An Approach to Interview!!

A lot of people know how to write a resume and talk their way into an interview. But when they get into the make or break dialogue, they stumble upon tough questions. Below, is some advice on approaching the tough questions that interviewers like to throw at job applicants:

Why did you leave your last job?

Real answer: It sucked.

What you should say: I felt my talents and abilities were underutilized.
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What are your biggest weaknesses?

Real answer: I can't concentrate for more than five minutes, hate all forms of authority and tend to fall asleep at my desk.

What you should say: I'm a workaholic. I just don't know when to put down my work.
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You don't seem to hold on to a job long. Why should we think you'll stay here any longer than you've stayed elsewhere?

Real answer: My employers have always had a hang-up about keeping only competent employees..

What you should say: I'm at a point in my career where I am tired of moving around. I really want to feel part of a team, a long-term enterprise, where I can make a contribution.
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For all those of u aiming for job switches.... ......... ..

How do you handle change?

Real answer: I deal with it everyday, unless I'm out of clean underwear.

What you should say: I think everyone knows that today the only constant is change. I thrive on it.
*************************************************************************************How do you get along with others?

Real answer: Fine, as long as they stay out of my face.

What you should say: I think the interpersonal dynamics of the workplace can be among the most satisfying aspects of any job.
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What does the word success mean to you?

Real answer: It means that I don't have to drag my sorry ass out of bed to kiss yours.

What you should say: Success, for me, would be knowing I am making a difference working with a team of people to make a more profitable enterprise.
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Do you get along with your current boss?

Real answer: I get along fine, considering what kind of a malicious person he is.

What you should say: I don't think I'd call him a boss; he's been more of a mentor to me.
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Do you ever get angry with co-workers?

Real answer: I don't get angry, I get even.

What you should say: Nothing angers me more than to see a co-worker not pulling his weight, goofing off or stealing. Yes, sometimes I do get angry with co-workers.
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Can I contact your references?

Real answer: Sure, but they won't know who I am.

What you should say: Some of them are out of the country right now. Maybe I can arrange to have them contact you.
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Guidelines for Group Discussion!!

GROUP DISCUSSION

A group discussion (GD) is a simulated exercise, where you cannot suddenly put up a show, since the evaluators will see through you easily. In this page you can find tips on GD and how to handle them to ensure a positive outcome.

Here's how most group discussions work

Normally groups of 8-10 candidates are formed into a leaderless group, and are given a specific situation to analyze and discuss within a given time limit. The group may be given a case study and asked to come out with a solution for a problem. The group may be given a topic and asked to discuss on the same.

A panel will observe the proceedings and evaluate the members of the group.

OBJECTIVE
Lets start from the basic. One needs to know what one's objective in the group is. A good definition of your objective is - to be noticed to have contributed meaningfully in an attempt to help the group reach the right consensus. What does this essentially mean?

The first implication is that you should be noticed by the panel. Merely making a meaningful contribution and helping the group arrive at a consensus is not enough. You have to be seen by the evaluating panel to have made the meaningful contribution. What does that mean in practice?

• You must ensure that the group hears you. If the group hears you, so will the evaluator. That does not mean that you shout at the top of your voice and be noticed for the wrong reasons.
• You have to be assertive. If you are not a very assertive person, you will have to simply learn to be assertive for those 15 minutes. Remember, assertiveness does not mean being bull-headed or being arrogant.
• And most importantly, you have to make your chances. Many group discussion participants often complain that they did not get a chance to speak. The fact is that in no group discussion will you get a chance to speak. There is nothing more unacceptable in a GD than keeping one's mouth shut or just murmuring things which are inaudible.

Participate in as many practice GDs as possible before you attend the actual GD. There is nothing like practice to help you overcome the fear of talking in a GD.

• The second important implication is that making just any sort of contribution is not enough. Your contribution has to be meaningful. A meaningful contribution suggests that
• You have a good knowledge base
• You are able to put forth your arguments logically and are a good communicator.

The quality of what you said is more valuable than the quantity. There is this myth amongst many group discussion participants that the way to succeed in a group discussion is by speaking loudly and at great length. One could not be more wrong. You must have meat in your arguments.

Therefore, think things through carefully.

Always enter the room with a piece of paper and a pen. In the first two minutes jot down as many ideas as you can.

When you jot down points, keep these pointers in mind.
If it is a topic where you are expected to take a stand, say for example, "Should India sign the Comprehensive Test Ban Treaty?" note down points for both sides of the argument. It will be useful on two counts.

One, if you do not start the GD and are not amongst the first five speakers and find that everyone in the group is talking for the topic, then it makes sense to take the alternate approach and oppose the topic even if you initially intended to talk for the topic.

Second, it helps to have a knowledge of how group members who take a stand diametrically opposite to yours will put forth their argument and to be prepared with counter arguments.

Everybody else will state the obvious. So highlight some points that are not obvious. The different perspective that you bring to the group will be highly apprecaited by the panel. Some pointers on being relevant while having a different perspective are:

Be careful that the "something different" you state is still relevant to the topic being debated.

• Can you take the group ahead if it is stuck at one point?
• Can you take it in a fresh and more relevant direction?

The last implication is that you must be clearly seen to be attempting to build a consensus.

Gaining support or influencing colleagues is the mantra adopted by many a successful Business Leaders.

Nobody expects a group of ten intelligent, assertive people, all with different points of view on a controversial subject to actually achieve a consensus. But what matters is "Did you make attempts to build a consensus?"

Avoid these six Interview mistakes!!

Tip #1: Don't discuss pay too early
As the manager of a software store for 10 years, I can honestly say that questions about pay in the first interview from anyone other than a temporary applicant always bothered me a little. Temp jobs aside, if you are not really out there just for the money, asking this question right out of the gate is going to make any other questions you ask sound conniving and insincere. Unless the subject comes up, don't wade into the issue of the pay in the first interview. You can talk about it after you impress the employer enough for a second interview.

Tip #2: Talk tech to techies only
Feel free to discuss what you know, but remember: If you are talking to a nontechnical manager or human resources representative, you are not going to impress them with talk about life in the trenches. My previous supervisor was totally unimpressed with anything to do with technology. A sure way to put the man to sleep was to begin any story that had to do with computers.

When I interviewed for a previous position, the department manager actually had a technically savvy person participate in the interview to ask and respond to questions she would not understand. When I saw this tactic being used, I knew it was not a time to try to impress with a lot of techno babble.

Answer questions about your work history briefly and keep the tech comments to a minimum until you know the history of the company and the people involved in the hiring process. If you have questions about the technology in use at the site, keep your questions specific and relevant to the position for which you are applying.

Tip #3: Keep your philosophy to yourself
If you hate Bill Gates, Windows XP, and the whole Office Suite, keep it to yourself. Ranting about your tech philosophy can ruin your chances at the position.

I once interviewed a young man for a retail sales position in a software store. When I asked about his opinion of the then-new Windows 98, the applicant ranted about "the revolution of UNIX" and loosening the grip of Microsoft on the PC market. I am not exaggerating; the man sounded like he was ready to sign on to a paramilitary group. I almost didn't have the heart to tell him my company was a Value Added Reseller for Microsoft.

Chances are, you will work with many people who need your help with one of the Microsoft products, so you don't want to blast the tools you will likely be using and supporting. If you are asked about how you feel about a product, be honest, but don't preach. The interviewer probably just wants to see how you respond to such questions.

Tip #4: Don't climb the advancement ladder in the interview
If you are joining the ranks of a new company, the last thing the interviewer wants to hear is, "How fast can I get out of this job?" Do not ask about opportunities for advancement until the second or third interview. If you are joining a company just to advance into another position, silence is golden. Keep it to yourself unless the interviewer asks or unless it is somehow already known that you'll be advancing quickly. Remember that what you say now can come back to haunt you later. You don't want to brag to someone who might be under your wing after a promotion.

Further, you never know what may happen if you actually get the job. Learn to accept and adapt and, above all, be happy you have a job. Due to downsizing, a former coworker of mine did not move into the network administration position she wanted and was expecting to get. The bitterness fostered by her broken expectations eventually caused her to resign. In the tight job market of the time—similar to the one now—and with her lack of certified qualifications, she ended up seeking work at a local restaurant.

Tip # 5: Avoid the dreaded electronic interruption
Cellular phone and pager etiquette might seem a trivial thing to those that are hooked up, but you can kiss any job opportunity goodbye if you interrupt an interview to take a telephone call, especially if the human resources representative has a low tolerance for personal digital devices. Only if you are exchanging information by invitation should you reveal the fact that you carry a PDA. If you wear it on a belt loop or somewhere that is exposed, lose it, along with any other electrical device hooks and loops, and store them in pocket, purse, or briefcase. If you can't spare the time away from the rest of the world to do an interview, why are you applying for the job?

I have conducted training classes with people who, when asked to turn off their phones and pagers during class, place their devices in silent mode. When giving a lecture to a class or holding a discussion, watching a person being silently buzzed is terribly distracting and also aggravating.

If you think getting rid of electronic communications devices isn't important, just ask any human resources rep who has had a person answer a cellular phone during a job interview. Then ask if the person got the job.

Tip # 6: Remember to say thank you
Beyond thanking your interviewers for their time as you leave, it's vital that you follow up in written form. If the competition for a position is tight, a follow-up thank you note can mean a lot. If the manager is slow to hire, the arrival of a thank-you note can serve as a reminder about the candidate who's awaiting the manager's next move.

Just after you've completed the interview, take note of anything specific you discussed and make a point of referencing it in your thank you letter. Even a nice greeting card is better than nothing.

It may seem like a small detail, but the experts will tell you that this tried-and-true tactic really makes an impact. A coworker of mine, who successfully worked as a job coach, used to keep a stack of generic notes in her desk. When a participant in her program applied for a job somewhere, she would give the person one of these notes to have them drop in the mail on the way home.

Leadership Training-Key to Employee Retention!!

Attracting and retaining employees is a topic of endless articles, conference sessions, books and webcasts, as well as the basis (the "raison d'etre") for numerous product launches.

Yet, although retaining talented employees requires effort and focus, it might not be such a challenge, according to Impact Achievement Group.

Superior management practices and effective leadership are key missing ingredients in many organizations, evident in the many organizations that Rick Tate and Julie White, Ph.D., senior managing partners for the leadership development firm, have consulted. Companies giving low priority to developing leaders eventually might realize a domino effect through the organization in terms of retention.

Recent research by Gallup has shown that competitive pay, benefits and amenities are the market ante for any employee - superior, mediocre and poor performers.

But Tate and White say how long people stay and how well they perform is determined in large part by their personal and professional relationships with their immediate supervisors.

"The exodus of talented individuals to other companies for positions with only a modest increase in pay or benefits is a compelling question," Tate said. "Why leave when there's not that much gain? Ultimately, it's because people don't leave companies - they leave managers."

So, when companies invest in developing competent leaders, they are aiming a direct salvo in the war for talented and committed employees.

Tate should know - he and White have been consulting and speaking for more than two decades on the topic of leadership development, service quality, performance management, customer loyalty and communication aimed at solving problems.

Impact Achievement group offers some real-world advice for companies: The quality of your managers defines your company.

Do they conduct purposeful workplace discussions, effectively problem solve and create an environment which engages discretionary effort, and is their behavior aligned with the organizational values?

Do your managers ensure people have the opportunity to do their best and listen to the opinions of direct reports, and do they hold people accountable to performance standards? Most important, do they have a passion for leading others?

Leaders must understand what high-performing direct reports demand from their work environment to engage their best efforts and loyalty:

1. Clearly communicated job requirements, focused on contributions instead of job tasks.
2. Resources to do their best work.
3. Ability to meaningfully participate it what affects them on the job.
4. Genuine acknowledgment of their contributions.
5. Genuine concern for their career.
6. A performance review process that differentiates excellence.

How bad is your boss?-PART II

'How bad is your boss'asks Shyamal Majumdar, writing in Business Standard. From his piece, I learn there is a 'bad boss' contest running on www.workingamerica.org and it seems there is no shortage of horror stories on the subject.

There seem to be a huge number of bosses out there who either take all the credit for themselves, or who think you have no life outside work, or who give out too many tasks with impossible and constantly changing deadlines. There are stories about bosses who are pathological liars, or control freaks, or someone who has the IQ of an eraser. The boss also seems to be having the spine of a jellyfish — someone who would never stand up for you.

Shyamal observes that some of these comments are obviously exaggerated, it's a fact that there are enough bosses who can make your life into a Dilbert strip.

Which is why I guess the
'Hari Sadu' ad by job site naukri.com brings a smile on most people's faces.
Though no organised surveys have been done on this issue, an informal study in India a few years ago found that almost 75 per cent of the employees surveyed identified their boss as a lousy manager.

Well, here's the view from the boss side of the fence. It is neither easy or fun being one. The most difficult lesson I learnt when I set up my own company was how hard it is to go from being an employee to an employer.

But you don't have to go the entrepreneurship route to go through this painful transition. Two, three, max four years into your job you'll find yourself having to supervise people working under you.

Suddenly it's not enough to do your own work well – you have to be responsible for their work as well. Many times, it seems, it would be far quicker to do the job yourself. But that's not the answer.

Mistakes are made. You can't yell, yet you have to let the person know something went wrong. Or well, you can yell– but then you'd be a bad boss. It seems perfectly unfair – someone else screws up and you have to broach the subject with patience and understanding instead of venting your own anger and frustration.

Being a boss – a good one - requires a great deal of emotional energy. As you rise higher and higher, you just need more and more of it. Remember the old aying 'lonely at the top', even in the flattest of organization structures.

There is an 'Us' and 'Them' pecking order, Upto a point – even as someone's boss – you are an 'Us'. At some point your designation, salary and role put you in the bracket of 'Them'.

Now people are noticing what you wear, how you conduct yourself, gossiping about something you said or did. This is all natural – you were doing it not long ago. But.. it takes some getting used to! And some people just never do.

Organisational issues

As Shyamal notes, part of the 'bad boss' problem lies in faulty executive promotion policies. For example, a company promoted its engineers to managerial positions for the wrong reasons, that is, technical competence rather than managerial proficiency…

He goes on to give the example of Microsoft, which has created a separate status scale for its software engineers. The basic idea being that managers gain promotion as they take on more people and greater responsibility, and software engineers gain in status and pay as they demonstrate brilliance.

Well, this should be emulated in just about every profession (the most brilliant writers often make lousy editors because, saddled with admin and production burdens they cease to write - and lose the very passion that brought them into their jobs!)

But, we also need to develop leadership capabilities in people as they rise up the ladder. It's tempting to believe leaders are born not made but poor behaviour and attitude can be corrected. Not always, but since bad bosses affect everything from individual performance to overall morale – one has to try!

Toxic subordinates

Shyamal notes that behavioural studies have found that bad bosses believe in the following:

• The average person dislikes work and will avoid it he/she can;
• Therefore, most people must be forced with the threat of punishment to work towards organisational objectives;
• The average person prefers to be directed; to avoid responsibility; is relatively unambitious, and wants security, above all else.

In Hindi there is a saying – taali donon haathon se bajti hai. As a boss I would have to say there are also a number of 'bad' employees who believe in the following:

My current job is not good enough for me. (But I'm still working here till I get something better!)

My boss is always out to get me (My performance is never the issue)

I am super talented so I am entitled to ___________

Fill in the blank with anything from 'disregard the boss' instructions' to 'come 2 hours later to work than everyone else'

Jack Welch write about 'boss haters' in his book 'Winning'. These are the people who are cynical about authority and 'constantly exude low-level negativity towards "the system"... their bosses feel it and return the favour."

'Winning' is replete with advice for people at all rungs of the corporate ladder. For people just starting their careers, a very important tip from Welch:

"I would describe the my work-life balance as an old fashioned chit system. People with great performance accumulate chits, which can be traded with flexibility. The more chits you have, the greater your opportunity to work where and how you want."

In short, no one is 'entitled' to anything – you have to earn the trust and respect of your boss, just as he/ she has to earn yours. Far too many young people joining the workforce today aren't really recognizing this fundamental principle.

Also, if you keep hopping from job to job – because today the environment allows that – you never really accumulate enough of those chits.

The generation gap

A rare article with some insight in

ET noted:
Growing up in post-liberalisation India, amid a buoyant economy, with the India story only getting brighter… India's Generation …have seen few failures and fewer hardships. Disillusionment sets in fast, and the patience threshold is low.

The article quotes the example of a management trainee who came to meet K Ramkumar, HR head of ICICI Bank.

Sir, my boss spoke to me in a language which even my father would not use. I felt very bad. Nobody has ever spoken to me like that. I have always done well in my life," he said. He wanted to quit. His boss had told him, "You are no good. You have to work hard."

Tolerance is in short supply today – and a 'bad' boss and a tough one are often mistaken. A bad boss is one who – besides being a taskmaster – is one who diminishes you, does not add value to you.

A tough boss is one who may stretch you to the limit. But there is learning and growth in working with that person as well. And of course if you are really lucky – you find a mentor – a boss who actively works to bring out the best in you.

Subroto Bagchi, CEO Mindtree, once wrote a tribute to all the bosses he'd worked with who made him what he is today. If someone were to do a 'great boss' contest – they just might be surprised.

by Rashmi Bansal in JAM Magazine

How bad is your boss?-PART I

Many companies end up converting exceptional performers into sub-standard managers. It may be sheer coincidence but an interesting one nevertheless. Just when Working America, a federation of unions in the US, has started a "My Bad Boss Contest", the latest issue of BusinessWeek has a column by Jack and Suzy Welch, titled "Are you a boss-hater?"

The former GE chief feels boss-haters generally suffer from the "everyone is dumb but me" mindset and are unable to see the value in any person above them in a hierarchy. Too many companies perform well every day — returning billions in profits by inventing, making, selling and distributing products and services — for bosses out there to be total nincompoops, Welch says.

But going by the response to the bad boss contest on www.workingamerica.org, an overwhelming number of corporate citizens don't seem to agree with Welch, and have no shortage of horror stories about the men or women they report to. Workers have been invited to share their best stories about their worst bosses in the contest and each week's top vote-getter will be eligible to compete for the grand prize — a seven-night vacation getaway and $,1000 for a round-trip air fare — to be announced by August 16.

There seem to be a huge number of bosses out there who either take all the credit for themselves, or who think you have no life outside work, or who give out too many tasks with impossible and constantly changing deadlines. There are stories about bosses who are pathological liars, or control freaks, or someone who has the IQ of an eraser. The boss also seems to be having the spine of a jellyfish — someone who would never stand up for you.

There is also the obsessive micro-manager who would give assignments but then manage them to death. He trusts his people the way you would trust a five-year-old behind the wheel of the car. Then there is this officer talking about his table-thumping boss who ordered managers to instil fear in workers to boost productivity.

Some of these comments are obviously exaggerated, especially as they are written by anonymous people, but it's a fact that there are enough bosses who can make your life into a Dilbert strip. A vice-president in a premier engineering company in India says his boss — a perfect gentleman otherwise — would start wandering in the reception hall at 6 pm to make sure no one left work before him. Though no organised surveys have been done on this issue, an informal study in India a few years ago found that almost 75 per cent of the employees surveyed identified their boss as a lousy manager.

Behavioural studies have found that bad bosses believe in the following:

• The average person dislikes work and will avoid it he/she can;
• Therefore, most people must be forced with the threat of punishment to work towards organisational objectives;
• The average person prefers to be directed; to avoid responsibility; is relatively unambitious, and wants security, above all else.

The major reason why companies are saddled with such managers are the short-sighted and faulty executive promotion policies practised by many of them, which result in converting exceptional performers into mediocre or sub-standard managers. For example, a company promoted its engineers to managerial positions for the wrong reasons, that is, technical competence rather than managerial proficiency.

HR experts say companies must first find out whether the candidate has the right combination of mental abilities, personal interests and personality traits to allow for success as a manager. Companies like Microsoft or GE would promote even an average accountant to a manager because he has the potential to outperform an outstanding accountant in the same managerial position. This does not mean that the outstanding accountant should be ignored, but that the career ladder for him may possibly lie sideways rather than head upward.

One solution could be to move away from the culture of rigidly hierarchical structures. Look at Microsoft, which has created a separate status scale for its software engineers who can get higher compensation and external profile than their managers, the basic idea being that managers gain promotion as they take on more people and greater responsibility, and software engineers gain in status and pay as they demonstrate brilliance.

The old corporate ladder that stretches to the executive suite need not be available for everybody. Even Welch would agree to that.

by Shyamal Majumdar in Business Standard

10 Tips for Crafting Eye-Catching-By Peter Newfield

Your cover letter presents your intentions, qualifications and availability to a prospective employer in a succinct and appealing format. As your first chance to make a great impression, a personalized letter indicates you are serious about your job search. Your resume can give the nitty-gritty of dates, places of employment and education, but your cover letter must entice the reader to consider you amidst hundreds, or even thousands, of candidates for any one job opening.

1. Do You Really Need a Cover Letter?
You bet! Just as you would never show up unannounced at a prospective employer's door, your resume should never just appear solo on a decision maker's desk. Your cover letter is your first opportunity to introduce yourself, present your qualifications and show the search committee you are a potential candidate for the advertised position.

2. Personalize It to the Company.
Anyone can reproduce a "canned" cover letter and hope for the best.Instead, take a few minutes to personalize your letter to show a company you are serious about working there. State the reason for your interest in the company. Show that you have done your homework by mentioning company specifics such as a department, a new project or a recent acquisition. Address the cover letter to a specific individual whenever possible.

3. Why are You Sending Your Resume and Cover Letter?
Cover letters should be clear and to the point. Include the specific job title, two to three reasons why your experience makes a good fit and a brief outline of your career highlights.

4. Highlight Your Strengths.
You may be a great person and never call in sick, but prospective employers really want to know why they should consider you for this position. Brag a little! Give a few facts, list relevant skills and state accomplishments on recent jobs that will be impressive.

Examples:
· Increased overseas sales by 93 percent.
· Negotiated new financial leases or loans.
· Implemented new training programs that reduced staff turnover by 15 percent.

5. State Your Intentions and Qualifications Right up Front.
Don't expect a senior personnel manager or recruiter to wade through a mishmash of information on your cover letter before understanding why you are sending your resume.

6. What Makes You Different?
Emphasize your skills, talents and experiences to show how you would be a valuable addition to the team. If you have relevant volunteer or professional experience, mention it briefly in your cover letter. For example, if you are an accountant who serves as volunteer treasurer for a nonprofit community health organization, include that information. Or if you are an international sales rep who has lived in Europe and Asia and speaks several languages, add that to your letter.

7. No Negative Information.
Never include personality conflicts with previous employers, pending litigation suits or sarcastic remarks in your cover letter. If you are bad-mouthing your present place of employment, interviewers may fear a repeat performance if they hire you.

8. When Should You Include Salary and/or Relocation Information?
The rule of thumb is to always include salary requirements and/or salary history in the cover letter if a prospective employer requests it. For example, you could write: "My salary requirements are $60,000-$75,000(negotiable)." Or you might write: "My current salary is $53,000 at XYZ corporation." Eliminating this information from your cover letter may justify your resume getting tossed out. Never include salary and relocation information on your resume -- only address this information in your cover
letter.

9. Take Action Steps.
Take a proactive approach in your cover letter. State the fact that you are available for a personal interview; give your home, work, email and/or cell phone numbers where you can be reached; note that you will follow up by phone (whenever possible) to provide any additional information required.

10. Be Direct!
A professionally written cover letter and resume can open the door to your next position on the corporate ladder or to a new career in a different field. A clean, error-free presentation, combined with strong phrasing and solid facts, will encourage the reader to review the attached resume and call you in for an interview.

Peter Newfield is President of resume writing service Career Resumes..

How Resumes are read?

Resumes are rarely read. They're first scanned, usually by HR (Human Resources) or the internal recruiter. Each resume is scanned in about 10 seconds; HR scans hundreds daily and doesn't have the time to read resumes in detail. Even if it did, it's unlikely it could perform a detailed screen because HR is recruiting for multiple disciplines and understand each discipline only at the conceptual level. So, it's looking for keywords. You're competing for the reader's attention. If a quick scan captures the reader's interest, he or she reads your resume in detail.

Descriptive Titles
Resume reviewers first scan your resume looking at the positions you've held and the companies for whom you've worked. Their eyes scan your resume from company/position to company/position. This is why it's important to use descriptive titles for the positions you've held. When your assigned title does not accurately communicate your duties, substitute a more descriptive and accurate title. For example, if your title is “secretary” but you provide administrative support to an executive, then using a descriptive title like “Executive Administrative Assistant” will be more effective. An example from the engineering field: I

Keywords
Reviewers also look for keywords. You can influence how the reader scans by selectively bolding or underlining words you want to highlight. Highlighting keywords in this manner helps capture the reader's eye. Highlight only those parts of your background that relate most to the position you're seeking. Highlighting too many words will be counter-productive. Be very selective with the words you highlight.

Two Different Readers
After your resume is scanned by (HR), it goes to the hiring manager. Hiring managers invest more time reading each resume, looking for compelling reasons why they should interview you. They're also looking for reasons not to interview you. Hence, be sure to highlight accomplishments you've achieved so the reader can visualize the results you can achieve for them.

Resume Length
One page resumes are appropriate for individuals with no more than three years of experience. The one-page resume rule is very outdated and not appropriate for most professionals. Two- to three-page resumes are very common and appropriate for individuals with at least three years of experience. Page format details such as margins (top, bottom, left and right) and font size will significantly affect resume length. Use a font size of at least 10 point, which is the minimum most people can comfortably read. An 11-point font is best for most resumes.

Why do Employees hate their Managers and ultimately Quit?

Do you know why employees leave the company? Even with good salary and compensation? Listen up employers and managers. Bruce L. Katcher and Adam Synder published 30 Reasons Employees Hate Their Managers - What Your People May Be Thinking and What You Can Do About It.

Being an employee and an employer myself, I will attest that these 30 reasons mentioned in the book are all true but I will only highlight some of them here.

In chapter 4, the title is, "Nobody Appreciates My Hard Work". Every employee should feel appreciated in small or big things they have done. Who in the world does not want to be appreciated anyway? In work, home, and even team play, people are looking for to be acknowledged. You would not imagine the impact to them even simple note like, "Nice design colors", "Great job mom", "Nice post"(for bloggers) or "That is a nice pass" (if you are playing basketball.) Just be careful though to sound like you are faking it. They will know it too. Believe me.

"Management Does not Listen To Employees". What is the feeling of being ignored? How can employees trust the judgment of management when their good suggestions are ignored?

"There Are Too Many Damn Meetings". This is something I really, really, hate. Many managers thought that activity means productivity and having many meetings means clear direction. I tell you that people usually wander especially if it is a long one.

"It is Just Not Right that We All Receive the Same Pay". I worked with company that the salary is based on level. If we are on the same level means we have same pay. If you work harder and I slack most of the time, don't you think it is unfair? One reason why companies do this is they are lazy to accurately measure performance.

Overall, I think lack of leadership skills is the root cause of this. There is so many people in senior level position does not know how to lead.

You Manage Things and You Lead People.

What's your take on this?

How to Be A Great Boss!!

If you can't stand your boss and dislike your job because of it, you are just a small part of a large community who feels the same. But what if you have recently moved into the role of a teamleader, boss or people manager yourself?

While the 'perfect boss' is a utopian concept, here is a quick checklist that will save you the heartburn of dealing with attrition and unhappy employees.

Always meet your people with a great smile

A smile can make a lot of difference. Always be cheerful and energetic and spread the attitude within your team or organisation. It drives great results. A smile and a warm handshake can wear off the stress that most employees go through, not to mention that it adds to your desirability factor at work. Also, smiling is contagious, and most people will find it easy to forgive you even if you happen to be a bit demanding on occasions.

Catch people doing things right
People make mistakes and sometimes they can repeat them, sometimes doing irreparable damage. But, have patience and let them grow. When they do things right, find them out and tell them it's a valuable contribution thay have made. Every interaction with your colleagues in the office is either a deposit or a withdrawal. As important as the Big Picture is, it will mean little if the boss shows little value for his team members' performance on a regular basis.

Appreciate generously
There is nothing more encouraging than appreciation for the smallest of difference one makes. For eg, when you enter the office after struggling hard with the traffic jam and the office looks clean or different, appreciate the person behind the effort and make him/ her "feel" how important the effort is to the organisation. Send your team emails, create a section where people can give compliments, etc. Positive feedback helps in building long-lasting habits. If you take certain positive behaviour for granted, you will be wasting time in reinforcing them later.

Be ready to say "I am sorry'"
If you erupt in a meeting, criticise a colleague's work or make ill-timed comments that you regret, how do you bounce back? Apologise immediately to the targeted person and to everyone around. Don't offer a long justification about the work pressure or a possible misunderstanding like most bosses do. Just say "I should not have reacted that way" and "I am sorry". This will show that you are professional and reflects positively on your character. It takes years to build up a reputation, and only seconds to destroy it. No matter what, don't snap or your people will think of you as a 'reactive boss'.

Help people prepare their goals and create a checklist
Be clear in communicating the desired goals from an individual in a team or the team as a whole. You should know your people, their strengths and opportunity areas. Team your people in a way where everyone learns and compliments each other's strengths.

A good manager not only coaches an employee to develop a skill but also helps in conditioning it as a behavior. In simple words, become a mentor, ie, a wise and trusted counselor/ teacher/ trainer, who can act as a catalyst for growth and nurture potential and talent. Building teams is not a one-time effort but an everyday process. Good managers involve, engage and inspire their teams on a daily basis.

Stay sharp
Read industry publications, reports and magazines and be aware of market trends. Your knowledge will reflect when you communicate with your team and they will look to you for advice and information. They will also talk positively about you with other members of the team. There is nothing better than third party publicity as it establishes you as a thought leader within your team.