Saturday, November 21, 2009

What If All Your Job Search Strategies Are Wrong?

Are you looking for a job, conducting a career transition, or re-entering the workforce?

If so, the odds are heavily stacked against you in achieving success. This is due to the tremendously high level of competition that currently exists for scarce work. Even worse, you are likely relying on outdated strategies that are by their nature doomed for failure. Today’s job market is unlike anything we have ever witnessed before.


Why? We are living through today 40 years of failed, business, political, and academic policies. The leaders of our industries have failed us. Not only have venerable, old established global institutions like Bear Stearns, AIG, Lehman Brothers, Freddie Mac, Fannie Mae have struggled for their existence, but entire industries are collapsing as we transitioned from a post-Industrial to service and technology-based economy. Industries like advertising, printing, manufacturing, retail, automobile manufacturing, banking, financial services…all are going through significant transformation.


How can you bulletproof your career and conduct successful job searches in today’s 21st century, global contract workplace? These times DEMAND that you use unconventional, non-traditional strategies.

Your goal should be to visualize your dream job. Identify all the attributes of what constitutes ideal work for you – then write that all down. Identify the six to eight organizations in the 3-4 industries that you are interested in, whose cultures match your values and belief system. Within these 18-32 organizations, you want to find the individual that you would be reporting to in this ideal job that doesn’t exist.


You will approach them directly with a sales pitch for how you are the ideal solution to resolve their challenges in this job that they don’t know they need to fill in their Team since it doesn’t exist. Your pitch should focus on how you will accomplish the following: 1) make them more money; 2) reduce their costs, or 3) improve their operations. You are the solution to what keeps them up at night.


The resume and cover letter are dead. That one minute elevator pitch is also irrelevant in today’s challenging job market climate. In their place, you need to sell yourself as a unique solution in 3-5 seconds, by developing your own unique personal brand.


Forget job postings. If they are posted, chances are hundreds if not thousands of job seekers have already applied to them. Instead, you want to pursue informational interviews. Find the people in those 3-4 industries you want to work in that do what you want to be doing or work in places you want to work, and ask them to meet with you for 30 minutes. The goal is to find out what do they enjoy most/least about their jobs, what is a typical day like, how did they find their job, what trade associations do they belong to. You need to build a career networking pipeline of highly qualified leads. You should have a personal networking plan, a document that details how you will get yourself in front of those people that you want to sell yourself to.


As you work on building a network, you need to thoroughly research yourself. Conduct a personal assessment online. You need to know how to sell yourself like a product, inside and out. What are your “product” features and benefits, in terms of experience, education, training, skills, language proficiency, etc.


Most importantly, you must stop relying on others to manage your search. Recruiters are fairly useless, and it is important to circumvent the gatekeeper (HR person) by going directly to the person you would be reporting to, in tat job that doesn’t exist that you are going to sell yourself as the best solution. These are the unconventional, non-traditional approaches that must be leveraged for job search success in today’s turbulent times.

Friday, November 6, 2009

Your body language speaks volumes, even when you don’t.



You send out messages all the time and communicate with others without even speaking! The non-verbal cues you make convey all sorts of information to others about you. For example, avoiding eye contact conveys extreme shyness, and/or a complete lack of trust in others.
Folding your arms is a defensive posture (unless you’re cold) which alerts others that you may be angry, or just don’t trust them.

Keeping your hands in your pockets and playing with change indicates miserliness (being cheap.) Twirling hair in your fingers absent-mindedly sends a message that you lack professionalism or get bored easily. All of these non-verbal cues send out messages to others and can sabotage your attempt to make a positive first impression.

For example, repeated face touching (esp. your nose) indicates deception. Repeatedly checking your watch indicates extreme boredom and rudeness! Good posture is a sign of confidence and leaning in towards others as they speak conveys interest. Following are informative web sites you can reference, for advice on how to control your body language and convey the most professional demeanor:



Tuesday, October 20, 2009

Why Colleges and Businesses Don’t Work Together.

You would think that if any two organizations were made for one another, it would be academic institutions and businesses. They have completely symmetrical goals after all. Colleges/Universities prepare their students to graduate as well-rounded people who are ready to dive into the workforce and achieve outstanding results immediately. Businesses are always looking for talented, well trained pools of qualified candidates to join their organization and make an immediate, pronounced positive impact on their organization’s success.



So why don’t these two organizations work more effectively together…especially in these turbulent times?


Granted some colleges have a fairly well developed network of contacts in business & industry that utilize their students on internship or co-operative education basis. Some schools can even claim that employers are hiring their students on a full-time basis in these trying times. But the relationship is built upon an underdeveloped, sporadic and non-continuous basis. Both fail miserably at developing any kind of a strategic partnership.


Most colleges seek organizations in their immediate market area, to serve as a pipeline for placing their students. Few schools bother to take the time or make the effort required to nurture a relationships with key businesses as a truly valued partner. Schools fail to become strategic partners of business and industry, when they fail to provide a significant level of service to the key businesses and organizations (trade associations, chambers of commerce, economic development corporations, business solutions centers, etc.) They often do not invest he time and effort required to learn a business's key products/services, the accounts that business manages, their business challenges, competitors, management team, etc.




A key issue in the approach that schools take in soliciting businesses is the nature in which they engage businesses in such a "decentralized" fashion. A university has many disparate departments all with differing goals and motivations that are soliciting businesses. The efforts made by these departments to reach out to business are often poorly coordinated and compete with each other.



A college may have its co-operative education department, alumni relations, career development center, business school, fundraising department, entrepreneurial center, and even different engineering departments solicit a business SEPERATELY. Rarely does the college or University target key businesses at the highest level. In fact, they hardly ever are aware how much at odds these departments are and the damaging mixed messages that this approach sends to the businesses they are attempting to partner with.




Even worse, colleges are myopically focused on applying poor metrics to determine their success in serving business & industry. They point to the graduation rates of their students in the aggregate as a measure of their success. Many academic institutions still subscribe to the outdated and erroneous belief that it is not their job to assist students in finding employment.



They hold to the outdated notion that their mandate is merely to deliver a “well-rounded” education for their students. Colleges and universities would be well served to perform a critical self-assessment as to their placement levels of students upon graduation in key timeframes within each field/major and concentration area of study.




Businesses also fail to leverage the relationship with academic institutions at the highest levels of strategic partnerships. They seek out college students as a source for cheap labor. They often fail to consider that schools can serve their long-term recruiting and staffing needs by providing excellent talent as a trial ground for making hiring decisions. They often provide poorly developed job descriptions, and bring in college students for highly glorified clerical work.



They see college students as a great source for labor to accomplish repetitive, administrative, and tactical work, but often fail to utilize student talent to help their grow their businesses. They fail to utilize the growing presence of entrepreneurial think tanks and business start up centers that many colleges and universities are now building, to serve small land mid-sized businesses in their launch efforts.



To overcome this tremendous lost opportunity, colleges should develop cross functional teams comprised of members from all the departments listed above. These cross-functional teams must be empowered to solicit long-term strategic relationship with businesses and trade associations. Businesses should view colleges and Universities as a tremendous resource for their strategic planning and new business development efforts. Open up their business plans, and engage the college across multiple levels to gain the maximum benefit of the relationship. They should have a strategic recruiting plan with a wide range of local area academic institutions that they strive to build strategic working relationships with.

Thursday, October 8, 2009

How to "Unstick" Your Business in Turbulent Times


If you are an entrepreneur or small business owner, chances are you are struggling right now with ways to move your business forward. Clients have probably stopped buying your products and services, or drastically cut back on the business they were sending your way. You might be struggling to find new clients. You’re probably pulling out all the stops, to come up with creative ways to get your employees re-engaged and keep them motivated that things will turn around some time soon. Most likely, you yourself have doubts if things will turn around, in time to keep your business afloat.


Fear not! There are proactive steps you can take to move your business forward.

Take a cold, hard look at your client list. Identify those clients that are your most profitable. Build a “Best Customer Profile.” Be sure to write it down. That will become your target for identifying highly qualified SIMILAR contacts at organizations for you to aggressively target. Be as specific as possible to build a complete picture of your most profitable client.


While you’re at it, think about these clients that are your most profitable. Chances are, they are your most loyal customers. They always refer new business your way, speak well about the service you provide, and have provided you with testimonials. They are your “Apostles." Now's the perfect time to go on an apostle appreciation tour. Take these clients out to lunch. Let them know that in these trying times, you are here for them. DON’T ask for referrals. It’s a way for you to thank them for their support, and NOT a shakedown.


Next up…change your approach! When you do the same thing over and over and expect a different outcome, it’s called “INSANITY.” Re-evaluate ALL of our systems, processes, and procedures. If the answer to why you are doing something a certain way is “that’s how we’ve always done it” then it’s probably time to tear that down and find a new approach. There are no SACRED cows…everything is fair game.


Create a networking plan. When you created a profile of your most profitable client you should have captured information on where these types of individuals met in professional Associations, clubs, organizations. You must identify these events and make a point of attending as many as you can.

Write! Write! Write! Become a subject matter expert on any and all topics that are near and dear to the hearts of your apostles and ideal customer profiles. Start by authoring blogs, articles, white papers, anything you can do to get your name in front of your ideal client profiles. While you’re at it…SHAKE THINGS UP! If you spend a lot of time in your office, GET OUT! Schedule as many meetings out of the (home) office as you possibly can. While you’re out, spoil yourself. Buy yourself something nice. Go to an afternoon matinee. Do something you wouldn’t normally do, just to say thank you to YOU!


Revisit your partner strategy. Which people that you know in your professional network have complementary products and services that fit nicely with your offerings. If you already have partners and there is no synergy then cut those relationships loose. While we on the subject of products and services.

Now is a great time to rethink your product and service offerings. Is there something you can offer that you aren’t? Ask your apostles on your appreciation tour.

Take an END-OF-YEAR look back NOW. Don’t wait for the holidays. You’ll be drowning in eggnog, Depression, and holiday distractions. Volunteer what little spare time you have to charitable organizations, not-for-profits, your local church, synagogue, homeless shelter, senior citizen center. Go back to school! Take a class, learn a new skill, or attend a Webinar. You should always find time to develop new skills.


Re-engage your industry trade Association, local Chamber of Commerce, Kiwanis Club, Toastmasters…whatever! Get involved on a Committee to plan for their end-of-year gala.
Now is NOT the time to stick your head in the ground and hope the tornado blows past. Stay focused, re-evaluate your business, keep active but working aggressively. Channel your efforts towards re-discovering your clients and the reasons you started your business.

Tuesday, August 25, 2009

Time to Rethink Celebrating Labor Day?


Now more than ever seems a perfect time to question the relevance of Labor Day in America.
For most americans, Labor Day means little more than a calendar-imposed deadline signifying the end of summer and back to school. There is the mandatory end-of-summer barbecue of course, and the deluge of back to school sales.
But truly, what does Labor Day mean in these trying economic times with 9.4% of the population OFFICIALLY out of work.
The Unions that fueled the growth and expansion of our economy after WWII and the Industrial Revolution have lost much of their relevancy. This happened over decades, as our economy transitioned to a post-Industrial, technology and service-based workplace and we outsourced, off-shored, and sold off our ability to do most business functions.
Strong unions rose in many industries, from automobile manufacturing to retail, airlines, teaching, etc. This led to higher wages and compensation levels that forced american enterprise to fall behind other nations in their ability to compete in the 21st century global economy.
The two-way contract based on loyalty and trust between employees and employers, built on the promise of a hard days' work for honest pay no longer exists. In today's contract economy, workers have few rights. An economy drowning in an unofficial national unemployment rate close to 15% screams for a halt in the farce of "celebrating" this outdated holiday.
So, what does Labor Day truly mean? Most workers that have been downsized over the past two years have been forced to go at it alone. Many have been forced to attempt to start their own business. An entirely new industry called "accidental entreprenuers" has popped up featuring people that have gone into business for themselves.
College students that graduated at the start of this summer have witnessed companies lay off their parents and grandparents. Today's graduates, with no real job prospects of their own to pursue, are themselves becoming entrepreneurs. They are keenly aware that there is no such thing as employer loyalty.
Small businesses, the key force that has fueled new jobs creation during past post-recession periods are suffering mightily. The Obama Administration has done precious little to help small business owners survive these trying economic times.
So, let's not go through the bogus act of celebrating Labor Day another year. Just pass me the BBQ and give me another ice cold beer.

Thursday, August 6, 2009

How Much Ill Will Have You Created?




How often do you say you are going to deliver something to someone, only to end up getting it to them late or not delivering what you promised at all?


When was the last time you showed up late to a meeting, or missed one altogether?


Do people wanting to speak with you have to leave you numerous voicemails and email messages, which you never respond to?


Have you ever joined a conference call in-progress or missed it completely?
When you are working on a project in a team do you often hold up the others by missing key deadlines?


Be honest. Did you find answer these questions with an emphatic YES?


If so, you can bet that you have burned bridges with your social and professional contacts, by creating A LOT of ill will. You are not the only one with tremendous time constraints these days. We all struggle to balance home and work life commitments. Many people are juggling not only their own jobs, but the jobs they inherited when their company laid off their peers and pushed the work onto them.


So everyone is running at 150mph. It’s time you thought about scaling back your commitments and focus on a more professional commitment to your key work and social relationships. Re-establish your high standards of professionalism, by exhibiting more courtesy and respect in your dealings with others.


Perhaps you have joined too many organizations. Start by scaling back your networking efforts.


Then, rethink all of the cross-functional Teams you joined at work. Maybe it is time to scale back some of the extra-curricular activities you committed to in your community?


The last thing you want is the reputation for being a flake, known for making false promises and not being trustworthy in your dealings with others. If that is the perception others have of you, it doesn’t matter whether it is just or unjust.


You need to begin working VERY hard to re-establish your personal brand. Build up your reputation for being someone that others can count on. Treat others with the highest level of respect that you would hope to receive. It’s an investment worth making.

Tuesday, August 4, 2009

Your Company Dirty Laundry Has Never Been MORE Public.

When they say the Internet is the great equalizer, they aren’t kidding. It has never been easier for potential employees to uncover your company’s background. This means the good…as well as the bad.

Employees have an entire arsenal of tools. One way they can find out what it is like to work for your organization is job vent websites, where your employees (ex-employees and current employees) can write about their experiences working there. Some websites include:
At a recent presentation that I gave in New York City to a group of entrepreneurs on how to start up a business in trying economic times, I struck up a conversation with a Business Analyst that worked for a consulting firm based outside Chicago, IL.

We got to talking about our beliefs in consulting. She suggested I have a dialog with the head of their recruiting team, in order to explore the prospect of contract work with them.

I scheduled a time to speak with that person, but first did some investigation…and here is what I found out:

· Their President was disbarred from practicing law in NY for soliciting a 16-year old prostitute;
· They had a class action lawsuit filed against them by 113 female employees claiming sexual harassment;
· They had a lawsuit filed against them by 400+ ex-clients they had bilked them out of money on bogus consulting services.

Armed with this information and other research, my one and only conversation with the head recruiter was very enlightening, to say the least.
If your company is interested in recruiting top-notch talent, it can no longer hope to hide behind its private company status. Lawsuits, liens, judgments, bankruptcies…none of this type of information can be swept under te rug and hidden from plain sight.

Gone are the days when proactive job seekers, potential partners, vendors, suppliers, etc. would have to go to a firm like Dun & Bradstreet to obtain this type of information on your company.

The information is publicly accessible and can be obtained in minutes with a quick search on Google. So you better be prepared to answer tough questions from job seekers looking to understand what ethics your company espouses, what it is REALLY like to work there and what sort o culture you have created.
What do you think?

Monday, August 3, 2009

Companies Ranked “Best to Work for” Not So Hot

You see the lists all the time in newspapers, trade publications, online…the supposed “Best Companies to Work for”.

Given the economy’s continued woes, I decided to put on my job seeker hat and see what it would be like to try to contact these supposed best of breed companies, as a potential employee.

Nothing speaks to greatness like having someone express a tremendous interest in joining your company…or so I thought. I wanted to see what it would take to establish a dialog with them. The results would make your head spin.

I used as my list the 2009 Society of Human Resource Management “Best Companies to Work for in New York State” in the Small/Medium Category (15-249 Employees.) Since most jobs are created by companies categorized as small companies and you would obviously assume that a “Best Company to Work for” would be worth targeting, these are the companies I decided to pursue.

Of the list of 20 companies in NY State, I excluded those that were outside of the NY Metro area (my target area.) That left me with nine companies. I then researched these company’s core businesses, including their products and services, competitors, management, recent financial performance, competitors, etc.

Then I developed a VERY targeted cover letter to each of them, in which I addressed their specific business challenges. I offered my twenty plus years of strategic planning, marketing management, and new business development experience in B2B business environments. I also spoke of my expertise in providing solutions as a consultant to small and mid-sized businesses.

The results were disappointing TO SAY THE LEAST! Not ONE of those nine companies responded to my initial inquiry seeking an audience with that member of the management team. Nor did they respond to any of my subsequent voicemails and email follow-ups.

These are the Best Companies to Work For”? Welcome to today’s lack of professional courtesy workplace, as evidenced by the best of the best.

No wonder so many disgruntled professionals are leaving Corporate America to start their own business ventures or are checking out of the workforce completely.

Tuesday, July 28, 2009

Brand New YOU: Self-Promotion for Career Success

You need to be able to tell your story in ways that differentiate yourself as a job-seeker or businessperson. This means defining what makes you UNIQUE.

In marketing parlance, your unique offering is referred to as your Unique Selling Proposition. Start by identifying your 4-5 major career SUCCESS STORIES. These are your marketing CASE STUDIES. These tell how you have delivered exceptional service and achieved outstanding results.

Next, build a rolodex of client / boss references – these are your testimonials. Have them handy, and keep up contact with these folks. Identify your personal FEATURES and BENEFITS. When you develop your own personal brand, it requires you to think about yourself as a product. and your personal PRODUCT features and benefits consist of such things as: the degrees you obtained, the academic institutions you attended (stay active through their alumni organizations), your certifications, continuing professional development, software skills, professional accreditations, industry Association memberships, volunteer work, the charitable organizations you are affiliated – any and everything that define and contribute to your personal BRAND.
You MUST find out what are your peers, bosses, and clients identify you with - whatdo they think of when they think of you as a brand. It's not enough for you to have a brand statement - you need to compare and validate your desired branding with the marketplace's perception of YOU.

An organization's brand is its one key differentiator and gives it competitive advantage by being associated as certain things by its customers. You MUST do everything in your power to defend your brand name aggressively. If any of your co-workers or employees in your organization are speaking negatively about you or taking credit for your work, confront them immediately.

Publish – publish – publish! Submit articles to the key publications that cover the industry or industries you work in or sell to. Maintain your very own blog on subjects that apply to your industry or business. Author or contribute to any white papers you can, that cover scholarly topics or key business trends. Publish a book – go the route of self-publishing, if you have to.
Participate on industry panel discussions.
Land a speaking slot at your industry Association’s annual national, regional, and/or local conferences. Offer to speak for free, if you have to. This will help you to become a subject matter expert on the topics that matter most to your career and professional development.
Actively promote yourself whenever and wherever you can in your organization – up and across the organization. Provide your elevator pitch in writing to all of the people in your social and professional networks sothey can sell you when they are in appropriate networking situations.

Thursday, July 16, 2009

Industries Experiencing Rapid Growth Means Jobs


Despite the continued dire state of the economy, not all industries are struggling. In fact, some industries are experiencing significant growth and with it, an upsurge in jobs creation.


* Turnaround Management & Restructuring Firms: companies in distress are turning to consultancies that possess the talent and expertise needed to help them with bankrutcy protection, restructure their business, sell off distressed businesses, renegotiate bank loans, navigate through M&A activity, and other areas of expertise.
* Construction: after decades of neglect, major Metropolitan areas are beginning to plan for and implement major upgrades to their infrastructure. Projects include highway expansion, bridge resurfacing, waterworks projects, and more. Architecture and engineering firms are the organizations to benefit and are experiencing a huge spike in hiring.

* HR Consulting Firms: as companies continuously outsource their non-core competencies, more and more organizations are turning to consultancies to manage their HR functions.

* Mortgage Foreclosure & Bankruptcy Law Firms: a necessary sign of the times. Now as always, go to where the jobs are. Don't debate the ethics. Look for job opportunities.

* Green Technologies: Enough said. Green collar jobs are popping up everywhere, from waste management to alternative energy, to recycling.

* Healthcare: the aging Baby Boomer generation places tremendous strain on our entire healthcare industry and managed care is the next great area for high job growth. There is high demand for home healthcare service providers, nurses and nursing aides, physician's assistants, and other managed healthcare service providers.

* Risk Management: the need for uninterrupted business continuity drives risk management industries and growth sectors.

* Business Continuity: Because of the 24x7x365 business enterprise, in a post-9/11 world there can be no network outages. Data centers, stock exchanges, hospital ICUs all need to operate without interruption. Data MUST flow uninterrupted across the global network.

* Security: We continue to be a world at war and with that, challenges persist to ensure global security. Consider support services like biometrics, night-vision and stealth technology, private security firms, defense contractors, military analysts, and other key stakeholders of the global military industrial complex.

* Network and Communciations Equipment: With the continued explosion in Web users, VOIP, and unified communications, it truly is all about bandwidth, data, video, and wireless. Look into systems integrators who aggregate back-end systems, middleware, and front-end applications into a single retrofitted architecture. Unified communications firms offer business-class phone, cable TV, Internet service and wirelesss...what's referred to as a quad-play. This means growth in cable and telecomm. Hardware had its time in the sun, and so did software. Now, it's all about the network.

Monday, July 13, 2009

Being Great…What Giving 100% Looks Like.


These days, there is a pervasive aura of negativity that seems to surround us all. People seem to be giving the bare minimum, or giving up altogether. There’s a lot of talk about workers not engaging fully in their jobs, emotionally disconnecting from their workplace.

That got me to thinking…what does it look like when people give 100%? If there was a magical “checklist” to show you what 100% looked like, what would it include?
So, what follows is my list of key attributes that reflect what giving 100% is all about. There is an implied assumption at work here that if more people embraced and embodied the characteristics on this list, we wouldn’t need Government bailouts, huge stimulus packages, and foreign countries investing in the US. We’d be great again just by re-instilling the all-powerful, uniquely “Can-Do” American optimism that tomorrow will be better.
=========================================================

*You can succeed in environments of EXTREME change and distress, with little or no guidance, roadmap, or help.

* Going “above and beyond” is just part of a normal day’s routine for you.

* You are always thinking how to solve client problems?

* Do you seek out solutions to your client’s problems that they don’t know they have, or don’t even face…yet?

* How often do you find yourself saying: “I’ll get to that tomorrow?”

* Do you only have an “A” game?

* Are you truly sick and tired of hearing people making excuses or saying they are going to hold off from increasing hiring, advertising, marketing, expansion and other efforts until things ‘turn around’?

* What more would it take you to be great CONSISTENTLY?

* Do you go out of your way to take calculated risks and embrace failure?

* When was the last time you offered to coach or mentor a peer, or volunteer your time and effort?

* When was the last time you eagerly pursued a new skill for no apparent reason or immediate need?

* Do you often ask yourself….”What if…” all the time?

* How often do you get to work early and leave late?

* Do you have the ability to spot developing trends and developments to ride the wave of innovation and gain first to market status?

Well, that’s my list. How many of these can you check off on your “GREATNESS” chart? What other criteria do you set for yourself to measure your own greatness?

Saturday, July 11, 2009

A Simple Way to Clean Up Our Economic Mess

I got into a totally unanticipated discussion the other night with folks at a networking event in which I was the guest speaker, talking about ways that entrepreneurs can launch a successful start up in this Depression.

Our jovial conversation turned suddenly to the topic that is on EVERYONE'S mind these days - the awful state of our economy.

We started talking about the fact that none of the captains of our business and industry, namely the CEOs and Senior Management (C Suite) of our banks, financial, and insurance institutions have been punished for their crimes against humanity.

One of the women in attendance asked me why I thought none of the people in these organizations that have ben most responsible for the damage inflicted upon our economy and most American's short and long-term financial stability, have been convicted of crimes (except for Bernard Madoff.)

I said that our Administration won't/can't let that happen. Most of the folks in Treasuray, the Federal Reserve, Senate Finance Committee, etc. have strong personal ties with those in positions of power that caused most of the damage done.

Then I jokingly said: "Too bad we don't subscribe to public executions in this country." After a VERY awkward moment of silence, one man in our group said: "I'm glad you said that. I've been thinking it for a year now."

That got me to thinking. What if...

...we arrested the people that we knew were at the heart of all this pain and suffering? After a brief albeit entirely legal trial with due process and all, we found them guilty, sentenced them on the spot, and took only 1-2 weeks to schedule the public execution via beheading?

I have the perfect venue. You set up a guillotine in front of the charging bull at the south entrance to Wall Street.

You would want to schedule the beheadings a week or two in advance, to give the employees who work in these convicted leader's organizations and the investors whose lives they ruined, ample time to plan on being their. Of course you would want to broadcast it live over the Net in REAL time, so people in other parts of the country (or world) or people away on vacation can take time out to dial in, to observe our justice system at work.

It would serve a two-fold purpose of sending a STRONG message to those in other organizations to begin flying straight...plus it serves as entertainment, to get people away from their IDIOT box (the TV) and all that reality TV programming.

Am I being facetious? Yes. Is this the sort of thing that CIVILIZED society does...of course NOT? But I ask, do YOU have an explanation why those at the heart of creating so much destruction in so many people's lives get of scott free, while WE have all lost most of our retirement funds, 401ks, child college savings? Is it fair that our children, and their children, and perhaps THEIR children, will have to foot the bill for this mess for decades to come?

Is our current financial mess a natural manifestation of the GREED associated with our chosen capitalist society? Digging even deeper, why have ALL our institutions - FINANCIAL, BUSINESS, ACADEMIC AND GOVERNMENT failed us these past 30-40 years?

How did we allow this to happen? What would YOU do to turn things around?

Thursday, July 2, 2009

Any Good News Out There

The U.S. national unemployment rate hit 9.6%, its highest level in the last 26 years. California has started issuing IOUs and won't be able to repay them until October. Companies continue to layoff their employees in masses, and cut back on their advertising and marketing. Is there anybody out there that has a "SUCCESS STORY" to share, to counter this ever-rising negative economic tsunami? Aside from the bankruptcy attorneys and investment bankers, turnaround firms, and the mortgage forclosure bank specialists, is anyone witnessing growth?

Tell us what has worked for you, either in your job search or running your own business.

We'd love a bit of good news right about now.

Friday, June 26, 2009

Unleashing Untapped Employee Talent

Imagine being able to unleash the hidden talents and untapped skills of EVERY single one of your employees?

Imagine if every single one of your employees, from front-line staff to senior management, was 100% engaged, doing the work they were cut out for, contributing to the success of your organization by focusing on their core competencies. Can you envision the collective power you would unleash? No laggards…just a company filled with rising stars. Absenteeism would drop instantly, worker defections to your competitors would cease entirely. Entire Departments would start exceeding quotas.

You would become a preferred employer, and employee recruitment would be an exercise in picking the talent you wanted. Better yet, what if I told you this CAN be achieved and WITHOUT the tremendous cost and resource drain of investing in hard to measure training programs? That long sought after seat at the Management Table would suddenly materialize for you, the HR professional.

Sound too good to be true? Well, it’s not. There is a beautifully simple tool called a human capital development audit that you can implement immediately to achieve these results.
Here’s how it works…for each employee in your organization, you match the roles and responsibilities of the job they are employed in with their skills, core competencies, and experience. Be as expansive and broad as possible in identifying their skills. Consider their academic training, software skills, certifications, professional development, leadership, cultural diversity…everything!

After identifying all the roles and responsibilities that each employee is tasked with accomplishing, you then detail their skills. Use a spreadsheet and simply line up the roles and skills along one another in facing columns.

These should be obtained through interviews with the employee's manager, their current (and any past) managers, coaches/mentors, peers they have worked with, etc.


After that is accomplished you drill down to identify which skill sets that they possess that are NOT being utilized. In order to maximize the positive impact to your organization from an ROI perspective, you should prioritize those skills that they are NOT currently using, based on their ability to generate revenues, reduce costs, improve your organization’s processes, etc.

Next, you must develop an action plan for all of the highest priority non-leveraged skills that the employee possesses. For each untapped skill, set a timeframe for completion and any contingencies, or potential barriers that would prevent the employee (and their Manager) from making those untapped skills part of her newly redesigned job description.

For this human capital audit to work, it has to be embraced by your senior management, owned by Human Resources, and conducted for ALL departments and levels of your organization. It should be reviewed quarterly, and merit-based compensation plans should be developed for employees that integrate untapped core competencies into their new roles and responsibilities.

Most HR professionals that I have spoken with about this audit indicate it is not possible to implement. They claim it is a big time commitment, doesn’t seem to be something that can be quantified, in terms of impact to the organization.

I would argue that, in this challenging economic environment, even if you 'ONY' achieved a 50% increase in each employee’s productivity as a result of implementing this human capital audit, the positive potential impact to your company would be great. I guarantee that a 50% increase in your entire organization’s productivity will force Senior Management to take notice of Human Resource’s role as a strategic partner in driving value through the organization.

Friday, May 29, 2009

Networking NO-NOs

Have you noticed that you are receiving MUCH more invitations to networking events than you ever did before? It's no accident. With the job market in upheaval and so many people starting their own businesses these days, more people are pursuing more networking opportunities than ever before.

The problem is, many people DON'T know the first thing about working a networking event SUCCESSFULLY.

Instead of going into a networking event with the mindset that you are going to "sell" to people at all costs about yourself and/or your company products and services, try a different approach...

...ask people what the most critical challenges are that they face. Ask them how the depressed economy has hurt their prospects, their job search, their business. Find out from them what are the greatest challenges they face in growing a business, generating leads, introducing new products to market, advertising/promotions, retaining staff, expanding their business into new markets, etc. Your approach when it comes to networking is to be as interesting and interested in others as possible.

Research who will be in attendance before you go to a networking event. Most people have bios written about themselves, either on a social media site such as LinkedIn or Facebook, or they have a bio on their company website, a panel dsicussion they participated in, a professional Association they belong to, etc.

The more you learn about others beforehand and then during an event, the more likely you will be to make a great first impression. Always approach a networking event as an opportunity to build relationships and add value to others.

Someone who can help people resolve their own issues by generating revenues, reducing costs, improving processes, or just plain old solving others' problems will be extremely successful. If you take the approach of forcing yourself on someone, the desperation in your approach will come through loud and clear. People will almsot assuredly go out of their way to avoid you or choose not to pursue a relationship with you.

What are your thoughts? Any great networking tips or HORROR STORIES?

Tuesday, March 10, 2009

Why Customer Care Stinks in this Country

Why is it that with jobs so scarce and so many extremely gifted people out of work these days, are the ones in the service sector (customer service, retail, and hospitality) so pathetically disengaged and horrible at their jobs?

Have you noticed that nowadays when you have someone wait on you in a restaurant, or go into a store to make a purchase, or go to a teller at your bank, or the super market, or the Post Office...etc, that the people in these "SERVICE" based settings that are tasked with HELPING ("serving") the public so sullen, inarticulate, lazy, foul-mouthed, and disengaged?

It used to be that receiving awful service was a 50-50 proposition. Toss a coin...heads you get passable service, tails you get a lousy experience. Now it seems like virtually EVERY experience you have is awful.

As we moved from a manufacturing, production-based economy to a service-based economy, you would have thought we would have gotten better as providing service. But in fact we've gotten much worse.

Why do you think that is?

Friday, February 27, 2009

When Do We Admit We're in a Depression?

With all of the bad economic news we have been hammered with for the last year and a half, I wonder when we as a Nation can finally admit that we are in a Depression?

Certainly, there are no new Hoovervilles in Central Park (NYC), people have not been reduced to carrying money around in wheel barrels or jumping out of windows by the thousands. But when millions of Americans have quit looking for work, are working without insurance, and degreed professionals are struggling to maintain full-time jobs at a minimum wage, such a condition surely exists in spirit, if not in name.

When life savings are destroyed, retirement accounts decimated, future jobs prospects bleak at best, trusted manufacturing jobs a distant memory, and many once core American competencies outsourced to other nations and we have become a Debtor nation, we have to ask ourselves if we are in this nation's second Great Depression?

The nature of work has changed in our society. We have transitioned from a once proud Nation that built things, sent astronauts to the Moon and built a Great Society, to the Twenty First Century contract-based, shrinking economy. Loyalty from employers to employees no longer exists. The notion of guaranteed employment is gone. There is NO guarantee that our children or grandchilren will be better off than we were.

When many once proud American institutions from Lehman Brothers to AIG, General Motors to Fannie Mae teter on the brink of failure and require Government bail-outs for their survival, what should we call this period in American history if not a Depression?

What do you think?

Sunday, February 22, 2009

The Need For a Human Capital Audit

One of the most powerful tools available to small business owners is the "Human Capital Audit". The human capital audit is a process I teach business owners to use, in order to most effectively leverage the specific skill sets, past experience, and core competencies of each and every employee in the company.

For each employee, look at their current roles and responsibilities. Then, identify their core competencies. What are their key strengths? Based on their day-to-day functions, ask yourself which core competencies they are using. It is absolutely critical that each employee be placed in a position in which they are performing ALL of the tasks that they are most skilled at. Where you identify areas for your employees to begin doing new tasks that fall into their skill set "sweet spot", you need to develop a plan including a time frame to have them implementing these new skills, a set of metrics to measure their performance in these new areas, and identify the resources required to make this new part of their day to day functions a reality.

As you introduce these new skill sets into your people's repertoires, you need to also determine any contingencies that might affect their ability to perform these tasks, perhaps finding mentors and other training assets you can provide for them.

This is a very easy, highly effective and tremendously powerful tool to leverage in these tough economic times. But to make the human capital audit work for your company, it needs to be implemented across the ENTIRE company, form senior management to front-line personnel, and it has to be developed as a company process that is NOT punitive, but a way to make employees, happier, more engaged in the success of the company, and a means to increase employee retentiaon by aligning their work processes withtheir strengths and interests.

What do you think?

Friday, February 6, 2009

Our Visionary Corporate Leadership

It’s been quite a decade for our Captains of American industry.

598k jobs were lost in January, the fifth striaght month that the American workforce lost more than 400k jobs. 2.6M jobs disappeared in 2008. That's more jobs than in any other year since 1945.

Let’s start our tour by checking in on banking, which is in a state of ruin. Their reckless lending practices have led to the current sub-prime mortgage fiasco, which began in 2007 and has turned the collective American dream of home ownership into a nightmare. American Insurance Group, at one time one of the world’s most powerful insurance companies, reported losses from the mortgage crisis of up to $5 billion.

Those bastions of visionary leadership in the financial services industry have not fared much better of late. For proof, one only has to look at Merrill Lynch and Citigroup, who had to go seeking investments from Asian and Middle Eastern Governments last year to improve their balance sheets. U.S. investment bank Bear Stearns collapse is epic, even by Depression-era standards. Its stock price dropped from a high of $169 to $2 last year, and it had to be bought by J.P. Morgan with backing from the U.S. Federal Reserve.

And then there is automobile manufacturing, struggling to compete and failing miserably for nearly thirty years with aggressive foreign competitors and shifting market conditions. It got so bad for GM last year that at one point it announced a $15.5B quarterly losses, third most in its 100-year history. Ford Motor Company announced a loss of $8.7B, Chrysler decided to stop leasing cars and trucks, and GMAC announced a $2.5B second quarter loss. Then GM and Chrysler went backing for cash to remain in existence in 2009.

Cable and telecom companies have practiced their own fair share of questionable business practices, such as price gauging their customers by charging them for hundreds of unused channels of content or burying inexplicable surcharges and taxes in overwhelmingly complicated monthly consumer statements.

Even more unsettling than the incompetence of American business leaders has been the seeming proliferation in a lack of ethics that American business leaders exhibit to excess. Senior executives at Enron, Tyco, Adelphia, Global Crossing, etc. merely reinforced the belief that business leaders use their companies as a tool to ensure their personal financial well being at the expense of their employees and all other considerations.

Given all of this bad economic news spread across the American business landscape, now seems an IDEAL time to ponder whether anyone in corporate leadership is awake at the wheel.
We have to ask ourselves who will step forward from today’s American enterprise to lead with vision? American companies seem devoid of any ability to combat global economic threats and paradigm shifts. The “C” suite of Corporate America is sputtering and flailing for a lifeline, grasping at desperate acts such as outsourcing and off-shoring many of their core functions. Their knee-jerk decisions are aimed solely at achieving ill-defined, short term gains. Business leaders in most industries and sectors seem to only have one solution to deal with rapidly changing economic challenges, that being massive layoffs.

Our military industrial complex is comprised of companies that (intentionally or not) allow significant military secrets to migrate to global powers such as China, India and The former Soviet Union as we outsource key top secret development to them as we pander to gain access to their markets.

All this begs the question, what is going on in the mind of the American CEO? The answer today remains the same as it did at the turn of the last century…the sole pursuit of profit at any and all costs. When will American business be driven by ethical visionaries with a moral compass and the fortitude to tackle problems with creative new solutions, make knee jerk reactions that only serve to ensure their own economic situation? Only time will tell, and unfortunately the business leaders guiding our future have not established a stellar track record to garner much hope.

If the chief executive of a company performs so poorly they are urged to resign by the company’s board, they are allowed to sail off in the sunset5 with golden parachutes of millions of dollars.

On the bright side, there is ONE industry that seems to be doing quite well for itself of late, as evidenced by Exxon Mobile’s second quarter 2008 earnings reached a record high of $11.68 Billion. British Petroleum also reported record second quarter 2008 profits of $9.46 Billion, as did Royal Dutch Shell at $11.56 Billion. It seems like the $4 per gallon gas threshold being breached in 2008 before coming back down to $2 didn't hurt ALL of America's industries.

At least we can drown ourselves in the mind-numbing insipid formulaic unreality of our reality TV.

Wednesday, February 4, 2009

Employee Training and Development Program

Your people are your business. They are the heart and soul of your company’s brand, the front line facing clients, your image, the company’s face behind your products and services…everything! Therefore, a top priority for your business should always be the development of your employees.

Before you develop an in-house training and development program, you will need to conduct an up-front skills assessment to identify specific metrics that will be employed, in order to define a successful program and to objectively assess employee increase in some pre-defined level of performance before and after the employee completes the program. Some metrics to apply when assessing the success of the training program on employee performance include:

Increase in company standardized test scores
Increases in productivity
Feedback from program attendees’ managers
Improvements in performance as defined in specific skill categories

Some examples of how a Training Program can impact performance across the Functional areas of your business include:

Increase in data entry skills or a reduction in errors for administrative support staff

Increase in calls handled over a given time period, decrease in average per call time or increase in the number of calls successfully handled in a single session for customer care professionals

An increase in the number of records processed by medical billing professionals

The selection requirements used to identify standards for employee participants need to be documented and communicated to your entire organization, to foster an inclusive program. You need to avoid the perception of, or the actual preferential treatment of, certain departments by including all employees.

Two types of skill sets for development include hard and soft skills are ideal for development:

Soft skills: Communications skills, team-building, problem-solving, presentation skills, project management skills, negotiating tactics, etc. These skills cannot be measured quantifiably.

Hard skills: Task-oriented training to accomplishment specific technical requirements, measurable skill sets required from the job.

Training requirements vary by industry and by functional area so you will need to establish a program that adequately addresses the specific needs of a broad range of program participants. Some standards to apply include:

Manufacturing firms require skills in kaizen-style lean manufacturing processes, which demand entirely new skill sets for production line workers to acquire.

Companies in logistics management (ex. freight forwarders and shipping companies) need skills in all of the latest inventory management tracking and product flow management techniques.

Finance professionals need to remain on top of the latest applicable regulations i.e. Sarbanes-Oxley compliance, ACH Check 21 rules and regulations, etc.

Prior to each session, the candidates enrolled in the campaign should have their performance review evaluated, with an emphasis on areas identified requiring improvement. The Train Me program committee assigned to implement the program should also revisit each participants’ goals and objectives for the year, and the roles and responsibilities identified in the employees’ job posting in order to determine potential areas for development.

Dress For Success

As you think about yourself as a product to be marketed to potential hiring managers, then dressing for success can be considered the PACKAGING. Some clients that I counsel consider their dress style to be reflections of their personal style and refuse to follow conservative guidelines as they feel it will marginalize them as individuals. Nothing could be farther from the truth. You want to distinguish yourself in terms of your professionalism, the way you carry yourself and the extensive research you conduct so that you come across as extremely qualified, competent, and heading in the right direction.

Here is the rub – before you ever get a chance to speak to a complete stranger in order to convey beliefs about you, they have drawn conclusions in the first few seconds of ever setting their sights on you. The opinions the draw about you immediately are based on your physical appearance, and just as importantly ,to what you wear, how you carry yourself, if you remind them of anyone, perhaps even the non-verbal cues you give off.

Here are some general guidelines on dressing for success strategies that apply equally to men and women:

Your dress as a whole should add to your appearance – not detract from it

Clothes should never detract from your business persona. If you want to be taken seriously you have to come across seriously in your PACKAGING

Everything should be neat, clean and shined – pay attention to all of the little details, as they add up.

Navy blue, medium to dark grey are best. Conservative color patterns are always a safe bet

Avoid bright, flashy colors as they detract from the image you are trying to convey as a professional

Wear comfortable clothing that doesn’t require any distracting adjustments – the last thing you need to distract you from focusing 100% on acing the interview is uncomfortable clothing that doesn’t fit you well

Use a minimal amount of perfume cologne. The sense of smell is people’s strongest sense. It has the power of conjuring up a lot of very strong connotations with people including: past boyfriends/girlfriends/spouses, family members, etc. and by association their past experiences.

Carry all of your paperwork in a briefcase and/or portfolio. It adds to the overall appearance of being organized and professional

Clean and polished conservative shoes – while male interviewers may not focus on the state of a candidate’s shoes, a female interviewer WILL. Studies show that women focus almost immediately on the condition of a candidate’s shoes.

Keep jewelry to a minimum – large and gaudy jewelry can serve a s a distraction and detract from your attempt to achieve an overall professional and competent appearance.

Practice good hygiene – nothing can serve to sidetrack a candidate’s chances for employment than strong body odor, stained teeth, bad breath. If you are a smoker, be sure to wear dry cleaned clothes, brush and use mouthwash the day of the interview, abstain from smoking. It’s a small price to pay if it means the difference between getting the job or not getting the job.

No visible body piercing – you might think it’s cool and articulates your originality/creativity. Chances are it probably will do nothing but freak the hiring manager out.

Well groomed hairstyle is a must

Manicured neatly trimmed fingernails – this falls under the category of paying attention to detail. How can you manage a $100 million budget it you can’t keep clean fingernails.

Winter coats cleaned and pressed

Professional umbrellas (no South Park or Scooby Doo patterns to detract from the impression you are trying to convey of being the consummate professional)

Allow time to dress with care and deal with any emergencies

Favorite color of most Americans is blue - it conveys trust, calm and confidence

Tips for women
Wear a belt if wearing skirt or pants with hoops
Style hair tastefully and professionally
Low conservative heels
Shoes color-coordinated with outfit
Blouse white or ivory are safest
Clear and conservative nail polish
No more than one hand on each hand
No purses carry a briefcase instead
No more than 13 total accessories

Tips for men
Over the calf dark dress socks
Wear a belt if wearing pants with belt loops
Professional haircut or trim
Clean shaven is a must
No earrings
Conservative Color coordinated shoes – black lace ups are best
Always stick with natural fabrics – wool, wool blend for suit, cotton for shirts, and silk for ties

Researching Employers in the 21st Century Workforce

Long gone are the days of having to comb through shelves and shelves of books in the dusty, dark hallways of your local library to find relevant publications that can provide insights. The Dewey Decimal system and card catalog have been replaced by the ubiquitous Internet and 24x7x365 access to infinite background information on nearly every conceivable phase of a business’s operations.

How do you comb through this Galaxy of available information in an efficient manner, and find out what you need to know about the industries and companies that you are interested in pursuing?

The answer lies in three words: research…research…research.


Researching Yourself
First off, you need to understand that as you attempt to match your own values, needs, personality and ideal working environment you need to conduct a personal assessment of yourself. That can be accomplished by working with an outplacement firm or engaging the services of a career coach / employment consultant to conduct a personal assessment.

A few of the most notable assessment personality typing tools that are available to you online that you must complete, in order to have a better understanding of yourself include:

Myers-Briggs Type Indicator – MBTI (
www.myersbriggs.org)
The Birkman Method (
www.birkman.com)
The Keirsey Temperament Sorter (
www.keirsey.com)

Researching Companies and Industries

There are countless resources available to you for conducting company and industry research. First, you need to realize that there are two types of information that you can gather about a specific company; its formal culture and its informal culture. You need to have an understanding of both, in order to target companies effectively.

The formal culture of an organization is their spin – what they attempt to convey about themselves. That is the information that they disseminate to the market through their public relations efforts, what their Senior Management says about themselves, and what their website says. IT IS WHAT THEY SAY ABOUT THEMSELVES AND THUS THEIR ATTEMPTS TO DIRECTLY INFLUENCE WANT THEIR INDUSTRY THINKS THEY ARE.

The information they put out about their company is useful to the extent that it highlights what their company wants to be. It all starts with their mission statement and vision, and their policies towards hiring, employee retention, professional development, benefits, pay, philanthropic (goodwill) efforts they make in their local communities, Green policies, level of influence they attempt to exert in public policy, etc. It is the collective sets of values and emphasis that they are making to the markets they compete to and the business community at large. Therefore, there is significant value for you in understanding the FORMAL culture of the organization.

And then there is the informal culture. The informal culture of any organization is the actual environment that they have created through their systems and processes, office dynamics, actions they take in the marketplace. It’s how they actually operate, and what their culture is like when you are actually working there. In effect, it’s the “No Spin Zone” or the way things actually are when you begin working there.

For company press releases, check out
www.prnewswire.com

To obtain background information on the company, start out with the Securities & Exchange Commission Electronic Data Gathering and Retrieval (EDGAR) Database of company annual 10K and quarterly 10Q Filings - (
www.sec.gov/edgar.shtml).

For general information some great websites are:

Business.com -
www.Business.com

Dun & Bradstreet:
www.DnBreports.com

Hoovers Research:
www.hoovers.com/research

Vault:
www.vault.com/companies/searchcompanies.jsp

About.com - http://careerplanning.about.com/od/companyresearch/Company_Research.htm

Company overviews can be found on Monster.com -
http://company.monster.com/a.asp

Zacks offers company investment research
www.zacks.com (for investment research)

Some great online tutorials for you to obtain research on companies online:

www.learnwebskills.com/company

QuintCareers -
www.quintcareers.com/researching_companies.html

The Riley Guide -
www.rileyguide.com/jobsrch.html

For information on Manufacturing and Engineering industries start with:

Thomas Publishing -
www.ThomasNet.com

For privately held companies an excellent resource is the MacMillan Directory of Leading Private Companies.

For research into professional Associations, check out the Encyclopedia of Associations.

Tuesday, February 3, 2009

The Death of Human Resources

The HR Department still exists in Corporate America, but as an advocate of employees and defender against senior management abuses, the HR profession seems to have gotten away from the role it once served.

I am not quite sure when this happened. I have worked in the private sector for twenty years in many industries and company cultures. I have witnessed first-hand how Human Resource professionals act less as an agent of protecting employee rights. I have been downsized a number of times, when companies merged or when the economy turned sharply down as we are witnessing now. Through all of the periods of significant downsizing, right-sizing, re-engineering, off-shoring, outsourcing, and Union-busting, the HR profession has reminded relatively silent, despite the significant negative long-term impact to the American economy.

Another area in which the HR profession seems to want to remain silent, in my opinion, is in the area of employees being mistreated by Senior Management. This trend is even more alarming given the active role that HR served in the past in its defense of employee rights. In the past, HR seems to have been much more proactive in support of employee rights by ensuring that employers were in compliance with EEOC regulations, while defending employees against harassment, wrongful terminations, etc.

In the past few years, it seems much has been written about HR seeking a seat at the management table. But the critical question that begs asking is, how can HR earn that seat at the table?

The opportunity for advancement for American workers is another area in which Human Resources seems much less active than in the past. Employee human capital development programs like training and development, coaching and mentoring, and other employee development programs seem much more likely to be outsourced, or managed by corporate training departments, if they are still being offered at all.

One area in which HR seems to have become much more active is in the role of administrative gatekeeper, by processing paperwork, routing resumes, etc. Worst yet, HR is now tasked with enforcing draconian senior management directives by monitoring employer behavior by tracking employee personal email, the websites employees visit at work, the time employees spend out of office, on leave, vacation, etc. The term “draconian” applies to such management behavior as: not reimbursing employees for work-related expenses like travel, monitoring employee email, phone calls, and Internet activity even beyond what is expected, restricting employees from leaving early certain days to pick up children from school/camp/aftercare, etc. allowing employees to work in a “timeshare” basis, forcing employees to come in to the office 5 days a week.

When has HR actually driven cutting edge policies on flexible work plans, job-sharing, issue resolution/conflict avoidance, job rotations, retired employee hire-back policies, etc?

Is there still a belief that HR should be the functional area within the American business enterprise to humanize the employee experience in work environments? Are there still rights to be had by employees in the employee/employer “contract?” Are we truly at the end of one employer for a career IBM culture of the 1950s.

Who will speak for the employee, if not HR? The answer is no one. Is it safe to assume that the American workplace of the 21st century could do away with HR altogether (through outsourcing or elimination) and the impact to the American enterprise would be minimal?

Where was the outcry from the HR profession when banking and financial services firms were initiating scandalous abuses by charging clients excessive fees, falsifying financial documents, and running their businesses into the ground. Where were the senior HR managers when companies imploded in a whirlwind of ethical impropriety exhibited by the likes of Tyco, Enron, Adelphia, and Global Crossing?

HR needs to establish processes to monitor unethical behavior of a company at all levels, including senior management. They should push senior mgmt that it is in their best interest to be involved in monitoring work done by outside consultants, accounting and auditing firms that are engaged by senior management on a project basis. Why wasn’t HR the consistent whistle-blower against corporate excess of the 1980s, 1990s and 2000? The answer is that HR no longer possesses the sort of relevance that would enable it to have an impact.

HR staff should have to work on a rotational basis in cross-functional departments, and should conduct focus groups with front-line staff to understand the challenges these people face in serving the business. They should create Idea Generation programs to gather input from employees at all levels on how to improve the company’s processes, behaviors, benefits, employee programs, etc. Quarterly Town Hall meetings are an excellent tool for HR to leverage in order to enable senior mgt to report on the state of the company to all employees on a regular
basis.

I suggest that HR professionals do some soul-searching by asking themselves why they ever decided to enter the profession in the first place.

The challenge for senior-level HR professionals that wish to reverse these alarming trends is how can HR resume its role as social conscience and activist within their organizations? Stated differently, how can HR revisit the “HUMAN” tendencies that are required in world-class organizations? From a strategic standpoint, becoming a world class employer known for hiring, retaining and training/developing the best talent will give companies a true competitive advantage to help the firm survive through the most extreme economic downtowns as we are experiencing now.

Doing so will enable senior HR professionals to obtain their much coveted seat at the management table.

College Students Need Personal Mission Statement

During your college career, your journey will take you through a world of self-exploration as you pursue your educational goals. At the end of your college career, you obviously hope to be well-prepared and well-rounded enough to find gainful employment and achieve success as you pursue your passions and interests.

To that end, a critical first step in your journey of career exploration is to be able to define what values and beliefs you hold most dear. The development of a personal mission statement is an absolute necessity for you to adequately prepare for a career in the highly volatile twenty-first century global workplace.

The personal mission statement is an elegantly powerful resource. It is simply a two to three sentence declarative statement about the ideals, values and beliefs you hold true. It defines your goals in your personal and professional career. Best of all, you can leverage it in order to match your ideals and what you are seeking in a career with the appropriate culture of an organization that matches your beliefs and values. It is succinctly, your elevator pitch, a summarized sales pitch of the product called YOU.

Thomas Moore said: “It isn’t enough that we have meaningful work. What is also required is work that satisfies the soul.” You can begin the process of writing a personal mission statement with a technique called “visualization”, a technique that world-class athletes use. Ask yourself what your ideal dream job would like. Where is the office located, what type of people would you be working with? What are you doing every day, what does your workplace look like. Will you be working alone or with a diverse group of people? Are you travelling? Working abroad?

After you have given this considerable time write it ALL down. A plan not written down is a dream. Once you write it down it takes on a life, a permanence that you can match your progress against. Next, identify all your likes and dislikes, things you are most passionate about. Have you been involved with any social causes? Think back on volunteer work you’ve done. Again, write this all down.

Your goal is to develop a mission statement that enables you to define your DREAM job. A dream job constitutes good work that will enable you to combine the following attributes: the ability to achieve excellent performance, the ability for you to express your ethics, and a pleasing sense of engagement (as defined by Howard Gardner, noted psychologist at Harvard University).

Next, you will need to evaluate your goals. Start with your classes, and academic focus. Then slowly expand that by thinking about all the jobs you’ve had, and times when you were working and you felt the most energized, fulfilled, and rewarded for the work you did. You will need to identify your strengths and areas for improvement, New Career Opportunities, identify Ideal Industries and Companies, and identify Your Working “Style”
Ask yourself what values and beliefs do you hold most dear. What principles do you choose as the foundation for the rest of your life, and your career by extension? What would I like to accomplish and contribute? What would I like to be? How do I fit into my family and community? What are my strengths?

Steven Covey defined the process of crafting one’s mission statement as: "connecting with your own unique purpose and the profound satisfaction that comes in fulfilling it." After you have done all of the above, you are ready to apply this to the following four-step process:

1. Identify Past Successes
2. Identify Core Values
3. Identify Contributions
4. Identify Goals

Complete this process and you will have your very own personal mission statement.

An example:

"My personal mission is to live completely, honestly, and compassionately, with a healthy dose of realism mixed with the imagination and dreams that all things are possible if one sets their mind to finding an answer.”

Your personal mission statement gives you a concise, effective elevator pitch summarizing what you define as your key life’s goals, values, and beliefs. This is a powerful summary of what you hold dear, that forms the foundation (along with your core competencies and success stories) of how you will sell yourself during interviews, in a confident and assertive manner.
Some excellent resources to help you on your way:

• Franklin Covey Mission Builder; www.franklincovey.com/missionbuilder/index.html
• Laurie Beth Jones, The Path: Creating Your Mission Statement For Work & For Life
• Richard J. Leider, The Power of Purpose: Creating Meaning in Your Life and Work

Navigate Your Career In Turbulent Times

It’s been quite a year for the American worker.

2.6 million jobs were lost in 2008, a higher annual rate than any year since 1945, and the official unemployment rate has passed 7.2% nationally. Even more troubling, this percent only counts people that have registered for unemployment. When you include those individuals that have given up looking for work, the total number of unemployed Americans jumps to nearly 14%. The official unemployment rate seems destined to surpass 8%, which would make it its highest since 1981 and confirm that we are in the midst of the worst recession in 27 years.

Compounding the long-term adverse effects, our twenty first century global workplace, mean a protracted dire economic picture for the U.S. when other key economic regions such as India, China, Eastern Europe and Latin America experience economic downturns of their own. There have been massive layoffs across many industries but esp. so in the NY Metro area within banking and financial services, insurance, and now retail.

The key question in 2009 with respect to employment has become: how one can keep their current job, find new employment, change careers, or re-enter the workforce.
Fortunately, these turbulent times provide the opportunity for people to re-assess their career path and find new opportunities, if they are willing to invest the significant, time, effort and introspection that are required. For starters, the most critical aspect of work that makes us happy and fulfills us is doing things that we love to do, are passionate about, and fit our core values. In short, we can all find our dream jobs, but it requires that we understand who we are and what are our core values and beliefs.

Conducting a personal assessment like the Birkman Method, Meyer-Briggs Type Indicator-Strong Interest Inventory, or Keirsey Indicator self –assessment tool is a critical way to obtain a greater understanding of what we are all about. Identify the things you have done in the past that you REALLY liked, and those parts of previous jobs that you have hated. The goal is quite simply to maximize the things you derive the greatest pleasure at. Before we can hope to match ourselves with the desired culture of a potential employer, we have to know as much about ourselves as possible.

Howard Gardner, a noted psychologist at Harvard University has identified “good work” as achieving excellent performance, with the ability to express your ethics through your work, with a pleasing sense of being fully engaged.

Another effective tool to utilize for the purpose of personal exploration is to conduct a “visualization” exercise. This entails thinking about all of the defining characteristics of what your ideal “DREAM” job would be. Write down answers to the following questions: what does it look like, what does the office look like, how are you commuting (or are you working from home), what do your co-workers, boss, and direct reports look like – their age, ethnicity, background, etc. Be sure you write it ALL down. A plan that is NOT written down is nothing but a dream. Once you have written down all the key components of your DREAM job, you can formulate a plan with strategies to achieve that.

Now is the ideal time to consider going into business for yourself, or finding friends or co-workers that are willing to go into business with you, assuming they share your interests, background, passions. We are in the midst of the contract-based economy, in which employer loyalty no longer exists. You have to be loyal to yourself, and there is no greater leap of self-fulfillment that you can make, then going into business for yourself and pursuing the 21st century entrepreneurial workplace.

Once you understand the ideal type of job setting that you would be most happy in, the next step is to identify three or four industries that match your interests, passions, hobbies, and core competencies. Within each industry, you need to identify a handful of firms (say 5-7), for a total of 15-28 organizations that you will learn everything you can about. Such a narrowly focused approach will enable you to learn as much as you can about these organizations including their key competitors, products and services, management team, past financial performance, etc. that you can best leverage by using in you7r customized cover letters, resumes, professional bios, your interviews, and other correspondence.

The single most effective tool for job searching is networking. Networking is telling all of your friends, family, family of friends, friends of family…everyone in your social network exactly what types of employment you are looking for, the industries you are keen on pursuing, and the companies within each industry that you have identified for follow up. At that point, you will need to be able to summarize the core essence of your “Unique Selling Proposition” – what makes you UNIQUELY qualified as the ideal candidate. Market yourself as a PRODUCT whose features and benefits are your background, past work experiences, your qualifications, core competencies. Further, you7 MUST be able to express that sales pitch of the product called YOU in a 30-second elevator pitch. Be sure to write your elevator pitch down and provide it to all of the folks in your network.

Then you need to begin conducting informational interviews. First, know that an informational interview is NOT an interview. You are identifying people that work or have worked in one of the companies in the industries you have targeted, and call them up to introduce yourself and ask them to meet with you for a cup of coffee for 15 minutes to talk about their experiences. It is fair game to ask them how they got their start in the industry, what their background is, what they love most/least about their jobs, what a typical day is like for them. It’s gathering background information into the informal culture of the organizations you want to work for. At the end of that informational interview, you thank them, ask if they know one or two other folks that it would benefit you to talk to, ask if they can facilitate an introduction, and then be sure to send them a personally handwritten thank you note right away.

Get personal business cards made up with all of your contact details on one side and your core competencies listed on the other. They can be purchased online (a box of 500 for as little as $9) at websites like www.VistaPrint.com. Make sure you have updated your references, being sure to inform people that you have listed every time you have an interview so they can expect to get a call checking on you. Consider attending relevant job fairs in the industry you currently work in plus the few you have targeted. Leverage all of your relationships with professional Associations and networking groups, and seek out any and every opportunity to attend conferences, trade shows, professional development courses, and ongoing skills development through lectures, training, Webinars, etc.

Subscribe to any and all free e-newsletters and sign up to receive free email alerts from key players in the industries and functional areas (sales, marketing, IT, HR, etc.) that are your background.

Given the state of the job market it very well might take a protracted length of time to find full-time employment. Consider other options such as contract and temporary work, volunteer work to avoid having lengthy gaps of no employment off your resume. Further you need to know that going through a prolonged job search can be a very emotionally trying experience. You need to make sure you are surrounded by only positive influences. Take extra special care of yourself, avoid addictive substances such as coffee and nicotine, and be sure to get plenty of exercise.