tag:blogger.com,1999:blog-53238654768489566202024-03-13T07:02:10.069-07:00hrlinkvietnam .netHuman resources Link Viet namNguyen Hung Cuonghttp://www.blogger.com/profile/03240487018119448440noreply@blogger.comBlogger11125tag:blogger.com,1999:blog-5323865476848956620.post-13776825943525459012016-09-21T01:18:00.001-07:002016-09-21T01:18:24.147-07:00Teaching Machines to Think About HRTeaching Machines to Think About HR<br /><br />For all its promise for HR, big
data and its “machine-learning” component still only give us facts about, and
factual relationships within, our workforces; not conclusions based on the
statistical analyses HR has always needed—and always will—to make meaningful
predictions.<br /><br />By Peter Cappelli<br /><br />Workforce analytics. Big data.
Machine learning.<br /><br />The above terms—or “buzzwords” if you don’t like
them—are popping up in many discussions of <a href="http://www.hrshare.net/" title="human resource"><strong>human resource</strong></a>s, mainly
involving vendors with solutions that make use of new data aimed at answering
traditional workforce questions. Is there anything really new in these
approaches, and, if there is, should we be paying attention to it?<br /><br />The
answers are yes and yes.<br /><br />Let’s start with the term workforce analytics.
In some ways, this term is to traditional measures of outcomes as human
resources was to personnel. It is about addressing traditional, evergreen
questions in different, more sophisticated ways.<br /><br />Workforce analytics
describes an effort to use data and sophisticated analyses to address HR
problems. The most topical ones at the moment are: “Which candidates will make
the best hires?” and “Which employees are most likely to leave?”<br /><br />There is
nothing new about those questions, and there isn’t much new about how they are
being approached. The novelty comes, in part, from the fact that, after the
early 1980s, big corporations gave up trying to address these questions in a
sophisticated manner, so most people in business aren’t aware that similar
approaches were tried a generation or so ago.<br /><br />But there are some
differences. One is a greater interest in analyses pertaining to financial
outcomes: e.G., It will save us $5,000 per employee by reducing
turnover.<br /><br />The second difference involves the type of data available. The
“Manplan” program in the 1960s required HR staff to read information about an
employee from one file, mechanically punch it onto a card, then get different
information for that same employee from another file, punch it onto a different
card, then do that for every employee they wanted to study. Only when those
steps were completed could they start looking to see what factors predicted
turnover. It cost a fortune to look at even a small set of
employees.<br /><br />Virtually all HR data now is kept electronically, and, in most
companies, the information on every applicant who tried to get a job with them
is sitting somewhere in a dataset. It’s much easier and cheaper to look at huge
numbers of observations, which makes it much easier to find potentially useful
results. Being able to capture every “hit” on your employee-benefits website,
for example, can tell us almost instantly what kinds of employees are worried
about what types of issues.<br /><br />But here’s the brake to the Big Data
bandwagon: Not all HR data is big. The key piece of information needed to make
workforce analytics valuable is a measure of job performance. We can’t say
anything about which of our 1 million applicants will do well without being able
to identify who among our employees is a good performer. In most companies, that
information is no better than it was in the 1950s, and, in many companies, it is
actually worse, as we’ve gone from assessment-center scores to a supervisor’s
guess about potential. The phrase “garbage in/garbage out” is highly relevant
here.<br /><br />That takes us to the last and most obtuse of the buzzwords: machine
learning.<br /><br />It is a different way to think about data than most of us have
previously seen, one that came from people whose expertise was rooted in
computers rather than statistics per se. The “learning” idea comes from the fact
that computer programs (i.E., The “machine”) can be designed to look at data and
find patterns that allow them to make predictions.<br /><br />How exactly machine
learning differs from statistics is a topic of endless fascination to people in
those two fields, but for the rest of us, here’s what matters: The traditional,
statistical approach to analyzing HR data begins with hypotheses that come from
prior research. It includes careful statements about assumptions in the study,
or studies, and whether those assumptions are true. Traditional machine
learning, in contrast, is theory-free and assumption-free. It just looks for
patterns in the data, and it uses different techniques from what had commonly
been used in statistics to find the clearest patterns.<br /><br />A statistical
examination of whether a given employment test predicts good hires concludes
with either “yes” or “no,” where "no" means we can’t rule out that the
relationships were due to chance.<br /><br />In the case of a machine-learning
examination, an employee might instead conclude that, while there is no overall
relationship, there is a very powerful relationship for this subset of
employees, nothing much for that subset, and, for a third subset, a strong
relationship that was different than that of the first group.<br /><br />The power
of machine learning comes from the fact that it might well find important
predictors that we never thought of before because prior theory didn’t include
them—e.G., The distance an applicant’s home is from the work location predicts
turnover—and wasn’t particularly adept at “mining” through lots of seemingly
unrelated data to find predictors.<br /><br />All that sounds really promising for
machine learning, but there are a bunch of things about this approach that we’d
better consider pretty carefully before diving in.<br /><br />The first of these is
a reminder that machine learning produces facts, rather than conclusions. It
tells us “X is related to Y,” but not why they are related. Without hypothesis
testing and clear statements of assumptions, we don’t learn much about what a
given relationship means or why it exists. Perhaps most important, machine
learning can’t tell us much about the likelihood that a relationship observed in
this dataset will be useful in another context.<br /><br />This matters in HR
because most of the frameworks that support modern employment—especially legal
frameworks—relied on the scientific method and traditional statistical tests for
their foundation.<br /><br />Consider, for example, the legal norm that selection
tests should not discriminate and the “Uniform Guidelines of Employee Selection
Procedures” put together by psychologists over the past generation to ensure
that hiring practices are both valid and don’t discriminate against protected
groups. Machine learning, as traditionally practiced, would surely uncover
relationships that, if applied to hiring, would violate the law.<br /><br />Machine
learning applied to big data will certainly turn up a lot of interesting facts
for workforce analytics to ponder. Transferring those facts to practice,
however, is still a big leap. On their own, these “buzzword” approaches won’t
get us there.<br /><br />Peter Cappelli is the George W. Taylor Professor of
Management and director of the Center for Human Resources at The Wharton School
of the University of Pennsylvania in Philadelphia. His latest book is Why Good
People Can't Get Jobs: The Skills Gap and What Companies Can Do About
It.<br /><br />Hreonline.Com/HRE/view/story.Jhtml?id=534358638<br />
6 job-search tips to help you regain your momentum<br /><br />When your job
search drags on for weeks and you feel no closer to landing a job than when you
first started, it's easy to get discouraged. But even if you aren't getting the
callbacks you were hoping for, now is not the time to call it quits. To stay
motivated and focused during this frustrating time, use these six job-search
strategies to regain and maintain your momentum.<br /><br />1. Treat the search like
a job<br />Unemployment often leads to an aimless feeling. The lack of a routine
is a major reason your motivation may be waning, as it's a constant reminder of
your situation. The key is to treat your search like a real job. Wake up at a
reasonable hour and get dressed. Create a schedule with set times for phone
calls, emails, social networking and job board searches. Make to-do lists and
check off each item as you complete it. After you've completed your to-do list
for the day, "clock out" and take part in any leisure activities you
enjoy.<br /><br />In other words, conduct yourself as if a boss were looking over
your shoulder. Stay focused on your daily tasks and avoid playing a quick game
of Solitaire or Candy Crush when you're supposed to be working. Little
indulgences may seem like some of the few perks of unemployment, but they can
lead to listlessness and a dip in job-search momentum.<br /><br /><img alt="" border="0" src="http://image.talentnetwork.vn/hrvietnam///news/2014/09/03/1409727388_find-a-job-button.jpg" /><br /><br />2.
Put yourself out there<br />As important as it is for you to be connected online,
you also need to make sure you're occasionally leaving the house. Not only will
this help you get out of a rut, but it can also help make you more marketable.
Sign up for a class or go to job fairs, workshops, conferences and seminars,
where you can meet people and brush up on your skills. Join professional
associations and attend their meetings, where you can learn about trends in your
field. Volunteer your time and skills with a worthwhile organization, where you
can work on your soft skills like written and verbal communications. All of
these things will deepen your network and help you find the right job.<br /><br />3.
Be proactive<br />Don't wait for opportunity to knock. Instead, take the
initiative and knock on opportunity's door. In other words, even if the
companies you're interested in don't list any current job openings, contact them
anyway and express your desire to work there. This extra effort demonstrates
enthusiasm and initiative, and hiring managers may take notice.<br /><br />4. Track
your progress<br />When you start to feel like you're going nowhere, take some
time to create a method to track the efforts you've made. Write up a list of
realistic short- and long-term goals with regard to your job search, and work
toward them every day. For example, decide how many applications you'd like to
send out this week, or this month. Set a goal for the number of networking
events you're going to attend, and for the number of new people you're going to
talk to about your search. Then keep track as you move toward the goal. That
way, you'll have a tangible way to prove to yourself that you've made progress,
something that can help keep you motivated as you continue to look for a
job.<br /><br />5. Consider other work options<br />A full-time job with a check
direct-deposited to your tài khoản is not the only type of work out there. You
can also expand your search to include part-time and contract work or set
yourself up as a consultant or freelancer. Maybe you can barter your skills in
exchange for goods and services.<br /><br />Signing up with a staffing agency for
temporary or project-based gigs can also be a productive approach. It can bring
in extra income while you're looking for full-time work. Even better, some
part-time or temporary gigs can turn into full-time jobs or long-term contracts.
Even if they don't, though, they'll still allow you to make valuable contacts
that will help you in your job search.<br /><br />6. Relax, recharge,
revive<br />Allowing a job search to take over your life is a sure way to burn
out. Give yourself permission to take a break from the search at night and on
weekends. When you make a point to relax and recharge for a few hours at the end
of the work day, you'll be able to start fresh the next day. A change of scenery
and new experiences may give you a new perspective on your search and even your
career.<br /><br />The key to finding employment is to keep at it. Don't let a lull
discourage you to the point of giving up. By following these job-search tips and
persevering, you'll greatly increase your chances of finding full-time work that
is satisfying and rewarding.<br /><br />(Picture Source: Internet)<br />HRVietnam -
CollectedNguyen Hung Cuonghttp://www.blogger.com/profile/03240487018119448440noreply@blogger.com0tag:blogger.com,1999:blog-5323865476848956620.post-75656258362386933702016-07-29T03:19:00.003-07:002016-07-29T03:19:27.193-07:006 job-search tips to help you regain your momentum6 job-search tips to help you regain your momentum<br /><br />When your job
search drags on for weeks and you feel no closer to landing a job than when you
first started, it's easy to get discouraged. But even if you aren't getting the
callbacks you were hoping for, now is not the time to call it quits. To stay
motivated and focused during this frustrating time, use these six job-search
strategies to regain and maintain your momentum.<br /><br />1. Treat the search like
a job<br />Unemployment often leads to an aimless feeling. The lack of a routine
is a major reason your motivation may be waning, as it's a constant reminder of
your situation. The key is to treat your search like a real job. Wake up at a
reasonable hour and get dressed. Create a schedule with set times for phone
calls, emails, social networking and job board searches. Make to-do lists and
check off each item as you complete it. After you've completed your to-do list
for the day, "clock out" and take part in any leisure activities you
enjoy.<br /><br />In other words, conduct yourself as if a boss were looking over
your shoulder. Stay focused on your daily tasks and avoid playing a quick game
of Solitaire or Candy Crush when you're supposed to be working. Little
indulgences may seem like some of the few perks of unemployment, but they can
lead to listlessness and a dip in job-search momentum.<br /><br /><img alt="" border="0" src="http://image.talentnetwork.vn/hrvietnam///news/2014/09/03/1409727388_find-a-job-button.jpg" /><br /><br />2.
Put yourself out there<br />As important as it is for you to be connected online,
you also need to make sure you're occasionally leaving the house. Not only will
this help you get out of a rut, but it can also help make you more marketable.
Sign up for a class or go to job fairs, workshops, conferences and seminars,
where you can meet people and brush up on your skills. Join professional
associations and attend their meetings, where you can learn about trends in your
field. Volunteer your time and skills with a worthwhile organization, where you
can work on your soft skills like written and verbal communications. All of
these things will deepen your network and help you find the right job.<br /><br />3.
Be proactive<br />Don't wait for opportunity to knock. Instead, take the
initiative and knock on opportunity's door. In other words, even if the
companies you're interested in don't list any current job openings, contact them
anyway and express your desire to work there. This extra effort demonstrates
enthusiasm and initiative, and hiring managers may take notice.<br /><br />4. Track
your progress<br />When you start to feel like you're going nowhere, take some
time to create a method to track the efforts you've made. Write up a list of
realistic short- and long-term goals with regard to your job search, and work
toward them every day. For example, decide how many applications you'd like to
send out this week, or this month. Set a goal for the number of networking
events you're going to attend, and for the number of new people you're going to
talk to about your search. Then keep track as you move toward the goal. That
way, you'll have a tangible way to prove to yourself that you've made progress,
something that can help keep you motivated as you continue to look for a
job.<br /><br />5. Consider other work options<br />A full-time job with a check
direct-deposited to your tài khoản is not the only type of work out there. You
can also expand your search to include part-time and contract work or set
yourself up as a consultant or freelancer. Maybe you can barter your skills in
exchange for goods and services.<br /><br />Signing up with a staffing agency for
temporary or project-based gigs can also be a productive approach. It can bring
in extra income while you're looking for full-time work. Even better, some
part-time or temporary gigs can turn into full-time jobs or long-term contracts.
Even if they don't, though, they'll still allow you to make valuable contacts
that will help you in your job search.<br /><br />6. Relax, recharge,
revive<br />Allowing a job search to take over your life is a sure way to burn
out. Give yourself permission to take a break from the search at night and on
weekends. When you make a point to relax and recharge for a few hours at the end
of the work day, you'll be able to start fresh the next day. A change of scenery
and new experiences may give you a new perspective on your search and even your
career.<br /><br />The key to finding employment is to keep at it. Don't let a lull
discourage you to the point of giving up. By following these job-search tips and
persevering, you'll greatly increase your chances of finding full-time work that
is satisfying and rewarding.<br /><br />(Picture Source: Internet)<br />HRVietnam -
Collected<br />
Teaching Machines to Think About HR<br /><br />For all its promise for HR, big
data and its “machine-learning” component still only give us facts about, and
factual relationships within, our workforces; not conclusions based on the
statistical analyses HR has always needed—and always will—to make meaningful
predictions.<br /><br />By Peter Cappelli<br /><br />Workforce analytics. Big data.
Machine learning.<br /><br />The above terms—or “buzzwords” if you don’t like
them—are popping up in many discussions of <a href="http://www.hrshare.net/" title="human resource"><strong>human resource</strong></a>s, mainly
involving vendors with solutions that make use of new data aimed at answering
traditional workforce questions. Is there anything really new in these
approaches, and, if there is, should we be paying attention to it?<br /><br />The
answers are yes and yes.<br /><br />Let’s start with the term workforce analytics.
In some ways, this term is to traditional measures of outcomes as human
resources was to personnel. It is about addressing traditional, evergreen
questions in different, more sophisticated ways.<br /><br />Workforce analytics
describes an effort to use data and sophisticated analyses to address HR
problems. The most topical ones at the moment are: “Which candidates will make
the best hires?” and “Which employees are most likely to leave?”<br /><br />There is
nothing new about those questions, and there isn’t much new about how they are
being approached. The novelty comes, in part, from the fact that, after the
early 1980s, big corporations gave up trying to address these questions in a
sophisticated manner, so most people in business aren’t aware that similar
approaches were tried a generation or so ago.<br /><br />But there are some
differences. One is a greater interest in analyses pertaining to financial
outcomes: e.G., It will save us $5,000 per employee by reducing
turnover.<br /><br />The second difference involves the type of data available. The
“Manplan” program in the 1960s required HR staff to read information about an
employee from one file, mechanically punch it onto a card, then get different
information for that same employee from another file, punch it onto a different
card, then do that for every employee they wanted to study. Only when those
steps were completed could they start looking to see what factors predicted
turnover. It cost a fortune to look at even a small set of
employees.<br /><br />Virtually all HR data now is kept electronically, and, in most
companies, the information on every applicant who tried to get a job with them
is sitting somewhere in a dataset. It’s much easier and cheaper to look at huge
numbers of observations, which makes it much easier to find potentially useful
results. Being able to capture every “hit” on your employee-benefits website,
for example, can tell us almost instantly what kinds of employees are worried
about what types of issues.<br /><br />But here’s the brake to the Big Data
bandwagon: Not all HR data is big. The key piece of information needed to make
workforce analytics valuable is a measure of job performance. We can’t say
anything about which of our 1 million applicants will do well without being able
to identify who among our employees is a good performer. In most companies, that
information is no better than it was in the 1950s, and, in many companies, it is
actually worse, as we’ve gone from assessment-center scores to a supervisor’s
guess about potential. The phrase “garbage in/garbage out” is highly relevant
here.<br /><br />That takes us to the last and most obtuse of the buzzwords: machine
learning.<br /><br />It is a different way to think about data than most of us have
previously seen, one that came from people whose expertise was rooted in
computers rather than statistics per se. The “learning” idea comes from the fact
that computer programs (i.E., The “machine”) can be designed to look at data and
find patterns that allow them to make predictions.<br /><br />How exactly machine
learning differs from statistics is a topic of endless fascination to people in
those two fields, but for the rest of us, here’s what matters: The traditional,
statistical approach to analyzing HR data begins with hypotheses that come from
prior research. It includes careful statements about assumptions in the study,
or studies, and whether those assumptions are true. Traditional machine
learning, in contrast, is theory-free and assumption-free. It just looks for
patterns in the data, and it uses different techniques from what had commonly
been used in statistics to find the clearest patterns.<br /><br />A statistical
examination of whether a given employment test predicts good hires concludes
with either “yes” or “no,” where "no" means we can’t rule out that the
relationships were due to chance.<br /><br />In the case of a machine-learning
examination, an employee might instead conclude that, while there is no overall
relationship, there is a very powerful relationship for this subset of
employees, nothing much for that subset, and, for a third subset, a strong
relationship that was different than that of the first group.<br /><br />The power
of machine learning comes from the fact that it might well find important
predictors that we never thought of before because prior theory didn’t include
them—e.G., The distance an applicant’s home is from the work location predicts
turnover—and wasn’t particularly adept at “mining” through lots of seemingly
unrelated data to find predictors.<br /><br />All that sounds really promising for
machine learning, but there are a bunch of things about this approach that we’d
better consider pretty carefully before diving in.<br /><br />The first of these is
a reminder that machine learning produces facts, rather than conclusions. It
tells us “X is related to Y,” but not why they are related. Without hypothesis
testing and clear statements of assumptions, we don’t learn much about what a
given relationship means or why it exists. Perhaps most important, machine
learning can’t tell us much about the likelihood that a relationship observed in
this dataset will be useful in another context.<br /><br />This matters in HR
because most of the frameworks that support modern employment—especially legal
frameworks—relied on the scientific method and traditional statistical tests for
their foundation.<br /><br />Consider, for example, the legal norm that selection
tests should not discriminate and the “Uniform Guidelines of Employee Selection
Procedures” put together by psychologists over the past generation to ensure
that hiring practices are both valid and don’t discriminate against protected
groups. Machine learning, as traditionally practiced, would surely uncover
relationships that, if applied to hiring, would violate the law.<br /><br />Machine
learning applied to big data will certainly turn up a lot of interesting facts
for workforce analytics to ponder. Transferring those facts to practice,
however, is still a big leap. On their own, these “buzzword” approaches won’t
get us there.<br /><br />Peter Cappelli is the George W. Taylor Professor of
Management and director of the Center for Human Resources at The Wharton School
of the University of Pennsylvania in Philadelphia. His latest book is Why Good
People Can't Get Jobs: The Skills Gap and What Companies Can Do About
It.<br /><br />Hreonline.Com/HRE/view/story.Jhtml?id=534358638Nguyen Hung Cuonghttp://www.blogger.com/profile/03240487018119448440noreply@blogger.com0tag:blogger.com,1999:blog-5323865476848956620.post-45222952341055700522016-07-27T02:12:00.002-07:002016-07-27T02:12:46.294-07:00Ten ways to get the most out of mentoring at work<br /><br />Building a trusting,
supportive bond requires effort, says Cathryn Newbery<br /><br />Mentoring is viewed
by many as an essential part of personal development. But establishing a
trusting, supportive mentee-mentor relationship can be difficult. At the
everywoman IT forum last week, a panel of industry leaders from the tech sector
- including mentees and their mentors - shared their top 10 tips for making it
work in reality.<br /><br /><b>1. Shape someone else’s career</b><br /><br />“I wouldn’t
be in technology if it wasn’t for my first mentor,” said Melissa Di Donato, area
vice president EMEA and APAC at Salesforce. “I was in graduate school, planning
to be a linguist. And my mentor said: ‘I think SAP is going to be big, and you
should look into it,’ and he sent me to work with a friend at HP. It was the
best decision I ever made, taking me on a lifetime journey that wouldn’t have
happened without my mentor.”<br /><br /><b>2. Ensure diverse interactions
</b><br /><br />“I’ve been fortunate enough to have mentors both male and female,
and I think that’s incredibly important,” says Caroline Hyde, European business
correspondent at Bloomberg. “If we’re talking about advancing women’s interests,
we can’t just be talking to ourselves; there has to be a dialogue between men
and women.”<br /><br />Larry Hirst, mentor and consultant, and former commissioner
at the government's Commission for Employment and Skills, counts two men in
their 80s and one in his 90s as his mentors. Conversely, one of his most recent
mentees is in her teens. “It’s all about chemistry,” says Hirst. “Sometimes you
meet someone, and it just works.”<br /><br /><b>3. Start early for maximum
value</b><br /><br />Francesco Bowen, who completed an MsC at University College
London last year, is being mentored by Di Donato. Bowen says this experience is
“so crucial, because I don’t yet know what I want to do with my career. Meeting
people who have years of expertise is opening up career options I never knew
existed.”<br /><br /><b>4. A mentor doesn’t have to be for life</b><br /><br />“I think
about mentors helping me through little moments of time,” says Polly Sumner,
chief adoption officer at Salesforce. “Maybe you’re having trouble at work
solving a conflict situation, so you work with someone who always has the
propensity to resolve conflict in a positive way. Mentoring can be about where
you’re stuck - because the reward for the mentee is to be able to participate in
your success.”<br /><br /><b>5. Know when to say yes - to mentees and
mentors</b><br /><br />“When my mentor found me, I realised how desperately I needed
that advice to continue,” says Di Donato, who in turn was put in touch with
Bowen at an industry networking event. “We made that connection, and at our
first meeting we just got on really well,” says Bowen. “For me, it’s not
necessarily about finding someone who has the exact job I want, because I’m just
not that sure at the moment - but someone I aspire to be.”<br /><br /><b>6. Don’t
hold back</b><br /><br />“Mentoring should be an extension of your whole lives,”
says Hirst. “People talk about mentors being a sponsor, but they should be so
much more: a teacher, a mother or father, or a friend. You must be prepared to
share your entire self, because the more you share with one another, the more
effective that relationship will be.”<br /><br /><b>7. Prepare for your meetings,
and be ready to take action</b><br /><br />“Every time we meet, Francesca comes with
notes,” says Di Donato. “When a mentee shows up with such a sense of purpose and
mission, it makes you feel really good. I can sit, listen and think: How can I
show her by example? How can I offer insight from my own and other perspectives?
And then how can I actually help? What can I actually do beyond impart my ideas
and thoughts and direction? What actions can I take for her?”<br /><br /><b>8.
There’s no right number</b><br /><br />Di Donato, for example, currently has six
mentees and five mentors. “It’s what every person can take and what every person
can give,” she says. “Ensure that whatever number you reach, either as a mentor
or receiving that gift as a mentee, make sure you have that time to dedicate and
the energy and focus to make it work.”<br /><br /><b>9. Challenge yourself and be
challenged</b><br /><br />“Some of the times when these relationships have been most
important for me is when I’ve been the antagonist,” says Sumner. “Where I took
an opposite point of view, and the person ultimately made a better decision for
it, and was more successful. Asking tough questions in this trusting
relationship is how you discover and take ownership of the right decision for
you. You get amazing breakthroughs when you ask the tough, confrontational
questions.”<br /><br />“You learn from the difficult times,” says Hirst. “You have
to call it the way you see it. And ultimately, the mentee makes their own
judgement. I’ve had people who’ve ignored my advice and have gone on to be
successful. I’ve got it wrong. You have to keep working with them to make sure
you’re pushing the boundaries as much as you possibly can.”<br /><br /><b>10. Don’t
be afraid to mentor your boss</b><br /><br />“The mentoring relationship doesn’t
have a lot to do with where the person is in a company,” says Sumner, who
mentored her boss in a previous organisation. “It’s more about a general
affinity and need for one another’s support. Shared values, mutual respect,
accountability and responsibility are the basis of any great mentoring
relationship - not someone’s job title.”<br /><br />Cathryn Newbery | Cathryn
Newbery<br />
6 job-search tips to help you regain your momentum<br /><br />When your job
search drags on for weeks and you feel no closer to landing a job than when you
first started, it's easy to get discouraged. But even if you aren't getting the
callbacks you were hoping for, now is not the time to call it quits. To stay
motivated and focused during this frustrating time, use these six job-search
strategies to regain and maintain your momentum.<br /><br />1. Treat the search like
a job<br />Unemployment often leads to an aimless feeling. The lack of a routine
is a major reason your motivation may be waning, as it's a constant reminder of
your situation. The key is to treat your search like a real job. Wake up at a
reasonable hour and get dressed. Create a schedule with set times for phone
calls, emails, social networking and job board searches. Make to-do lists and
check off each item as you complete it. After you've completed your to-do list
for the day, "clock out" and take part in any leisure activities you
enjoy.<br /><br />In other words, conduct yourself as if a boss were looking over
your shoulder. Stay focused on your daily tasks and avoid playing a quick game
of Solitaire or Candy Crush when you're supposed to be working. Little
indulgences may seem like some of the few perks of unemployment, but they can
lead to listlessness and a dip in job-search momentum.<br /><br /><img alt="" border="0" src="http://image.talentnetwork.vn/hrvietnam///news/2014/09/03/1409727388_find-a-job-button.jpg" /><br /><br />2.
Put yourself out there<br />As important as it is for you to be connected online,
you also need to make sure you're occasionally leaving the house. Not only will
this help you get out of a rut, but it can also help make you more marketable.
Sign up for a class or go to job fairs, workshops, conferences and seminars,
where you can meet people and brush up on your skills. Join professional
associations and attend their meetings, where you can learn about trends in your
field. Volunteer your time and skills with a worthwhile organization, where you
can work on your soft skills like written and verbal communications. All of
these things will deepen your network and help you find the right job.<br /><br />3.
Be proactive<br />Don't wait for opportunity to knock. Instead, take the
initiative and knock on opportunity's door. In other words, even if the
companies you're interested in don't list any current job openings, contact them
anyway and express your desire to work there. This extra effort demonstrates
enthusiasm and initiative, and hiring managers may take notice.<br /><br />4. Track
your progress<br />When you start to feel like you're going nowhere, take some
time to create a method to track the efforts you've made. Write up a list of
realistic short- and long-term goals with regard to your job search, and work
toward them every day. For example, decide how many applications you'd like to
send out this week, or this month. Set a goal for the number of networking
events you're going to attend, and for the number of new people you're going to
talk to about your search. Then keep track as you move toward the goal. That
way, you'll have a tangible way to prove to yourself that you've made progress,
something that can help keep you motivated as you continue to look for a
job.<br /><br />5. Consider other work options<br />A full-time job with a check
direct-deposited to your trương mục is not the only type of work out there. You
can also expand your search to include part-time and contract work or set
yourself up as a consultant or freelancer. Maybe you can barter your skills in
exchange for goods and services.<br /><br />Signing up with a staffing agency for
temporary or project-based gigs can also be a productive approach. It can bring
in extra income while you're looking for full-time work. Even better, some
part-time or temporary gigs can turn into full-time jobs or long-term contracts.
Even if they don't, though, they'll still allow you to make valuable contacts
that will help you in your job search.<br /><br />6. Relax, recharge,
revive<br />Allowing a job search to take over your life is a sure way to burn
out. Give yourself permission to take a break from the search at night and on
weekends. When you make a point to relax and recharge for a few hours at the end
of the work day, you'll be able to start fresh the next day. A change of scenery
and new experiences may give you a new perspective on your search and even your
career.<br /><br />The key to finding employment is to keep at it. Don't let a lull
discourage you to the point of giving up. By following these job-search tips and
persevering, you'll greatly increase your chances of finding full-time work that
is satisfying and rewarding.<br /><br />(Picture Source: Internet)<br />HRVietnam -
CollectedNguyen Hung Cuonghttp://www.blogger.com/profile/03240487018119448440noreply@blogger.com0tag:blogger.com,1999:blog-5323865476848956620.post-51775608300597267982015-03-20T09:20:00.001-07:002015-07-03T19:34:17.875-07:00Say ‘yes’ to no: 6 ways to say ‘no’ at work and still get ahead - Human Resources Management<p>Say ‘yes’ to no: 6 ways to say ‘no’ at work and still get ahead<br /><br />There are ways to break the habit of saying yes and get your life back, without giving up your career goals.<br /><br />When did “no” become a four-letter word? It seems like only yesterday when Nancy Reagan was on a very special episode of “Diff’rent Strokes” to talk to Gary Coleman about the virtues of saying no. (Those were the days, eh?)<br /><br />If only the former first lady were around today to speak with today’s working professionals about just saying no at work. In addition to steering them away from drugs, she could also advise them to steer clear of taking on extra work, which (not unlike drugs) can so often take a toll on workers’ stress levels and productivity.<br /><br />Despite their already full workloads, tight deadlines and packed schedules, many working professionals have a hard time saying no, for fear of missing out on opportunities and damaging their professional image. Contrary to popular belief, however, saying no doesn’t have to be a bad thing. In fact, it can be incredibly empowering, says Scott Fetters, founder of High Five Digital Marketing.<br /><br />“Saying no is your battle shield for deflecting distractions, staying true to yourself and sticking to the course,”Fetters writes.<br /><br />Not to mention that it’s also one’s right to say no. Saying no, however, does not come easy -- especially in the workplace.Women in particular have a hard time saying no -- perhaps due to a learned habit of trying to please everyone or an inherent fear of hurting other people’s feelings. Fortunately, there are ways to break the habit of saying yes and get your life back, without giving up your career goals.<br /><br /><img alt="" border="0" src="http://image.talentnetwork.vn/hrvietnam///news/2014/08/29/1409279972_saying-no-yes.jpg" /><br /><br />Six ways to say no at work and still get ahead:<br /><br /><b>1. Shift your mindset.</b> Don’t think of saying no as giving up or giving in. Look at it as a way to free up time for what’s truly important to you. “Some of us have a hard time saying no because we hate to miss an opportunity,”says HBR’s Peter Bregman. But saying no isn’t about missing an opportunity -- it’s about making a choice and opening yourself up to a different opportunity.<br /><br /><b>2. Take pride in saying no.</b> Many people hesitate to say no for fear of losing respect from colleagues or their manager, when in reality, saying no can have the opposite effect. Saying no “shows you have a vision, a plan and an opinion,” Fetters says.<br /><br /><b>3. Be clear</b>. One of the reasons women hate to say no is fear of hurting someone else’s feelings. But when you say no, you’re not rejecting that person -- just the request. So be clear and explain -- honestly -- why you’re rejecting the request.<br /><br /><b>4. Don’t feel guilty.</b> Remember: You have a right to say no. Don’t feel guilty for saying no. After all, if you say yes to work and you don’t have the time, resources or energy needed to produce a quality result, isn’t that more unfair to the person whose request you’re accepting than saying no?<br /><br /><b>5. Choose the right words.</b>When saying no, use the phrase “I don’t” instead of “I can’t,” which research shows is a more effective way to say no. As Heidi Grant Halvorson, director of the Motivation Science Center at Columbia University, explains, “‘I don’t’ is experienced as a choice, so it feels empowering. It’s an affirmation of your determination and willpower. ‘I can’t’ isn’t a choice … [It] undermines your sense of power and personal agency.”<br /><br /><b>6. Know when to say yes.</b>Say yes only to the projects you truly want to take on, says career expert Lindsay Olson. “Before you say yes to something,” she suggests, “pause a moment and ask yourself whether this is truly something you want to do, or whether you simply feel obliged to say yes to it.”<br /><br />(Picture Source: Internet)<br />HRVietnam - Collected</p><p>5 tips for college students to build their resume<br /><br />Here are five tips to help college students, especially business majors, build their resume into an impressive showcase for future employers.<br /><br />Today’s job market is tough; undergrads are facing more pressure than ever to set themselves apart from their competition. How do you set yourself apart from other graduates? Many college students believe that a good GPA and having some work experience automatically builds their resume and will impress prospective employers. With so much stiff competition, is that really enough? As a recruiter for Hajoca’s Management Training Program, resumes come across my desk every day, and I know what works and what doesn’t.<br /><br />Here are five tips to help college students, especially business majors, build their resume into an impressive showcase for future employers.<br /><br />1. Pick a major relevant to your field of interest. The first thing all college-bound students should do is pick a major that will prepare them for their post-collegiate life. Many students say they picked their major because it was a topic that sounded interesting, was easy for them, or seemed the most fun, only to realize after graduating that they were not prepared for the type of job they desired.<br /><br />Work with your school counselor to figure out the best major for your desired career path.<br />Use your elective courses or take up a minor if you want to pursue some things outside of your career path; it will make you seem well rounded and can be a lot of fun.<br />If you are planning a career in business or plan to go to graduate school, you want to stick with majors like Business Administration, Leadership or International Business. This will ensure you don’t miss key classes that will shape your learning and add value to your resume.<br /><br />2. Have an internship – and make it count. Working as an intern can be a great way to get your foot in the door at a company and gain some real-world experience. If you decide that an internship is right for you (or is required by your school), don’t just “get the job done;” work on relationship building with your co-workers and managers. Having recommendations from one solid internship experience will go much further than working multiple part-time jobs or having multiple internships.<br /><br />Business is about building relationships, and you’ll quickly learn that making a good impression on your current boss could befit you for years – even decades – to come. If you realize you are in a heavily administrative internship, take on as many projects as you can – even if you aren’t assigned to do them. Showing initiative looks good to your employer, as well as on your resume.<br /><br /><img alt="" border="0" src="http://image.talentnetwork.vn/hrvietnam///news/2014/09/04/1409823604_handextendedgreeting.jpg" /><br /><br />3. Join clubs/organizations early on and take a leadership role. College can be overwhelming at first: moving away from home, new roommates, difficult classes, and college life in general can be very scary for incoming freshmen. Joining clubs or sports that interest you is a good way to meet friends and build your resume. Showing your commitment to a club or sports team is a great way to show off your dedication, motivation and leadership skills.If you join as a freshman or sophomore, you’ll have a better chance at being elected to a leadership role. Taking on a leadership role in a club or sport shows that you can lead a group, be responsible and have the ability to influence change.<br /><br />4. Show off your technology skills. In today’s job market, knowing the Microsoft Suite (Word, Excel, PowerPoint) is not only necessary, but expected. Go one step further and get involved with creating a website, social media platform or an App. Employers look for students who know about technology and can use it to increase sales, bring in customers or update their systems. Feel technology challenged? Use Internet tutorials to learn a new skill, or ask a current Website moderator how you can contribute to their site.<br /><br />5. Develop your personal brand. Your personal brand is the way others see you; it’s how you sell yourself to your potential employers. It’s more than just your resume; it’s your reputation, credibility and potential. Deciding early on to do the right thing, going above and beyond what is asked, and becoming the best person, friend, student and employee that you can be is the first step in developing your personal brand. Learn as much as you can from others: Talk to your fellow students, professors, work colleagues, friends and family. Always ask questions, but more importantly, listen. Learn when you can add value and when you can take away new understandings of ideas. Always live up to your potential and always do the right thing; this will put you on a path to success.<br /><br />(Picture Source: Internet)<br />HRVietnam - Collected</p>Anonymoushttp://www.blogger.com/profile/08040418183177052907noreply@blogger.com0tag:blogger.com,1999:blog-5323865476848956620.post-32339869915764145542014-12-29T22:49:00.001-08:002015-07-03T19:34:17.863-07:00What Human resources needs to know - Human Resources Management<h1 class="title">Lying in the hiring process: What Human resources needs to know</h1><p class="content clear-block"> </p><p style="text-align: justify;"> People lie all the time during the hiring process. It’s up to <strong>Human Resources</strong> and hiring managers to catch those liars. Where are those fibs being told — and how can you prevent them?</p><p style="text-align: center;"><img alt="human resoureces learn to catch those liars" src="http://www.hrmorning.com/wp-content/uploads/resume.jpg" /></p><p> </p><h3 style="text-align: justify;"> </h3><h3 style="text-align: justify;"><strong>Resume lies</strong></h3><p> </p><p style="text-align: justify;">In this intense job market, it’s no surprise that many applicants exaggerate parts of their resumes to look more enticing to potential employers.</p><p style="text-align: justify;">The concept is so widespread, however, that nearly half of all applicants admit to lying on their resumes.</p><p style="text-align: justify;">That’s according to a 2009 study from ADP, which found that 46% of all applicants commit some form of resume fraud.</p><p style="text-align: justify;">Where are those lies being concentrated? Here are the 10 most common lies on resumes, courtesy of Marquet International:</p><ol> <li style="text-align: justify;">Stretching work dates</li> <li style="text-align: justify;">Inflating past accomplishments and skills</li> <li style="text-align: justify;">Enhancing job titles and responsibilities</li> <li style="text-align: justify;">Exaggerating educational background</li> <li style="text-align: justify;">Inventing periods of “self-employment” to cover up unemployment</li> <li style="text-align: justify;">Omitting past employment</li> <li style="text-align: justify;">Faking credentials</li> <li style="text-align: justify;">Falsifying reasons for leaving prior employment</li> <li style="text-align: justify;">Providing false references, and</li> <li style="text-align: justify;">Misrepresenting a military record.</li></ol><p> </p><h3 style="text-align: justify;"><strong>Interviewing lies</strong></h3><p> </p><p style="text-align: justify;">Your job would be a lot easier if you could easily spot those resume lies and nix those candidates from consideration.</p><p style="text-align: justify;"> </p><p style="text-align: justify;">But no matter how clued in you are to what applicants fib about, you’ll still inadvertently bring many of them in for interviews.</p><p style="text-align: justify;"> </p><p style="text-align: justify;">That’s when your skills at judging character come in. So who’s the best at screening potential talent? Is it someone who’s skeptical and suspicious about most applicants, or a person who’s trusting?</p><p style="text-align: justify;"> </p><p style="text-align: justify;">If you guessed that skeptical managers would do a better job, you’re not alone. You’re also wrong.</p><p style="text-align: justify;"> </p><p style="text-align: justify;">That’s according to a recent study from psychologists Nancy Carter and Mark Weber, which was recently highlighted in The Washington Post.</p><p style="text-align: justify;"> </p><p style="text-align: justify;">A large majority (85%) of participants said a skeptical interviewer would do a better job spotting dishonesty in job interviews.</p><p style="text-align: justify;"> </p><p style="text-align: justify;">But a subsequent study found that people who trust others — or who assume the best in other people — are the best at identifying liars.</p><p style="text-align: justify;"> </p><p style="text-align: justify;">How’s this so? On <strong>human resources</strong> expert explains:</p><p style="text-align: justify;"> </p><p style="text-align: justify;">… Lie-detection skills cause people to become more trusting. If you’re good at spotting lies, you need to worry less about being deceived by others, because you can often catch them in the act.</p><p style="text-align: justify;"> </p><p style="text-align: justify;">Another possibility: People who trust others become better at reading other people because they get to see a range of emotions during their interactions. That gives them more experiences to draw from to tell when someone is lying and when someone is telling the truth.</p><p style="text-align: justify;"> </p><p style="text-align: justify;">Human resources leaves employers with some advice on who they should have in the interviewer role to prevent applicants from duping you into hiring them:</p><p style="text-align: justify;"> </p><p style="text-align: justify;"><em>Human resources expert</em> - we need leaders who demonstrate skill in recognizing dishonesty. Instead of delegating these judgments to skeptics, it could be wiser to hand over the hiring interviews to those in your organization who tend to see the best in others. It’s the Samaritans who can smoke out the charlatans.</p><p style="text-align: justify;">Of course, faith in others can go too far. It’s important to sprinkle a few ounces of skepticism into each pound of trust. Ultimately, while the best leaders don’t trust all of the people all of the time, the keenest judges of character may be the leaders who trust most of the people most of the time.</p><p>Source:http://www.Hrmorning.Com/</p><p> </p><p>5 tips for college students to build their resume<br /><br />Here are five tips to help college students, especially business majors, build their resume into an impressive showcase for future employers.<br /><br />Today’s job market is tough; undergrads are facing more pressure than ever to set themselves apart from their competition. How do you set yourself apart from other graduates? Many college students believe that a good GPA and having some work experience automatically builds their resume and will impress prospective employers. With so much stiff competition, is that really enough? As a recruiter for Hajoca’s Management Training Program, resumes come across my desk every day, and I know what works and what doesn’t.<br /><br />Here are five tips to help college students, especially business majors, build their resume into an impressive showcase for future employers.<br /><br />1. Pick a major relevant to your field of interest. The first thing all college-bound students should do is pick a major that will prepare them for their post-collegiate life. Many students say they picked their major because it was a topic that sounded interesting, was easy for them, or seemed the most fun, only to realize after graduating that they were not prepared for the type of job they desired.<br /><br />Work with your school counselor to figure out the best major for your desired career path.<br />Use your elective courses or take up a minor if you want to pursue some things outside of your career path; it will make you seem well rounded and can be a lot of fun.<br />If you are planning a career in business or plan to go to graduate school, you want to stick with majors like Business Administration, Leadership or International Business. This will ensure you don’t miss key classes that will shape your learning and add value to your resume.<br /><br />2. Have an internship – and make it count. Working as an intern can be a great way to get your foot in the door at a company and gain some real-world experience. If you decide that an internship is right for you (or is required by your school), don’t just “get the job done;” work on relationship building with your co-workers and managers. Having recommendations from one solid internship experience will go much further than working multiple part-time jobs or having multiple internships.<br /><br />Business is about building relationships, and you’ll quickly learn that making a good impression on your current boss could befit you for years – even decades – to come. If you realize you are in a heavily administrative internship, take on as many projects as you can – even if you aren’t assigned to do them. Showing initiative looks good to your employer, as well as on your resume.<br /><br /><img alt="" border="0" src="http://image.talentnetwork.vn/hrvietnam///news/2014/09/04/1409823604_handextendedgreeting.jpg" /><br /><br />3. Join clubs/organizations early on and take a leadership role. College can be overwhelming at first: moving away from home, new roommates, difficult classes, and college life in general can be very scary for incoming freshmen. Joining clubs or sports that interest you is a good way to meet friends and build your resume. Showing your commitment to a club or sports team is a great way to show off your dedication, motivation and leadership skills.If you join as a freshman or sophomore, you’ll have a better chance at being elected to a leadership role. Taking on a leadership role in a club or sport shows that you can lead a group, be responsible and have the ability to influence change.<br /><br />4. Show off your technology skills. In today’s job market, knowing the Microsoft Suite (Word, Excel, PowerPoint) is not only necessary, but expected. Go one step further and get involved with creating a website, social media platform or an App. Employers look for students who know about technology and can use it to increase sales, bring in customers or update their systems. Feel technology challenged? Use Internet tutorials to learn a new skill, or ask a current Website moderator how you can contribute to their site.<br /><br />5. Develop your personal brand. Your personal brand is the way others see you; it’s how you sell yourself to your potential employers. It’s more than just your resume; it’s your reputation, credibility and potential. Deciding early on to do the right thing, going above and beyond what is asked, and becoming the best person, friend, student and employee that you can be is the first step in developing your personal brand. Learn as much as you can from others: Talk to your fellow students, professors, work colleagues, friends and family. Always ask questions, but more importantly, listen. Learn when you can add value and when you can take away new understandings of ideas. Always live up to your potential and always do the right thing; this will put you on a path to success.<br /><br />(Picture Source: Internet)<br />HRVietnam - Collected</p>Anonymoushttp://www.blogger.com/profile/08040418183177052907noreply@blogger.com1tag:blogger.com,1999:blog-5323865476848956620.post-30374092643337357072014-09-08T19:23:00.001-07:002015-07-03T19:34:17.859-07:00Lying in the hiring process: What Human resources needs to know - Human Capital<h1 class="title">Lying in the hiring process: What Human resources needs to know</h1><p class="content clear-block"><p style="text-align: justify;"> People lie all the time during the hiring process. It’s up to <strong>Human Resources</strong> and hiring managers to catch those liars. Where are those fibs being told — and how can you prevent them?</p><p style="text-align: center;"><img alt="human resoureces learn to catch those liars" src="http://www.hrmorning.com/wp-content/uploads/resume.jpg" /></p><p><h3 style="text-align: justify;"> </h3><h3 style="text-align: justify;"><strong>Resume lies</strong></h3></p><p style="text-align: justify;">In this intense job market, it’s no surprise that many applicants exaggerate parts of their resumes to look more enticing to potential employers.</p><p style="text-align: justify;">The concept is so widespread, however, that nearly half of all applicants admit to lying on their resumes.</p><p style="text-align: justify;">That’s according to a 2009 study from ADP, which found that 46% of all applicants commit some form of resume fraud.</p><p style="text-align: justify;">Where are those lies being concentrated? Here are the 10 most common lies on resumes, courtesy of Marquet International:</p><ol> <li style="text-align: justify;">Stretching work dates</li> <li style="text-align: justify;">Inflating past accomplishments and skills</li> <li style="text-align: justify;">Enhancing job titles and responsibilities</li> <li style="text-align: justify;">Exaggerating educational background</li> <li style="text-align: justify;">Inventing periods of “self-employment” to cover up unemployment</li> <li style="text-align: justify;">Omitting past employment</li> <li style="text-align: justify;">Faking credentials</li> <li style="text-align: justify;">Falsifying reasons for leaving prior employment</li> <li style="text-align: justify;">Providing false references, and</li> <li style="text-align: justify;">Misrepresenting a military record.</li></ol><p><h3 style="text-align: justify;"><strong>Interviewing lies</strong></h3></p><p style="text-align: justify;">Your job would be a lot easier if you could easily spot those resume lies and nix those candidates from consideration.</p><p style="text-align: justify;"> </p><p style="text-align: justify;">But no matter how clued in you are to what applicants fib about, you’ll still inadvertently bring many of them in for interviews.</p><p style="text-align: justify;"> </p><p style="text-align: justify;">That’s when your skills at judging character come in. So who’s the best at screening potential talent? Is it someone who’s skeptical and suspicious about most applicants, or a person who’s trusting?</p><p style="text-align: justify;"> </p><p style="text-align: justify;">If you guessed that skeptical managers would do a better job, you’re not alone. You’re also wrong.</p><p style="text-align: justify;"> </p><p style="text-align: justify;">That’s according to a recent study from psychologists Nancy Carter and Mark Weber, which was recently highlighted in The Washington Post.</p><p style="text-align: justify;"> </p><p style="text-align: justify;">A large majority (85%) of participants said a skeptical interviewer would do a better job spotting dishonesty in job interviews.</p><p style="text-align: justify;"> </p><p style="text-align: justify;">But a subsequent study found that people who trust others — or who assume the best in other people — are the best at identifying liars.</p><p style="text-align: justify;"> </p><p style="text-align: justify;">How’s this so? On <strong>human resources</strong> expert explains:</p><p style="text-align: justify;"> </p><p style="text-align: justify;">&Hellip; lie-detection skills cause people to become more trusting. If you’re good at spotting lies, you need to worry less about being deceived by others, because you can often catch them in the act.</p><p style="text-align: justify;"> </p><p style="text-align: justify;">Another possibility: People who trust others become better at reading other people because they get to see a range of emotions during their interactions. That gives them more experiences to draw from to tell when someone is lying and when someone is telling the truth.</p><p style="text-align: justify;"> </p><p style="text-align: justify;">Human resources leaves employers with some advice on who they should have in the interviewer role to prevent applicants from duping you into hiring them:</p><p style="text-align: justify;"> </p><p style="text-align: justify;"><em>Human resources expert</em> - we need leaders who demonstrate skill in recognizing dishonesty. Instead of delegating these judgments to skeptics, it could be wiser to hand over the hiring interviews to those in your organization who tend to see the best in others. It’s the Samaritans who can smoke out the charlatans.</p><p style="text-align: justify;">Of course, faith in others can go too far. It’s important to sprinkle a few ounces of skepticism into each pound of trust. Ultimately, while the best leaders don’t trust all of the people all of the time, the keenest judges of character may be the leaders who trust most of the people most of the time.</p><p>Source:http://www.Hrmorning.Com/</p></p><p>Say ‘yes’ to no: 6 ways to say ‘no’ at work and still get ahead<br /><br />There are ways to break the habit of saying yes and get your life back, without giving up your career goals.<br /><br />When did “no” become a four-letter word? It seems like only yesterday when Nancy Reagan was on a very special episode of “Diff’rent Strokes” to talk to Gary Coleman about the virtues of saying no. (Those were the days, eh?)<br /><br />If only the former first lady were around today to speak with today’s working professionals about just saying no at work. In addition to steering them away from drugs, she could also advise them to steer clear of taking on extra work, which (not unlike drugs) can so often take a toll on workers’ stress levels and productivity.<br /><br />Despite their already full workloads, tight deadlines and packed schedules, many working professionals have a hard time saying no, for fear of missing out on opportunities and damaging their professional image. Contrary to popular belief, however, saying no doesn’t have to be a bad thing. In fact, it can be incredibly empowering, says Scott Fetters, founder of High Five Digital Marketing.<br /><br />&Ldquo;Saying no is your battle shield for deflecting distractions, staying true to yourself and sticking to the course,”Fetters writes.<br /><br />Not to mention that it’s also one’s right to say no. Saying no, however, does not come easy -- especially in the workplace.Women in particular have a hard time saying no -- perhaps due to a learned habit of trying to please everyone or an inherent fear of hurting other people’s feelings. Fortunately, there are ways to break the habit of saying yes and get your life back, without giving up your career goals.<br /><br /><img alt="" border="0" src="http://image.talentnetwork.vn/hrvietnam///news/2014/08/29/1409279972_saying-no-yes.jpg" /><br /><br />Six ways to say no at work and still get ahead:<br /><br /><b>1. Shift your mindset.</b> Don’t think of saying no as giving up or giving in. Look at it as a way to free up time for what’s truly important to you. &Ldquo;Some of us have a hard time saying no because we hate to miss an opportunity,”says HBR’s Peter Bregman. But saying no isn’t about missing an opportunity -- it’s about making a choice and opening yourself up to a different opportunity.<br /><br /><b>2. Take pride in saying no.</b> Many people hesitate to say no for fear of losing respect from colleagues or their manager, when in reality, saying no can have the opposite effect. Saying no “shows you have a vision, a plan and an opinion,” Fetters says.<br /><br /><b>3. Be clear</b>. One of the reasons women hate to say no is fear of hurting someone else’s feelings. But when you say no, you’re not rejecting that person -- just the request. So be clear and explain -- honestly -- why you’re rejecting the request.<br /><br /><b>4. Don’t feel guilty.</b> Remember: You have a right to say no. Don’t feel guilty for saying no. After all, if you say yes to work and you don’t have the time, resources or energy needed to produce a quality result, isn’t that more unfair to the person whose request you’re accepting than saying no?<br /><br /><b>5. Choose the right words.</b>When saying no, use the phrase “I don’t” instead of “I can’t,” which research shows is a more effective way to say no. As Heidi Grant Halvorson, director of the Motivation Science Center at Columbia University, explains, “‘I don’t’ is experienced as a choice, so it feels empowering. It’s an affirmation of your determination and willpower. &Lsquo;I can’t’ isn’t a choice … [It] undermines your sense of power and personal agency.&Rdquo;<br /><br /><b>6. Know when to say yes.</b>Say yes only to the projects you truly want to take on, says career expert Lindsay Olson. &Ldquo;Before you say yes to something,” she suggests, “pause a moment and ask yourself whether this is truly something you want to do, or whether you simply feel obliged to say yes to it.&Rdquo;<br /><br />(Picture Source: Internet)<br />HRVietnam - Collected</p>Anonymoushttp://www.blogger.com/profile/08040418183177052907noreply@blogger.com0tag:blogger.com,1999:blog-5323865476848956620.post-18894762645059361632014-01-23T22:45:00.001-08:002015-07-03T19:34:17.855-07:00What Is Salary and Wage Administration?<p>Salary and wage administration is the process of compensating an organization's employees in accordance with accepted policy and procedures. An important component of a successful organization's policy for administering salaries and wages is monitoring and evaluating all employees' compensation to ensure that they're being paid appropriately, both with respect to others in the same organization and to the marketplace as a whole. This process is often an integral function of the organization's human resources department, but in general, the larger the organization, the more likely is is that it will be handled by a separate department.</p><p>The first element of salary and wage administration, the periodic payroll, is a critical component of any organization's functioning. If payroll is incompetently processed, the employer itself could conceivably collapse. Employees' personal budgets and plans are contingent upon getting paid regularly, and if compensation is late, short, or missing even a single time, morale is severely affected, as is confidence in the employer's stability. Whether an employer utilizes the services of a third-party payroll service or handles all payroll functions internally, it will usually devote significant resources to making sure that employees are paid the right amount on time.</p><p>The second element of salary and wage administration — monitoring and evaluating employees' compensation — is an ongoing function. This includes evaluating the elements of each job in the organization and classifying it according to a number of different criteria, including the nature of the work itself, the amount of supervision necessary, the physical exertion normally associated with the job, and the amount of training necessary to do the job proficiently. The underlying idea is to determine, as nearly as possible, the value of each job to the employer, and compensate employees accordingly. From time to time, especially in the absence of collective bargaining, the results of this monitoring and evaluation process will result in adjustments being made to wages and salaries. In a collective bargaining environment, these evaluations will be important in determining any such adjustments, although other considerations may affect adjustments to wages and salaries.</p><p>In the United States, jobs are also evaluated as to whether or not they're exempt from wage-and-hour laws relative to overtime pay. Most production and clerical jobs, for example, are considered non-exempt; that is, even if pay is administered on a weekly basis and called salary, from a legal point of view, the jobs are considered to be hourly. When a non-exempt worker works in excess of the statutory requirements, usually 40 hours in a calendar week, they must be paid a premium in addition to their regular hourly pay. Most executive and supervisory workers, and some higher-level clerical staff, are considered exempt, which means that they're paid a flat rate every pay period regardless of the actual number of hours worked. In general, exempt employees are paid more than non-exempt. The US Department of Labor has specific tests employers can apply to every job to determine if it's properly classified as exempt or non-exempt.</p><p>Classification of jobs is only one element of the ongoing evaluation process that's an important component of salary and wage administration. Employers need to maintain a competitive edge in the marketplace, and one way to do so is to employ the very best people. Savvy employers will strive to maintain a competitive edge with respect to compensation because they understand that their employees are constantly on the alert for better opportunities, and the total compensation package is one of the most important elements of an employee retention strategy. Employee retention, in turn, is an important responsibility of those responsible for salary and wage administration.</p><p>Wisegeek.Com/what-is-salary-and-wage-administration.Htm</p>Anonymoushttp://www.blogger.com/profile/08040418183177052907noreply@blogger.com3tag:blogger.com,1999:blog-5323865476848956620.post-36178322473838344232014-01-22T17:33:00.001-08:002015-07-03T19:34:17.867-07:00What Are the Different Human Resource Management Techniques?<p>Different human resource management techniques include on-the-job training, mentoring, and various incentives that may motivate employees to be more productive. Ensuring continual support for healthy interpersonal relationships is a technique often used to head off potential problems in the workplace. Active engagement by company leadership with workplace personnel may also be used as a way to increase worker productivity.</p><p>Virtually all jobs involve some type of on-the-job training, even if it is limited to onboarding a new hire. Training is one of the most common human resource management techniques for this reason. At times, the training provided may be very in-depth and extensive.</p><p>Investing in training sometimes presents a human resource manager with a quandary. Taking the time to train a worker decreases productivity at first, even though that worker may provide a good return on the company's investment later on. If extensive on-the-job training is involved, human resource management techniques that link various incentives to completion of training may be used by the employer. For example, a trainee may be offered a bonus if he or she agrees to work for the company for a certain period of time once training is completed.</p><p>Sometimes, human resource management techniques involve training employees to work more effectively in teams. This mentoring technique often involves aspects of helping employees to synchronize workflow, and adopt effective teaming strategies. Knowledge sharing often accompanies teaming efforts. If workers do not receive enough guidance, they may be less productive, confused, or even resentful of management. On the other hand, management staff may seek to avoid sharing too much with certain employees, due to the need to protect proprietary secrets or executive level decisions.</p><p>Motivational incentives are among the most common of human resource management techniques, since performance-based payment is widely recognized as a powerful motivator for most workers. Incentives may include perks such as time off, a private office, or free beverages and snack foods. These benefits are often thought to heighten workplace morale. Managers may use various compensation strategies to increase worker human resource share <strong><a href="http://www.hrshare.net" title="http://www.hrshare.net">http://www.Hrshare.Net</a></strong> output. These can range from sabbaticals, to year-end bonuses, to pay raises as the result of a promotion.</p><p>At times, workplace dynamics may become saddled with interpersonal conflicts, such as territory fights, rivalries, or simmering resentments among workers. Although most of these situations never develop beyond a minor loss of productivity, sometimes a poorly managed workplace can result in unsafe conditions, or even a severe drop in morale. A dynamically engaged management strategy may be an effective technique in both recognizing this problem and resolving it. Many companies implement an open-door policy at the company's human resources department to ensure that disgruntled employees or those who are being victimized have a way to air their concerns and report problems.</p><p>Wisegeek.Com/what-are-the-different-human-resource-management-techniques.Htm</p>Anonymoushttp://www.blogger.com/profile/08040418183177052907noreply@blogger.com0tag:blogger.com,1999:blog-5323865476848956620.post-46348011084122044772013-12-18T01:25:00.001-08:002015-07-03T19:34:17.871-07:00HR Salary Low? Here Are 6 Reasons You May Be Underpaid…<h5 style="background-color: white; border: 0px; clear: both; font-family: Georgia, 'Bitstream Charter', serif; font-weight: normal; line-height: 1.5em; margin: 0px 0px 20px; padding: 0px; vertical-align: baseline;">
Most
HR folks would love to take home a higher salary.And it’s not like we
don’t try to increase our HR salary.We work long hours.We attend SHRM
conferences, training programs and use career coaches and workplace
mentors.We even bond with our bosses to make sure we’re all operating
from the same song sheet.<div style="background-color: transparent; border: 0px; margin-bottom: 24px; padding: 0px; vertical-align: baseline;">
</div>
<div style="background-color: transparent; border: 0px; margin-bottom: 24px; padding: 0px; vertical-align: baseline;">
However, a recent study done by U.S. News & World Report indicates
that there are some factors that could correlate to higher HR pay that
are simply outside of your control.<br /><img src="http://www.alan-collins.com/hr-executive.jpg" style="background-color: transparent; background-position: initial initial; background-repeat: initial initial; border: 0px; margin: 0px; padding: 0px; vertical-align: baseline;" /></div>
<div style="background-color: transparent; border: 0px; margin-bottom: 24px; padding: 0px; vertical-align: baseline;">
While this report didn’t necessarily call out Human Resources
professionals, there’s no reason to believe this wouldn’t apply to HR as
well.<br />Nevertheless, here are the 6 reasons that could explain why your HR salary is lighter than you’d like:</div>
<div style="background-color: transparent; border: 0px; margin-bottom: 24px; padding: 0px; vertical-align: baseline;">
1. Lefty men make more than anyone.</div>
<div style="background-color: transparent; border: 0px; margin-bottom: 24px; padding: 0px; vertical-align: baseline;">
Men seem particularly affected by salary advantages and disadvantages
that aren’t related to work performance. Consider the premium paid to
some lefties. While researchers at Lafayette College and Johns Hopkins
University found no wage difference between left-handed and right-handed
women, left-handed men who have some college education average about 13
percent more than right-handed men. Lefty males who are college
graduates average as much as 20 percent more than their right-handed
counterparts.</div>
<div style="background-color: transparent; border: 0px; margin-bottom: 24px; padding: 0px; vertical-align: baseline;">
2. Drinkers make more than nondrinkers.</div>
<div style="background-color: transparent; border: 0px; margin-bottom: 24px; padding: 0px; vertical-align: baseline;">
A report from the Reason Foundation found that while male and female
drinkers make more than nondrinkers, men who hit the bar at least once a
month—thereby satisfying the definition of social drinkers—seem to make
even more.</div>
<div style="background-color: transparent; border: 0px; margin-bottom: 24px; padding: 0px; vertical-align: baseline;">
3. Married men tend to make more than unmarried men.</div>
<div style="background-color: transparent; border: 0px; margin-bottom: 24px; padding: 0px; vertical-align: baseline;">
Researchers at the Federal Reserve of St. Louis found there may be a few
reasons for this. For one thing, employers may have a bias in favor of
married men because marital status might signify a man’s stability or
responsibility. Old-fashioned or not, another possibility is that
marriage frees men up to focus on work, rather than on household tasks.
The most likely reason, however, is that the observable qualities that
appeal to an employer are similar to those that appeal to a
mate—characteristics such as background, education, and appearance.</div>
<div style="background-color: transparent; border: 0px; margin-bottom: 24px; padding: 0px; vertical-align: baseline;">
4. Women earn less than men.</div>
<div style="background-color: transparent; border: 0px; margin-bottom: 24px; padding: 0px; vertical-align: baseline;">
Nothing new here. Women are generally acknowledged to be underdogs in
the compensation world, but a report from American Association of
University Women Education Foundation noted that women choose college
majors that pay less—majors such as education, psychology, and
healthcare. Men choose more lucrative majors, like engineering and
mathematics. The pay difference has, however, undergone a surprising
shift in some metropolitan areas. Andrew Beveridge, a sociology
professor at Queens College, found that New York women in their 20s
earned an average of $7,000 less than their male counterparts in 1970
but were making about $5,000 more in 2005.</div>
<div style="background-color: transparent; border: 0px; margin-bottom: 24px; padding: 0px; vertical-align: baseline;">
5. Cohabitating lesbians earn less.</div>
<div style="background-color: transparent; border: 0px; margin-bottom: 24px; padding: 0px; vertical-align: baseline;">
A 2007 study from University of Northern Iowa looked at 2000 census data
and found that cohabitating lesbians earn about 10 percent more
annually than married women. They also earn more than cohabitating,
unmarried, heterosexual women.</div>
<div style="background-color: transparent; border: 0px; margin-bottom: 24px; padding: 0px; vertical-align: baseline;">
6. Tall people make more than short people.</div>
<div style="background-color: transparent; border: 0px; margin-bottom: 24px; padding: 0px; vertical-align: baseline;">
Short people may be short-changed when it comes to salary, status and
respect, according to a University of Florida study that found tall
people earn considerably more money throughout their lives. “Height
matters for career success,” said Timothy Judge, a UF management
professor whose research is scheduled to be published in the spring
issue of the Journal of Applied Psychology.</div>
<div style="background-color: transparent; border: 0px; margin-bottom: 24px; padding: 0px; vertical-align: baseline;">
“These findings are troubling in that, with a few exceptions such as
professional basketball, no one could argue that height is an essential
ability required for job performance nor a bona fide occupational
qualification.”</div>
<div style="background-color: transparent; border: 0px; margin-bottom: 24px; padding: 0px; vertical-align: baseline;">
Judge and Daniel Cable, a business professor at the University of North
Carolina at Chapel-Hill, analyzed the results of four large-scale
research studies – three in the United States and one in Great Britain –
which followed thousands of participants from childhood to adulthood,
examining details of their work and personal lives.</div>
<div style="background-color: transparent; border: 0px; margin-bottom: 24px; padding: 0px; vertical-align: baseline;">
Judge’s study, which controlled for gender, weight and age, found that
mere inches cost thousands of dollars. Each inch in height amounted to
about $789 more a year in pay, the study found. So someone who is 7
inches taller – say 6 feet versus 5 feet 5 inches – would be expected to
earn $5,525 more annually, he said.</div>
<div style="background-color: transparent; border: 0px; margin-bottom: 24px; padding: 0px; vertical-align: baseline;">
“If you take this over the course of a 30-year career and compound it,
we’re talking about literally hundreds of thousands of dollars of
earnings advantage that a tall person enjoys,” Judge said.</div>
<div style="background-color: transparent; border: 0px; margin-bottom: 24px; padding: 0px; vertical-align: baseline;">
Feeling terrible? No need to be. There is some comfort you can find, if you don’t fit the profiles outlined above.</div>
<div style="background-color: transparent; border: 0px; margin-bottom: 24px; padding: 0px; vertical-align: baseline;">
Studies also indicate that if you work more hours, you make more money.
This is something you can control. Two MSN-Zogby polls found 37 percent
of workers with household incomes of $100,000 or more report working
between 41 and 50 hours a week, while only 8 percent of those with
household income less than $25,000 work as many hours. Of course,
there’s plenty that could explain this, as illness, old age, and
disability can affect a worker’s hours.</div>
<div style="background-color: transparent; border: 0px; margin-bottom: 24px; padding: 0px; vertical-align: baseline;">
So there is hope that you can indeed make more money in HR…even if you aren’t a left-handed male who drinks heavily.</div>
<div style="background-color: transparent; border: 0px; margin-bottom: 24px; padding: 0px; vertical-align: baseline;">
<span style="background-color: transparent; background-position: initial initial; background-repeat: initial initial; border: 0px; margin: 0px; padding: 0px; vertical-align: baseline;">successinhr.com/hr-salary-isnt-higher</span></div>
</h5>
Anonymoushttp://www.blogger.com/profile/08040418183177052907noreply@blogger.com1tag:blogger.com,1999:blog-5323865476848956620.post-8665279424423455072013-12-01T23:24:00.001-08:002015-07-03T19:34:17.882-07:006 Dirty Little Thoughts About My Career in HR That I’m Not Proud Of — And How I Deal With Them…By Alan Collins | successinhr.com/6-dirty-little-thoughts-about-my-career-in-hr-and-how-i-deal-with-them<br /><br />Inside my head, there are six not-so-flattering thoughts and feelings I experience every single day at some point.<br />
<br />
<br />
<br />
<br />
<br />
<div class="separator" style="clear: both; text-align: center;">
<a href="http://successinhr.com/inside-my-head.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="320" src="http://successinhr.com/inside-my-head.jpg" width="320" /></a></div>
<br />Here they are:<br />1. The grass is greener on the other side.<br /><br />When I was an HR rep, I wanted to be a manager.<br /><br />As a manager, I wanted to be an HR VP.<br /><br />When I was a generalist in the Quaker Oats division, I longed to be in Gatorade.<br /><br />When my boss screamed at me, I wanted to quit.<br /><br />When I became a corporate VP, I wanted to do my own thing as an outside HR consultant.<br /><br />When I was single, I wanted to be married.<br /><br />Once I was married, I wanted to be single again.<br /><br />You show me some grass, I will immediately think there is something greener.<br />2. Fear.<br /><br />Fear of what?<br /><br />I don’t know.<br /><br />But I’m writing this at 5:45 am, and at some point in the next 24 hours, some kind of fear will occupy my brain.<br /><br />Maybe it’s the fear of losing out on some fantastic career opportunity because my cell phone ran out of juice.<br /><br />Or fear of not being to deliver the HR results that a key business client is counting on me to deliver.<br /><br />Or the direct physical fear of getting in a car accident as I’m driving on the Dan Ryan expressway during rush hour.<br /><br />Or the fear of making a fool of myself on this blog.<br /><br />That’s my usual collection of fears, but I have other more obscure ones as well.<br />3. Angry regrets about the past.<br /><br />Yes, it’s 5:45 am and I’ve already been, in my mind, pissed off at someone…or myself.<br /><br />It could be the boss who, ten years ago, I permitted to screw me over for a promotion to HR Director.<br /><br />Or the general manager who adamantly refused my best HR advice and then blamed me when his employee filed a discrimination complaint.<br /><br />Or me, for letting a terrific woman I met at a SHRM conference three years ago, walk away without getting her phone number.<br /><br />The anger or regret about these events only lasts a few seconds.<br /><br />But all day long today I am sure I will have flashbacks of others.<br /><br />I can’t help it. There’s a big list.<br /><br />Some of these memories decay over time.<br /><br />Some of them blend with forgiveness for the other person.<br /><br />And some of them will stay with me forever.<br />4. Worries about the future.<br /><br />I often mentally time travel to the future and fret about the thousand things I can’t predict.<br /><br />I convince myself that this is okay by saying that I’m planning and preparing NOW to have a good future career LATER.<br /><br />Makes sense to me.<br /><br />I always have that feeling of “what next?”<br /><br />For example, after I post this article on my blog, what’s the next article I’ll do?<br /><br />Or what will I do if my best client loses his passion for my work, “what’s next?”<br /><br />Or since my recent cataract surgery, what if my eyesight goes bad ten years from now? What would I do then?<br /><br />There are those that say you should live “in the moment. Concentrate on the right now and not worry about the results, the things I can’t control.<br /><br />I’m just not built that way.<br />5. Wanting to be loved and respected. <br /><br />Every time I hit the “publish” button on this blog I feel this.<br /><br />Every time I say something to a client or a colleague, I feel this.<br /><br />What about you?<br />6. Judging people.<br /><br />I meet a lot of people and as an HR pro and I judge them.<br /><br />With every person I meet, my gut helps me form an opinion.<br /><br />As much as I try, I can’t avoid this.<br /><br />Most of the time, my gut opinions are usually wrong and I have to always tell myself I’m not so smart…and that you can’t always tell a book by its cover.<br /><br />Yesterday, I was sitting in a Starbucks and overhead a sales guy arguing with a customer over a late payment of an invoice. He was cursing and yelling at the top of his lungs through his phone. And even though there were only three people in the whole coffee shop, he was an inconsiderate jerk. My gut reaction was that I hated him with a passion. And I made other assumptions about what kind of guy he really was and concluded that they’d be no way we’d ever do business together if we ever met.<br /><br />I judge people constantly. I look at how they behave and how they look. I’ve found that the majority of the attractive people I meet are often vain, dim, rude have shitty attitudes and terrible lives.<br /><br />I’m not really sure why I do this.<br /><br />It’s not like I have movie star good looks, have it all figured out or living the dream.<br /><br />Far from it, but I’ve been paying more and more attention to how I conduct myself, and what the most productive attitude toward life and my career is. But sometimes I get the false impression that I’m somehow more enlightened than other people.<br />I don’t have all the answers. But this is how I deal with these thoughts and feelings.<br /><br />If you’re like me, at some point each day, it’s hard for your thoughts not to fall into a few of the above buckets – if not all of them.<br /><br />If so, it doesn’t mean you’re depressed. Or feeling entitled. Or a bad person.<br /><br />It just means you’re being human.<br /><br />We all talk silently inside our heads about ourselves. Our concerns and anxieties. Our careers in HR. And about other people and situations.<br /><br />If you’re like me, you could simply say I’m not going to think these things. But that won’t work either. That’s like saying you don’t need to sleep. Or you don’t need to visit the john today.<br /><br />Instead, I’ve come to terms with the fact that these are inner gremlins that talk to me. Everyone has them. They like to play tricks to make you feel weak and attack your confidence and self-esteem.<br /><br />What I’ve learned is that the key is to simply notice when you fall into one of these thought traps.<br /><br />Say, “I’m doing it again. It’s not unique. It’s human to feel these things. It’s just my brain at work and it may suck…<br /><br />But “IT” is not “ME!”<br />It is only negative self-talk.<br /><br />And then replace the negative thought with positive one.<br /><br />Here’s an example:<br /><br />Replace…“This client is a worthless know-it-all. They’re not listening to anything I say. If he doesn’t handle this employee problem now, he gonna get sued for discrimination.”<br /><br />With… “There has to be a way to simplify my message, approach him from a different angle or communicate to him through someone he really respects.”<br /><br />Here’s another one:<br /><br />Replace…“Screw, Cindy. I’ll never be as good as her at identifying marketing and sales talent. She’s acts stuck up towards everyone and tries to impress the boss by wearing too much make-up.”<br /><br />With…“What I’m good at is taking people who are stuck in their careers and coaching them to find creative ways to get going again. That’s my niche. And I can probably learn a lot about talent acquisition from Cindy. I should take her to coffee and ask.”<br /><br />Or this one…<br /><br />Replace…“This organization completely sucks. No one bothered to communicate with me about the new employee health care changes.”<br /><br />With…“People are swamped and busy. Let me see if I can open up the channels of communication on this and find out what I need to know.”<br /><br />Or finally, this one…<br /><br />Replace…“My stupid boss is setting me up for failure. Why doesn’t he present the employee survey results? He knows I’ve never given a presentation to the CEO before. It’s time to dust off the resume.”<br /><br />With… “He’s giving me a terrific opportunity to expand my HR skills and learn something new! Let me get his help in prepping and tackling this and let’s see what happens.”<br /><br />It’s so easy to dwell on the negative.<br /><br />If you tend to have nasty or negative thoughts, don’t expect to become an optimist overnight.<br /><br />I don’t believe it’s possible to ever fully rid your mind of completely these kinds of potentially destructive feelings and emotions.<br /><br />But the good news is you don’t have to be overpowered by them.<br /><br />By accepting them for what they are and practicing more positive self-talk, you can less critical and cynical about the world around you.<br /><br />And a lot more productive.<br />Now it’s your turn.Nguyen Hung Cuonghttp://www.blogger.com/profile/03240487018119448440noreply@blogger.com1tag:blogger.com,1999:blog-5323865476848956620.post-72086780903578066612013-12-01T23:20:00.003-08:002015-07-03T19:34:17.879-07:00How To Lose Your Dream HR Job in 5 MinutesBy Alan Collins | successinhr.com/lose-your-dream-hr-job<br />
<br />
<div class="separator" style="clear: both; text-align: center;">
<a href="http://remixtheory.net/remixImages/googleHand.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="206" src="http://remixtheory.net/remixImages/googleHand.jpg" width="320" /></a></div>
<br /><br />I recently had coffee with an executive headhunter at one of Chicago’s largest search firms.<br /><br />She shared with me an amazing story that has huge implications if you plan to change jobs in HR.<br /><br />She was doing a search for a Senior HR Director for a well-known oil company based in Texas.<br /><br />This job had the works. Great pay. Great benefits. Great location. An awesome future.<br /><br />This was the type of dream job HR folks with 7-10 years of experience would kill for.<br /><br />Anyway, she went online to check out a promising candidate she had just completed an exploratory interview with.<br /><br />She checked him out on LinkedIn and then googled his name.'<br /><br />And, her jaw dropped!<br /><br />On his Facebook page, she found twelve pictures of this candidate half-naked at a friend’s bachelor party. It included various sexually suggestive poses with exotic dancers.<br /><br />As she looked further down his page, he had numerous comments about his gambling habits, drinking, recreational drug use and nights out on the town.<br /><br />“Holy crap!” she thought.<br /><br />At that point, she didn’t care that this was his private life.<br /><br />She didn’t care that his Facebook privacy settings were probably not turned on.<br /><br />And, it didn’t matter to her one bit that this candidate was clearly showing off online.<br /><br />All that mattered to her was…<br /><br />In five minutes, this candidate had gone from hero to zero!<br /><br />And he suddenly became someone who looked immature,<br /><br />unprofessional and a high risk hire.<br /><br />She confessed that, while she’s pretty open-minded herself, there wasn’t a snowball’s chance that she’d be presenting him to her client as a candidate for such a terrific HR job.<br /><br />As far as she was concerned, this HR dude was toast. Finished. History. There would be no follow-up or further interviews.<br /><br />All because this candidate did not take steps to “google-proof” himself. And he allowed digital dirt to creep in and tarnish his online image and reputation.<br /><br />The question we both asked ourselves as we sipped our coffee was: “What the heck was this guy thinking?”<br /><br />But more importantly, what does this mean for you?<br /><br />Why am I telling you this?<br /><br />Here’s why…<br /><br />It is absolutely no secret that if you’re an HR pro in the job market, you’re going to googled. Expect it.<br /><br />In fact, research by ExecuNet shows that at least 87% of recruiters reported using search engines to find background data on candidates before bringing them in for interviews.<br /><br />Of that number, 35% eliminated a candidate because of what they found online. They are looking for the good, the bad, and the ugly on any site a search can turn up. That will include your your LinkedIn, Facebook, Twitter, YouTube, Squidoo and any other online information about you.<br /><br />It doesn’t matter if you’re seeking an entry-level HR role or a senior executive position, someone is going to take 5 seconds and put your name through the google machine.<br /><br />Now, you might say – great, google me.<br /><br />You’re not going to find anything.<br /><br />And you know what…<br /><br />That’s even worse!<br /><br />If you’re googled and nothing shows up, what this means is that you probably don’t have a web site….that you’ve probably have not given a speech to an prominent organization….that if you’ve probably never written any HR articles….that you’ve probably never done any work of note in the community or with a charity…that you’ve probably never held a prominent role in a HR professional organization….that you’ve not doing anything that has distinguished you professionally within your company or anywhere else for that matter.<br /><br />That’s what it could mean when nothing shows up.<br /><br />Now understand, none of that may be true.<br /><br />But that’s how you could be perceived by a recruiter or hiring manager.<br /><br />Now, I know that’s not fair. What’s personal is personal.<br /><br />But life ain’t fair.<br /><br />On the other hand, I’ve just reminded you of an important, game-changing tip for your success…and that’s how to google-proof your online image.<br /><br />Here are the three steps:<br />1. Google your name. If nothing shows up, develop a plan to improve your online image to put yourself in a more positive light.<br /><br />This could include:<br /><br />Speaking at an HR workshop or a local SHRM meeting.<br /><br />Writing articles and have then published online or on a blog.<br /><br />Finding someone who can promote articles that you have written.<br /><br />Involving yourself in the community — such as spearheading a fundraiser for charity or becoming a spokesperson for the group’s causes.<br /><br />Getting involved in professional business or your local SHRM association.<br /><br />Taking on the leadership role in noteworthy public relations activities at your company.<br /><br />Or finally, creating your own web site. A quick tool you use to help you do this is called Look Up Page (www.lookuppage.com) which can help you create a professional web page for yourself in just 5 minutes that guarantees your appearance on Google first page when someone searches your name.<br />2. If unflattering stuff about you shows up online, take steps right now to get rid of it.<br /><br />Start by taking down damaging images or posts about you.<br /><br />Let me be more specific. If there are any current or “college days” photos on your website or your friend’s website that show you using alcohol, drugs, or posing with knives or guns in a threatening manner, these should be taken down immediately.<br /><br />If you have potentially embarrassing photos or posts are on a friend’s website, contact your friend and ask that the photos or posts be deleted.<br /><br />Also check to see if there are any photos or posts like this on your Facebook page or Twitter account.<br /><br />If you have linked your Twitter page or another website, it’s also possible for potential employers to see other questionable photos or posts.<br /><br />Have all this wiped clean.<br />3. If the digital dirt on you is really bad or difficult to remove, take even stronger action.<br /><br />Some online information about you may be tough to erase. For example, you might find your name in a lawsuit or find libelous comments that someone has written about you.<br /><br />If that’s the case, find out who is operating the website and ask that the information be taken down. If this doesn’t get this stuff removed, then set up a blog to counter the accusations against you or contact a lawyer.<br /><br />Depending on the severity of what you find about yourself on the Internet, and depending on whether you believe it could damage your career or personal life, you might need assistance from a professional. Besides a lawyer, you might also want to reach out to a public relations expert or an online reputation specialist.<br /><br />Bottom line, paying attention to your online reputation is part of the career game these days.<br /><br />You never know when someone will “Google” you before an interview. (If you’re single, do you Google someone before a first date? I thought so!)<br /><br />The best advice I can give is to simply avoid publishing potentially damaging or inappropriate content starting right now.<br /><br />If you think that something you post online will negatively impact your ability to land a job now or even ten years from now, don’t blog it, tweet it, put it in your Facebook profile or write about it anywhere.<br /><br />It’s not worth it.<br /><br />So google-proof yourself.<br /><br />You never know who’s checking you out for that HR job of your dreams.<br /><br />Onward!Nguyen Hung Cuonghttp://www.blogger.com/profile/03240487018119448440noreply@blogger.com2