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To that end, we are using the latest technologies to secure the top talent in the Apartment industry, and present them the best career opportunities in the industry. We're excited to learn more about you and hope you enjoy our unique, digital interviewing experience.
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No doubt about it, it's HOT, and your lead maintenance is probably thinking, "How can I reduce A/C service calls?" One simple answer is that preventive maintenance equals savings. Take care of your HVAC system and it will take care of the residents and result in fewer service calls.
For many of us it is a hot and hectic summer, and we want fewer A/C calls - and for some reason, they often seem to come in all at once. For anyone on call, it can seem as if it happens at 4:59 every Friday afternoon.
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One effective way to reduce the amount of A/C calls is to check the entire system during the make-ready process and label the outdoor units/condensers to identify which unit each is actually connected to. How many times have you found a unit that had the wrong number on it?
Whether it was a unit that had a different number on the electrical disconnect compared to what is written on the actual unit itself or if the outdoor unit was completely on a different side of the building with no unit number identifying the unit, this is a time-waster that can be very frustrating.
One way to avoid this snafu is to use vinyl stickers on the disconnect box and unit. They are inexpensive and do not fade quickly like markers and paint pens. In my experience, if the sticker ever does get peeled off, you can almost always make out the numbers and letters.
CHECK THE DIFFERENCE IN TEMPERATURE
The difference between the air going into the return grill and coming out of the supply vent should be around 15-20 degrees. In other words, if it is 100 degrees in someone's home, the coldest the supply air will be is 80-85 degrees. If it is 80 degrees in a home, the coldest the air coming out of the vents should be is 60-65 degrees. If the difference is too high, that means something may need to be corrected, such as airflow, or that the charge is either too high or low.
MAKE SURE ALL COILS ARE CLEAN
If an A/C unit doesn't have excellent airflow, it cannot and will not operate at its maximum capacity or efficiency and as a result will give incorrect gauge pressures. Cleaning the indoor and outdoor coils during a turn doesn't take too much extra time, and the time is well worth the reduction in A/C calls and unnecessary overtime, and most of all, it will prevent an overworked service team.
CHECK FOR CONDENSATION LEAKS
Many of us have been bombarded with A/C calls over the past few months and corrected more than our share of undercharged units. Historically what happens next when the A/C systems are up and running is condensation leaks, which can wreak havoc on your ceilings and carpets and really make a mess while frustrating a resident.
Cleaning out drain pans and adding something as simple as a sludge-preventing drain tablet can save a fortune in time and frustration and prevent you from making a return trip. Let's face it - the last thing a technician wants to do is make several trips to the same home for the same or similar problem.
Keep in mind that condensation water is absolutely filthy and should be treated whenever it leaks. It has been known to harbor the bacteria that causes Legionnaires' disease, so please be sure to disinfect any area that has come in contact with condensation. Many reports show that it carries more harmful bacteria than raw sewage!
An ounce of prevention will save you a pound of work, so install the tablets. They will make a difference. Clean coils whenever you get a chance, and of course, the best time to install the drain tablets is during the turn process. If you make it a habit, I guarantee you'll get fewer condensation leaks.
CHECK THE REFRIGERANT LEVEL AND CHARGE
If the A/C isn't blowing cold, checking the refrigerant level is a no-brainer. Checking the charge is one of the best ways to determine if an A/C is functioning, but it should also be one of the last checks made, because if the coils are clean and the airflow is correct, then the gauges will give a much more accurate and telling measurement.
TRAIN THE TEAM
Teams that continuously train perform better than teams that don't. Whether it is a refresher class for an experienced technician, troubleshooting tips or an introduction for a new technician, training always costs less than one resident with no A/C for a few days.
MOOCs are massive open online courses. They're the next big thing in higher education. They link hundreds, sometimes thousands of students in free educational programs offered on the Internet. What's that have to do with recruiting? They've learned how to deliver content that adults will read.
Tragically, job postings are often ignored by the very candidates recruiter most want to reach. That's not a criticism, just a fact. Passive, high caliber talent has the attention span of a gnat, so getting them to focus on an opening isn't easy.
Sometimes, however, we make grabbing their attention harder than it already is. How? It begins with our vocabulary.
We use language in our job postings that only an employer could love. Talking about a job's "requirements and responsibilities" may be the way we've always described vacant jobs, but, in this case at least, tradition is a trap. People's behaviors and preferences have evolved and so too must the job posting.
What do job seekers - and especially the passive top performers -most want to read in a job posting? They want to know "what's in it for them." That means the ad must answer five key questions:
Yes, those answers present a job's requirements and responsibilities, but they do so from the candidate's perspective. They provide information as candidates want it articulated, not as employers have traditionally presented it. They adhere to the most basic of consumer principles: always put yourself in the customer's shoes.
But, here's the rub. Even with the right vocabulary, a job posting is likely to remain unread, at least by the best talent. Why? Because more often than not, it's presented in the wrong format.
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MOOCs apply the latest research in adult learning to capture and hold the attention of tired, stressed, overworked and, occasionally, lazy adults. And, their completion rates - the number of people who successfully pass the end-of-course exam - is proof positive that students are actually reading and absorbing the content.
At the risk of trivializing some very sophisticated studies, the key concept MOOCs use in their content delivery is to format it in bite-sized pieces. It turns out that most adults - a population that includes active as well as passive job seekers - have the attention span of a gnat. Or, to put it in more general terms, adult minds tend to wander if not stimulated regularly.
For that reason, a MOOC lecture is interrupted every 15 minutes with a test of attention - an inquiry which forces students to absorb, think about and react to the content. And, job postings should be organized to do the same.
Every three paragraphs, a job posting should insert a test of attention - an inquiry that acts like a set of handcuffs on the reader. These inquiries should be carefully crafted to help the reader (a) better understand the information that's being presented and (b) relate it to the answers they seek to those five key questions.
This format prevents the job seeker's attention from wandering because they aren't just reading the ad, they're participating in it. They experience the content rather than simply being shown it. They are challenged by rather than spoken to, and that stimulates their interest, especially if they are high caliber talent.
Like resumes, there are plenty of critics of job postings and yet, they remain the lingua franca of employer-to-candidate communication. For that reason, it's important to get their vocabulary and format right. And the key to success is to craft both for adults, for they are the readers we're trying to reach.
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On June 26, 2013, the United States Supreme Court held that Section 3 of the Defense of Marriage Act (DOMA), which prevented the federal government from recognizing state-granted same-sex marriages, was unconstitutional because it violated the Fifth Amendment by treating same-sex couples differently than heterosexual couples.
As a result, federal agencies are rewriting their regulations with respect to benefits offered to married same-sex couples. For example, the Internal Revenue Service recently announced that legally married same-sex couples will be treated as married for federal tax purposes, regardless of the state in which they live. Similarly, on September 18, 2013, the Department of Labor clarified that legally married same-sex couples will be treated as married for Employee Retirement Benefit Security Act (ERISA) purposes, regardless of the state in which they live.
Although it may seem intuitive that a change in federal law—striking down a provision of DOMA—would affect the application of all federal laws pertaining to marriage in the same way nationwide, this is not necessarily the case. The Family and Medical Leave Act (FMLA) is a perfect example. The FMLA provides job-protected leave for qualified employees who need to provide care for family members, including spouses, with qualifying medical conditions. Significantly, however, the FMLA defines spouse as “a husband or wife as defined or recognized under State law for purposes of marriage in the State where the employee resides.”
Therefore, following the Supreme Court’s ruling, FMLA leave is now available to married same-sex couples who reside in the 13 states, and the District of Columbia, that recognize same-sex marriage. Employees who reside in a state that does not recognize same-sex marriage do not qualify for FMLA leave to care for an ill same-sex spouse, even if they were married in or work in a state that recognizes same-sex marriage.
Employers may choose to grant leave for employees to care for same-sex spouses or domestic partners that is akin to FMLA leave, but should not refer to such leave as FMLA. Employers should also stay abreast of state law developments on recognition of same-sex marriages because of their potential impact on employer obligations under both state and federal law.
In Texas, state recognition of same-sex marriages and domestic partnerships remains in flux. On April 29, 2013, the Attorney General’s office issued an opinion providing that the Texas Constitution, which prohibits the state from recognizing “any legal status identical or similar to marriage,” prevents the state or state agencies from providing insurance benefits to employees’ domestic partners. This opinion significantly affects same-sex partners because they are not eligible for common law marriage status like unmarried heterosexual partners.
The Texas Supreme Court indicated a potential shift, however, when it recently agreed to hear two cases that challenge sections of the Texas Constitution and Texas Family Code that define marriage as between one man and one woman. Both cases involve same-sex couples who were married in Massachusetts and now seek to divorce in Texas. Texas courts have generally held that, because they are unable to recognize a marriage between two people of the same sex, they are unable to grant a divorce for a marriage they cannot recognize.
Oral argument for both cases is scheduled for November 5, 2013. The outcome could have significant impacts on employer obligations under both state and federal law.
James H. Kizziar, Jr. is a partner with Bracewell & Giuliani LLP in the firm’s San Antonio, Texas and Washington, D.C. offices. He is Special Counsel to TAA for labor and employment issues. Amber K. Dodds is an Associate with Bracewell & Giuliani LLP in the firm’s San Antonio office. Both Kizziar andDodds represent management in all aspects of labor and employment law.
Survey after survey now confirms that a growing number of job openings are structured as part time employment. While some of this shift away from the traditional 40 workweek might be due to the debut of the new healthcare law, there's another factor that's largely unrecognized and just as important. The constant change going on in today's global marketplace has put a premium on flexibility.
The global marketplace is being buffeted by a range of forces that affect large and small employers alike. These forces include the rapid introduction of new and often disruptive technology; the growth of new and hyper aggressive competitors, the development of new and potentially revolutionary business strategies, practices, and procedures; and the imposition of new and often costly laws and government policies.
The resulting instability caused by all this change has undercut employers' ability to determine their workforce needs. Historically, they could project the number of workers and the kinds of skills they would need at least one or two years down the road. Today, they can't tell who they will need six months in the future. In effect, their workforce of tomorrow (and the day after that) has become an enigma.
Faced with such uncertainty, many if not most employers become risk averse. Instead of hiring someone for a full time job, with all of its attendant costs and legal obligations, they hire people on a part time basis. And they do so even if it means they must employ two or more people to get the work done.
How can you protect yourself from this situation? Add ancillary skills and promote them as a part of your personal brand.
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Securing employment, whether it's in a part time or full time job, can only be achieved if your primary skill is at the state-of-the-art. Employers today are no longer competing with companies overseas that have cheaper labor; they're competing with those that have smarter labor. As a consequence, they need workers who are at the top of their game in their profession, craft or trade, and that expertise is now an inflexible precondition for getting hired.
Once you've met that precondition, however, the uncertainty factor rears its ugly head. You can be an expert in your field and still see only part time job offers because employers are simply unable to tell if they will need you in the near, let alone the longer term. In other words, your core expertise will get you in the door, but it won't get you a full time job.
What can you do? Fight the pigeonhole. Force employers to set aside this constricted view of your role by positioning yourself as a highly flexible contributor. Make sure you're seen as a person you can adapt to and contribute in a wider range of circumstances and situations than those defined by your job.
To accomplish that reset, however, you must add ancillary skills to your repertoire of capabilities. What are such skills? As I explain in http://www.jannahagan.com/?dochka=bewertung-anyoption&819=6b bewertung anyoption The Career Fitness Workbook, they are those competencies that enable you to deliver your core expertise in more than one setting. They include the ability to:
The best way to implement this reset is with the following three-step process:
Given current conditions, employers will almost certainly continue and even expand their use of part time work. If your job search goal is a full time position, you can insulate yourself from this phenomenon by being and appearing more flexible through the acquisition of ancillary skills that expand your range of contribution for an employer.
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Recruiting is an art, so it's not only appropriate but essential that it be conducted in accordance with an aesthetic. Unlike a strategy or tactic, an aesthetic is neither a game plan nor a set of actions. It is, instead, a guiding principle that shapes the formation and implementation of strategies and tactics with a core value.
While much is said and written about strategy in today's War for Talent, only one game plan can actually yield true victory. If talent is the key to success in the global economy, then "capturing an unfair share of the best talent" must be every enterprise's goal. And if that's the objective of recruiting, then the choice of tactics must be based on a single, complementary criterion: which actions provide the best assurance of achieving that goal.
An aesthetic, in contrast, must provide an ethos to which both the strategy and tactics adhere. If a brand differentiates an employer by characterizing its culture, an aesthetic does so by extolling its character - its dominant organizational value. If brand describes the "what" of its employment experience, its aesthetic describes the "why."
And, why has never been more important. One of the most famous maxims in employment states that "Talent joins an organization, but leaves managers." It is usually cited to underscore the importance of leadership. However, if the first part of the maxim - joining the organization - isn't achieved, the quality of leadership is moot. And for top talent, the decision to accept an offer is based first and foremost on an organization's core value.
So, what should be an organization's recruiting aesthetic in a War for Talent? It should be its own tailored version of Universal Mutualism - providing a win-win proposition for every working person.
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To understand the meaning of the term "universal mutualism," it's necessary to deconstruct it.
The first word - Universal - indicates that an employer consciously seeks to engage 100 percent of the workforce. While most organizations think they do so, the reality of their strategy and tactics says otherwise. For example, visit virtually any employer's career site and you'll find the term "job seeker" or "candidate" used to address those who visit. Yet, the U.S. Bureau of Labor Statistics reports that, at any point in time, just 16 percent of the workforce is actively in transition. As a result, 84 percent of the population doesn't think employers are talking to them.
Similarly, look at the content on corporate career sites. Once again, it's almost entirely devoted to soliciting applications. While information about an employer's facilities and benefits is helpful to active job seekers, it provides nothing of value to the other 84 percent of the workforce who aren't looking for a job (at that moment), but are looking for help advancing their career. It optimizes the candidate experience, but does nothing to optimize the experience for everyone else.
That reality is what makes the other word in the aesthetic - Mutualism - so important. Employers that are guided by Universal Mutualism provide a win-win experience for everyone. They provide job application support for active job seekers and job advancement support - for example, tips on setting career goals and dealing with career roadblocks - for the rest of their site's visitors In effect, they develop a symbiotic relationship with those who aren't looking for a job (right now) as well as those who are.
Universal Mutualism is a critically important aspect of the art of recruiting. It enables small and mid-sized employers to compete with large organizations, and large employers to differentiate themselves from their competitors. Is it possible to survive in the War for Talent without such an aesthetic? Yes. Is it possible to win the War for Talent without it? Absolutely not.
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Survey after survey confirms that job boards are among the most effective ways to find a new or better job in today's tough job market. For all that success, however, there are still many job seekers who come up empty-handed when using such sites. What should they do? Learn the two secrets to putting job boards to work for you.
The first secret is based on a hard truth: no one job board can adequately connect you with the full range of employment opportunities for which you are qualified. The key to success, therefore, is to ensure you tap the full range and depth of jobs posted online that are likely to be relevant and interesting to you.
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But wait, how do you know which six sites to pick? With over 100,000 employment sites now operating on the Internet, it's not easy to identify the specific ones that will work best for you. To help with your selection, therefore, I recommend that you use the insights and information of:
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The second secret to using job boards effectively in a job search is knowing what to do with them and how best to do it. Here are three key ways to make sure these sites work for you:
There is no silver bullet in today's challenging job market. Job boards, however, have established a track record of success that makes them the bronze bullet of job searching. Use them correctly and they'll add a durable strength you can count on to your job search
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Why bother? Because talent is what enables us to achieve one of our most important rights as Americans. Talent is not a skill or competency. Talent is the capacity for excellence. More than any other factor, it is the attribute which empowers us to do our best work on-the-job. And doing our best work increases not only our paycheck but our sense of satisfaction as well. It is the way we make real the pursuit of Happiness.
The best way to find your talent is to engage in quiet self-exploration. You have to turn off your cell phone, your PC or tablet and the TV. You have to give yourself the gift of uninterrupted contemplation.
What must you think about? What you love to do and do best. Talent is found at the intersection of passion and practicality, so you are searching for an activity at which you excel and from which you derive genuine fulfillment. It is the crystalline essence of what makes you an extraordinarily capable person.
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To locate the intersection of your passion and practicality – to pinpoint your talent – you must descale the misperceptions that have covered over your sense of who you are and what you can do. You have to set aside everything your experience has told you about your capabilities and limitations and adopt a new perspective – one that is uniquely yours.
To gain that perspective, you will “look” into yourself from three different vantage points:
How do you follow their lead? Perform the following exercises.
Now, analyze your answers. If they’re the same or essentially the same for all three questions, your evaluation is complete. You’ve made your acquaintance with your talent. You’ve identified the specific activity—the work—you are called to do in the workplace. If, on the other hand, the answers are dissimilar, do some additional probing on the three activities. Break them down into their basic tasks or functions to find that common behavior which is your talent.
Finally, give yourself permission to accept what you uncover in this self-exploration. It doesn’t matter if you’ve never worked a day in your life at this activity. It doesn’t matter if you studied something else in college, community college or trade school. It doesn’t matter if you’ve never even thought about the activity as a career. All that counts is that it alone enables you to excel, and that excellence – your talent – is the key to job search and employment success.
If you’d like to read more about how to find and connect with your talent, get my book The Career Fitness Workbook at Amazon.com.
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Peter Weddle is the author of over two dozen employment-related books, including A Multitude of Hope: A Novel About Rediscovering the American Dream, The Career Fitness Workbook: How to Find, Win & Hang Onto the Job of Your Dreams, The Career Activist Republic, The Success Matrix: Wisdom from the Web on How to Get Hired & Not Be Fired, and WEDDLE’s 2011/12 Guide to Employment Sites on the Internet. Get them at Amazon.com and Weddles.com today.
Employment branding gets a lot of coverage both at recruiting conferences and in recruiting publications. Despite the interest, however, most employers don't have an employment brand. They either can't be bothered or the brand they do create doesn't say anything memorable. As a result, they are a faceless organization, and that vacant expression becomes their image in the job market.
A strong employment brand is essential to success in the War for the Best Talent. Top performers have choices. They are almost always employed so they can stay with their current employer or they can consider a new one from among the numerous inquiries they receive on a regular basis. And, the single most important input to their assessment of the alternatives is each organization's employment brand.
Why, then, do so many organizations either lack an employment brand altogether or develop one that makes them invisible to top talent? Not surprisingly, each situation has a different cause.
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Despite the constant battle for top performers in recruiting today, many employers never get around to developing a brand that will attract and engage these individuals. And yet, many of those that lack such a brand actually think they have one. They believe their organization's consumer brand is their employment brand.
Consumer brands, however, only work because buyers already know something about a product. They have experience with cars or computers or television sets, so the brand can leverage that knowledge and take shortcuts - in the form of a short phrase or tag line - to communicate an image or sense of the organization and/or its product.
Candidates, on the other hand, aren't shopping for an organization's products but rather for its employment opportunity. They've had no experience with the organization so know little or nothing about what it's like to work there. For that reason, an employment brand must be more comprehensive - in the form of a brief but descriptive statement - and communicate what the organization stands for as an employer.
Think of the difference this way: a consumer brand only has to entice a buyer, while an employment brand must educate as well as attract a prospective new hire. That's why using a consumer brand as an employment brand is the functional equivalent of not having an employment brand at all.
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Other employers think that they have branded themselves with the content on the career or employment page of their corporate Web-site. They believe that by describing the organization's benefits, facilities and corporate track record, they've established an employment brand that matters to top talent. They haven't.
An employment brand is not a description of the organization, but rather a window on what it's like to work for and in the organization. It is based on culture and values, to be sure, but it translates those organizational attributes into a signature statement about the unique experience it offers to the individuals who are employed there.
Why is developing such an experiential brand so important? Because research has shown that the nature of work in the organization is the #1 trigger for top talent. Sure, they want to know what the requirements and responsibilities of a job are, but whether or not they will choose to do the work will be based on the environment in which it is performed.
Top performers want to stay top performers so they look for organizations that establish the right conditions for their success. They look for an employer that provides the support, leadership, camaraderie and ethos they need to do their best work, and the first judgment they make about those conditions is based on its employment brand.
With too many open reqs to fill and too many applicants to screen, it's easy to put an employment brand on the back burner. In a highly competitive labor market, however, that brand is the single best way to reach and engage those top performers who will best contribute to an organization's success.
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