Why Management capability is required?

By Edie Goldberg

In the past, organizations have clung to the belief that as long as they had competitive products and services, they could enhance their performance by hiring strong leadership and top talent. While this focus has worked in some cases, in today's highly competitive labor market - and yes, it is going to get much worse - organizations competing for top talent may be missing the essential managerial skills and processes needed to succeed over the long term.

Today's Generation X employees have much higher expectations of what managers should do to support them compared with the prior generation. Furthermore, the new entrants into the workforce, known variously as Generation Y, Millennials or Generation Next, have still greater needs for immediate feedback and development. These young workers are accustomed to praise, reinforcement and time to develop their interests and skills. How can organizations capture and retain this new talent, as well as slightly older up-and-coming leaders?

Research suggests that most organizations neglect the role of managers, undervalue it and therefore suffer from a lack of strong management capability. A 2006 survey from BlessingWhite indicates that employees who plan to stay with their current companies are twice as likely as employees who say they might or might not stay to report that their managers recognize their talents and encourage them to use those talents to the fullest extent.

I would say that the trend that is emerging is not pretty. Today's managers are also individual contributors and they spend more of their time doing their "real" jobs - technical aspects of their positions - than they actually spend managing their employees. This behavior poses a problem because today's employees want more from their managers and workplaces, not less. And they are willing to walk out of your workplace if they don't get it. While employees are hungry for praise and eager to get help expanding their capabilities, there is, unfortunately, a corresponding capability gap among managers to give them what they need. This deficit exists for many reasons, including:

Years of downsizing means companies expect more from fewer employees. There simply is not enough time for managers to devote to mentorship and employee development.

a) Insufficient skills. Managers don't know how to provide feedback and develop people.
b) A dearth of rewards. Managers are rewarded based upon individual contributions and achievements, not their management skills.
c) The mistaken belief that "one size fits all." The same rewards approach won't motivate everyone.
d) Organizations do not place a high enough value on the role of the manager.

Employees don't leave companies; they leave their managers
Employees want managers who will provide goals and direction, feedback and coaching - and who recognize and reward them for good performance. Yet research indicates that managers are not delivering on these expectations. One possible reason is that managers' roles are not designed to focus on managing people. Most managers spend 90 percent of their time on technical and administrative tasks and only 10 percent of their time on activities related to managing and developing the people who report to them.

There is a wealth of research indicating that management behavior is a key factor in retention. This is nothing new. In 1968, Frederick Hertzberg published his seminal work on what motivates employees. This research showed that satisfaction with one's direct manager is not a satisfier, but it can be a major source of dissatisfaction - and thus, turnover. Recent research has consistently shown that dissatisfaction with one's manager is a top reason for leaving the organization.

More recently, three different research studies - from the Hay Group in 1999, McKinsey & Co. in 2000 and Towers Perrin in 2003 - examined the factors that predicted whether employees would stay with or leave their current organizations. Some of the most commonly found items predicting intention to leave were:

a) Insufficient feedback and coaching.
b) Insufficient learning and development opportunities.
c) Insufficient reward and recognition for their work.
d) Insufficient sense that their organization values them.

Management is responsible for delivering on each of these job factors. No one else can affect how an employee feels as dramatically and tangibly as an employee's immediate manager. The most effective managers are those who know their employees' strengths and development needs so well that they know which assignments to give based on balancing both organizational needs and those of the employees.

Coaching and feedback make up one area that is receiving the most attention in organizations today. Employee survey results in company after company are showing that employees want and expect feedback. Research conducted with Gen Xers tells us that this age group not only expects feedback from their managers, but demands it. The Millennial Generation is even more voracious in its need for coaching and input.

Finally, people want to know that they are appreciated when they do a good job or put in extra effort. Good managers praise employees in ways that raise self-esteem and commitment to the organization. Poor managers just expect it all, and, as a consequence, praise nothing. What they really get is turnover, and lots of it. And then they get less productivity out of the people who do stay.

Actions to take
Doing the bare minimum of training and development - just enough to keep your organization within the law, and to keep from being sued - can easily lead to behaviors that damage companies' reputations. Once damaged, a reputation takes significant time and money to restore. Some companies never really recover. Before find yourself in a position of losing top talent or dealing with a weakened organizational reputation, you can invest in processes to improve the management capability in your organization.

Human resource leaders are in an ideal position to influence all the elements needed to change the role of managers and to help their organizations build management capability. Many elements are needed, of course, but the first is the sponsorship of the most senior leaders to ensure buy-in and demonstrable support for the process. The rest of the elements involve your organization's beliefs, values and culture. All of these are levers for change and are necessary to reinforce norms and expectations.

Building management capability goes beyond training. It includes transforming the organization's culture so that it values the role that management plays in attracting and retaining top talent and setting forth clear expectations for the manager's role. As this model indicates, all organizations have an underlying set of beliefs about the importance of the manager. Organizations that have strong management capabilities believe that managers are critical for their ability to attract, retain and motivate employees. Strong beliefs influence the values of an organization, and consequently, culture.

Each of the levers of change in the model represents an area that organizations must consider if they want to build strong management capability. Just focusing on one lever of change will not bring about lasting change in management capability; the current culture will overwhelm small changes. By focusing on numerous change levers, organizations can modify the culture and create long-term change. Briefly, the levers represent the following considerations:

a) Leadership: An organization's leadership must both believe in the value of the role that managers play and must lead by example.
b) Communication: The leadership team must consistently communicate the importance of the role of the manager to the organization and its ability to achieve high performance, attract talent and retain it.
c) Competencies: Management competencies must be assessed and developed. Entry into a management role must be predicted on an appropriate, although not necessarily perfect, set of skills.
d) Measurement and rewards: Any effective strategy must be integrated into the scorecard. It must be measured and rewarded.
e) Structure and symbols: The role of a manager must be structured so that the manager can spend sufficient time with direct reports. The term "manager" must mean something in terms of role expectations.

By focusing on these levers of change, the organization will develop new norms and expectations for behavior. The organizational beliefs regarding the management role will actually conform to what the levers of change are encouraging: a belief that managers' roles do make a difference.

Leadership first: showing the way
Levers for change begin with leadership. Leadership sets the tone and shows the way. How your leaders think will cast the mold for the rest of the organization.

It must be clear to others that your organization's leaders believe that management capability is an asset worth time and resources. Where leaders demonstrate this through their own behaviors, the organizations will have corresponding success. Having leaders publicly recognize individuals for outstanding team management (as opposed to personally exceeding business goals) will set the tone for the importance the organization places on the role of the manager in delivering results.

When leaders spend time with their direct reports, setting clear goals and expectations, providing feedback and actively working to build bench strength in the organization, they are setting expectations for how others will act. Take Jack Welch during his GE days. He spent a great deal of his personal time both developing his own successor and developing leadership capability throughout the organization by participating the GE's management development programs. As a consequence, GE is constantly cited as having one of the best leadership development programs in the world. This happened because the senior leadership believed in the value of its leaders and made investments to insure they could deliver their maximum capability.

Also, leaders are the ones who primarily create an organization's fundamental beliefs, values and culture. Where leaders go astray, organizations often follow. Creating a powerful culture takes time. But leaders can play a powerful role in establishing the outward signs of culture and behaviors that they both embody and endorse.

Communication: keeping everyone on the same page
Organizations tend to undervalue communication. But communication plays a powerful role as the vehicle through which leaders demonstrate and publicly recognize the desired behaviors in the organization. How leaders talk about managers sets a clear message for what is expected in the organization. Strong communication systems can help organizations build strong cultures and enhance performance.

Competencies: The essential building blocks
Identifying the critical competencies that make managers successful in your organization is the first step in creating the new manager role. New managers who are hired and current employees who are promoted into management roles must be selected because they have the capability to deliver on key functions of this role. These competencies include such skills as setting goals that fit the business strategy, providing coaching and feedback to others and helping employees understand how they fit into the big picture.

Often promotions are given because someone is a good individual contributor. Good technical skills are a far cry from good management skills. We need alternative career structures if the only way to move up in the organization is to become a manager. Not all great individual contributors make great managers. By having management competencies defined within an organization we can also coach and develop individuals on how to improve in these specific areas.

Measuring, rewarding and reinforcing
It's a cliche, but it's true: That which gets measured and rewarded gets done. If you don't include management competencies and results for such areas as reduction in turnover or developing staff to improve organizational bench strength in performance appraisal systems, managers will not focus on these issues. Organizations that reward their managers for being good managers will stand the greatest chance of building strong management capability over time. Rewards do not need to take the form of money. In fact, simple public recognition of strong management skills sends a message to the rest of the organization: Managers are important to us.

Organization structure: the key symbol
When organizations design jobs so that managers must spend 90 percent of their time doing non-management work, we send a very clear message about how we view the management aspects of a manager's role: They are not important. We need to redesign organizational structures to support managers so they can truly manage the talent within the organization.

By involving your leaders, crafting key messages, developing managers and examining the current messages managers receive about their role in managing others, HR leaders can change how managers are viewed, and how they view themselves.

The process of building better managers is not fast or cheap. But the rewards can be substantial and well worth the effort.

[About the Author: Edie Goldberg is the principal of E.L. Goldberg & Associates in Menlo Park, California. She focuses her practice on designing HR processes and programs to attract, engage, develop and retain employees. Before starting her own company, Goldberg worked for Towers Perrin as the global leader in career management, succession planning, and learning and development. She earned her Ph.D. in industrial and organizational psychology from the University of Albany, State University of New York.]

Types of Interview!!

Situational Interview - A situational interview is a style wherein theoretical or hypothetical situations are given by the interviewer to assess the applicant's behavior in such a situation.

Screening Interview – A Screening Interview is screening the resume no matter how strong in communication or how good in profile, look whether you match for the requirement.

· Highlight your accomplishments and qualifications.
· Get into the straightforward groove. Personality is not as important to the screener as verifying your qualifications. Answer questions directly and succinctly. Save your winning personality for the person making hiring decisions!
· Be tactful about addressing income requirements. Give a range, and try to avoid giving specifics by replying, "I would be willing to consider your best offer."
· If the interview is conducted by phone, it is helpful to have note cards with your vital information sitting next to the phone. That way, whether the interviewer catches you sleeping or vacuuming the floor, you will be able to switch gears quickly.

Informational Interview - An Informational Interview is a mutual exchange of information. Employers that like to stay apprised of available talent even when they do not have current job openings, are often open to informational interviews, especially if they like to share their knowledge, feel flattered by your interest, or esteem the mutual friend that connected you to them. During an informational interview, the jobseeker and employer exchange information and get to know one another better without reference to a specific job opening.

This takes off some of the performance pressure, but be intentional nonetheless:
· Come prepared with thoughtful questions about the field and the company.
· Gain references to other people and make sure that the interviewer would be comfortable if you contact other people and use his or her name.
· Give the interviewer your card, contact information and resume.
· Write a thank you note to the interviewer.

Directive Interview - In this style of interview, the interviewer has a clear agenda that he or she follows unflinchingly. Sometimes companies use this rigid format to ensure parity between interviews; when interviewers ask each candidate the same series of questions, they can more readily compare the results. Directive interviewers rely upon their own questions and methods to tease from you what they wish to know. You might feel like you are being steam-rolled, or you might find the conversation develops naturally. Their style does not necessarily mean that they have dominance issues, although you should keep an eye open for these if the interviewer would be your supervisor.

Either way, remember:
· Flex with the interviewer, following his or her lead.
· Do not relinquish complete control of the interview. If the interviewer does not ask you for information that you think is important to proving your superiority as a candidate, politely interject it.

The Meandering Style - This interview type, usually used by inexperienced interviewers, relies on you to lead the discussion. It might begin with a statement like "tell me about yourself," which you can use to your advantage. The interviewer might ask you another broad, open-ended question before falling into silence. This interview style allows you tactfully to guide the discussion in a way that best serves you.

The Stress Interview - Either employers view the stress interview as a legitimate way of determining candidates' aptness for a position or someone has latent maniacal tendencies. You might be held in the waiting room for an hour before the interviewer greets you. You might face long silences or cold stares. The interviewer might openly challenge your believes or judgment. You might be called upon to perform an impossible task on the fly-like convincing the interviewer to exchange shoes with you. Insults and miscommunications are common. All this is designed to see whether you have the mettle to withstand the company culture, the clients or other potential stress.

Besides wearing a strong anti-perspirant, you will do well to:
· Remember that this is a game. It is not personal. View it as the surreal interaction that it is.
· Prepare and memorize your main message before walking through the door. If you are flustered, you will better maintain clarity of mind if you do not have to wing your responses.
· Even if the interviewer is rude, remain calm and tactful.
· Go into the interview relaxed and rested. If you go into it feeling stressed, you will have a more difficult time keeping a cool perspective.

Behavioral Interview: A behavioral interview is a style of interviewing wherein the job applicant is asked to give examples of situations he has personally been involved in where he demonstrated a particular trait or skill that the interviewer is interested in.

Many companies increasingly rely on behavior interviews since they use your previous behavior to indicate your future performance. In these interviews, employers use standardized methods to mine information relevant to your competency in a particular area or position. Depending upon the responsibilities of the job and the working environment, you might be asked to describe a time that required problem-solving skills, adaptability, leadership, conflict resolution, multi-tasking, initiative or stress management. You will be asked how you dealt with the situations.

Your responses require not only reflection, but also organization. To maximize your responses in the behavioral format:
· Anticipate the transferable skills and personal qualities that are required for the job.
· Review your resume. Any of the qualities and skills you have included in your resume are fair game for an interviewer to press.
· Reflect on your own professional, volunteer, educational and personal experience to develop brief stories that highlight these skills and qualities in you. You should have a story for each of the competencies on your resume as well as those you anticipate the job requires.
· Prepare stories by identifying the context, logically highlighting your actions in the situation, and identifying the results of your actions. Keep your responses concise and present them in less than two minutes.

The Audition - For some positions, such as computer programmers or trainers, companies want to see you in action before they make their decision. For this reason, they might take you through a simulation or brief exercise in order to evaluate your skills. An audition can be enormously useful to you as well, since it allows you to demonstrate your abilities in interactive ways that are likely familiar to you. The simulations and exercises should also give you a simplified sense of what the job would be like. If you sense that other candidates have an edge on you in terms of experience or other qualifications, requesting an audition can help level the playing field.

To maximize on auditions, remember to:
· Clearly understand the instructions and expectations for the exercise. Communication is half the battle in real life, and you should demonstrate to the prospective employer that you make the effort to do things right the first time by minimizing confusion.
· Treat the situation as if you are a professional with responsibility for the task laid before you. Take ownership of your work.
· Brush up on your skills before an interview if you think they might be tested.

The Group Interview - Interviewing simultaneously with other candidates can be disconcerting, but it provides the company with a sense of your leadership potential and style. The group interview helps the company get a glimpse of how you interact with peers-are you timid or bossy, are you attentive or do you seek attention, do others turn to you instinctively, or do you compete for authority? The interviewer also wants to view what your tools of persuasion are: do you use argumentation and careful reasoning to gain support or do you divide and conquer? The interviewer might call on you to discuss an issue with the other candidates, solve a problem collectively, or discuss your peculiar qualifications in front of the other candidates.

This environment might seem overwhelming or hard to control, but there are a few tips that will help you navigate the group interview successfully:
· Observe to determine the dynamics the interviewer establishes and try to discern the rules of the game. If you are unsure of what is expected from you, ask for clarification from the interviewer.
· Treat others with respect while exerting influence over others.
· Avoid overt power conflicts, which will make you look uncooperative and immature.
· Keep an eye on the interviewer throughout the process so that you do not miss important cues.

The Tag-Team Interview - Expecting to meet with Mr. XYZ, you might find yourself in a room with four other people: Mr. XYZ, two of his staff, and the Sales Director. Companies often want to gain the insights of various people when interviewing candidates. This method of interviewing is often attractive for companies that rely heavily on team cooperation. Not only does the company want to know whether your skills balance that of the company, but also whether you can get along with the other workers. In some companies, multiple people will interview you simultaneously. In other companies, you will proceed through a series of one-on-one interviews.

Some helpful tips for maximizing on this interview format:
· Treat each person as an important individual. Gain each person's business card at the beginning of the meeting, if possible, and refer to each person by name. If there are several people in the room at once, you might wish to scribble down their names on a sheet of paper according to where each is sitting. Make eye contact with each person and speak directly to the person asking each question.
· Use the opportunity to gain as much information about the company as you can. Just as each interviewer has a different function in the company, they each have a unique perspective. When asking questions, be sensitive not to place anyone in a position that invites him to compromise confidentiality or loyalty.
· Bring at least double the anecdotes and sound-bites to the interview as you would for a traditional one-on-one interview. Be ready to illustrate your main message in a variety of ways to a variety of people.
· Prepare psychologically to expend more energy and be more alert than you would in a one-on-one interview. Stay focused and adjustable.

The Mealtime Interview - For many, interviewing over a meal sounds like a professional and digestive catastrophe in the making. If you have difficulty chewing gum while walking, this could be a challenge. With some preparation and psychological readjustment, you can enjoy the process. Meals often have a cementing social effect-breaking bread together tends to facilitate deals, marriages, friendships, and religious communion. Mealtime interviews rely on this logic, and expand it.

Particularly when your job requires interpersonal acuity, companies want to know what you are like in a social setting. Are you relaxed and charming or awkward and evasive? Companies want to observe not only how you handle a fork, but also how you treat your host, any other guests, and the serving staff.

Some basic social tips help ease the complexity of mixing food with business:

· Take cues from your interviewer, remembering that you are the guest. Do not sit down until your host does. Order something slightly less extravagant than your interviewer. If he badly wants you to try a particular dish, oblige him. If he recommends an appetizer to you, he likely intends to order one himself. Do not begin eating until he does. If he orders coffee and dessert, do not leave him eating alone.
· If your interviewer wants to talk business, do so. If she and the other guests discuss their upcoming travel plans or their families, do not launch into business.
· Try to set aside dietary restrictions and preferences. Remember, the interviewer is your host. It is rude to be finicky unless you absolutely must. If you must, be as tactful as you can. Avoid phrases like: "I do not eat mammals," or "Shrimp makes my eyes swell and water."
· Choose manageable food items, if possible. Avoid barbeque ribs and spaghetti.
· Find a discrete way to check your teeth after eating. Excuse yourself from the table for a moment.
· Practice eating and discussing something important simultaneously.
· Thank your interviewer for the meal.

The Follow-up Interview - Companies bring candidates back for second and sometimes third or fourth interviews for a number of reasons. Sometimes they just want to confirm that you are the amazing worker they first thought you to be. Sometimes they are having difficulty deciding between a short-list of candidates. Other times, the interviewer' s supervisor or other decision makers in the company want to gain a sense of you before signing a hiring decision.

The second interview could go in a variety of directions, and you must prepare for each of them. When meeting with the same person again, you do not need to be as assertive in your communication of your skills. You can focus on cementing rapport, understanding where the company is going and how your skills mesh with the company vision and culture. Still, the interviewer should view you as the answer to their needs. You might find yourself negotiating a compensation package. Alternatively, you might find that you are starting from the beginning with a new person.

The following strategies, which are helpful for any interview, are particularly important when interviewers use a non-directive approach:
· Come to the interview prepared with highlights and anecdotes of your skills, qualities and experiences. Do not rely on the interviewer to spark your memory-jot down some notes that you can reference throughout the interview.
· Remain alert to the interviewer. Even if you feel like you can take the driver's seat and go in any direction you wish, remain respectful of the interviewer' s role. If he or she becomes more directive during the interview, adjust.
· Ask well-placed questions. Although the open format allows you significantly to shape the interview, running with your own agenda and dominating the conversation means that you run the risk of missing important information about the company and its needs.

Let me know any clarification required!

How to make oneself happy at work?

Two weeks ago I had a day that I was NOT looking forward to. I had two speaking gigs on a Saturday (which is great!) but they were in opposite ends of Denmark. I had to get up disgustingly early to make the drive to the first one and then there was barely enough time to finish that and drive 350 km to the next one. After that, it was another 300 km drive home.

It is starting to get cold here, so there was no way I could ride my motorcycle that day. That meant renting a car, and I was not looking forward to driving that far in some anonymous Ford or Toyota.

Which made me think of a question I often get: “So Alex - you make other people happy at work. What do you do if you have a bad day?”

And of course I have bad days too - everyone does. Happiness at work does not mean being utterly ecstatic every moment of every day. As Emma Thompson says in my favorite movie: “There was always going to be a totally shit moment.”

But in this particular case, I found the perfect solution. One that transformed the long drive from a chore to a pleasure. To something I almost couldn’t wait to do.

Here’s my trick:

Yes - I went and rented myself a Mini Cooper. There is a rental car company in Copenhagen called Rent A Mini where you can rent only two different kinds of car: Minis and Mini convertibles.

And let me tell you, those things are a blast to drive. I do not own a car, and I do not want to own one, but if I did, I would get myself one of these. It feels fairly comfortable, but it drives more like a go-cart! Plus it looks really spiffy :o)

Renting one of these is no more expensive than renting any run-of-the-mill anonymobile, but it made my Saturday a lot of fun. Oh, and I had two great gigs too :o)

Courtsey:Alexander Kjerulf

10 signs that make you unhappy at work!!

How do you know that you are unhappy at work? That something is not right and that it’s time to either make some changes at work or move on to a new job?

In my work, I talk to a lot of people who are not happy with their jobs. Here are the top ten symptoms of unhappiness at work that I have observed. How many apply to you?

1: You procrastinate
You really, honestly try to get some work done. But somehow you never really get around to it. Or you only do it at the last possible moment and then only do a half-baked effort.

Many people view procrastination as a personal weakness. To me, it is one of the strongest warning signs of unhappiness at work.

2: You spend Sunday night worrying about Monday morning
“I never sleep on Sunday night very well because I’m worried about going to work on Monday morning. My job is very stressful and you kind of have to gear up for Monday and getting back into that.” (source)

One of the worst things about being unhappy at work is that the unhappiness bleeds over into your free time. If you have had a lousy day at work, it is difficult to go home and have a great evening. If your week sucked, it is hard to have a fun, relaxed, carefree weekend.

3: You’re really competitive about salary and titles
You don’t like the job itself, so you focus much more on salary and perks. Knowing that someone in a similar position is paid more than you, or is promoted when you’re not, really eats at you.

When we are unhappy at work we get a lot more competitive, for one simple reason: When work doesn’t give us happiness and enjoyment we want to get something else out of it. And what else is there but compensation and promotions.

4: You don’t feel like helping co-workers
Your colleagues may be struggling. But you don’t really feel like lending a hand. Why should you?

One very interesting psychological study started by putting subjects in either a good mood or a bad mood. They were then asked to go down the hall to another room where the experiment would continue. In the hallway the real experiment took place - the subjects passed a man holding a big box struggling to open a door. Would the subject help that person? The experiment showed, that when we are in a bad mood, we are much less likely to help others.

5: Work days feel looooong
The first thing you do in the morning, is calculate the number of hours until you can go home.

Ironically, this makes the work day feel even longer.

6: You have no friends at work
Friends at work? They are mostly all jerks anyway.

Gallup have found in their studies of workplace engagement, that one of the strongest factors that predict happiness at work is having at least one close friend at work.

7: You don’t care. About anything.
Things can go well or they can go badly for your workplace. Either way, you do not really give a damn.

When you are unhappy, you care mostly about yourself and not so much about the workplace.

8: Small things bug you
Small annoyances bug you out of all proportion. Like someone taking up too much space in the parking lot, someone taking the last coffee without brewing a new pot or someone talking too loudly in the next cubicle.

When you are unhappy you have much thinner skin and a shorter fuse. It takes a lot less to annoy you.

9: You’re suspicious of other people’s motives
No matter what people do, your fist thought is “what are they up to?” Good or bad, big or small, all decisions and actions made by your co-workers and managers are seen in this light.

Studies show that we are also more suspicious of others when we are unhappy.

10: Physical symptoms
You suffer from insomnia, headaches, low energy, muscle tension and/or other physical symptoms.

Studies show that when you are unhappy at work you are more prone to experience these physical stress symptoms.

The high-paying jobs are no longer advertised

An Article By Dan Magallanes
DO you know that the most important and highest-paying jobs with multinational companies in the Philippines are already farmed out to headhunters?

I am sure your understanding is multinational companies have their own human resource departments who hire their executives and employees. The truth is, yes, multinational companies have their own human resource department. But decision-makers of companies have realized that "recruitment, selection and hiring" is not among their core competencies.

It is the specialization of a headhunter. Why bother performing a function that could lead to a wrong selection of candidates and at the same time risk one's position as a human resource manager.

In the Philippines, headhunting was born only in the '70s. Executive search began after World War II when some firms sought executives and professionals to fill jobs.

Headhunters are different from employment agencies, which are basically clearing houses. Employment agencies screen job applicants who fill out applications and refer the applicants to employers who have listed jobs with the agency. In most cases, the employment agency charges the employee a fee.

Executive search recruiters or headhunters never charge the employee. They are paid by companies to go out and find the qualified candidates. This distinction between a search firm and an employment agency is still not clear to many people today. In fact when I started my headhunting business 18 years ago, executives and professionals thought I was selling guns or was a member of some primitive group when I introduced myself as a headhunter. Their next question is "How much will I take out from their salaries."

The mission of the executive search professional is reflected in the term "recruiter." The searcher not only locates the candidate but also helps to source/recruit that candidate. In the early days, this function was loudly denounced as "pirating." The word "headhunter" was associated with a person who ruthlessly stole employees from their employers. Today "headhunter" is a generic term for executive recruiter.

Some people have a hard time getting a job. Others are offered well-paying jobs without even looking. Some get more than three job offers a year. Not many of you can confidently say that your job is secure these days. Some executives are sure that in the event that they lose their jobs they will still be in demand.

These are the executives/professionals who stand out in their fields. They are the ones headhunters target. They won't remain without any offer because of their experience, talents and attitude. But there are those who are just as experienced and capable who are overlooked. The difference between the two is their visibility in the market. In these uncertain times, it pays to get noticed.

To get noticed, you have to make yourself visible. You have to participate actively in interest groups, industry associations and professional organizations.

As you become better known in the industry, chances are your name will be mentioned when a candidate is being sought.

Accept speaking engagements in the area of your expertise. Network at dinner or cocktail parties. Try to know the headhunters who specialize in your field in informal settings. Personal contact is always better than a phone call. And if a headhunter calls you up and you are not ready to move, be polite. Get his number. You may not need him today but you may need him tomorrow. Search firms do not advertise. As a headhunter, we target executives who are not looking for jobs.

(The author is CEO of Headhunter Manila, an executive search firm. He consults for blue-chip companies and lectures on moving your career up. He also coaches executives and professionals.)

How to cope with Interviews?

After coming through all the hurdles of the selection process, you will eventually arrive at an interview. This is of course, a major obstacle for many job applicants. Although they may have the qualifications, experience and a proven track record, they may lose out to a candidate who 'interviews better.'

So what does 'interviewing better' actually mean? It comes down to the candidate being well prepared and confident. A candidate who can answer questions in a way which is acceptable (but not necessarily right) to the interviewer, someone who knows something about their potential employers business and the post they hope to fill. These are really the basic components of any candidate who 'interviews well'. There are undoubtedly other aspects employers may look for in relation to specific posts - having their own ideas, articulate, thinking on their feet, aspects which will be related to the job and to the company's preference in employees.

The employer will also be looking to fill a post, which has a particular job specification - in other words personal aspects besides the experience, and qualifications that can be put down on paper. The interviewer will set out to ascertain that the candidate has these personal qualities, skills and abilities the company requires.

These two essential ingredients are interlinked. Good preparation instils confidence.

So the basic approach to an interview is to be well prepared. This means two things - preparing yourself practically for the interview, and gathering knowledge and information you can draw on during the interview.

Be sure you know the time, date and location of the interview and name of interviewee where appropriate.

Check out how you will get to the location, and when you need to set off to be there in good time - do a dummy run if necessary. Plan to get there no earlier than half an hour before the interview time, anticipate delays.

Have what you are going to wear ready in advance - everything down to your underwear.

Do not go to the interview laden down with baggage - psychological as well as physical.

Take the bare minimum of belongings necessary.

Concentrate on the interview at the interview - nothing else.

If you are asked to bring certificates, references etc, get them ready before the day.

Take your interview letter.

On arrival ensure the receptionist knows you are there, visit the toilets to tidy up etc.

If you are well organised and have planned for the day your confidence will increase.

The interview is a chance for you and the employer to get to know one another. It is NOT the time to get to know about the post or the employers business.

Do gather information about your employer before you are interviewed - what do they do, what are their current projects, what other interests do they have? Ask staff - many companies will offer you the chance to talk about the vacancy with someone, use the opportunity to find out more about the company.

Bigger companies will have PR departments, smaller ones will provide you with some information - libraries can provide information on local business and keep directories of national business. Use the internet - many companies have a presence here now.

Make sure you know what the job entails - get a job description, ask someone in a similar post; ring the company to clarify if unsure.

Remember the employer is interested in you as a person, your experiences and your opinions (in most cases). Do take the time to sit down and think about you, who you are and what you've achieved. It can be highly embarrassing to know more about the employer than yourself.

Sit down with your CV and make notes, about your work record, what you've achieved. Look at yourself as a person in employment - how do you see yourself, what have you done, what ambitions do you have. Make notes and prepare and rehearse sound bites about yourself. Remember that one of the most common of interview questions is 'Tell me about yourself' prepare a sound bite for this in particular, but not a life history. Usually interviewers want to know about personal qualities not achievements - though examples can be included to support your statement.

Interviews vary tremendously, from very informal to formal. However, some questions can be anticipated, as can the subject matter. If you are well prepared, then the majority of problem questions should not arise. You will know about the company, you will know about yourself and you will have a good idea of the demands of the job - these questions will not be a problem to the well prepared interviewee.

A few general rules:

• Speak up when answering questions.
• Answer briefly, but try to avoid yes or no answers.
• Don't worry about pausing before you answer, it shows you can think and are not spitting out the sound bites you learned!
• Don't worry about admitting you don't know - but keep this to a bare minimum.
• Don't embellish answers or lie! Be as honest as possible.
• Be prepared for hypothetical situation questions, take your time on these.
• Be prepared for the unexpected question, that's designed to see how you cope with the unexpected.
• If you ask questions keep them brief during the interview, remember you're the interviewee.
• At the end of the interview ask your questions in an open manner, that is questions which cannot be answered yes or no. E.g. tell me about....? what is....? why.....?
• Thank the interviewers for their time when you leave quietly and calmly, and smile, even if you know hate them.
• There is always the opportunity to ask them questions at the end of the interview - remember the interview is a two way process, you need to be sure you want to join them too!
• Try to concentrate on issues which are both important to you and combine as apparent interest in the company, leave issues like terms and conditions until the very last, even they may feel the most important to you. Write your questions down prior to the interview and take them with you.

Good topics to touch on include:

• The competitive environment in which the organisation operates
• Executive management styles
• What obstacles the organisation anticipates in meeting its goals
• How the organisation's goals have changed over the past three to five years.

Generally, it is most unwise to ask about pay or benefits or other similar areas. The reason is that it tends to make you seem more interested in what the organisation can do for you. It is also not a good idea to simply have no questions at all. Doing so makes you appear passive rather than curious and interested.

Suggested Questions:

• What are the main objectives and responsibilities of the position?
• How does the company expect these objectives to be met?
• What obstacles are commonly encountered in reaching these objectives?
• What is the desired time frame for reaching the objectives?
• What resources are available from the company and what must be found elsewhere to reach the objectives?

Wear what is appropriate for the post and the company. It may vary from smart, formal wear in some instances to very formal dress in others. Try and get an insight into what the company would expect from employees or through observation. What would be appropriate for a building company is very different for a public relations agency.

Be well groomed and clean. Try to look calm and confident, simple things like deodorant can boost your confidence.

Once you are ushered into the interview room there will usually be a short exchange of pleasantries and ice breaking. Don't be fooled by this time - it really is designed to put you at ease in most circumstances, but these initial moments are the most formative - don't go over the top being exceptionally friendly or alternatively going rigid with fear feeling that your handshake was too limp! A pleasant natural smile, a firm handshake and a brief exchange of words in a natural manner of this greeting is sufficient. Some simple, but frequently broken rules!

• Sit comfortably with both feet on the floor, lean slightly towards the interviewer.
• Don't play with your hair or you hands. Keep them out of pockets!
• Try not to create defensive barriers between you and them, like a brief case on your knees, folded arms or crossed legs....even if you feel you need to. It's natural, but your interviewer will not physically attack!
• Maintain natural eye contact with the interviewer - that is maintain eye contact, but don't stare like a snake!
• If there's more than one interviewer, look at who's talking.
• When you're talking, shift your glance from one to the other.
• Don't over use your hands, if you are a natural gesticulator.
• Don't squirm and fidget.
• Do nod and Mmm, to show you're listening to them.
• Above all try to be you, try to be natural, unless you're naturally offensive!

Obeying these rules, will allow the interviewers to concentrate on you, and not what you're doing in the interview. Body language conveys all sorts of messages, and the right body language will convey the message of a well-balanced and confident individual...............even if you're not!

10 Top Interview mistakes to be avoided!!

1. Lying
Although it's tempting, it doesn't work. By all means gloss over the unflattering things. But out-right fibbing NEVER pays.

Mark Twain said: "If you tell the truth, you never have to remember anything." Think about it. They will catch you out later.

2. Slating your current company or boss
Fed up with your current job and would give anything to leave because they've treated you badly? Your job interview is NOT the time to seek revenge. Bear in mind that the interviewer will be listening to your answers and thinking about what it would be like to work with you. Ask yourself: do you like working with people who constantly criticise others? Isn't it a bit wearing? The trouble is that the interviewer draws massive conclusions from your answers. So your throwaway comment about your boss or employer may be interpreted to be your "standard" way of thinking. It makes you look bad, not your employer.

3. Being Rude
If you find you were accidentally rude, then apologise calmly and genuinely. Then leave it behind you and get on with the rest of the interview. If you dwell on it, it will affect your performance. What's "rude"? Well, that depends on your audience. As a rule of thumb, avoid cracking jokes about potentially sensitive topics and beware of being too "pally" with the interviewer: polite and friendly is enough. After all, you're not in the pub with them. So stay professional. Also bear in mind that everyone you meet could be involved in the selection process. So blanking the receptionist or talking down to the junior members of staff could cost you the job.

4. Complaining
Ok, so your train journey might have been a nightmare and maybe you thought the tube would never arrive, or the tailbacks on the motorway were endless. But your interviewer doesn't want to know that!

Complaining, even in jest, is not a recommended icebreaker. It may be completely harmless, or it might simply make the interviewer switch off. Don't let complaining set the tone for the interview!

5. Talking about people you don't get on with at work
These days, it's common to be asked how you deal with conflict. Companies realise the importance of interpersonal relationships in the working environment. So if they ask you about difficult people or situations, make sure you hold back from character assassination and blaming others for problems because it won't do you any favours! If you accidentally do "break" this rule, apologise and explain what you "really" meant.

6. Not Being Prepared
Re-read the relevant version of your CV and the job advert, just before the interview. You'd be surprised how many people can't remember what they wrote on their CV. And if you remember what type of person the job advert was looking for, it's easier to demonstrate that you have those qualities.

Make sure you've brought with you anything you were asked for. It's fine to bring a note-pad and pen, but make sure they're tidy. It's even ok to bring notes with you; particularly if you have any questions you want to ask. It shows you're taking the job application seriously. Ill-prepared candidates rarely get job offers.

7. Appearing to be too nervous, or too confident
If you appear too nervous they'll think you're not confident enough to do the job. However, appearing too confident will make them think you won't fit into the team. If interview nerves are an issue for you, it's worth getting practical help from a professional, such as an interview coach.

8. Making a weak first impression
Unfortunately, no matter how hard the interviewer tries, a lot of "don't want to hire them" decisions are made in the first few minutes of contact. If you make a strong first impression, the interviewer will be more inclined to overlook "imperfections" in your answers.

9. Not having researched the company
As a general rule, the more famous the brand, the more they will expect you to have done your homework. Researching the company shows you're serious about the job.

Example from a real interview for a major food brand:

Candidate: "Hello Mr. Interviewer. Yes, I'd love to work for your company. I think your brand is great and I really believe I could make a contribution to your marketing strategy."

Interviewer: "So what do you think about our current merchandising, compared to our competition?"

Candidate: "Oh... Errr.... Well, I haven't had time to check it out, really."

Likelihood of getting the job? Low.

10. Putting your foot in it and not noticing
Yes, we know, you didn't mean to put your foot in it. But it doesn't really matter what you intended. What counts is how the other person reacts. So what can you do? Be prepared to simply say "sorry, that's not what I meant!" This requires you to actually be paying attention to the interviewer, rather than your own thoughts and feelings. Once you've apologised, leave it there, take a deep breath to help you relax and move on with the job interview.