I had to get my Toyota fixed today.  One of those strange, intermittent rattles that just drive you crazy.  You know what I mean.  I drove to the repair center, parked my car and was asked by one of the service managers to have a seat.  He told me he’d be right with me.  While I waited patiently, my eyes wandered around his office area.  He had photos of some really cute kids.  When he returned, I told him that his kids were adorable, and later, about the mysterious rattle.  I told him that it might be hard to find and that all I could ask was that they look for it and resolve it if possible.  We chatted about the weather, about Toyotas and about business.  When he told me the wait would be two hours, I refrained from crying or yelling and simply said, with a smile, “Not a problem; as soon as you can”.  I walked down to McDonald’s for a cup of coffee, made some calls and waited.

In less than two hours, the car was finished and the rattle was miraculously gone.  Even better, the service manager went into the system and deducted half the manhours, giving me a discount of $25; approximately 25% of my bill.  He winked and told me directly that nice people get taken care of.  Then he talked about all the grumpy people he deals with every day.

Nice reward for simply being a nice guy, er gal, huh?  Let me know your success stories about EQ.

~Christy Suerth

Today’s Career Managment Tip from The Work Shop:  Carpe Diem!  Network Now!

In my travels, I meet many professionals and executives who give it all up to their companies.  They start early, work late, work on weekends, and even give up lunch to hit their goals.  While this is commendable and can be effective in bringing recognition and promotion, practices like these don’t realistically allow time to network.  These executives know intellectually that networking is critical to their career management, but they put the activity on the backburner month after month, year after year.  When I challenge them to make the time for building networks, they nod in agreement and make promises to start soon (they know I’m right), but they often fail to take up the challenge.  Inevitably, sometimes through no fault of their own, the corporation changes direction and they are left without a role in it; i.e., “between opportunties”.  How difficult it is to start networking when one feels the most vulnerable and needy.  How challenging to start networking when one is dealing with feelings of loss, anger, and worry.  I often hear, “I hate to call on people when I am in a position of needing something from them.”  How much better it would be for all of us to continuously build and give back to our networks during the good times, so when the tough times come (and they probably will) our contacts are fresh, cared-for and ready to serve us in our time of need.

Need another reason? Your thriving network can help you and your company immeasurably right now.  Networking is not just about the next opportunity, right?

Carpe Diem!  Network Now!

~Christy Suerth, The Work Shop

Masterfully Building Strong Careers

The Work Shop is proud to announce a new strategic partnership with Profiles International, Inc.

The Work Shop was built on the knowledge that satisfied, growing, and engaged employees build strong businesses. Similarly, healthy, growing, financially successful businesses support employees to build strong careers. The Work Shop is dedicated to masterfully building strong careers and businesses. Like The Work Shop, Profiles International, Inc. partners with businesses to help them “Imagine Great People” which, of course, leads to Great Businesses.

Profiles International, provides a comprehensive array of employee assessment instruments used to put people in the right jobs, help managers lead, coach, and motivate effectively, and help all employees direct their efforts to achieve greater productivity and profitability. Profiles International assessments provide employers with information used for hiring, promoting, succession planning, 360 degree feedback programs, management development, training, motivating, improving customer service, and other employment issues. 

If you would like to know more about the information we can provide you with to help you solve your people-related problems to make your business stronger, please call us at The Work Shop.  ~ Christy

Thanks for your question.  As we know, a resume is a marketing tool, not a historical summary of where one has worked. To boost the effectiveness of the marketing tool, it is imperative that resume writers understand the difference between RESPONSIBILITIES and RESULTS. At least 90% of the resumes I review (and enhance) fail to include enough RESULTS. Remember, employers don’t pay us to do the job written summarized on a job description. They pay us to save money, save time, improve efficiency, enhance productivity, reduce waste, etc. In short, they pay us to contribute to their bottom line! If the resume doesn’t metrically state these kinds of bottom-line contributions, you’re not presenting yourself effectively. Employers want to know what’s in it for them; employers want to know they’ll receive a good return on their investment in compensation and benefits.  Hope that helps. Please let me know if you need some examples. ~Christy

 

Great question!  I think that an organization always has a system of values that is demonstrated through the actions of leaders and employees. The real question is whether those actions are congruent with the fancy words on the written Values Statement.  Often employees’ actions are totally incongruent with the Values Statement and then company “Values” are a trend and just something to post on the website. This can be demoralizing to employees and have serious business consequences. In order to connect daily employee actions and behaviors with the Values Statement, some best practices are:

1.      To ask employees to help develop the the Values Statement,

2.      To hold interactive training and education over the course of years,

3.      To recognize and reward employees who live-out the values,

4.      To develop interview questions that seek out applicants who bring the company values, and

5.      To provide information about company values early-on, even during new employee orientation.   

I believe that controling and managing unethical behaviors should be the exception, not the rule. Instead, leaders must lead a life of values — demonstrating the organization’s values in the small actions and the big decisions, even when it’s difficult and even when it’s costly. When senior leaders live-it and coach their managers to live-it, their reports will come to understand that the organization’s values are more than just pleasant words. They will influence the next level of managers to live it too. Although it’s cliche, if leaders “walk the talk,” a strong system of living values will become part of employees’ daily behaviors over the course of years.  ~Christy

Thank you for your question.  It is insightful. 

Based on my experience in Talent Management, I agree that compensation is not the key to retention. Study after study reminds us that the biggest factor in the decision for a high performer to remain in an organization is the relationship they have with their boss. Oh, when they leave the organization, they may tell HR it is because they got a better compensation package, but many just say this to avoid the hard truth. The hard truth is that many bosses forget how important it is to coach and mentor their key people, to provide training and feedback, to create and work development plans, to recognize and appreciate results and exraordinary efforts, and just simply demonstrate that they care about the employee and his/her success. It sounds like common sense, but how many of us can say we have had the priviledge of working for this kind of manager more than once in our careers? Although I’ve developed some excellent compensation structures and guidelines for companies to attract and retain top talent, without competent, skilled and caring managers, even the best pay systems fail in retaining top talent.

Good luck to you.  ~Christy

Hello friends!

CareerBuilder, Monster, Hot Jobs… we’ve all been there and we’ve all probably responded to job postings hoping to get a call for our dream job (although statistically speaking, most people will not land a job through this method!). 

As a recruiter, I write job postings in hopes of receiving The One resume that will lead me to The Perfect Candidate.  In the last two weeks alone, I received over 300 resumes in response to a few job postings I wrote.  I made a few calls to find The One.

After analyzing this response and talking with a few people, I felt the need to share with you the Top Five Biggest Mistakes people are making when responding to postings.  Why is this a big deal?  Because these mistakes are leading to resume rejection.  Listen up!

1. Applicants apply blindly without noting or remembering the company or the job.  When I call them for an interview, candidates appear to be clueless when I mention the job title, the company, or my name.  Sometimes they are rude, as if I am an unwelcome caller!  Advice:  keep a file of all the companies and jobs you apply for, print out relevant information fromt he company’s website, review the information periodically, and answer every phone call with courtesy and professionalism.
2. Applicants fail to use a cover letter to highlight how their experience aligns with the qualifications for the job.  Most cover letters are BORING and IRRELEVANT.  Advice:  Help the recruiter!  Help yourself!  Make sure he/she can’t miss how your background fits with the job qualifications.  Use bullet points to line it up so it jumps out.  (Remember, your resume and cover letter have to stand out from the hundred others.)
3. Applicants send 3 and 4 page resumes actually believing a recruiter has time to read all of that detail.  Advice:  summarize, use key words and cut yourself off after two pages.  Make your first page an attention grabber.  Get a professional resume writer if you need help.
4. Applicants are unprofessional when I contact them by phone to inquire more about their background and experience.  When applicants make the decision to pick up the phone when I call, they are often driving, with other people, or generally unprepared to conduct a professional phone call.  Advice:  let your voicemail pick up your messages and call the recruiter back when you are prepared, researched and in a quiet location where you won’t be disturbed.
5. Typos in the resume and cover letter!  Advice:  c’mon… you know what to do.

~Christy

As an HR Professional and resume writer so I know both sides of the issue well. From my experience and reading on the subject, it seems that there are a lot of opinions on this topic. 

To gain perspective, let me ask you this: When you write or edit any written piece, isn’t it best practice to always keep the reader at the forefront of your mind?  In order for writing to be effective, you have to write so that your message gets across to the reader as you intended it, right? Okay, imagine the reader of a resume. She could be an overworked recruiter, or she could be an overwhelmed hiring manager. She may have to review well over 100 resumes (and cover letters) in order to select the best candidates. If she has 100 resumes, each two-pages long, plus a one-page cover letter, she has to get through 300 pages for one job. It’s not unimaginable that a recruiter has 10, 20 or more job openings these days. With that in mind, we know she has thousands and thousands of pages to “read” (I put the word read in quotations because the truth of the matter is that she is skimming many pages). Considering the recruiters’/readers’ perspective, I don’t think the question of how many pages is as important as, “How fantastic is your first page?” Personally, when I’m reviewing resumes, I read the cover letter last (if at all) because most people have very poor cover letters that do not add value (why, I do not know). Then I focus on the first page. If the top 2/3 or 3/4 of the first page doesn’t grab my attention, I skim the rest pretty quickly. Remember, recruiters are challenged with getting through thousands of pages to find “the one” so its your job to get that first-page right so you entice them to read more. Personally, I have a two-page resume with an executive summary and my accomplishments and results noted with metrics and dollars. I have created separate summaries that I can give the hiring manager (or not) at the right time, based on the job and the employers’ interests. I’m fooling myself if I think a hirirng manager or recruiter is reading every word of a three page+ document at the screening stage. Give them the additional stuff once you make the cut. Hope that helps. Good luck. ~Christy

First posted on my Linked In Profile:

http://www.linkedin.com/in/christysuerth

Great question!  From my perspective, I would recommend that the following performance management (PM) components must be part of your design and implementation:

1. Performance Planning. This means planning A. employee goals that align with organizational goals and objectives; B. employee development plans based on organizational and job competencies; C. plans to enhance how the employee carries out the job duties. All of these things must be measurable.

2. Monitoring, Tracking, Documenting and Coaching On-The-Job Performance through out the year. A web-based PM system is ideal for this phase of performance management. It’s got to be easy and readily available or people will “forget” this phase.

3. Appraisal Documents that are legal and supportive in starting conversations that help employees understand what is expected and how to achieve it. Of course the document must point back to each of the PM Planning items (goals, development plans, job duties, etc.)

4. Performance Appraisal Meetings that are scheduled at least twice a year and are meaningful to the employee and manager in building performance.

5. Starting line support from your CEO and executive team — not just in word, but in action! Help them understand this is not just an HR tool. PM is a business tool to drive results.

6. TRAINING! Employees and managers. Then RETRAINING. I was recently part of a PM system design and implementation and highly recommend the GroteApproach system. Contact Kyle Carper; he’s very competent and a pleasure to work with. I’ve noted the GroteApproach website below. Also, any books written by Dick Grote will be helpful to you in sorting this out.  Best of luck!

This post was cross-posted at my Linked In Profile:  http://www.linkedin.com/in/christysuerth

Christy’s Response:  Interesting question. It never crossed my mind that it could be considered unethical. It is a service that is frequently needed and provided. I would go even further and RECOMMEND that people hire someone to write their cover letter or have their draft reviewed. I strongly recommend it after my recent experience recruiting candidates for several open positions in Manufacturing. I posted the jobs on Monster and received over 500 resumes. My estimate is that less than 10% of applicants bothered to submit a coverletter. Those who did not write a cover letter, missed on the perfect opportunity to tell me about their qualifications in light of my job profile. They missed the perfect opportunity to explain portions of their resume that needed to be explained (the things that make recruiters pass on resumes because they can’t call everyone). They missed the opportunity to sell me on the fact that they are perfectly suited for my job opening and they WANT to be considered and why.

My advice: Job seekers SHOULD get help on cover letters (and resumes) and use their well-written, sales-oriented cover letter on the major job boards. Most of the competition doesn’t seem to be bothering. ~Christy