Job Search News

Since the dawn of the internet , more and more people are search into finding jobs that can easily be carried out from the home comfort.

One of popular sectors that do not demand any technical knowledge or expertise is typist jobs. If you think you have a good typing speed and you can work from home easily , you can take up a typing job and earn good money. There are many companies who are in look out for the people to get their typing job done.  To get started with a typing job, you will be required to have an official typing certificate.

Freelancing is one of the best ways to start with a typing job. Companies put projects and invite bids from the freelancers. You too can sell your services on a project by project basis. There is no dearth of work for the freelancers so you will evermore have a good amount of projects in hand if you are able to win the bids. There is a lot of competition in the stream and you will have to search the online portals that are specially meant for the freelancers. It is important to know that if the customer likes your work, you will get more projects in the time to come from the same client. If you want to be successful in this field, you need to have a good clientele who provide you with the work.

The word of mouth will help you a great deal in finding work . If you know some local business, approach them and ask if they can use your help in the overflowing work. Your typing speed sould entice them to hire you. Local businesses can be of great help to start with but gradually, you would have to get more customers from other places and even grab some international projects. The online classified sites are also a good place to look at for typing jobs. As the work in more in this particular field, you will find it easy to choose between different projects and the money being offered for the same.

One of the most important requirements of a typing job is being a fast typist.  We advocate using a free typing tutor such as TypingWeb for getting your speed to a marketable level.

Good luck!

How Management in Call Centers Controls Employee reachs and Demeanor 

Your center manager  jobs  is the  most assurance you have . Their actions and attitude can suffice in the successful or failure of your field . The most difficult part of  call centers jobs is personnel call center management. Call center management is required? to lead, stimulate , train, inspire, and encourage. 

All Call center management employees are the top asset you look at. Their  behavior  can form in the success or failure of your call center management office.  These parties seem to have their differences , but a delightedly Call Centre management staff can form both the overconfident and  negative challenges of these tasks to create a positive, kick ass  force. 

Call center management people, also known as human resource management (HRM),   spread through the   duties of recruitment  of call center management, and supporting cast and direction for the employees of an call center management business . These call center managers tasks can admit the following: performance management,bringing put together development, safe, wellness, benefits, worker motivation, communication, administration, and training. 

 Improving workers agency a business has stipulations and practices in place to provide  its people with suitably  call center management. Staff are practicing as cohort’s in the business. 

perhaps the most significant task a director will face when selling with the staff bottom his itinerary is that of bringing out the best in them. Unlocking peoples potential difference is Much? seen the right tools for businesss success. When a call center management employees attributes are not channeled correctly, their behavior can strictly ruin the success of an organization. 

 Some of the roles  that an call center management employee who is not being habituated to his potential can take on are as follows: black hole, stonewalled, and predator.  as an alternative of try out with center management employees that develop defense mechanisms to mask their disapproval with their work area, lets look as some ways to supercharge effective behavior at work. While a bad demeanor has been identified, address the call center employee immediately. 

Personal Meetings participation for the poor behavior, how the behavior manifests itself, and the habit’s effects is having on the call center management organization. Next, give the  options to his weird behavior. In last words, help him or her how the principles of achievement: 

• Call center management and Joint effort 
• Call Center Management Respect 
• Call center management and Self-motivation 
• Call Center Management Responsibility 
• and Domestic 

Visit our our business web site at  Call Center Management Training for more great call center management training information. 

A new job always presents an exciting opportunity. It often means a better salary, working conditions and lifestyle. Sometimes, though, it’s best to start a new job cautiously. It can be filled with anxiety and confusion and become one of the most stressful events in a person’s life. It need not be.

If you simply take time to understand your environment, your construction job, and the people you will be working with, you should enjoy a smooth transition. The following guidelines will help you move successfully into your new position, make you look good on the job, and ensure that your first few weeks are a pleasant “honeymoon” for you and your new employer.

The honeymoon

Each organization plays a different version of the same game, so don’t panic when even simple things seem difficult. Set out to know your work environment and the position that has now become yours. You should become familiar with the facilities, tools and means available as well as understand what your supervisor, co-workers and subordinates expect of you.

Begin orienting yourself to your new surroundings. Use your first few weeks to get used to the feel of your new job, and the people you will be working with.
It’s important to move carefully and slowly during this honeymoon period. Ask questions and listen more. Review your predecessor’s records. Observe, study and learn how things are done and by whom. Find out what specific support is available to you.

As appropriate as it may seem, resist the temptation to reject your predecessor’s plans and forge ahead with your own ideas. Instead, make your agenda appear like their unfinished business. The purpose is to clearly and completely understand what you’re dealing with so that any change brought about by you will be most effective and perceived as fair. During this initial time, make certain to observe all company rules and follow proper business etiquette.

For example, don’t drink alcohol during the day, no matter what colleagues do. Be conservative and moderate in everything except your enthusiasm for your work and support of others. If you have to vent some of your energy and enthusiasm in getting started, allow yourself to be aggressive with your production, work ethics, and goals.

Honeymooning with your boss

When you have your first meeting with the new boss, ask her to clearly define her expectations, your specific responsibilities and the limits of your authority. Early on, seek to develop rapport, and ask for continued feedback and constructive criticism so that you can learn to be effective. Make a special effort to understand her needs. Work doubly hard to make sure you meet them.

Many people have trouble saying “no” to special projects or requests that they may not be able to complete. Make sure that you do not accept them. Do whatever you said you would do – regardless of how insignificant it may seem. You do not want to be viewed as someone who does not keep his word. If you say you will be somewhere at 7:30 AM, be there ten minutes early. If you agree to look over a proposal, or return someone’s phone call, or turn off the lights when you’re done, you should make a written note to yourself and keep it viable until you’ve fulfilled your commitment.

It is a good idea to make certain that your boss knows whether you welcome specific advancement opportunities. Let her know if you are open to learning specific skills. Tell her whether you are willing to tackle additional responsibility in the areas that will help you advance. You should also work with your new boss to establish standards of performance, which will prepare you for your next advancement. After all, this new job could be a stepping-stone to another promotion.

Honeymooning with your co-workers and subordinates

For the first week or two, it will be to your advantage to focus on the “people side” of the business. Set out to meet people on a warm, personal level.

As the “new kid on the block,” employees around the office will be watching you closely. Be particularly mindful of your attitude and behavior. Smile whenever you greet someone. You are the one exploring new territory.

Peers will want to adjust to your style of management, so you should try to be consistent in everything you do. Because you have the potential to create problems and reduce their control of the environment, they may note your mistakes more readily than your successes. Be patient. If you work diligently, professionally and courteously, your co-workers will come forward with respect, warmth and acceptance.

Start as a team player by working to develop rapport and supportive relationships with co-workers and subordinates. Let them know that you are there to support their success. Make an effort to praise them at every opportunity. You can show positive interest by learning about their history, hobbies and outlook. If you have relocated, seek your new colleagues’ advice in finding resources and amenities. This shows people that you value their input. Once again, try to remember to be consistent in your behavior and style in order to allow others to grow accustomed to your personality.

After the honeymoon

The key principal to a successful job honeymoon is having conservative behavior and attitudes. Focus on understanding who and what you are dealing with before the honeymoon is over. When you begin your job, your goal should be to take full advantage of this initial orientation period so that you can move ahead with maximum effectiveness.

“The article above was written by construction recruiter Frederick Hornberger, CPC, president of Hornberger Management Company in Wilmington, Delaware (www.hmc.com), a construction recruiter specializing in senior level, executive search.”

More than a decade ago, many of the nations leading trade associations like the Associated General Contractors (AGC), began warning its members of an impending labor shortage. They encouraged contractors to begin providing contemporary labor training and development. Their warning was based on a prediction that baby boomers who fueled the industry’s growth in the seventies would begin leaving in droves. Few heeded the warning. Today, most companies are having to come to terms with a shrinking work force.

The labor shortage has been effecting almost every industry, and will continue to be a problem unless employers begin to look outside their traditional sources.

a. Retiring baby boomers leave employers with huge gaps

Twenty years ago, baby boomers flooded the workplace. Two decades later, the baby boomers have begun to retire. As they do, they’re leaving employers with huge gaps in the labor pool. Business Week in its September 16th 1996 issue “A Scramble for Good Help,” stated the government expects the number of workers aged 25 to 34 to shrink by 13% each year over the next 10 years. “Eighteen months later, this prediction seems to be accurate. Latest figures from the U.S. Department of Labor show a 10% drop in the number of workers age 25-34 as compared to Last year.”

But the worst may still be ahead. According to recruiter Ken Shaw of Shaw & Associates, Norfolk, VA the trend is expected to continue accelerating beyond the year 2006. “The generation-x labor pool for talent offers employers far less talent than anyone could have predicted, and this labor shortage is going to be felt across all segments of the American employment community well into the new millennium,” said Shaw.

b. Generation Xers going high tech

It’s not that the future labor pool is shallow on talent. Just the opposite, today’s new recruits, aged eighteen to twenty four are equipped with more skills than perhaps any crop of potential employees in recent memory. And that is precisely the problem. The field is so talent-rich it is heavily courted by booming high- tech industries that offer outstanding job opportunities.

At the same time, potential employees are also being tempted by the prospect of working at home, another by-product of the techno-revolution. Plummeting technology costs and the Internet have reduced business start-up costs so that almost anyone can afford a home-based business.

Beneath the surface, the fundamental employee/employer relationship is also undergoing change. Loyalty is waning. Recruiter Ken Shaw commented, “The onslaught of firms merging, downsizing, and changing directions has caused employees to view company loyalty with skepticism. Employee loyalty is very short-lived, and most employees do not expect to be with the same employer after a few years.” As employers and employees adjust to new market changes, the issue of loyalty is being redefined.

Even employee’s basic needs are changing. Finding and keeping good talent is not just about money anymore. Recruiter Jim Vockley with Moffitt International in Asheville, NC comments that “Typically we find that candidates don’t usually leave for just more money, or to avoid difficult job circumstances. We find they usually leave for more human factor reasons such as greater job appreciation, better working relationship with management, better geographic location to their family, better work environment, more flex-time, etc..”

There’s no doubt that the employment landscape has changed dramatically. The reality of these changes is that employers who do not find a way to attract and retain good talent will die out. And that implies fundamental changes In the how many employers view the employee/employer relationship.

c. Keeping your employees

There are three key ingredients to effective employee recruiting and retention. Identifying why employees leave. Appreciating employees financially. And creating a better working environment.

Determine why employees leave

“Why didn’t it work?” When a problem arises on the job site everything comes to a halt until the problem is identified and corrected. Rarely do employers follow the same process when an employee leaves. If they did, they just might find reduced turnover. Of course, employers don’t have to wait until an employee leaves to begin taking preventative measures. They can begin by asking themselves, “If I were looking for a job, why would I want to work for my company.” Employees who have left can also help identify ways to reduce future turnover, as can a brainstorming session with top management.

Many of the underlying reasons employees leave are similar, and surprisingly, have little to do with money. Often they leave because of a human factor such as conflict with management personnel, broken promises, perceived lack of appreciation, support or direction. Still others have nothing to do with the employer at all, such as a need to be geographically closer to their families. Whatever the reasons, employers need to understand them and work to minimize their effects in the future.

Appreciate employees financially

PAY MARKET WAGES:
Accessing market information on compensation averages has never been easier. Associations, recruitment firms, even the Internet make compensation surveys readily available. Any employee worth keeping is smart enough to monitor these figures to make sure he is getting paid fair market value.

OFFER STOCK PLANS:
The most loyal employee is the one with ownership in the firm. Lawyers and architects have been offering their key people partnerships and shares in the company for decades. Corey M. Rosen, the executive director for the National Center for Employee Ownership states a strong stock plan can cut employee turnover up to half.

SUPPLEMENT WITH BONUSES AND PERFORMANCE-BASED PAY:
Many firms offer their employees bonus plans that take into account personal performance, team performance (or project performance) and firm profitability that is distributed over 3 to 5 years. Payment on commission has been common on the sales end for years. But the industry is now seeing more operations employees earning the bulk of their compensation through bonuses and or commissions.

IMPROVED BENEFITS:
Perks to a compensation program don’t have to cost a great deal of money. And the message they send to the employee can mean increased loyalty and reduced turnover. Many perks now focus on helping the worker succeed as both an employee and as an individual. Common incentives include reimbursement for tuition on qualified programs, retirement plans, child-care subsidies, and flexible schedules to attract working parents.

Additional benefits may include:

• Trips and weekend excursions
• Leased cars
• Awards, certificates, plaques, honors
• Memberships in professional organizations
• Subscriptions
• Computers/laptops
• Cellular phones
• Tickets to sporting events, movies, theater, restaurants
• Software
• Additional paid days off
• Birthdays as a floating individual holiday
• Gifts of all sorts
• Health club memberships
• Improving the work environment

Most people spend more time with their co-workers than they do with their families. In fact, for many workers, the workplace functions as a surrogate family, with the worker looking for support, encouragement and appreciation. The extent to which employers can provide this type of atmosphere can be a good determinate of how successful they are in reducing turnover.

The Center for Creative Leadership in San Diego commented in a recent survey that firms which offered employee development, good communication, ethics And other positive human factors enjoyed better retention rates and 20% higher profits. Here are some non-financial tools some employers are using to help boost retention rates.

A CAREER PLAN:
Employees like to have clearly defined goals, as well as defined plans and schedules to achieve those goals. Help employees develop a career plan within the firm so that they understand where they are going, and why it makes sense to achieve those goals.

OPEN DIALOG:
Sharing of operating and financial information helps build Trust between employer and employee. It also helps workers understand how their performance affects results, and encourages their input. This ultimately invests them with a feeling of ownership in the company and a long-term stake in its future.

LISTEN:
Reinhard Ziegler, a managing partner for the Dallas office of Andersen Consulting says, “To retain people you have to be a good listener.” One of The most valuable tools a manager has is the ability to provide regular feedback. Keep suggestion boxes for company improvement available to all employees, and offer rewards for the suggestion of the week, or month.

TEAM BUILDING:
Provide reward and recognition programs that recognize performance and achievement. Hold regular company social outings to build rapport and enthusiasm.

ON-GOING TRAINING & DEVELOPMENT:
FMI comments in their 1997 Training Survey that “50% of the largest firms indicated that supervisory training would reduce turnover by 10-19%.” They suggest employers partner with local community college or technical schools and offer internships, apprenticeships, or pay for education in return for a certain number years of work.

d. Tips to attract quality employees

• Develop advertising and marketing programs targeted to potential employees.
• Using computer-based recruitment tools not only make your recruiting more efficient, they ensure your technology is at the same level as that of the labor pool.
• Network with associations, suppliers, owners and peers.
• Establish an internal referral program that pay employees for referrals that result in a hire.
• Maintain a visible presence wherever the labor pool frequents, such as industry associations and related events.
• Use in-house recruitment personnel to visit job fairs, colleges, follow up on networking leads, do direct sourcing, surf the Internet, etc.
• Use a specialty recruitment firm to supplement your internal hiring efforts.
• Recruit retirees and minority workers, two of the fastest growing labor markets in the US.
• Use the Government Unemployment Office as a resource.
• Help industry enhance its image as a career for today’s youth.

e. Putting yourself first

The wide availability of similar technologies and the growing consolidation of vendors are quickly leveling the playing field for most employers. As competition within industry continues to grow, success will be judged less on price and quality of work and more on the employer’s ability to provide responsive and informed service. All this points to the critical importance of attracting and maintaining a well-trained and loyal work force.

Those companies who are first to realize their success hinges on serving their customers will also be the first to realize that to maintain that level of service among their customers, they must first provide it internally to their own people. In that respect, the employer’s first and most important customers may wind up being themselves.

“The article above was written by construction recruiter Frederick Hornberger, CPC, president of Hornberger Management Company in Wilmington, Delaware (www.hmc.com), a construction recruiter specializing in senior level, executive search.”

Hockey relates closely to business…..it really does!

Hockey Begins

Just before Christmas (2009), I was talked into buying equipment to play hockey for the first time in my life. If I were a teenager, this would not be a big deal. However, taking on a sport like hockey for the first time above the age of 40 was and is a big deal.

Skating in Circles

I worked in an ice risk while in college so I mastered the art of sakting counter-clockwise.  Let me tell you that my one direction skating experience did little to prepare me for playing hockey. Not to mention that I hadn’t been on skates with any consistency for many years.

Diving In

 They say I’m a thrill seeking adreneline junky so I don’t dip my toe in the water when I try something new.   After buying all that equipment it seemed to me that in order to get return on my investment, I would need to play hockey more than one time per week.

The Journey Begins

Playing three times per week on three different teams was my answer. In the very first game of my new hockey career, I stepped onto the ice with a group of highly skilled intermediate players. The results were not pretty but I made it through the entire season with this team and very likely progressed more quickly than I would have if I hadn’t played with the highly skilled guys. In order to not have circles skated around me every time I stepped on the ice with this team, I had no choice but to be inquisitive and to learn the game quickly.

I joined a novice hockey team.  Though I had no idea what I was getting into and breaking into an established team from the outside is never fun, I just knew the novice experience would be easier on my ego and my body  than the intermediate experience was.  I was correct. 

 It wasn’t enough to play on two teams.  I found another novice league and ended up playing on Sunday nights, Tuesday nights and Thursday nights. The physical demands of such a schedule for a guy who has a daytime job were intense. Today, three months later, I’m so glad I went through the early pain because I’m really enjoying this game and the fitness benefits it is providing.

Sorry for the long story about how I got started but you needed to know that I’ve been the new guy in more ways than one on each of my teams.

The Intermediate Gold Team

The intermediate team was a brand new team. While there were many talented players, this team failed to win a game. There was no coach and nobody to pull the weaker players aside (I was one) to give them pointers to shorten their learning curves. It was assumed that everybody knew how to play hockey and that teamwork would automatically occur. In many ways it did not.

 The Novice Team With White Jerseys 

My white jersey novice team was also brand new team. There is no coach. There is no team direction. Players frequently play out of position. Mostly because I don’t think they’ve ever been told how to play in position. Our lines don’t go onto the ice and come off the ice as a group. Individuals go in for individuals. As a center on a forward line, I constantly have different wings on my right and my left. There is no continuity. Some players on this team pass the puck, most however do not. There are several lone ranger players on this team who want to skate the puck from one net to the other to attempt to score. I say attempt because they rarely make it all the way to the opponent’s net and they very seldom score.

We’ve won one game but we’ve lost the other three very decisively. There isn’t a coach guiding the group as a team or working with players one-on-one to sharpen their individual skills or knowledge of the game. This team is frustrating to play on.

The Novice Team With Red Jerseys

 There is a coach running my red jersey novice team.   The coach determines who will play on each line we’ll put on the ice in any given game throughout the game. As players, we play with the same line all night long. The coach determines when a line needs to come off the ice and when a fresh line needs to go on the ice. The coach makes strategy adjustments throughout the game.

The coach gives pointers  to the guys on the bench once he has seen what they do and don’t know while they’re on the ice. The coach objectively watches the action on the ice and the individual players who make up the team. The coach sizes up the other team and  makes changes   to our play based on what he sees that we can’t see when we’re on the ice and in the heat of competition.

This team wins with an average margin of 6-2 on any given Thursday night. This team has been my favorite team from the beginning. It really is a team.

My Hockey Experience Applies to Business

What does my hockey journey have to do with business you ask?  Not much to the average person who has never played hockey but to me, my new hockey experience resembles business in many ways This current experience has taught and is continually teaching me how important it is to get the right players positioned to play the right positions and how important it is to have the right leader in place to lead the team.

The wrong players playing together on a team will not consistently produce positive accomplishments. A team that lacks a highly skilled leader  will not consistently produce positive accomplishments. However, a team that is thoughtfully built and led by the right leader will produce positive outcomes far more frequently than it  fails to deliver.   

This is Jeff Snyder’s story.  Jeff is the President of SecurityRecruiter.com, an executive retained search firm highly specialized in recuriting strategic security professionals for global corporations, government, security product firms, security professional services firms and more.

Every year is a busy year for human resources professional—but 2010 is starting off fast for anyone who administers or manages employee benefits.

If your company has employees and provides benefits as part of their compensation package, then the Federal Government says that you must inform them of ERISA, COBRA, FMLA and EEOC changes.

Human resources experts are needed

If you do not have an on-staff human resources manager, it’s essential that you have an expert to help you administer and communicate changes to employee benefits.

Don’t make the mistake in believing that your payroll services company will keep you compliant. There are many regulations that have to be followed and businesses are required under the law to inform employees of these changes. Your best course of action is to rely on a human resources specialist.

There are many ways to communicate, from staff meetings, updated pages in Employee Benefit policies, letters and posters that inform employees of their legal rights. If you do not have a formal plan to communicate to employees, call a human resources expert and create a plan to administer the changes to stay compliant with federal regulations.

ERISA Changes

The Pension Protection Act of 2006 requires that pension plans permit non-spouse beneficiaries who received death benefits to roll the plan distributions into another eligible retirement plan.

The Worker, Retiree and Employer Recovery Act of 2008 makes the non-spousal rollover (trustee-to-trustee transfers) mandatory for plan years beginning after December 31, 2009. This means that plans must offer this rollover alternative.

COBRA Subsidy

Employees who were involuntarily terminated through February 28, 2010 will be eligible for the federal COBRA premium subsidy. The 2010 Defense Appropriations Bill includes provisions extending the period for involuntary terminations would allow eligibility, and the time the benefits can be received.

The subsidy provides eligible individuals with 65% subsidy of their premiums for continued coverage under a group health plan for 15 months from the original date of the involuntary termination.

EEOC

Federal regulations require companies to post an updated version of the Equal Employment Opportunity saying that the company does not discriminate based upon genetic information.

In addition to posting this information, you must also provide training to managers and supervisors, and you must also check application and other forms to make sure that none of the questions are requesting information about your applicant’s and employee’s family medical history.

FMLA

The change to the Family Medical Leave Act covers eligible employees and their spouse, son, daughter, parent who are active service members undergoing medical treatment, therapy, recuperation or who are on the temporary disability retired list for a serious injury or illness.

The Defense Authorization Act for 2010 allows for extended military caregiver leave.

Human resources specialists keep you compliant

New Federal regulations say that this information must be communicated to your employees immediately. And, you must be prepared today to apply all of these standards to employees.

Human resources outsourcing expertise will help you to get all of the policies in order and explain them to your employees.

With $130 billion in federal money heading for the US economy for infrastructure the demand for engineering talent will be massive and competition for those jobs will skyrocket . Whether for designing transit lines or bridges , proposed stimulus spending will see a massive change in how engineering staffing models are employed and utilized by the building design and construction industries .

But Wait… I have a few questions .

Will the approaching hiring binge sow the seeds for a counter cycle three to five years from now that will eliminate most of the talented engineers when the money is spent? Will the boom lead to an inevitable engineering staffing bust as has so often happened in the past? Unfortunately, my 31 years experience says there will be a bust and it will be larger than necessary.

primarily it’s because the engineering staffing model utilized by many companies calls for fully staffing engineering departments long before and long after the work load on projects reaches a peak. That model creates excessive manpower that sits idle longer than needed while the firms seeks new business or waits for a project to start. It also means that talented engineers aren’t where they are needed.

That’s why when I look at the engineering staffing picture situation today, I worry. I see the counter staffing cycle where good engineers have their careers disrupted.But some portion of the shortage may well be caused by a serious disconnect between the engineering talent available and the projects or locales where they are needed. That disconnect will be exaggerated as firms staff up to meet the new stimulus driven demand and in so doing, put coerce on their bottom line with higher fixed costs.

So, what’s the solution?

One idea is to implement engineering staffing models that recognizes the need for a core component of engineers – engineering managers – and quantifies the need to augment the staff when necessary to handle the increasing workload generated by any project.

An important constituent in this process is long-term preparation where engineering staffing needs are forecast. I think such planning should be based on conservative estimates of staffing needs and the creation of a core staff model. Once operating, the core staff is always in a position to determine the augmentation requirements for any project and timing for adding temporary staff.

In almost any project, it’s easy to assume that 30% of the work will fall on the core staff for the duration of the project, with augmentation added in 15% or 20% increments until ideal staffing is achieved. On the back end of the project timeline, the augmented staff can be eliminated in a fairly short period of time. Managed correctly, the core staff model will reduce project overhead costs. The core staff model also adds another benefit; it allows management to more accurately choose engineers and technical personnel with the right expertise for the job at hand.

Where are the engineers willing to be part of an augmented team?

Well, history demonstrates that as much as 25% of the workforce sees the ability to earn premium wages as contract employees as very important, even against long-term security. For many reasons, there is a solid group of professionals who seek out shorter term challenges and are motivated by the chance to work in different places and on different projects.

By integrating a core staff with contract engineers, fixed costs are lowered, better cost controls can be applied, and a better alignment of specific expertise with the project’s demands can be achieved.

The increased federal stimulus program spending gives many in the engineering and construction industries a real opportunity to implement a new engineering staffing paradigm that can maximize profitability and reduce the impact of a boom and bust employment environment. Let’s make sure the stimulus isn’t a thief in the night.

Peak Technical Recruiting and Technical Staffing Agencies Los Angeles

“Rather fall with honor than succeed by fraud.” – Sophocles

To be truly successful, you must have great personal integrity. Although you may know people who seem to profit from personal treachery or shady dealings, their success is unlikely to last. Integrity is critical to maximum career advancement. I’m talking about being trustworthy, ethical, honest, and dependable to the core – and most importantly, being consistently so. Others glimpse your personal integrity through your behavior, reputation, life-style, scruples, morals, ethics, and personal and social maturity.

You may think you have little control over your integrity – that your character is hereditary, like eye color or intelligence. You may believe that integrity is a function of your environment (that you will be no better or worse than those who raised you or than the friends with whom you grew up). Indeed, heredity, environment, and culture influence your character. Nonetheless, your attitudes and behavior are ultimately yours to control. They are your responsibility, and others will judge you accordingly.

Here are some thoughts and actions that will help cultivate your integrity.
 

Learn to like yourself!
“To love oneself is the beginning of a lifelong romance.” – Oscar Wilde
Look in the mirror each day and say something positive about yourself. Praise and reward yourself for jobs well done. Compliment yourself for good ideas. If this feels funny, it shows that you need to practice self-praise more regularly. We all need daily, positive “strokes.” All too often, we may be the only available source! At the same time, don’t kid yourself. Praise yourself for the strengths you possess and resolve to attain the strengths you need to develop.

Don’t put yourself down or speak negatively about yourself. It’s self-demeaning and contagious! When you make mistakes, remind yourself that you’re still evolving. With every mistake, choose to learn from it. This moves you closer toward personal success. When you build self-esteem, you generate self-confidence. This becomes the key to optimum performance. Three excellent books in this area are The Psychology of High Self-esteem by Nathaniel Branden, I’m OK-You’re OK by Thomas Harris, and Think and Grow Rich by Napoleon Hill.

A friend of mine once learned the importance of self-esteem the hard way. He came to me as a business development manager earning $85,000 annually (15% more than average in his field). I presented him with the exact opportunity that he needed in order to achieve his long-term career goal of becoming a Division Manager. Although his credentials were impeccable, he became intimidated because his peers viewed him as too inexperienced. He started reminding himself of all of his shortcomings (as he and others saw them) – steadily losing confidence all the while.

He choked in the big interview when asked about his shortcomings and why they should hire him over an incumbent VP of Operations. With self-esteem on his side, he could have answered the question with confidence and could have won the job.

Bridges are not for burning
Your career depends on constructive, supportive relationships. We all run across people we can’t tolerate, but being vindictive or hostile can cripple your career. Don’t let anyone’s attacks or negative attitude rattle you. Instead, forgive and forget. Move ahead only with a clear conscience. You never know who may reappear (to your dismay) somewhere down the road.

I knew a Vice President of Finance who had gone far within six years after college graduation. His technical abilities were outstanding, but his people skills were only average. My friend was closing on an out-of-town job opportunity, which would have made him the youngest Senior Vice President in a major utility company. After the final (very promising) interview, the firm checked additional references. In his previous career, apparently he had alienated an office clerk who had since left the company to become Secretary to a senior executive. This executive was a good friend of the potential employer. When the clerk described her run-in with the candidate, he was removed from consideration. Had my friend cleared up that old relationship, I believe that he would have had the job.

Go the extra mile
“The idle are a peculiar kind of dead who cannot be buried.” – Chinese proverb
For maximum career advancement, do more than you are required to do and deliver more than you promise. If you do only what you’re paid to do, you’re entitled to nothing extra. So if your boss needs you to do an extra hour of work, give two hours. If your client needs a longer warranty, give him that and more. If your sales quota is $20,000 per month, sell $25,000. Giving more is the quickest way to getting more.

I have a client with whom our firm has done business for five years. Over that time, several occasions arose in which our client needed us to consult with them. We normally charge fees for such consultations, but waived them to affirm our loyalty and commitment to their long-term interests. On occasion, we even referred candidates for appropriate job opportunities at no charge, again for the same reason. Do we calculate the cost to us? Does it always pay off? No. But when we hold the client’s best interest in mind, we generally win in the long run.

Bring enthusiasm to everything you do
“If you aren’t fired with enthusiasm, you will be fired with enthusiasm.” – Vince Lombardi
Enthusiasm is critical to success in everything you do, not only for yourself, but also for those around you. Enthusiasm draws others to you. Positive energy is always contagious. We all respect those with passion: passion to live, and passion to love. By bringing enthusiasm to the workplace, you spread sunshine. People with enthusiasm are persuasive, and communicate self-confidence. People are always more persuaded by the depth of our beliefs and emotions than by any logic or knowledge we possess. Persuasion isn’t converting people to your way of thinking. It’s converting them to your feelings and beliefs. Enthusiasm sends a clear message to others that you like who you are, who they are, and what you’re doing. Monitor your enthusiasm throughout your workday and see how effective you are in getting support from your peers, bosses, and subordinates.

Your appearance does make a difference
Management may not know much about your work, but they see your appearance. Right or wrong, people judge you by how you look. Do a personal evaluation on your appearance. Chances are, you can improve your appearance substantially by simply paying closer attention to the details. Try to look your best whenever you leave your home. Choosing higher-quality clothing, keeping your hair cut, being clean-shaven, shining you shoes, and wearing a smile will make a big difference in your overall presence. For work, I recommend you mimic the dress code of your senior management. If anything, dress a bit more conservatively than the top brass at your company.

A good compendium of image books and consultant is Professional Image Publications by Jacqueline Thomas, Staten Island, NY.

Executive etiquette is more than manners
“A good conversationalist is not one who remembers what was said, but says what someone wants to remember.” – J.M. Brown
Personal integrity includes knowing and practicing proper etiquette. There are proper behaviors for every business situation, and it is incumbent upon you to learn and practice it. Letitia Baldridge’s book, Complete Guide to Executive Manners, Rawson Associates, NY, 1985, will help you develop poise and grace.

I have personally seen professionals lose career opportunities because they had poor table manners. By happy contrast, I’ve also seen a candidate demonstrate such a command of etiquette that he won an outstanding position.

The candidate and I were invited to a private function hosted by the prospective employer. Many respected individuals were in attendance. He had dressed properly for the occasion, understood the art of business entertaining, was effective and courteous in his conversation, showed grace and poise in dining, remembered people’s names – in short, did everything right. What won him the job was an act of perception that went beyond mere good manners. As the meal progressed, an older gentleman sitting in the corner went almost unnoticed until my candidate took the time to draw him out. As it turns out, this retiree had been highly successful decades before, and relished the opportunity to talk about it with such an interested dinner partner.

As toasts were shared, my candidate toasted the accomplishments and stature of his new friend. This won over the retiree’s proud daughter, who also happened to be the wife of the host. Her endorsement helped my candidate to win the job.

Develop a personal code of ethics
“If you are not big enough to lose, you are not big enough to win.” – Walter Reuther
Establish your own code of ethics, and be willing to hold your ground regardless of temptation or cost. Let others know what standards you live by, and do not disappoint them or yourself.

The most respected and admired people are always the “good guys” who win ethically. Short-term gain cannot justify the risk of losing our reputation or the victory in having won by fraud. In my experience, ethical missteps may be the most common cause for career stagnation. Once your integrity is open to question, in even a single incident, there is little hope for forgiveness in a competitive, unforgiving marketplace.

Our firm encounters numerous candidates who are well qualified, but cannot be placed due to breaches of conduct. Theft of time and assets, unprofessional outbursts, overindulgence of alcohol at business and social functions, lies of omission, and other such indiscretions, are all unacceptable.

I can’t give you the moral strength required to always make the right choices. I can, however, suggest an easy yardstick you can use. Before you act or yield to temptation, imagine yourself in the final interview for your dream job. Would what you say or do improve your chances of advancement?

Is your word bond?
“The price of greatness is responsibility.” – Winston Churchill
People who do what they say they will do – the people you know you can count on – are the most highly valued employees wherever they work. Emulate them.

It’s in your day-to-day interest to always come through. This gives you the grounds to expect the same of others. After all, your commitments often depend on your coworkers’ efforts. It is not good enough to do (what you promise) only part of the time. It can cost you credibility. So be conservative with your promises. I once presented an exceptional job opportunity to an architect. She was happily employed and not looking. After lengthy discussions, she decided that the new opportunity was indeed for her.

Her interviews resulted in an offer. She accepted. Upon turning in her resignation, she received a counteroffer, which she also accepted despite our vigorous counseling that counteroffers are recipes for disaster. Within six months, her old firm replaced her as being overpriced and disloyal. The firm that previous courted her for six months shunned her as being untrustworthy. After accepting their offer, she had gone back on her word. Don’t make the same mistakes.

Punctuality shows respect
“80% of life is showing up.” – Woody Allen
People like to be treated with respect. In business, punctuality is deemed more important than good manners. It is a clear way to demonstrate good faith. By meeting your time commitments, you build belief that other promises and contracts are trustworthy.

Try not to make time commitments that you cannot keep. If you will be late, call beforehand to re-schedule. I’ve seen good jobs lost because the candidate ignored this simple courtesy.

Confidential indiscretion
“There is no right way to do something wrong.”
No chapter on integrity would be complete without addressing the subject of “confidential indiscretion”. If there is one thing that can destroy a promotion (or even a career), it is earning a reputation for being indiscreet. It can take only one breach of confidence to lose the trust of a valued associate or employer. Breaches of confidence – whether company trade secrets, client privileges, gossip, or simple jest – can leave you marked for the duration of your career. These violations are not easily forgiven.

Interviewers will often look for bad-mouthing and sharing of company secrets during interviews. Many interviewers consider the inability to keep confidential information secret, the worst breach of integrity – worse than lying or stealing.

Evaluate yourself to see if you share secrets or gossip in order to gain attention. If you feel that improvement is needed, work to develop the necessary self-confidence and maturity to resist the temptations of tale bearing.

Quality first
“The highest reward for a person’s toil is not what they get for it, but what they become by it.” – John Ruskin
American business seems to have sacrificed quality in pursuit of short-term profits. The quick fix, the fast buck, the quest for instant gratification, has created many problems that we now have to face as a nation and as a part of the world economy. We have been providing less for more, while our competitors focus on providing more for less.

I’m convinced this decade will show a recommitment to quality in our values, education, service, and products. Play a leading role in this trend.

Play with a winning attitude
“Winning isn’t everything, but wanting to win is.” – Vince Lombardi
Your attitude is your choice. Anxiety, fear, worry, guilt, motivation, enthusiasm, and happiness are all reactions that we permit ourselves to experience. You may feel that you have been dealt some bad cards in life. But, it’s up to you not to dwell on them. Hold quick “funerals” for your disappointments. Forget them and move on.

Our attitude is not determined by circumstances, but by how we respond to circumstances. Don’t be a victim of your past. You can change your attitude, by changing the way you react to the events around you. Even stress is only a product of how you perceive, define, and react to the world.

Our greatest power is the power to choose! We can decide where we are, what we do, and what we think. No one can take the power to choose away from us. It is ours alone. We can do what we want to do. We can be who we want to be. Respect other people’s opinions, but don’t allow others to define who you are. If you base your self-image on others’ approval, break the pattern. Rejection is a part of life. No one can make you feel inferior without your consent. One of the best guides I’ve read on attitude improvement is the classic The Power of Positive Thinking by Dr. Norman Vincent Peale.

Get motivated
Motivation is fundamental to achievement in any field. As I have noted, it’s far easier to generate motivation when your job interests you, calls on your strengths, and presents achievable challenges. But great achievers bring motivation to almost everything they do. They believe they can succeed. You, too, are capable of great achievement, but you must begin by choosing to succeed.

“The article above was written by construction recruiter Frederick Hornberger, CPC, president of Hornberger Management Company in Wilmington, Delaware (www.hmc.com), a construction recruiter specializing in senior level, executive search.”

With the credit crunch still biting at consumers’ heels, it is intriguing to be aware that the one particular sector that hasn’t suffered is the supermarket trade. More people than ever before are carrying out their weekly, perhaps daily purchasing at places like Tesco. In reality, it is for this reason that Tesco vacancies are in demand from job seekers. There is no doubt that Tesco is blooming presently and profits are increasing swiftly. So, if you’re looking for a new job, it may be well worth thinking about Tesco vacancies as your first port of call.

Having a job in a supermarket isn’t everyone’s cup of tea, but for those that want career acceleration and an exciting working environment, it is well worth considering a job at somewhere like Tesco. Tesco vacancies are perfect for those that like a challenging role within an organization that cares. Individuals that are searching for a job need to recognize that there are a few jobs out there that take individuals on at all levels and with varying experience, which is something Tesco jobs offer. Such jobs like to appeal to the young and the mature adults at the same time.

In order for Britain to get out of the recession, it is thanks to the supermarkets that the country is making positive progress. Businesses like Tesco and Asda have genuinely been expanding their staff intake during the last year or two. The launch of extra training schemes over the forthcoming years also indicates that the supermarket recruitment process is continuing.

In addition to general working pleasure, people who pick Tesco jobs can also be sure of job security. Tesco is acknowledged for its year-on-year profits and it shows no signs of doing badly in 2010. In 2009, the profits topped £3bn, which is a huge amount when one considers that the UK has been in deep recession. For people looking for a job that will cushion the blow of the recession, start off your search for Tesco vacancies now.