What employees want more than money

Employees want advancement opportunities more than better compensation

By  on Oct 31, 2011

Not every stormtrooper wants toremain a stormtrooper forever. Am I right, or am I right? Stormtroopers have ambitions for career advancement too. However, one probably can only go so far without Jedi powers, but now I’m just nerding out on you.

A new survey by Right Management, part ofManPowerGroup, of workers in September and October revealed that the number one priority for those looking at their next job is the opportunity for advancement, beating out better compensation and a more flexible work environment.

“Despite all the workplace complaints we hear, most employees are still highly motivated about their own development and careers,” said Michael Haid, Right Management’s Senior Vice President for Talent Management.

Workers were asked, “What is your highest priority in your next position?”

  • Greater opportunity for advancement – 27%
  • Better management team – 21%
  • More flexible work environment – 21%
  • Better compensation – 17%
  • Less work pressure – 14%
What this means is that workers realize that, amidst the sluggish economy, raises and bonuses may be infrequent and that they are looking for other recognition for their efforts. This also signals to employers that they need to do a better job of engaging employees on career pathing within their organization.
“Employee turnover has been remarkably slow for the past two years, and everyone is itching for new horizons,” said Haid. ”In fact, many workers feel trapped in their current situation. Now that’s bad for everyone concerned and the savvy employer will make strenuous efforts to vary people’s tasks and responsibilities, to shuffle work teams, to do cross-team training…to do whatever is needed to demonstrate real commitment to career development and to counter a pervasive sense of career stagnation among their employees. Some organizations are surely on top of the problem, but I’m afraid too many aren’t.”
Now that we’re coming into the 4th quarter of the year, a lot of companies will be gearing up for annual reviews and this can be a great opportunity for workers to ask about growth opportunities and advancement options, whether related to tasks and projects that can then facilitate into a title or salary change. Even inquire about educational opportunities to increase your value to the company.

 

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One Trait that Makes a Great CEO-and Place to Work

One Trait that Makes a Great CEO-and Place to Work

By  | August 3, 2011

What makes a great CEO? That question came to mind recently when I read the news that Chief Executive magazine had named Alan Mulally of Ford Motor Company its 2011 CEO of the Year. It’s easy to understand why Mulally was chosen. After all, he presided over one of the more remarkable corporate turnarounds in recent memory.

But a look at the magazine’s criteria gives some insight into what makes a great CEO truly great. Some of the criteria was typical: the honoree had to show evidence of looking ahead, driving value, focusing on people, fostering corporate citizenship and sustaining business results.

But one factor was unusual: the winner had to maintain a “stable, consistent ‘moral landscape.’”

Moral landscape?

Tom Saporito, CEO of RHR International, who helped develop the selection criteria, defined moral landscape as “courage, integrity, reputation and having a coherent and high purpose” embedded in the corporate culture, due in part to the CEO’s example.

From day one on the job in September 2006 when Mulally took the reins of a faltering Ford, he has pushed hard to drive purpose throughout the company. It was no easy feat; other CEOs had tried and failed, but Mulally made it clear through the development of One Ford that the company had to become leaner and more focused on developing products that were uniquely Ford.

Mulally himself preaches this but, and stuck his neck out on the line for, notably by taking out a $20 billion-plus line of credit to ensure the transformation. This line ensured that Ford would not need to take advantage of federal bailout funds, nor would it have to declare bankruptcy to avoid paying its creditors. Something that its Detroit competitors GM and Chrysler both did. I would call Ford’s behavior in this instance highly moral.

There is another side to sense of purpose that Mulally talks about extensively: you create greater levels of buy-in when people know what you stand for and are committed to doing. Ford’s pride of purpose took a beating in the early part of the decade when it suffered year after year of losses. But now that it’s firmly in the black and has paid all but $3 billion of the $23 billion it borrowed, the pride is back. Not because the books are balanced but because Ford is making and selling products that consumers in North America, Europe and South America want and will pay a premium for.

The drive for purpose emanates from the leadership team, but as I have discovered in research conducted for a forthcoming book, employees are hungry for it.  Purpose, as supported by my research, drives clarity because it enables people to see the big picture. Even better they see themselves painting part of that picture.

Savvy leaders trade on this quest for purpose as a means of giving the organization sharper focus. When people know what it expected of them, they can deliver more readily. And if they believe in the purpose they feel part of something greater than themselves.

The coda to RHR’s description of “moral landscape” is a leader who puts “the interest of the organization above personal gain.” That’s a foundation of servant leadership; leaders do what the organization needs doing. Easy to do when times are good, but hard when times are tough.

But it is this orientation toward others that drives organizational purpose. Employees want to follow their leader; they believe in what he or she stands for. If they sense the leadership team is only out for self-enrichment and self-aggrandizement the underpinning of purpose erodes.

None of this will come as a surprise to anyone who works for a living. They know instinctively if the boss has their back or they have the boss. If there is mutual support, people are engaged. If something is missing, no amount of preaching about purpose will do anything. Leaders need to walk the talk.

 

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Time … is your friend, not your enemy!

Time … is your friend, not your enemy!

By Kevin Kalstad, CPC  | Gecko Hospitality

In the past 4 weeks I have seen not one, but two great candidates walk away from two great job offers / opportunities. True Story!

Both situations were with different candidates and clients, but in essence it all boiled down to time. In my opinion, the candidate’s lack of patience for the client’s needs cost them these jobs. We tell our candidates that these searches take time! If the job you are interviewing has a larger title and area of responsibility, it will take even more time.

How long might these searches take? From the time we get your resume, to when you might get an offer, these are generally how long these searches might take.

Assistant Manager and or Sous Chef: Six to Eight weeks

Chef and or General Manager: Eight to Twelve weeks.

District or Area Manager: Twelve to Thirty Six weeks.

Bottom –Line?

We would urge you to be patient with the process. We want to place the right candidate, with the right client. More than ever, great companies are truly counting the total cost of each and every new hire they make. Hang in there with us, and we will get you a great job with and excellent company!

Send us your resume today to start the process. We never charge a fee to you, our candidates.

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Will They Stay or Will They Go? (Your Employees, That Is)

Will They Stay or Will They Go? (Your Employees, That Is)

June 8th, 2011 :: Rieva Lesonsky

Are your employees going to stay with your business as the economy improves and more job opportunities arise? This is a crucial consideration for small businesses, who can ill afford the time it takes to lose the knowledge of key employees, or to find and train new workers to replace them.

Recent findings from Deloitte’s Talent Edge 2020 survey series, which polled more than 350 employees at large companies worldwide, give some insights into employee attitudes toward the workforce. What interested me about this study is that it’s not just the state of the economy, but the generation of the worker, that is affecting their outlook about their jobs. In other words, employees in different age ranges have different frustrations and needs that will affect whether they stay with their current employers or attempt to leave.

Deloitte found that many companies are failing to address the critical needs and potential frustrations of their employees, and often do not have a realistic picture of how employees see them. Since this survey was targeted at big companies, this means opportunity for your business to address the issues that big firms are not.

The report found that employees aren’t waiting for things to improve—they are already actively testing the job market. Only 35% of employees surveyed expect to remain with their current employers, while nearly two out of three (65%) want to leave their current employers.

What are they looking for? Among employees surveyed who are actively or passively seeking out new employers, 53% say the prospect of job advancement or promotion would convince them to stay with their current employers. But there are some significant differences among generations when it comes to what triggers employees to stay or leave.

Baby Boomers expressed the greatest discontent with their employers. They were frustrated that their loyalty and hard work has been neither recognized nor rewarded. Nearly one-third (32%) of Baby Boomers also cited lack of trust in leadership as a key turnover trigger. In fact, this was their top-ranked reason to leave a job, and the highest percentage of any generation citing this issue.

While Boomers may be unhappy, Generation X employees are the most likely group to actually be considering exit from their current jobs. Only 28% of surveyed Gen Xers say they plan to stay with their current employers. What’s the biggest turnover trigger for them? Lack of career progress, cited by 65%. Generation X is at the time of life when they want to see forward movement.

Millennials’ idea of a good workplace differs sharply from the other generations. They are more likely to consider their employers’ commitment to “corporate responsibility/volunteerism” and a “fun work environment” important.

What do employees think of their workplace? Very few employees described their employers’ overall retention efforts as “world-class” or even “very good.” However, survey results show that employers who make an effort to keep their employees satisfied will be rewarded with employees who are far more likely to remain in their jobs.

 

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GIVING YOUR EMPLOYER NOTICE

CONGRATULATIONS! You have just spent two weeks going through the interview process with a great new company and have accepted a fantastic job offer from them. Now comes the hard part. You must go back to your current employer and give them notice that you will be leaving their employ. What people sometimes fail to realize is that this is as an important part of the process as any. Very often I hear this…”well they have been really good to me and I do not want to screw them over, so I would like to give a three or four week notice”. In almost every scenario, this is overkill. What you must take into consideration when giving notice is the following points…

  • You have now committed to a new employer and are obligated to start when they need you to. They are as anxious to have you start with them as you are. Plus they obviously have a need that you are filling and most likely need you to start training as soon as possible to fill their gap.
  • Two weeks notice is customary and widely accepted as a proper notice. Even when leaving on good terms, anything more than two weeks becomes burdensome on both parties. Giving two weeks is the proper way to handle a company that has been good to you.
  • On the converse side, giving anything less than two weeks notice to a current employer will be frowned upon by most hiring companies and may make them rethink their hiring decision. They expect you to give two weeks and you should be wary of any company that doesn’t.
  • Some companies are known for not letting people work out their notice. They may ask you to turn in your keys at the time you give them notice. This should not impact the way in which you give your notice. Always leave a company properly even if they don’t do the same with you. If you are told not to work out your notice, then you can either let your new employer know that you can start sooner than expected or just take it easy and enjoy some time off before starting your new endeavor.
  • Some companies may try to use the two week timeframe to try to get you to change your mind. They may use heavy pressure from above or talk badly about the new company you are going to. They may also try to counter offer with more money to entice you to stay. COUNTER OFFERS NEVER WORK OUT! Realize that the same issues that caused you to begin looking in the first place will still exist after a counter offer. And now the company is aware that you were looking and trust may then become an issue. Plus, if you take the counter, you have now burned your escape bridge when you realize it was a mistake. And you will.

So submit your resignation with confidence, don’t give in to counter offers as they never work out and give a proper TWO weeks notice and everyone involved will be appreciative in the end.

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Big Blunders Job Hunters Make

By SARAH E. NEEDLEMAN

Daphne Batts sometimes wonders if practical jokers with hidden cameras are spying on her as she interviews people for jobs at Bankrate Inc., an online publisher of financial information in North Palm Beach, Fla.
That’s because job candidates—including experienced professionals—behave so inappropriately that Ms. Batts, vice president of human resources, suspects she’s the target of a prank.

“I find myself peering out my blinds to see if Ashton Kutcher is on my office balcony with a camera crew,” she says, referring to the host of the former MTV show “Punk’d,” which featured pranks being played on celebrities.
Of course, there’s nothing funny about a bad job interview, especially for the long-term unemployed. Yet hiring managers say many job hunters don’t take their search efforts seriously enough and make the kind of mistakes that they should know better to avoid. In fact, many say they are frequently amazed by some of the colossal blunders they witness at a time when there are five job seekers for every job opening, according to the Labor Department.
Here’s a look at eight bone-headed moves job hunters commonly make.
Bringing a child—or any relative—into the job hunting process is a major faux pas. Here, Will Ferrell’s character brings his step brother to an interview in the movie Step Brothers.

1. Entitlement syndrome.
At the conclusion of a job interview last year, a candidate for an administrative position at PopCap Games Inc. in Seattle asked human-resources executive Pamela J. Sampel if she could take him out to lunch on the company’s dime. “He said he was a poor student and that I could just write it off,” says Ms. Sampel, adding that for a moment she thought he was joking but his demeanor indicated otherwise. “I was so startled I almost started laughing.”
The coalition Government is drawing up controversial plans to help relocate the unemployed to areas of the country where there are jobs. Video Courtesy of Sky News.
Also last year, Ms. Sampel says she received an unsolicited résumé full of grammatical and spelling errors with a note asking her to have someone on the company’s staff correct them. “I’m sure you have people there that could fix them before they put it into your online database on my behalf,” the applicant wrote, according to Ms. Sampel.

2. Behaving rudely.

Earlier this year, a candidate for an administrative position at BankRate showed up to an interview with a preschooler in tow. “She didn’t try to make any excuses or apologies, such as her babysitter backed out,” says Ms. Batts, who conducted the meeting anyway, but didn’t extend the candidate a job offer.

Similarly, a recent candidate for an entry-level outsourcing job at Accenture Ltd. unwrapped a sandwich during an interview and asked the hiring manager if he could eat it since it was lunchtime, says John Campagnino, senior director of recruitment for the global consulting company.Job hunters have also acted rudely by showing up more than an hour early for interviews, interrupting interviewers in mid-sentence and refusing to fill out a job application, referring hiring managers to their résumés instead, say hiring managers and recruiters.

3. Acting arrogantly.

Recruiter Peter Polachi recently met with a candidate for an executive-level marketing job at a midsize technology firm. In the middle of the meeting, Mr. Polachi says he suddenly heard Madonna singing—it was the ring tone for the candidate’s cell phone and the person took the call, which lasted about a minute.

Mr. Polachi, co-founder of Polachi Access Executive Search in Framingham, Mass., says the incident, plus the fact that the candidate was employed and arrived late to the meeting without apologizing, signaled that the executive considered himself a shoo-in for the job or just wasn’t interested. Either way, “to accept the call and have a conversation is over the top,” says Mr. Polachi.

1. Dumb and Dumber Résumé

Blunders Faking job history Recently, a job hunter handed Liz Crawford, a hiring producer for Factory VFX Inc., a résumé that listed RotoFactory as a previous place of employment. When Ms. Crawford exclaimed that RotoFactory is a partner of Factory VFX, the candidate quickly presented her with another résumé listing different former employers. This candidate then proceeded to explain that the first document was actually a “wish résumé,” which contained employers she’d like to work for, says Ms. Crawford.

2. Résumé misdirection

Job hunters who rely on services to distribute their résumés to scores of hiring managers may be surprised whose hands those documents end up in. Among the recipients are journalists who write about employment and headhunters who recruit in unrelated fields.

3. “Deep ending” on spell-check

Despite the wonders of modern technology, computer writing programs like Microsoft Word can’t always distinguish between words that sound the same but have different meanings. Given the competitive employment landscape, hiring managers urge job hunters to take the time to proofread their résumés for those not-so-obvious misspellings.

Other candidates show arrogance by demanding to bypass human resources, inquiring about salary and job benefits at the start of an interview and insulting former employers, say hiring managers.

4. Lies, lies, lies.

Six months ago, a candidate for an editing position at Factory VFX Inc. told hiring producer Liz Crawford that he came recommended by an artist on staff at the Santa Rosa, Calif., visual-effects company. After the interview, Ms. Crawford says she called the artist so the applicant could say hello to his supposed associate. That’s when it became crystal clear that the two men didn’t know each other. “He admitted he had fibbed and walked out of the room,” says Ms. Crawford.

Job hunters also commonly lie by taking credit for work they didn’t do, inflating their salaries and saying they don’t smoke when seeking positions at companies with no-smoking policies.

5. Dressing down.

Last summer, Amy Demas says she was uncomfortable and distracted while interviewing a copywriter candidate for the small Los Angeles ad agency she co-founded in 2008, Standard Time LLC. “She was wearing a t-shirt three sizes too small with bright red letters across her chest,” recalls Ms. Demas. “I couldn’t help but pay more attention to her breasts than her résumé.”

While it might be acceptable to skip a suit and tie in some office environments, it’s never appropriate to wear jeans, cleavage-revealing tops, flip-flops or skin-tight pants—all interview fashion don’ts hiring managers say they’ve seen.

“You should also take out all your funky piercings and hide your tattoos,” says career coach Cynthia Shapiro, who is also a former human-resources executive. “Even if you wear a business suit, if you have a piercing through your lip” it doesn’t look good.

6. Oversharing.

After learning that a position involved a great deal of travel, a candidate for a senior sales job at a midsize manufacturer told the interviewer he was worried about how his saltwater fish would get fed while he was away. The worst part of the exchange? “He wasn’t kidding,” says Russ Riendeau, an executive recruiter who set up the interview and confirmed the account with the job hunter. “He was trying to say that it was his only concern.” The man, who had been unemployed for four months at the time, wasn’t extended an offer for the position, adds Mr. Riendeau, a senior partner with East Wing Search Group in Barrington, Ill.

7. Other things employers say that job hunters reveal—but shouldn’t —include comments about their health problems, details about their love lives and tales of their financial hardships.

A finalist for a head of business development job at a well-known Internet company recently sent a pricey fruit bowl from Tiffany & Co. to a hiring manager following a third interview. The candidate was instantly knocked out of the running. “That was a real big faux pas,” says Erika Weinstein, president of Stephen-Bradford Search in New York, and the recruiter who introduced the candidate to the employer. “It’s trying to buy yourself a job. It’s brown-nosing.”

A thank-you note is really the only appropriate way to show appreciation. But even so, hiring managers say they’ve received everything from pricey tickets to sporting events to bottles of alcohol—all big no-no’s.

8. Sporting a mom-and-dad complex.

In the past two months, Accenture’s Mr. Campagnino says he has received two emails from parents of applicants asking why the company hasn’t extended their adult children job interviews. “There’s a significant lack of judgment when you have your parents intercede with a potential employer,” he says. “We expect individuals to be able to represent themselves and sell themselves.”

Hiring managers say they’ve also seen moms and dads accompany their offspring to job interviews and try to intervene in salary negotiations.

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