, business strategies and the current state of the function. But regardless of the specific job situation, you will need to gather and synthesize facts and opinions about the organization' s unique business and workforce challenges, and then translate this information into a comprehensive set of actions.

The following three-step process can help you make a strong start and exceed the expectations of those around you:

Step 1: Understand the business and workforce issues.Identify the current and changing dynamics of key markets and customers... and their impact on the organization' s business strategy, brand and workforce priorities.

Step 2: Develop workforce and HR function strategies.Identify the important segments and characteristics of the organization' s workforce that will drive strategic competitive advantage. Determine the operational consequences of both the business and workforce requirements on the design of the HR function. Then spend some time developing a concrete plan - including priorities, important decision points and milestones, accountability and critical resources.

Step 3: Promote and lead change.Identify what needs to change, potential barriers and the activities required to support and sustain effective implementation - including productive new workforce behaviors supported by world-class HR.

Should You Use Chronological or Functional Resume?

Should You Use a Chronological or Functional Resume? By Roberta Chinsky Matuson

Too many people make the mistake of thinking that a resume's purpose is to get them a job. Actually, resumes open and close doors. Their main purpose is to make an employer interested enough to invite you in for an interview.

But how do you create that interest when you don't exactly fit the mold? Just as people come in different sizes and shapes, so do resumes.

Chronological Resumes
The chronological resume seems to be the most popular format used. This type of resume usually contains an objective and/or summary statement and a chronological listing (from most recent to past) of all your employers along with related accomplishments. Educational information is included along with certifications and special skills.

This type of resume may be fine for someone who is experienced, but if you are switching careers or are just entering the workforce, this type of resume will most likely help you wind up in the "no" pile. So how do you showcase your talents if you can't lay them out like everyone else?

Functional Resumes
Take the time to develop a strong functional resume. Functional resumes highlight your abilities, such as hiring, managing or coaching, rather than your chronological work history. You'll still need to summarize your work history, but this is usually done at the bottom of your resume. Don't panic. By the time the reader has gotten to that point, he is usually sold on bringing you in for an interview.

Most books on resume writing contain sections on how to write functional or skills-based resumes. Go to your local bookstore or library and thumb through some books. Then make your selection.

One of my favorite books on this topic is an oldie but goodie. It's old enough to be out of print, but you can still find copies online or at libraries. The book is titled Go Hire Yourself an Employer by Richard Irish. It just goes to show that solid advice is just that - solid.

Who Should Use a Functional Resume?

A functional resume is particularly useful for people who:
1. Have gaps in their work history.
2. Are reentering the workforce.
3. Have frequently changed jobs.
4. Are looking to transition into new careers.
5. Don't exactly fit the mold of what recruiters are looking for in the positions they want.

The reason functional resumes work well in these situations is that many of us have acquired skills while working that are very transferable. For example, if you have worked as a retail manager, chances are you were responsible for hiring, training, coaching, evaluating and handling employee relations issues.

If you were to submit this information in a chronological resume, there's a good chance a hiring manager (or computer) might skip right by you, because you did not hold the title of human resources manager, even if 50 percent of your day was spent dealing with HR-related issues.

It all comes down to how you package yourself. You can give employers the same information, only in a new and improved package. This is bound to get you more interviews, which will increase your chances of landing the job you want.

How To Plan Your Career?

Career Planning is a long process, which begins right from the time one starts visiting school. Choosing a job that will suit you best depend on a number of factors, beginning with your interest and what you enjoy most. This is most important since there is no point working if; you do not enjoy the work you are doing. Secondly, it is also important to know what you wish to achieve in future. Setting prior goals is essential as this is what is going to motivate you in attaining results at the earliest.

The initial few years of your career are the most crucial period. It is during this phase that you realize which will be the perfect job for you. Counsellors also suggest that one should keep experimenting with a variety of profiles during this period to see where the interest actually lies. The career planning cycle has been broken into four stages that help in evaluating your position and take you to your desired position. The four stages are as follows:

Where you are? Where can you be? How can you be there? Are you actually getting there?

Let's now study these four stages and see what they actually mean.

The first step in career planning is self-assessment. To find out 'Where you are' placed and why you are in the position. Once you start evaluating your position you will know how focused or lost you are. And accordingly, you will also know how to refocus on your goals and move ahead. Proper and effective evaluation of the reason for your stagnation or your development is also essential. On doing this, you will know if the job you are currently pursuing is actually of interest to you or not.

Your next level should be to set goals, i.e. answering the question, 'Where can you be?' This is a very practical stage of your career planning and no assumptions or superficial beliefs would help you in this situation. Your assessment should be an effective reality check on your growth to find out of the loopholes if it exists anywhere. At this level, you also need to make up your mind clearly as to where you really wish to get, while you are making your career moves.

On answering the above two, you have now successfully reached the third and most dynamic stage of your career planning. Here you need to figure out 'How can you be there?' and prepare your skills and knowledge accordingly. Do a SWOT analysis on your self, i.e. a rigorous check of your Strengths, Weaknesses, Opportunities and Threats. This is the stage of implementing your plans. This is the execution phase.

Next comes a final assessment, to find out whether you are actually getting there. This is a periodical check on your moves. And will guide you to the right path.

The next most important thing in choosing the right career is to evaluate if your values, beliefs and attitude will fit in the job or not. There is no job satisfaction if you are not rightly and adequately paid for the job. And this is one reason for which most people are dissatisfied with their work.

Invest some time out of your schedule to find out the answer to these simple questions and find a career for yourself, which will compliment you and help you to love your workplace.

Top Companies-Survey 2006-IDC DQ

The Top 20-Best Employers in India - 2006

1. Tata Consultancy Services
2. RMSI
3. HCL Infosystems
4. Infosys Technologies
5. Cadence Design Systems
6. Hexaware Technologies
7. Aztecsoft
8. Induslogic
9. Wipro Technologies
10. Accel Frontline

Top List Company to work in the world with highest pay and Good Employee satisfaction:

1. Google
2. Yahoo
3. Sun Microsystems
4. IBM
5. Oracle.
6.AOL.
7.Apple Computers.
8.GE
9.Microsoft
10.Intel.

Top List Company to work in the India with highest pay, Good Employee satisfaction:

1. Google (bang)
2. Yahoo (bang)
3. Sun Microsystems (bang)
4. Trilogy (bang)
5. Oracle (Hyd, Bang)
6. Adobe and RedHat.(Bang).
8. Microsoft (Hyd).
9. Verizon (Chennai).
10.SAP-Labs.(bang).

Best Quality Training Company for Entry level Software Engg in India is Infosys.
Best Outsourcing Company in the world is Accenture.
Highest no of employee: IBM.
Best Mail Server is Yahoo and Gmail.
Highest Hitting Web site is www.google.com
Best Supporting Company is Access-Linux and Sony.
Best Electronic Company Sony.
Best Computer DeskTop provider is Dell.
Best LabTop provider is IBM-Think.
Best MotherBoard provider is AMD.
Best Client for IT is City Bank and Deutsche Bank.

Best Products by the Software Company:
1. Mainframes Server by IBM.
2. Application Server by Oracle
3. Business ware Tool by IBM MQ-series.
4. Application Servers by Sun Microsystems.
5. Application servers by bea-Weblogic.
6. Application servers by IBM-Webshpere.
7. Oracle database by Oracle.
8. MS Office by Microsoft.
9. Lotus Notes Mail server by IBM.
10 . Integration tools by tibco.

Best Commerce Server is Web sphere Commerce Server by IBM.

Top Best Fields to work:
1. Main Frames
2. SAP.
3. EAI-Integration domain in all tech.
4. Java/j2ee
5. Embedded Technology.
6. Dot Net.
7. Oracle
8. ERP
9. Mercury Testing tools.
10. Networking and Routers using C.

Best Position in Software Company after Management team:

1. Business Analyst team.
2. Application Integration team.
3. Application and Product Development team.
4. System Development team.
5. Quality Control Team.
6. DB Team.
7. Networking and System admin team.
8. Application maintenance and Enhancement team.
9. System maintenance team.
10. Testing Team.
11. Marketing Team.
12. Finance Team.
13. Human Resource Team.
14. Resource Management Team.
15. Infrastructure Maintenance and Help Desk team.

Best Operating System:
1. Unix (For security and Capability)
2. Microsoft Windows 2000 (For GUI and Flexibility)
3. Sun Solaris.
4. Red Hat Linux.

Questions for Leaders at the end of each Quarter of A Year

When a quarter ends business leaders at all levels will spend the next few days or weeks collecting financial results and reporting on them.

Will all those reports help you manage your business? Hopefully they will be of some help. They might not be enough, though. Here are some additional questions you might want to ask yourself in order to help you turbo charge the next quarter.

Questions About You

What significant contribution did you make to your organization in the last three months? I suggest writing a PAR (Problem-Actions-Results) statement for each of your significant contributions, and pasting it into your resume for future reference. Do it now before you forget what you accomplished.

What new skills did you learn in the last three months? What did you read?

How many new contacts did you make in the last three months? How have you followed up with them? How have you maintained contact with the rest of your network?

What feedback have you received about your leadership skills?

How many times did you get out at the "coal face" - where your team is actually delivering service to customers or making widgets?

What did you do for your mental and physical health this quarter?

What did you do to improve your on-line brand over the last three months? When you google yourself, what do you find?

What does all of that imply for your second quarter self-development plan?

Questions About Your Team

How many times did you give feedback to each of your employees?

How would you rate the results of each of your employees so far this year? Have you shared those ratings with them (you should)?

What progress has each employee made on her development plan this year?

Which employees are over-delivering and may need additional challenges?

Which employees are having trouble and need help (or to be re-assigned)?

What does all of that imply for your second quarter team development plan?

Questions About Your Customers

How many customers did you visit with in the past three months?

What are your customers saying about your product/service and what are you doing about it?

Where are you gaining market share and price?

Where are you losing market share, or sacrificing price?

What does all of that imply for your second quarter market plan?

Questions About Your Business (Or Your Part Of The Business)

What are the trends for gross margin, operating margin, days sales in inventory, days sales outstanding and days payable outstanding?

What is the trend in waste?

What changes are you facing? Are they major or minor? Are they short term or long term? If long term and major, how have you revised your plans to cope with the changes?

What went well in the last three months, and what did you learn from the success?

What went poorly in the last three months, and what did you learn from the failure?

What are the key opportunities and problems you must fix in the coming three months?

What are the key questions you need to answer in the next three months?

What does all of that imply for your second quarter business plan.

Some Killer Questions To Ask In Your Next Job Interview

Imagine you’re in a job interview and everything is looking great - the job looks interesting, the salary and perks are about right, people seem nice.

What you really need to know now is, “Is this a nice place to work?” Are people happy at work here? Are the managers good? Are the co-workers nice? Or is this company a branch office of one of the nastier levels of hell?

You could always ask them straight out at the interview. “Say… I was wondering… Is this a good place to work?”

But you pretty much know what they’ll say, don’t you? “Why certainly, dear applicant, this company is fully committed to the well-being of its employees. We strive to maintain a high level of employee satisfaction and employees are our number one asset.”

Riiiight!

So what questions can you ask to cut through the corporate b.s. and learn whether this is an actual, honest-to-god, nice workplace?

Here’s what you can do: Ask the people interviewing you about their best experiences working for the company. Questions like:

· What’s been your best experience working at this company?

· When do you have the most fun at work?

· Who do you enjoy working with the most here? What do you like about them?

· Which manager do you admire the most in this company? What do you admire about that person?

· What’s the greatest thing your manager has done for his/her people?

You can ask the person interviewing you. If your future boss is at the interview, ask her. An even better option, if at all possible, is to get a chance to ask some of your potential co-workers. Some companies make this possible, and that’s the best way to learn more about the company.

What’s so great about those questions?

1. Because you’re asking about people’s own experiences, these questions are hard to dodge or to answer with platitudes and corporate flim-flam.

2. These are all positive questions. Even if the person interviewing you is a serial complainer, you will get some information on what’s great about this company.

3. If they think these questions are just waaaay off base and inappropriate, that’s probably a good sign that they’re not into the whole “happy at work” thing :o)

4. Answering positive questions like these puts people in a good mood, which means they’re more likely to like you and consequently more likely to hire you.

Care to try it?

Let me come clean here: I’ve only been to two job interviews in my life - both at the very beginning of my career! I’ve been an entrepreneur for almost 15 years, so I have never tried to use them in this way myself.

However, I have used the same type of questions in sales meetings (which are not too different from job interviews when you think about it), where they work very well.

These questions will give you a much better idea of what a company and its people are really like. If good stories and great experiences start flowing and the word “fun” comes up a lot, that’s an indication of a great workplace.

If they look at you like “That’s the weirdest question I’ve ever heard” it may not be.

How Do We Curb Toxic Employee Behaviors?

Q: I am HR manager at a nonprofit mental health organization. Many managers are complaining about poor workplace behaviors of employees. Although not illegal, these behaviors are unhealthy and unproductive. Employees do not seem capable of getting along with each other, and it's harming our ability to work efficiently. What can I do to address these behaviors and improve this toxic work environment?

A: The first step is to create a clear list of the exact behaviors you have in mind. Until people know what is and what isn't OK at work, you will continue to deal with employees' differing standards. For some, asking for a date is cute and flirtatious. For others, it's awkward and insulting. For some, terms like "stupid" are playful, while others find it demeaning and unprofessional.

I once worked in a large health care system that asked several respected physicians and administrators to create a code of conduct. The team met with people who had complained of a toxic work environment and asked them to share the details of what employees were saying and doing. From these interviews they then developed a detailed list of inappropriate behaviors.

What may seem menial and rather obvious produced spectacular results. After turning the list into a formal code of conduct, they then asked each health care professional to agree to the code and then started holding people accountable to the new standard. So, start by clarifying the new rules.

At the personal level, deal with each abusive interaction as it happens. Hold what we have come to call a "crucial conversation." Start by assuming the other person isn't fully aware of the impact of their actions. Instead of becoming upset, ask yourself: Why would a reasonable, rational and decent person do what they just did? Now you won't be angry and won't start the discussion on the wrong foot.

Next, describe the problem, starting with the facts: "Here's what just happened" as opposed to what you want to see happen. For example: "You raised your voice and called me incompetent. I was hoping we could keep our conversations free from labels or a harsh tone." Then stop and check for the other person's point of view. "Is that what just happened, or did I miss something?"

If the person agrees but seems unaffected, explain the consequences of their actions - how it made you feel and the effects on your relationship. If they still remain unaffected, explain that you'll have to call in an authority figure. Of course this won't be necessary as long as you start the discussion with a clear and unemotional description of the problem. When you keep a professional tone, the other person is likely to respond in kind and you'll engage in a healthy discussion of the problem.

You are right to be concerned about a toxic work environment. Everybody deserves a workplace filled with civility and respect.

5 Factors That Affect Your Employee's Productivity

1. Attitude Is Everything
Happy employees are productive employees. And it doesn’t take a rocket scientist or a consulting firm to figure that one out. Negative attitudes can torpedo employee productivity much faster than nonstop basketball being streamed over the Web.

“An employee with a positive attitude usually enjoys the work that they do and feels empowered and recognized for their contributions,” said Henning. “An employee that is complacent and does not really enjoy their work, but is simply there for a paycheck usually does not produce at a high level, develops a bad attitude and generally drags a team down.”

2. Boss Is the Barrier
How can you improve employee productivity when the boss stinks? A recent poll found that, among other things, an employee’s productivity is determined by their relationship with their immediate supervisor. When the bad boss fails to keep promises, never gives credit when due, makes negative comments, or blames others for their mistakes, the productivity level of their employees is significantly impacted.

“A poor supervisor is definitely the No. 1 factor that causes low productivity,” said Barry L. Brown, President of a Florida-based consulting group. “It’s been my experience that a good supervisor will motivate, inspire, encourage and reward good performance. A poor supervisor, of course, is just the opposite, only in multiples. Employees who do not have a direct connection with the company begin to lose all the reasons for wanting to do that little bit extra and take the additional time to make something right.”

3. Productivity: In Sickness and in Health
Health concerns, naturally, are a big drain on an employee’s ability to be productive, and companies know it. At the SHRM Conference and Exposition last June in Washington, D.C., a survey showed that 85 percent of U.S. employers said they were interested in services to increase employee productivity, minimize absences and enhance the health of their employees.

Estimates show that 18 to 20 million American adults age 19 to 64 are not working due to a disability or chronic disease, or are not working because of health reasons. Roughly 69 million workers reported missing days due to illness last year, for a total of 407 million days of lost time at work.

Along these same lines, nearly 40 percent of U.S. workers experience fatigue, according to a study in the January “Journal of Occupational and Environmental Medicine.” Researchers noted that the effects of fatigue, most related to a wide range of physical and mental health problems, on health-related lost productive time is not just absenteeism but also days the employee is at work and is performing at less than full capacity because of health reasons. For U.S. employers, fatigue carries overall estimated costs of more than $136 billion per year in health-related lost productivity, $101 billion more than for workers without fatigue. Eighty-four percent of the costs were related to reduced performance while at work, rather than absences.

4. It’s the Tech Tools, Stupid
All the feel-good, psychological methods of improving employee productivity are great, but they’re useless without the right tools. And the right tools mean the right technology. For an employee to be efficient and productive in today’s job environment means equipping employees with the right gear. Companies that don’t upgrade or ignore the necessity for tech tools like PCs, Blackberries, cell phones and other 21st century tools, run the risk of diminished employee productivity.

Intel, the world’s largest semi-conductor maker, found that wireless notebook PC users increased their productivity by 100 hours per year. They studied the work habits and productivity of more than 100 Intel employees who were upgraded to wireless notebooks and found a gain of more than two hours per week, more than paying for the cost of the upgrades in the first year. They also found that when workers were able to control more of their time, that productivity increased as well.

5. Downsizing and Outsourcing Morale
Ever vigilant of saving a buck and satisfying Wall Street, corporate America has turned to cutting corners by downsizing and outsourcing. Simply put, downsizing expensive labor while outsourcing a cheaper version. For employees remaining in those offices and factories, their morale and motivation can take a big hit. Translation: Will the moves to save money be contradicted by a loss in productivity from disgruntled employees? In most cases, employers fail to recognize that if they downsize or outsource, they need to provide support to the employees that remain. The psychological impact on employees can directly impact productivity, forcing many to focus on their second careers instead of the job at hand.