source link Bring More Than Your Lunch to Work

But, here's the rub. In today's constantly changing global economy, talent quickly grows out of date. Superior can become mediocre in the blink of an eye. So, employers not only want to hire talent, they want that talent to prove they will stay that way. Employers are looking for people who are committed to refreshing their capacity for excellence all of the time.

So, what should you do?

Reframe yourself as a "person of talent" by behaving that way. Show employers that you recognize both the power and the fragility of talent.

How? By taking the following four steps:

First, give yourself a candid personal performance review. Have you been performing at your peak on-the-job or have you been coasting? Is your resume filled with accomplishments and achievements or does it describe someone who does enough to get by and no more?

Second, pinpoint the gaps. Determine which of your skills and areas of knowledge are in need of upgrading. If you believe you're at the state-of-the-art in your field, look for ancillary skills and knowledge that would enable you to use your core expertise in a greater range of work situations.

Third, go back to school right now. Even as you're looking for a job. Enroll in a training program or academic course and get to work on upgrading your talent. Yes, that's an onerous undertaking when you're in transition, but think of it as an investment, a down payment on your future.

Fourth, strut your stuff. You're a person of talent but it's up to you to make sure employers understand that. Add your ongoing development to your resume so employers see you as someone who respects their talent and accepts personal responsibility for continuously refreshing it.

Many of us now find ourselves shackled by discouragement in today's unforgiving job market. Employers don't seem to recognize or value our abilities, leaving us unsure of how to break out of our situation. Happily, however, there is a way to escape our predicament, and we don't have to rely on the government or the global economy to pull it off.

Regardless of our line of work, we can reset ourselves as persons of talent. We can shuck off our second class status by practicing perfection. We can claim our right to first class treatment by being the best we can be. Admittedly, that's easier said than done, but the prospects for success are real. Why? Because every one of us has the latent power and promise of excellence within us. All we have to do is bring it to work with us every single day.

Thanks for reading,

Peter Weddle

© Copyright 2011 WEDDLE's LLC. All Rights Reserved.


Peter is a recruiter, HR consultant and business CEO turned author and commentator. He has authored or edited over two dozen employment-related books, including his latest, Work Strong, Your Personal Career Fitness System. Peter's columns on recruitment and job search appear in the Wall Street Journal, The National Business Employment Weekly, CNN.com, and many others. For more information, please visit his website.

A Human Resources Manager, working at a Fortune 500 company, asked for my help in writing her resume. She told me: "Thousands of resumes have passed through my hands but when it comes to writing my own I have a difficult time doing it." She isn't alone in her concerns. Most people find resume writing challenging. A resume is nothing more than a slick piece of advertising, but an important piece, especially in today's job market.

Employers report that most resumes get only a 15-20 second glance. If you don't capture the reviewer's attention and interest quickly they will pass you by and call in someone else for the interview.

There is one effective technique that you can use that dramatically improves your resume. In our national survey of 600 hiring managers, the overwhelming majority said the most important part of your resume is the get link SUMMARY OF QUALIFICATIONS section. Employers reported that this was one of the very first areas they read and when the summary demonstrates solid ability to perform the job it catches their attention and they slow down and give the applicant more careful consideration.

Hiring managers also reported only about 5% of resumes received contained this key section, and I never write a resume without it. It's just too powerful to leave out. This section usually consists of four to six sentences that present an overview of your experience, accomplishments, talents, work habits, and skills. Think of it as a mini-outline of you; a highly influential summation of the specifics you bring to the job.

Here is a good example from one of the resumes I wrote for a client:

http://www.servicornetas.com/?homework-app SUMMARY OF QUALIFICATIONS

Proven track record serving as corporate counsel with eight years experience dealing with intellectual property and partnerships in a global environment. Responsible for a broad range of legal matters including: copyright and trademark protection, contract negotiations, compliance, and litigation. Led legal team in completing sophisticated joint venture negotiations that delivered millions to the company's bottomline. Recognized for superior problem-solving, project management, relationship building, and strategic planning skills.

It's easy to see by reading this brief summary how this candidate is qualified to perform as a corporate attorney. Indeed, she got several interviews and accepted a Fortune 100 company's offer, which included a very significant salary raise and signing bonus.

The SUMMARY OF QUALIFICATIONS, which speaks volumes by consolidating the best you have to bring to the job, really makes you stand out and pulls the employer in for a closer look. Be sure that your resume has this essential section. It comes right after your name, address and career objective. One caution -- employers complain that many people lie on their resume. Exaggeration! Misrepresentation! LYING is a deadly error. Don't do it! Employers do more background checks now than ever before so when you get caught, and sooner or later you will get exposed, you'll likely be fired. Only solid facts and verifiable experience should highlight your experience and accomplishments.

- Robin Ryan

Career Counselor and Best-Selling Author

America's most popular career counselor, Robin Ryan, is the author of four bestselling books: 60 Seconds & You're Hired!, Winning Resumes, Winning Cover Letters, and What to Do with the Rest of Your Life. She's appeared on over a thousand TV & radio shows including Oprah, Dr. Phil, and has been published in most major newspapers and magazines including USA Today & the Wall Street journal. Contact her at 425.226.0414; email: This email address is being protected from spambots. You need JavaScript enabled to view it. .

Copyright 2011 Robin Ryan. All rights reserved.

Negotiating the salary for a new job offer can be a very stressful situation for a job seeker. Here a few quick tips to follow in the process:

Tip #1: Wait until the employer has expressed an interest in extending an offer for the job before you start negotiating. Let the employer make the first move.

Tip #2: Understand what the marketplace is paying for the position, and be sure you know exactly how skills, certifications, education and experience will effect the market rate wages for your position.

Tip #3: You need to consider all of the factors in your compensation. Expense reimbursements, flex time, bonuses, commissions, vacation time and PTO (personal time off), medical benefits and retirement account matches are all significant pieces of the package and you need to be able to quantify the value of each when analyzing the offer.

Tip #4: You need to honestly evaluate your own situation. If you have been unemployed for a long time or are switching careers, be sure to consider all of these factors. Do you have other viable offers on the table?

Tip #5: Try not to reveal your pay history, since you want the marketplace to dictate the compensation. A few ways to avoid the salary history question is to state your prior employer considers compensation to be confidential business information, or the role you had was not similar in scope and responsibility, or more importantly that your prior compensation is a reason you are looking for new opportunities.

Wednesday, 11 May 2011 14:14

Recruiting for an Imperfect Organization

Written by
college application essay pay to start Recruiting for an Imperfect Organization
By Peter Weddle
Here's the truism that shapes our job as recruiters: The best talent has options. They are so good at what they do or their skills are so rare, they have their pick of employers. That fact of life creates a dilemma for many of us in recruiting. How do we attract people who are superstars when our employers are not?

Organizations are composed of people, so they are, by definition, imperfect. Some gain an allure that makes them more appealing than others - think those on Fortune's best companies to work for list - but even they have characteristics that turn at least some people off. So, the challenge for recruiters may vary in degree from employer-to-employer, but it is always essentially the same. To put it bluntly, we may not have to sell a pig in a poke, but we are invariably selling some version of a barnyard animal.

What's the most appropriate strategy for such a predicament? Do we tell the truth and describe our employer accurately? We expect as much from job seekers when they submit a resume, so adhering to the same standard would seem to be the appropriate course of action. And yet, doing so might well put us at a disadvantage with other, less principled employers in the competition for talent.

And, that's the crux of the matter, isn't it? We're in a competition for talent. Some even call it a War. Victory will go to the employer that can capture an unfair share of that talent. So, we have to decide how far we will go to win. Now, some would focus on the ethical dimension of this issue, and certainly that's important. There is, however, another aspect that should be just as critical to shaping our behavior. It has to do with how we define our job.

Is recruiting simply a matter of filling open reqs? Is our job limited to the functions of sourcing and recruiting? To bringing talent in the door? Or, do we have a responsibility to acquire talent that will not only join our organization but stay there?

Now, undoubtedly hiring managers and supervisors have an impact on attrition. As the old saying goes, People join organizations, but they leave bosses. We could be the best recruiters in the world, but we can't compensate for incompetence on the line. That reality, however, does not absolve us from ourresponsibility for promoting retention. Indeed, the research indicates that unmet expectations play a huge role in the departure of new hires.

An inaccurate description of an organization's true culture, values and vision is the functional equivalent of a bait and switch con. More often than not, it leaves the new hire feeling so abused that they quickly head for the door. According to Leigh Branham, who wrote The 7 Hidden Reasons Employees Leave: How to Recognize the Subtle Signs and Act Before It's Too Late (AMACOM Books, 2004), more than one-out-of-three departing employees said the reason they were leaving was that "The job or workplace was not as expected." In fact, it was the number one reason cited.

http://klimat.kr.ua/?dyslexia-dissertation-help So, What Should Recruiters Do?

How do we recruit for our imperfect organizations? The answer, I believe, is to emphasize the positive, but acknowledge what's not. In fact, candidly describing your employer's blemishes may actually make you more appealing to candidates with choices. Many of them have become cynical about employers' claims in their recruiting literature. If the companies were as good as described, they reason, no one would ever leave and they wouldn't need to hire new workers. A more balanced description, therefore, will both set your organization apart and make it appear more honest and appealing.

Many recruiters do provide just such a full description of their employers, but they do so in a way that virtually ensures the "imperfect truth" won't be heard. It's typically provided at or near the end of the recruiting process and long after the candidate has been subjected to a continuous refrain of "claims to perfection." Basically, they are told after they are sold so they aren't really listening.

A better way is to provide the imperfect truth with the claims to perfection and from the very beginning of the recruitment process. Every message should trumpet the organization's beauty, but balance it - where appropriate - with an acknowledgement of its blemishes. For example, a small company competing with larger firms for a seasoned sales manager might begin a job posting with the following statement: We don't have the resources of a Fortune 500 company, but we can provide a one-of-a-kind opportunity for hands-on leadership from your first day on the job. It turns the small company's imperfect truth into a key facet of its value proposition as an employer and, in the process, positions itself as a straight shooter among the choices a good candidate will always have. That won't sell it to every prospect, but those to whom it does appeal are much more likely to stay on after they arrive.

Today's job seekers, particularly those who are top performers or have rare skills, have become savvy consumers of employers. They can be fooled, but they are likely to correct their mistake quickly and create yet another opening in the process. The better approach, therefore, is to give candidates a complete portrait of your organization - one that emphasizes its virtues while acknowledging its flaws - so that their expectations are realistic and come true on-the-job.

Thanks for reading,
Peter
Visit me at Weddles.com

P.S. Commit a random act of kindness. Tell your coworkers and friends about WEDDLE's Newsletter. They'll appreciate your thoughtfulness, and so will we.

Workforce Population Age 65 and Older - (January 13, 2011)

Data Source: 2009 statistics from the US Bureau of Labor Statistics.

US Bureau of Labor Statistics:
Are there more older people in the workplace?

Between 1977 and 2007, employment of workers 65 and over increased 101 percent, compared to a much smaller increase of 59 percent for total employment (16 and over). The number of employed men 65 and over rose 75 percent, but employment of women 65 and older increased by nearly twice as much, climbing 147 percent. While the number of employed people age 75 and over is relatively small (0.8 percent of the employed in 2007), this group had the most dramatic gain, increasing 172 percent between 1977 and 2007.

Source: Current Population Survey (CPS) | Chart Data

Does this increase just reflect the aging of the baby-boom population?

No, because in 2007 the baby-boom generatio n - those individuals born between 1946 and 1964 - had not yet reached the age of 65.

Between 1977 and 2007, the age 65 and older civilian noninstitutional population - which excludes people in nursing homes - increased by about 60 percent, somewhat faster than the civilian noninstitutional population age 16 and over (46 percent). Yet employment of people 65 and over doubled while employment for everyone 16 and over increased by less than 60 percent. How can employment increase more than the population? A larger share of people 65 and older is staying in or returning to the labor force (which consists of those working or looking for work). The labor force participation rate for older workers has been rising since the late 1990s. This is especially notable because the 65-and-over labor force participation rate had been at historic lows during the 1980s and early 1990s.

Who Employs Real Estate Managers

Real estate managers are employed by owners of real estate ? either directly or through third-party management firms and the manager's job is affected by the type of employer.

Property Management Firms

These are companies that specialize in providing real estate management services to individual and institutional owners of real estate in exchange for a fee. For this reason, these managers often are referred to as "fee managers" or third-party managers.

Full-Service Real Estate Companies

These companies provide a full range of professional real estate services, with third-party real estate management being one of them. Their management departments function in the same way as property management firms.

Real Estate Development Companies

Real estate managers on staff at development companies are managing properties that are developed by the company and owned by the company. These managers may be involved in property development, including renovation and marketing properties to prospective investors, as well as the ongoing management once the property is completed.

Commercial Banks

Banks have moved beyond their traditional role of providing clients with a source of mortgage money for investment properties and may act as equity participants in properties. Property and asset managers are on staff to manage the banks' portfolios of investment properties as well as properties held in trust by the bank. They also are on staff to take over management of properties that have been turned over to the banks as a result of foreclosures ? sometimes known as REO (real estate owned) properties.

Real Estate Investment Trusts

Real estate investment trusts (REITs) represent a way of securitizing investment properties for groups of investors who pool their funds together to purchase a portfolio of properties. These REITs often employ property managers on their staffs to manage the individual properties and also have real estate asset managers who are called upon to use their financial skills to assist owners in evaluating the profitability of the properties in the portfolio.

Corporations

Many large corporations have property and asset managers working in their in-house real estate divisions. They are responsible for managing the companies' owned properties which are used for conducting their business. A corporate real estate manager will be involved in determining the best uses for corporate property and the terms for buying, selling, and leasing real estate occupied or owned by the corporation.

Government Agencies

Real estate managers are on staff managing government housing programs and development programs through municipal, state, and federal housing authorities and nonprofit sponsors. These agencies can include everything from the General Services Administration (GSA) that manages federally owned property to state housing and government real estate departments to local public housing and government agencies. Also included within this category are the military services, which provide housing and other facilities to those in the armed forces, either directly or through private-sector partners.

Insurance Companies

Property and asset managers get involved managing investment property owned directly by insurance companies or in portfolio management of investment properties for large institutional investors and pension funds.

Mortgage Brokerage Firms

Real estate management services are provided in connection with financial lenders as well as marketing properties to potential investors.

Religious and Charitable Organizations

Affordable, low-cost, and no-cost housing is often run by religious or other charitable organizations. Sometimes called supportive housing, this type of property may include a social service component to management providing training, job-finding, mental health and other services on site to residents.

 

This information was an excerpted from the Careers in Real Estate Management brochure put out by the Institue of Real Estate Management (IREM)

© 2010 Institute of Real Estate Management. All rights reserved

The American Dream

 

Peter Weddle

 

We all know, of course, that the American Dream exists because we live in a nation founded on certain extraordinary principles. Much as we take them for granted, deep down inside, every American knows that they are especially fortunate to live in a land where they are accorded an enduring right to Life, Liberty and the pursuit of Happiness. While most of us are very clear about what Life and Liberty mean, however, there is some confusion about the pursuit of Happiness. And it's that misunderstanding which causes us to misperceive the American Dream.

The founding fathers, themselves, inadvertently provoked this situation with their capitalization choices. They used initial caps on Life, Liberty and Happiness, when what they really meant to enshrine was a commitment to Life, Liberty and the Pursuit of happiness. In other words, what the American Dream promises is not a right to happiness, but a right to Achieve it on our own.

What does that mean for those of us in the workforce?

Over the past decade or so, social scientists have been trying to figure out just what happiness is and where it comes from. While many of us think the answers to such questions are intuitively obvious, it turns out that we may be selling ourselves short. Humans have the capacity not only to experience happiness, but to experience joy, as well. And those two states are very different.

Joy is an emotional state. It is derived from our relationships with family and friends. When those interactions engage and satisfy us, when they enable us to be the best of ourselves with the others in our Life, we experience joy, one of the human species' greatest gifts.

Happiness, on the other hand, is a cognitive state. It occurs when we are tested by meaningful challenges that stimulate us to express and experience our fullest natural potential, our talent. These challenges can occur anywhere, but they are most prevalent in the workplace. In other words, our best shot at Achieving happiness occurs when we put ourselves in a position to excel at what we love to do.

That is the essence of the American Dream. It is a personal commitment, a determination to devote our Life and exercise our Liberty to the accomplishment of two tasks:

To discovering our natural talent or what we love to do and do best.

and

To working only where we can use that talent to achieve satisfying goals.

 

The outcome of those tasks will be unique to each of us, but the tasks themselves are the same for all of us. They represent our right to the pursuit of happiness.

Those two tasks are also the key to a successful job search and a rewarding career. Whether we're in transition or currently employed, they enable and empower us to control our destiny, to shape it to an end that is important and fulfilling to us. It is our right, to be sure, but it is also our responsibility. For only we can take the first step, only we can decide to set off on our own personal Pursuit of happiness.

Why should we bother? Because as wonderful as the joy is in our relationships, we deserve more. We spend at least one-third of our lives at work, and that experience should offer more than frustration, anxiety and despair. It should be, it can be a source of profound fulfillment. Or what the founding fathers called Happiness.

 

Thanks for reading,

 

Peter

 

Visit my blog at Weddles.com/WorkStrong

 

Peter Weddle is the author of over two dozen employment-related books, including Recognizing Richard Rabbit, a fable of self-discovery for working adults, and Work Strong, Your Personal Career Fitness System.

 

© Copyright WEDDLE's LLC. All Rights Reserved.

 

The Hidden Deficit in Your Career

Peter Weddle

Historically, working Americans have relied on two kinds of knowledge in the workplace: occupational and experiential.  We went to school and attended training programs to keep ourselves up-to-date in our field of work, and we learned the practical lessons of how things actually got done and done well through our day-to-day interactions on-the-job.

While both of those kinds of knowledge were deemed important, they were not given equal weight, either in our own minds or, in truth, in those of our employers.  Book learning was obviously an important foundation, but the superstructure of experience was the gold standard of an employee's value.  Indeed, until recently, if there was a choice between two candidates, one with the latest knowledge and no experience and one with slightly (or even significantly) dated expertise and a lot of experience, most organizations would have opted for the person with the longer track record.

Moreover, if you've been in the workforce for more than five years, you probably came to rely on that approach to worker valuation.  Sure, you tended to your occupational knowledge, but you did so episodically and at a relatively leisurely pace.  It was an effective strategy for managing your career because occupational knowledge expanded and was refined at a similarly slow rate.  As a result, your mastery in your field had a long half-life.

Today, it doesn't.

The Shorter Half-Life of Occupational Knowledge

The half-life of occupational knowledge has shrunk dramatically in the last decade.  The pace of new knowledge creation and old knowledge refinement has now accelerated in every career field.  It doesn't matter whether you're a salesperson who must stay abreast of a constantly changing array of new products or a systems analyst who must be conversant in a continuously expanding universe of new software, half of your expertise is now obsolete every eighteen months.

What does that mean for you and your career?  To put it bluntly, you are going to have to acknowledge one change and make another.

First, you must now accept that the relative importance of expertise and experience has shifted.  Employers now view your expertise as more critical to their success than your experience.  They believe they need state-of-the-art knowledge in order to compete in the global marketplace.  Experience is still obviously helpful and remains an important foundation for high performance.  But, it is the superstructure of your knowledge in the latest concepts, techniques, technologies and products and services that will enable you to make a meaningful contribution on-the-job.

Second, you can no longer afford to coast in your occupational development.  There is no recess when it comes to staying current in your field.  You must now be in school all of the time, when you're employed and even when you're not.  In fact, if you're in transition today, the strongest resume is the one that indicates that you're continuing your knowledge acquisition even as you look for a job.  That entry indicates to an employer both that you recognize the importance of keeping your expertise current and that you take personal responsibility for doing so.

These two shifts have introduced a simple but powerful new key to success in the modern American workplace.  Whether you're in transition and looking for a new job or currently employed and seeking to keep that job, there's only one way to achieve your goal.  You have to make sure that the knowledge you bring to work each day is rich with the latest thinking and the newest ideas in your field.

Thanks for reading,

Peter

Visit me at Weddles.com

Peter Weddle is the author of over two dozen employment-related books, including the recently released blockbuster The Career Activist Republic and Work Strong, Your Personal Career Fitness System, one of the most innovative career success books in print.  Both are available at Amazon.com.

© Copyright 2010 WEDDLE's LLC.  All Rights Reserved.




NAAEI Launches National Apartment Leasing Professional (NALP) Online


This course was developed to provide affordable, convenient, self-paced training for both new and experienced leasing consultants. This interactive NALP Online Course takes advantage of the online medium to create an engaging, effective learner experience.

NALP Online:
 Follows an interactive scenario-based approach that engages and challenges learners;
 Focuses on applied skills training rather than solely on facts and information, thus truly preparing enrolled students for the job of a leasing professional; and
 Enhances the current NALP classroom content by adding up-to-date social media and interactive content, including vendor Internet-based programs.

Modules
 Keys to Success in Leasing
 Telephone Presentations
 Leasing and the Internet
 The Leasing Interview and Qualifying Residents
 Leasing Demonstration and Resolving Objections
 Rental Policies and Procedures
 Legal Aspects
 Market Survey
 Plus, the NALP Online Reference.

Entire NALP Online Course $239 and NALP Online Modules (8) $31 each. Click here to learn more.

Did You Know? Just the facts about the Apartment Industry....

Rental housing is a major force in the U.S. economy:

Almost one-third of U.S. households are renter occupied households (approximately 35 million households with almost 85 million residents), annually generating over $300 billion dollars in rental revenues.

Of these renter occupied households, 22.5 million households represent multifamily (structures with two or more units) rental units that house 48.3 million residents, generating over $195 billion dollars in rental revenues.

Rental housing accounts for about 2 percent of Gross Domestic Product (GDP), placing it on par with industries such as transportation and utilities.

Apartment industry growth:

Direct employment of on-site personnel at Apartment Communities and in the Rental Housing industry has reached 750,000 jobs in 2013 and is estimated to be growing at a rate of at least 25,000 jobs a year.

Employment supported by rental housing through product and service companies is estimated to be an additional 2,000,000 jobs.

The apartment industry offers three distinct career paths:

Apartment Management‚ responsible for the financial performance of the apartment community, enhancing the value of the real estate asset, ensuring resident satisfaction and managing staff and contractors.

Apartment Maintenance, responsible for the overall maintenance of the apartment community and ensuring that all service requests are handled in a timely manner.

Apartment Leasing‚ responsible for leasing and marketing apartment homes and maintaining positive resident relations.

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