The Art of the Networking Letter

The Art of the Networking Letter
by Alesia Benedict

Today's job search can seem impersonal - just email, computer databases, job boards, and technology. But these are just the tools to reach an end goal that has not changed. That goal is to connect people and jobs. Companies spend a great deal of money on hiring, about $6000 per hire (Challenger, Gray and Christmas, 2005). It's not surprising that employers prefer to hire from within (internal hires) or from referrals (employee or vendor recommendation); candidates hired are often more suitable to the position and company culture, and the process saves money.

Despite the prevalence of technology, job seekers need to leverage the advantage that good old-fashioned networking brings to the job search. This places you in that coveted referral spot. It's imperative that when seeking a new job, you ask around for leads, connections, and information, as a combination of efforts produce the best results.

In addition to a stellar resume and cover letter, your job search toolkit should contain a good networking letter. Many job seekers think a networking letter is simply a cover letter in which the first sentence drops a name of someone whom the reader may, or may not know. That's not a networking letter! A networking letter is designed to make a connection somehow, and ask for information, ask for a further connection, instigate a call to action, or establish a rapport. The networking letter will also contain information that the reader needs to know about your goals or about your qualifications, but it is not as extensive as a cover letter to a hiring manager would be.

Let's look at the following networking letter.

Dear Robert,
It was great to see you at the IEEE meeting on Tuesday evening. I enjoyed not only your talk on heat sink technology but also catching up on news out of Intel. Once the weather turns, we'll have to start up our monthly golf games again.

You mentioned in our conversation at dinner that your department had been doing some work with Apple on some new innovations. While I've been happy working here at EA and have been able to be a part of some pretty significant accomplishments for the company, the continued far-reaching outlook at Apple for new horizons intrigues me. They are known, of course, to have the best graphics in the industry, and I'd like to find out more about what they foresee for the next five years concerning resolution and speed. I would like an opportunity to talk with someone at Apple about how my background and skills with EA could fit into their plans.

I'm hoping you can help. My goal is to meet with the head of research and development for graphics at Apple to get a better understanding of their direction and where I might be able to fit into their program. The work I've done in high definition pixilation may well be a skill set they are seeking and I'd like to explore that opportunity. I would appreciate a contact or introduction to your point of contact at Apple in interest of achieving my goal.

I'm attaching my resume but what I'm truly seeking is a telephone conversation with your contact or a decision-maker in the Apple R&D department. I'll be back in touch with you by next Tuesday, by email, in hope that you can help me with this connection. I greatly appreciate your help and assistance. Give my regards to Jenna!

Sincerely,
Grant Hughes

This networking letter does many things. First of all, it establishes the connection between the sender and receiver. It gives a context for the relationship and refreshes the memory of the reader regarding the sender.

Next, the letter references a conversation the two people had that leads to the reason behind the correspondence. The job seeker lets it be known that he is passively (and possibly confidentially) exploring the market and that he recognizes the recipient's connection into one of the industry's leading companies. At the end of the second paragraph, the job seeker states his goal - what assistance he is seeking by saying he is looking for a connection into the company.

The third paragraph refines that goal to a meeting with the head of research and development for graphics. He supports this goal with a brief synopsis of the experience he has that would qualify him for that type of work with the target company. He finishes the paragraph with a direct call to action from the reader. He doesn't hint or beat around the bush - he asks specifically for an introduction or an "in" to the company.

The final paragraph provides a reference to the job seeker's attached resume but emphasizes that the true goal is a more personal connection - a telephone conversation. He is specific about when and how he will be back in touch with the reader and then closes with warm gratitude and a greeting to the reader's wife to reemphasize the personal connection. You can see clearly that this is not simply a traditional cover letter with a name dropped in the first sentence. While in this case, a resume was included, this letter could just as easily have been sent without a resume since it's not relying on the resume to make the connection, but rather the person. A good networking letter makes a personal connection while asking for a specific call to action from the reader. It gives a brief overview of qualifications of the job seeker and is specific about how the job seeker will be back in touch with the reader. It is all personal and conversational while still being professional
in nature.

The more our world relies on technology as tools, the more important it becomes to make your job search personal and strive for connections. Technology is helpful in streamlining the process but networking is one of the most valuable tools job seekers have and, without a doubt, the most neglected. Revitalize your job search today with great networking letters and personal connections.


[Source: Alesia Benedict is the Executive Director GetInterviews.com. She's also been cited by Jist Publications as one of the "best resume writers in North America" and quoted as a career expert in The Wall Street Journal and the Chicago Tribune.] 

Creating a Compelling Scorecard

Creating a Compelling Scorecard

by Sue Kruse

 

To move an organization from a 'kick me' to a 'count on me' orientation takes accountability and trackable measurement. Sue Kruse talks about how using a Scorecard can help accomplish a proactive environment.

 

Take a common scenario-customers complain about restrooms not being clean enough. Everyone scrambles to find a solution and what often happens is that we as trainers get a call saying that the training is bad and that's why the bathrooms are filthy. That's the kick me approach. The other approach is more proactive. It says everyone has accountability and that all can work together to make sure things get done properly. That's the count on me approach.

 

This idea is a new look at a new definition of the 'Oz Principle', a book that came out of the Harvard Business School written by Roger Connors and Tom Smith.

 

The concept is an attitude of continually asking 'what else can I do' to rise above my circumstances and achieve the results I desire?' It is the process of seeing, owning, solving and doing. It requires a level of ownership that includes making, keeping and proactively answering for personal commitments. It is a perspective that embraces both current and future efforts rather than reactive and historical explanations.

 

It's an 'above the line' orientation to problem solving where everyone has the attitude of 'see it', 'own it', 'solve it' and 'do it.' It's the polar opposite of 'below the line ' behavior, 'The Blame Game' where employees are apt to: ignore or deny problems, say 'It's not my job,' use finger pointing, continually ask what they should be doing, covering their tails or taking a passive approach, the 'wait and see' attitude.

 

So how can we move our departments from a 'Kick Me' to a 'Count on Me' orientation? What we have found to be effective is to create a scorecard. The scorecard helps you move from a strictly problem solving department:

 

a) where a need arises and you respond

 

b) to a department with a mission and goals so that you can anticipate problems before they occur

 

Scorecards help you:

 

a) clarify the competencies that make a 'good fit' between a candidate and a particular person

 

b) quantify key accountabilities that define 'A' level performance in a specific job

 

c) focus everyone on the most critical performance issues

 

d) define what 'A' level performance looks like in a particular job

 

e) let people know what they will be responsible for delivering

 

f) give 'A' players a level of ownership and accountability, something 'A' players love

 

g) build a 'performance culture'

 

The first step in developing a scorecard for your organization is to set clearly defined results. We use a color coded system of green, yellow and red. For example, one 'operating standard' for field training for our operations is that every GM, AM and FPM in every corporate store has a current ServSafe certification on file, and that every RM/FC is certified to proctor. If all of my managers have certification, then I am at 100% and I am in the green zone. If just one falls short, then I have a yellow score. If more than one is not certified, then I fall into the red zone. Because of the scorecard, there is no guessing. I always know where my scores are and if I have anything in the red, I know to fix it right away.

 

The second step is to make the results clear to all staff team members. Everyone knows what my score is and we work in partnership to make sure we are all working in the green zone. I myself am nothing without the regional management staff. When I'm in the green, I celebrate with the regional managers. And that leads to the third step which is to establish joint accountability for the results, let everyone know that it's a team effort to stay in the green zone. Finally, you must publish the results each period so that everyone sees what the score is for different areas and can see how to improve for the next period.

 

There are many benefits to using a scorecard system. Scorecards identify and recognize top performers, set up a low cost/no cost recognition system i.e. set up what 'A' level performance looks like, and scorecards use people's strengths to move performance.

 

Everyone in the organization becomes part of the process. With a scorecard people have a visual representation to gauge performance. Scorecards encourage open and candid communication allowing people to ask for feedback. They offer feedback and help people see the reality of the situation. Scorecards help people 'See It'. With a scorecard everyone develops a personal investment in their jobs and investments are acknowledged. Employees gain ownership and buy-in. Scorecards help people 'Own It'. People begin to ask 'What else can I do to achieve the desired result'. They actively redefine boundaries and creatively deal with obstacles while staying focused on the results. They 'Solve It'. Finally, everyone reports results proactively, relentlessly follow up and they do things they say they'll do because the progress is continuously measured. They 'Do It'.

 

Since we have implemented the scorecard I've noticed that people 'play' differently. It creates a certain intensity. Huddles happen, new plays and strategies are created constantly and everyone adapts quickly to changes. Scorecards have worked well in our organization. It has changed and improved the way I work. I know I can't sleep if I'm in the red zone. I'm confident that you will benefit from increased accountability when you introduce scorecards in your organization.

 

Why VPs of HR Don't Become CEOs

Why VPs of HR Don't Become CEOs
by John Sullivan

It's incredible rare to find a Fortune 500 vice president of HR who has been promoted to CEO within his or her organization. It's a striking indication that HR still has a long way to go.

Have you noticed that in announcements about people being promoted to the CEO level, their previous job title is almost always CFO, CIO or general manager of a business unit? Rarely, if ever, were they VPs of HR.

I have monitored the topic for years and can attest that it's incredibly rare to find a Fortune 500 VP of HR who has been promoted to CEO within his or her organization. It's a striking indication that HR still has a long way to go. The dearth of direct promotions is especially troubling in that most outbound Fortune 500 CEOs have at one time or another declared publicly that "people are our most important asset."

Having had the opportunity to advise literally hundreds of VPs of HR around the world over the course of my career, I have concluded that there are a number of reasons why HR VPs are rarely tapped to lead organizations. Here's my top 10 (unlike David Letterman's list, I haven't ranked mine):

1. Failing to state CEO as a career goal. Many VPs of HR publicly declare that serving in that job is the pinnacle of their career dreams. They see themselves as a behind-the-scenes player. And they are therefore often treated as such.

2. Failing to build a well-recognized internal HR brand. Image is as important within an organization as it is outside one. Unfortunately, most VPs fail to develop an internal brand as the solver of strategic business problems.

3. Failing to prove impact. HR people are notorious for calling themselves business partners, but routinely fail to act like business professionals by not using the language of business: dollars and cents. By not assessing the business impact of HR actions in dollars, HR professionals demonstrate that they don't understand the big picture.

4. Failing to anticipate and forecast. CEOs seldom dwell on history, focusing instead on the future. In stark contrast, HR professionals rarely, if ever, forecast. They seldom issue warnings or announce plans to quell upcoming people/business problems.

5. Failing to build a competitive advantage. CEOs are often focused on being No.1 in everything they do. HR, by contrast, tends to manage to the average, focusing on internal comparisons and rarely on external competitors. Only one in a thousand HR functions routinely complete a function-by-function competitive analysis in order to assess and build their competitive advantage.

6. Dwelling on equal treatment instead of differentiating and focusing on performance. Most VPs of HR seem to have an obsession with equity. Unfortunately, increasing workforce productivity requires that HR continually shift its best people and resources from low-impact/low-return areas to high-impact/high-return programs and focus on top performers.

7. Failing to take the lead with technology. In a world of rapid change, nothing sends a clearer message that you are on the leading edge than early adoption of effective technology. Faster, more accurate decisions can only occur when VPs move to make HR paperless and to provide every manager with desktop access to decision tools and people information.

8. Failing to think and act globally. The world of business is flattering, but most VPs of HR continue to be "location-centric." Frequently, HR fails to develop a global strategy where "one size fits one." They also fail to develop programs to share best practices, which can enable rapid learning and solution sharing around the world.

9. Failing to demonstrate responsiveness and effectiveness within HR. Although it is essential in order to build credibility, HR often fails to deliver excellent, consistent service in the eyes of management customers, which is a prerequisite before anyone will truly pay attention to HR.

10. Failing to build a performance culture. CEOs are expected to be winners year in and year out. VPs of HR should be no different. They are expected to build a performance culture that develops a sense of urgency about performance within every manager and employee. When the press, colleagues, competitors and top management begin describing your culture as "performance-focused," then the VP of HR has succeeded in his or her mission.

Whether you are a midlevel HR professional or a current VP of HR, the time is now for you to begin acting like a future CEO. The errors you need to avoid are clear. And even if you don't make it all the way to CEO, you might end up being the most effective and influential HR professional in your industry.


[Source: Workforce Management / January 2007]

Accepting Yourself Unconditionally !!

Accepting Yourself Unconditionally" by Brian Tracy

How Are You Treated By Others?
Self-acceptance begins in infancy, with the influence of your parents and siblings and other important people.

Your own level of self-acceptance is determined largely by how well you feel you are accepted by the important people in your life.

Your attitude toward yourself is determined largely by the attitudes that you think other people have toward you.

When you believe that other people think highly of you, your level of self-acceptance and self-esteem goes straight up.

The best way to build a healthy personality involves understanding yourself and your feelings.

Let The Light Shine In
This is achieved through the simple exercise of self-disclosure. For you to truly understand yourself, or to stop being troubled by things that may have happened in your past, you must be able to disclose yourself to at least one person.

You have to be able to get those things off your chest. You must rid yourself of those thoughts and feelings by revealing them to someone who won’t make you feel guilty or ashamed for what has happened.

Understand What Makes You Tick
The second part of personality development follows from self-disclosure, and it’s called self-awareness.

Only when you can disclose what you’re truly thinking and feeling to someone else can you become aware of those thoughts and emotions.

If the other person simply listens to you without commenting or criticizing, you have the opportunity to become more aware of the person you are and why you do the things you do. You begin to develop perspective, or what the Buddhists call “detachment.”

Be Honest With Yourself
Now we come to the good part. After you’ve gone through self-disclosure to self-awareness, you arrive at self-acceptance.

You accept yourself for the person you are, with good points and bad points, with strengths and weaknesses, and with the normal frailties of a human being.

When you develop the ability to stand back and look at yourself honestly, and to candidly admit to others that you may not be perfect but you’re all you’ve got, you start to enjoy a heightened sense of self-acceptance.

Do An Inventory Of Your Accomplishments
A valuable exercise for developing higher levels of self-acceptance involves doing an inventory of yourself.

In doing this inventory, your job is to accentuate the positive and minimize the negative.

Think of your unique talents and abilities. Think of your core skills, the things that you do exceptionally well that account for your success in your profession and in your personal life right now.

Think About Your Future
Think about your future possibilities and the fact that your potential is virtually unlimited. You can do what you want to do and go where you want to go.

You can be the person you want to be. You can set large and small goals and make plans and move step-by-step, progressively toward their realization.

There are no obstacles to what you can accomplish except the obstacles that you create in your mind.

Action Exercises:

Here are three steps you can take immediately to put these ideas into action:

First, sit down with your spouse, or a good friend, and tell him or her about something that is troubling you and is still causing you unhappiness.

Second, develop perspective on your problem by standing back from it and imagining that it was happening to someone else. What advice would you give to that person?

Third, think continually about the good experiences and accomplishments you have enjoyed in the past. Remind yourself regularly that you are a pretty good person and you’ve done a lot of good things in your life.

 

 

Five Tips to Improve the Cohesiveness in Your Management Team

Five Tips to Improve the Cohesiveness in Your Management Team 

by Dr. Rick Johnson

 

A cohesive management team is the most important ingredient to your company's success. The management team needs to function as a team to maximize their accomplishments. To quote an over used phrase, teamwork is really key to an effective management team.

This sounds like a simple concept but it is more complicated than you might think. It just isn't a natural act for people to come together and immediately become effective by addressing common objectives, common issues and common problems. A management team can often become overwhelmed by day to day events which effectively prohibits strategic thinking. Thinking outside the box becomes difficult because they are too busy trying to control what's going on inside the box. The sharing of common visions and long term goals becomes extremely difficult. Individual personalities, values and personal goals often become roadblocks to functioning well as a team. Getting your management team to focus on common strategic goals is not easy but it is absolutely essential if you are going to maintain competitive advantage and get things done. Five tips to get your management team to function as a unit. 1. Take complex plans and strategies and assign accountability and ownership. This creates more efficiency and leverages creativity. Assign responsibility according to individual passions. 2. Brainstorming must be encouraged to release team innovation. Bouncing ideas off one another stimulates creative thinking which leads to creative solutions. This in itself bonds individuals into a common purpose. 3. Ask for solutions assigning both responsibility and empowerment. Ownership of ideas and initiatives builds commitment. Involving the team in creating direction and solutions through empowerment generates commitment to the tasks necessary to meet objectives. 4. Challenge your management team. Reliance on team effectiveness minimizes risk by being more flexible and adaptive than relying on a single individual. No one individual alone can jeopardize success. The loss of one team member can be overcome without losing sight of the objectives. 5. Create a 'Night of the Long Knives • The 'Night of the Long Knives' is a terminology used when the Elephant is too big to eat and you have to chop it up into pieces. • It is the coming together of a competent team to address common issues & challenges that need to be resolved in the best interest of the entire group Document current and future challenges, projects, initiatives and issues. Ask your management team to review them, add their thoughts and comment on any issues that may have been overlooked. Lastly, ask them to prioritize the list based on the impact to the success of the organization over the next twelve to eighteen months. Arrange for a two day 'Night of the Long Knives' workshop utilizing the following agenda. • Defining the hurdles to both short term and long term success • Identification of critical constraints • Re-Prioritization • Scenario planning and brain storming • Action planning both short and long term (12 months) • Presentation for call to action and resources required

Smart Salary Negotiation Strategies Can Make You Rich

Smart Salary Negotiation Strategies Can Make You Rich
by Robin Ryan

Moral of the story - - ASK!

But, how? What must I say or do to get the best offer possible?
I cover salary negotiations thoroughly in my book 60 Seconds & You're Hired!, but here are a few key points to guide you:

Know what your skills are worth.
Don't guess. KNOW! Go to my website and click on Salary to learn what employers are paying for your level of experience and skills. You can also check with your professional association - - almost all agencies publish salary ranges based on job title and experience level.

Whoever mentions money first loses.
To preserve your negotiations power it's critical to never reveal what your salary is (or was). Plan for these salary questions and arm yourself with appropriate answers that keep an employer guessing. Instead of revealing your old salary, offer a statement of fact, citing a salary survey source (i.e. professional association or journal) and give them a salary range, commenting that you are within that range. Laura, an ambitious woman was too open in interview and told the hiring manager her true salary, which was low because promises of raises had never materialized at her current job. The HR recruiter later informed her that, once the hiring manager heard the low figure her current employer paid her, he changed his opinion of her and downgraded all of her achievements and abilities. (The new job paid twice her salary.) In her interview coaching session we worked on how to effectively handle salary questions and armed with effective strategies she landed the job adding a
$32,000 pay increase over the job she left.

Try!
The critical mistake people make is they never even try to negotiate at all - - especially women who are still paid 23% less than men. They simply accept the offer as given. Too bad, because employers still offer higher salaries and more lucrative benefits packages, simply because the prospective employee asked for them. If the employer is convinced the candidate would be a valuable addition to their team they are often willing to negotiate.

Negotiate to get the money up front.
Promises of future bonuses, raises, stock options, and reviews in a few months, all have a way of never happening down the line. Negotiate every dollar you want into the salary base now when the employer is most amenable. Cover the whole package. Determine the value a company's benefits offer and ask for what you'd like, be it more vacation, flextime, tuition reimbursement, stock options, company car, etc. Don't forget about signing bonuses. They are all the rage again, and often available just for the asking.

Get an employment offer in writing.
Promises are quickly forgotten once you start the job. Get the details of your agreement in writing by requesting an employment offer letter from the employer so there are no misunderstandings later.

Poor Grammar, Poor Impression

Poor Grammar, Poor Impression
by Judi Perkins

I've become increasingly concerned about the ignorance of Americans - not those who have learned English as a second language, but native English speakers - regardless of race, income level, schooling or other determining factors.

The number of people who read seems to be decreasing in direct proportion to the number of kids growing up with portable dvds, and ipods. Television has become the preferred babysitter for children and the most effective way for adults to anesthetize themselves after a day's work.

These days I see egregious (horrible, outrageous, astoundingly bad) grammatical errors on resumes and cover letter, web sites, signs, emails to me...regardless of management or income level. Some of these are written by people who are in the job market hoping to be invited in for an interview, and their paperwork is full of punctuation and grammatical mistakes. Were they careless? Or do they not know? Maybe it doesn't matter. Maybe the hiring authority doesn't know the difference either.

The other day I saw the back of a company shirt that said: providing quality service since 10 years. A company shirt? How many were printed and are worn by employees who walk around advertising that that particular company has someone in an upper-level management position who didn't catch the error or didn't know the difference?

Here's a sign I saw in a store a few weeks ago: We do not except credit cards. (It should be "accept".)

Last week a senior level manager emailed me. He confused "its" and "it's" in three different places. ("Its" is possessive. "It's" is the contraction of "it is".) Here's what really bugs me: the new rule that seems to have come into effect in the last year - if in doubt, add an apostrophe. So what's happened is that people all over America have lost the understanding of the difference between plural and possessive (possessive gets an S, plural does not).

Your resume and your cover letter are not just a synopsis of your background. They are not just an introduction of you when you hope to be considered for an interview. First and foremost they are a brochure, and they are selling a product, and the product is you.

If you were shopping for a new car, what would you think if all the Honda or Lexus or Toyota brochures had apostrophes in the wrong place? Or misspelled words? Or glaring grammatical errors? Would you know?

What about a flyer from your local grocery store? Or a promotional piece from your state representative?

On some level it's going to make a difference as to what you think of that company or person. If they aren't careful enough about their literature or sales material, what else don't they pay attention to?

Don't rely on Microsoft Word's ABC/Grammar checker. It isn't able to discern if a word is spelled correctly but used out of context. The grammar checker won't help you unless you have a fundamental understanding of grammar to begin with. In fact, if you defer to the grammar checker's advice, you'll probably increase the number of mistakes.

An excellent reference book to keep on hand is The Elements of Grammar by Margaret Shertzer. In "Words Often Confused" it clarifies the differences between pairs of words such as "well" and "good".

Don't tell yourself it doesn't matter. Don't tell yourself that your skills are more important. Above all, don't tell yourself that everyone speaks poorly these days and the hiring authority won't know or care. The ability to communicate, written and spoken, is of paramount importance - certainly in business. And it only becomes more valuable as fewer people are able to demonstrate it.

Keywords for Resume Success

Keywords for Resume Success

by Louise Garver

 

Imagine you have the perfect qualifications for a position advertised online. Your background, track record, and skill set are ideal for the job. The job is yours for the taking. Or is it? In today's technology-driven world, you may not be considered a qualified candidate - even though you are.

 

The reason? Applicant Tracking Systems or ATS. This tool automates the application process for recruiters and human resources personnel. The process essentially follows this pattern: You submit your resume online. Often, you're able to upload your resume and the system proceeds to extract your information. You're then asked to verify that the information has been extracted correctly. You may also be asked to complete a questionnaire related to the position(s) you're seeking.

 

Your information then goes into a database, allowing recruiters to search for ideal candidates. Recruiters enter search criteria, and the database produces a list of candidates that meet the criteria. To increase your odds of being found by recruiters, you need to develop a resume that will be flagged as meeting the criteria. To do this, you'll need a keyword-rich resume.

 

Keywords are generally nouns that identify experience, skills and qualifications relevant to a position. Although keywords may also include industry "buzzwords" and verbs, the majority of keywords are nouns. Examples include: Vice President of Sales, Marketing Communications Manager, Finance Director, UNIX, SQL, MBA, BA in Business Management and so forth.

 

Does your resume include the right keywords for the positions you're seeking? To maximize your chances of being found by recruiters, follow these tips:

 

1. Review the job advertisement for keywords.

The listing will contain most of the keywords the employer or recruiter will use to filter out resumes. Avoid creating a generic resume and submitting it to as many employers as possible. Instead craft a targeted resume and market yourself through keywords found in the listing.

 

2. Check advertisements for similar positions.

Find and review other ad listings for similar jobs that may contain more keywords to incorporate.

 

3. Make a list of all experience and qualifications that are relevant to the position.

This includes any skills, industry jargon, acronyms, association memberships, and so on. Any words that overlap with those found in advertisements should definitely be included.

 

4. Keyword saturation.

Incorporate as many keywords as possible into your resume. The more keywords you incorporate, the better your chances of being flagged by the software. Include the words throughout your resume, where appropriate. Of course, you'll want to make sure that your resume is "readable" by both keyword scanners and people. You may also want to consider adding a "Keyword" or "Skills" section to describe your skills and qualifications.

 

5. Use variations of the word or acronym.

If possible, use variations of the same word or acronym in your resume. If a recruiter is searching for candidates with a Ph.D., the search may be for "PhD," "Ph.D," "Doctor of Phil." and so on.

 

6. Refresh your resume often.

Recruiters can include the date your resume was submitted in their search. Newer resumes indicate that you're actively seeking a new position while, if your submission is months old, it may be assumed that you're no longer searching. So guess who gets flagged and possibly interviewed first? Refreshing your resume is often as simple as resubmitting it or updating information, even if it means retyping your name and clicking the "Update" or "Submit" button. Be sure to take this easy step for big results.

 

Ultimately, the best way to increase your visibility is to do your homework on the type of positions you're interested in and incorporate relevant keywords strategically into your resume. Use the tips above to create a tailored resume, and you'll increase your chances of being found by a recruiter, called in for an interview, and hired!

 

The Ten-Minute Manager's Guide To...Promoting Hourly Employees

The Ten-Minute Manager's Guide To...Promoting Hourly Employees

by Lisa Bertagnoli, Special to R&I

 

In theory, it's good to move hourly employees into management roles. Seasoned hourlies "understand a company's culture and can carry it to a higher position," says Brian Colton, restaurant owner and president of Dallas-based Preferred Restaurant Management Services.

 

But without a good transition process in place, promotions can misfire. Great servers don't always make ideal bosses, especially if proper training is not provided. How to prevent such moves from backfiring? Give employees clear criteria for moving up or offer them halfway points such as shift supervisor or trainer. Above all, don't be afraid to say "stop" when a promotion just isn't working out.

 

Clear Rules Make Successful Promotions

More than half the managers at El Pollo Loco were once hourlies. In fact, several years ago, the Irvine, California-based chain reduced the size of regions covered by area leaders so they could spend more time mentoring employees, says Jeanne A. Scott, vice president of human resources and training for the quick-service Mexican chain.

 

Criteria for promotions are clearly defined and available to all crew members. "They understand what it takes to be promoted, and they can see peers engaging in those activities," Scott says.

 

El Pollo Loco also looks for employees who have what Scott calls a "broad appreciation" of the business. "They understand how each job fits into the success of the company and, therefore, how each job should be managed," she says. Such employees are easy to spot: "They raise the standard of the whole restaurant."

 

Promotable employees also are disciplined and comply with standards rather than look for shortcuts. "And they're team leaders," Scott says. "If you make the mistake of promoting someone who's not, you'll pay for it," most notably in the form of resentment from other crewmembers, Scott says.

 

Keys to Success

At Beef O'Brady's, the Tampa, Florida-based chain of 165 sports pubs, internal promotions "are part of our business model," says President Nick Vojnovic.

 

When deciding which hourlies to advance, managers look for the same qualities that mark a top executive: maturity, trustworthiness, reliability and people skills. Employees with those qualities are given a trial period as a "key employee": an opener, closer or shift supervisor. Only 20% of key employees eventually make it to full-fledged manager. The remainder "still want to hang with their buddies, or they're too strict," Vojnovic says.

 

In those instances, stores try to roll employees back to their previous positions, even sending them to a new store to prevent embarrassment.

 

But some workers simply find they're comfortable as a key employee and choose not to move up. "They may have kids at home, or they don't want responsibility or more hours," Vojnovic says. "No one size fits all; we need to work with each person individually."

 

A Smooth Transition From Peer to Boss

Newly promoted employees sometimes find it difficult to manage workers with whom they once were peers. Palm Restaurants tries to make that transition easier.

 

The promoted manager is physically separated from his or her former crew during the six to 10 week training period, says Scott Vasko, vice president of human resources for the Washington, D.C.-based steakhouse chain. The separation helps employees make the emotional break with co-workers; so does a formal announcement that the person has been promoted.

 

Palm also has no qualms about moving freshly minted managers to another unit. "It's definitely more difficult for someone to step out of a peer group and into a supervisory role at the same location," says Vasko. About 75% of promoted employees ask to work at another unit.

 

Finally, the chain encourages new managers to ask for help if they need it. "They can call anyone in the organization they're comfortable with, from another GM to the head of the company," Vasko says.

 

And they do ask for help, Vasko says. "[Palm President] Fred Thimm has gotten a few of those calls."

 

Management Training

Postrio in The Venetian Resort Hotel Casino, Las Vegas, requires hourly employees to be trainers before they're managers.

 

"It's a necessary step," says Matt Dickerson, general manager and partner, of the training tour of duty. "They learn how to train, coach and teach, which are important elements in management." 

 

Hourlies who are trainers are paid better, get prime hours and better sections of the dining room, and are given gift certificates to dine at other Wolfgang Puck Fine Dining restaurants, a group that includes Postrio. "Training's not easy," Dickerson says. "We take care of our trainers and make it something people want to do."

 

How long an hourly remains a trainer before moving to management depends on the individual. Some stay at the trainer level a year; some choose to remain trainers rather than move up, Dickerson says. Occasionally, a trainer returns to the position he or she came from, "but for the most part we try to make them successful," he says.

 

Dickerson admits that because of lost tip income, it can be difficult to persuade management-worthy servers or bartenders to move up. He courts them with the promise of future income, and a career. "They won't make as much in the beginning, but the money will be better in the future," he says. "And it's a career versus being a food server for the rest of your life."

 

Making Promotions Stick

Enthusiastic, top-performing hourly employees don't always turn into stellar managers.

 

"One of the biggest mistakes an operator can make is to take a very good hourly employee, put them into management and watch them become a poor manager," says Brian Colton, an owner of Dick Clark's American Bandstand, a 235-seat restaurant and night club in Overland Park, Kan.

 

To prevent such mistakes, Colton looks for clearly identifiable traits in hourly employees who have been promoted to semi-management positions, such as shift supervisor. The first? A server's reaction to a smaller paycheck, due to fewer tips. "That's a huge indication of a potential problem," says Colton, adding that promoted servers will eventually earn more money as full-fledged managers.

 

He also looks for good listening skills, leadership traits and the ability to transition from peer to boss. "Favoritism or power tripping are very noticeable," Colton says. "The employee might not realize it, but you can see it."

 

In that case, Colton recommends that the worker remain an hourly. "Usually there's no argument; they see it," Colton says. "Lots of people are just phenomenal at their jobs, but they aren't cut out for climbing the ladder."

 

Plan Your Career Progression When Looking For a Job

Plan Your Career Progression When Looking For a Job

by Scott Brown

 

Although we never truly like to grow up, at some point in our lives we will have to start planning for the future. Why not start now by taking a moment to plan out where you want to be in 5 or 10 years. One of the best times to plan for career progression is during your job search.

 

Most people have a tendency to look at the salary they are making and decide that they need to make more. Don't just look at the salary, start looking at the different types of companies where you would like to work. Look at what benefits they offer other than the salary and what chance for advancement they offer. Also, think about location.

 

Options

No matter what your profession, there are generally options for your progression in your chosen career or there are options for changing careers or industries. Take a moment to list out what you consider to be your options. Do they look good? Is it time to change industries or change careers?

 

Decisions

Whether your chosen career is the one for you or you decide you need to change, there are some important decisions you will need to make when you get ready to plan your career progression.

 

First, do you have enough education to qualify for the position you want? If not, how do you plan to get it? Looking for jobs with companies that have great education benefits can help you in achieving your goal.

 

Secondly, do you have the depth and breadth of experience you need to get where you want to be? Will your current job offer you the opportunity to get that experience? If not, what types of companies will help you gain the required experience?

 

Finally, are you in the right area to get where you want to be? If you are looking to make a certain salary or are looking for a position that might be exclusive to certain areas (like making movies), you need to plan a career progression that allows you to move into the areas where you can pursue your dream.

 

So, if you are starting your job search and are just thinking about how much money you are going to make at your next job, take a moment to look where you want to be down the road and plan your job search accordingly. Being proactive and planning ahead will help prevent you from looking back on your career with regret after you turn fifty.

 

Identifying and Selecting A Six Sigma Consultant

Identifying and Selecting A Six Sigma Consultant
by Tony Jacowski

When tested quality programs such as Six Sigma are implemented the right way, process improvement in a company can result in tangible gains within 3 to 6 months. Employees feel satisfied and ultimately, the shareholders also benefit from the overall results. While it is possible for business owners to study quality initiatives and effect changes within their organization on their own, sometimes an external consultant with expertise in Six Sigma might be the best person to help lead the change. Consultants are immune to a company's internal politics and have the advantage of exposure to information and best practices from other companies where they have implemented the procedure.

Choosing The Appropriate Consultant
Selecting the right Six Sigma Consultant is a vital decision that can have a tremendous effect on your business. Ways to assess a Six Sigma consultant include checking if their experience is relevant, if their track record is successful, if they are willing to impart their knowledge systematically and if they are skilled at training and facilitation.

Features of A Good Consultant
a) Six Sigma Consultants should have a unique blend of skills in Six Sigma and relationship management in team development and conflict resolution.

b) They should serve as good communication lines between the employees or the customers and the leaders of the organization.

c) They should take adequate responsibility for writing projects, documenting them and making decisions for the project.

d) They should be able to lead the projects and facilitate conferences.

e) Six Sigma consultants should also be able to make presentations to associates and contribute to a company's change of management process.

Selection Criteria
a) The key to selecting a good Six Sigma consultant is becoming aware of the specific needs and work culture of your firm.

b) Companies hiring a Six Sigma Consultant should initially perform a careful assessment of their internal environment and then formulate a team that can oversee the whole process.

c) The company should know whether it requires a full Six Sigma service implementation or whether it only requires training.

d) The main reasons for hiring Six Sigma Consultants should be their expertise on certain subject matters, are skilled at communication, be it written or verbal, are unbiased and can 
implement their skills within the company in a non-partial manner.

e) Accountability is also an important consideration; if the implementation doesn't work then it can be placed squarely as the responsibility of the consultant. From an owner's point of view, it's easier to blame an external consultant than to take sides within the company itself.

f) Cost is certainly a major factor while choosing a consultant but it should not be the only one. The professional fees charged by Six Sigma firms can vary from reasonable to very expensive and the key consideration should be the value that the consultant brings to the organization.

Pre-Hiring Measures
a) It is advisable for companies to identify about 10 Six Sigma Consultants and ask for a proposal, based on which, they could shortlist 3 to make a presentation. This method of selection has worked very well for many companies. 

b) Background information about a consultant can be obtained from other businesses that have been through the process before.

c) It is important to select a firm with more than a few years of Six Sigma experience.

d) During the selection process, team leaders must decide what role the consultant has to play during the project. The consultant can be a strong facilitator and an experienced practitioner, a team member or a subject matter expert.

e) To fit into any of these roles, a consultant has to have strong facilitation skills, in-depth process knowledge, industry exposure and should be able to perform specific tasks for the team.


[Tony Jacowski is a quality analyst for The MBA Journal. Aveta Solution's Six Sigma Online offers online six sigma training and certification classes for lean six sigma, black belts, green belts, and yellow belts.]