SIX STEPS TO A BLOCKBUSTER RESUME

A resume has one purpose – to market your skills, achievements, professional background, academic history, and future potential to a prospective employer. Much like a 30-second commercial, today’s resume must provide maximum data as quickly as possible, differentiate you from all other candidates, and be attractively packaged. Impossible, you think? Not at all. Writing a winning resume simply takes thought and planning. After all, you wouldn’t drive from Los Angeles to Manhattan without mapping the surest route. The same goes for your resume. By using the ResumeEdge© six-step process, you’ll gain perspective on your career target and the audience you need to reach, learn how to showcase your strengths, minimize your weaknesses, and produce a document with maximum punch. Of course, if you do need professional assistance, our certified resume writers are on hand 24/7 to provide expert, personalized guidance.

The ResumeEdge© Process

• Step One: Targeting Your Career and Audience

• Step Two: Formatting for Maximum Impact

• Step Three: Skill Set and Qualifications Summary

• Step Four: Accomplishments and Special Skills

• Step Five: Professional Experience

• Step Six: Education and Training
STEP ONE: Targeting Your Career and Audience You must have a clear idea of what you want to accomplish in your professional life in order to maximize the impact of your resume for your targeted audience -- the hiring manager or graduate school admissions director. Before you begin, ask yourself these questions. Are you: Making a lateral move? Seeking a promotion? Career transitioning? Pursuing admission into a graduate program?* For numbers 1-3 above, the most effective way to begin targeting your resume is to search openings that appeal to you on job boards (i.e. Monster, Hot Jobs. CareerJournal), internal company postings, or newspaper classifieds. With these in hand, you can highlight the qualifications you will need to be considered and the duties you would be expected to assume. Every match in terms of qualifications and experience will serve as key words** in your resume, as well as provide focus so that the resume can be tailored for your targeted audience. The more closely the content of your resume matches the content of these postings, the more likely you will be asked to interview. * Resumes provided for graduate school admission showcase your skills, professional experience, accomplishments, and academic history in much the same way as “job” resumes. The difference is that an admissions resume will focus on what transitions well to the classroom, not to the workplace. ** Key words include industry-specific jargon or acronyms (i.e. "generally accepted accounting principles" (GAAP) for accountants; "Certified Professional Resume Writer" (CPRW) for resume writers; "Series 7 licensing" for brokers; "initial public offering" (IPO) for investment bankers; "at-risk child" for social workers; "Level 2 Training" for physicians; "intellectual property law" for attorneys; "triage" for nurses; and nouns or noun phrases indicating qualifications or required tasks (i.e. general ledger, word processing, contract negotiations, benefits, payroll, closing (for sales people); catering services, new menu items, capacity planning (for chefs); logistics, quality assurance, advertising campaigns, product launches, staffing, training, orientations. Companies that employ scanners require a set number of hits on key words before the hiring manager will personally review the applicant’s resume. It is always wise to incorporate as many key words as possible into your resume.

STEP TWO: Formatting for Maximum Impact The moment your resume is opened by a hiring manager or admissions director, it must appeal to him or her on an aesthetic level, while accurately reflecting your industry or career goal. To do anything else is to relegate your resume -- no matter how brilliantly it is written -- to the rejection stack. In order to ensure that your resume receives the initial attention it deserves, it’s important to adhere to certain formatting guidelines, which include: Template and Font Choice Effective Use of White Space Prioritization of Data Template and Font Choice In all cases, templates and font choice should: Be easy to follow. There is no greater irritation to a busy hiring manager or admissions director than to receive a resume where data is presented in a haphazard or inconsistent manner. That’s why templates are used. An effective template will present company names, dates, job titles, academic information, and all other pertinent data in a clear manner, so that a quick glance will tell the contact person what they need to know.
But consistency in format isn’t the only point to consider. Templates should be chosen because they accurately reflect a candidate’s career or goal. In other words, a banker, accountant, or administrative assistant would choose a more conservative format than a graphic artist or interior designer. Nothing is more jarring -- or disastrous -- than to receive a financial professional’s resume written in italics or script with accompanying graphics. Be easy to read. Resumes written in bold text or italics are extremely difficult to read and project a lack of professionalism. The same goes for artistic fonts that resemble handwriting. It’s a common misconception that jazzing up a resume with these stylistic tricks will get the document read. On the contrary, the resume will get noticed -- and discarded -- within seconds. It’s not the font you use that attracts attention, but rather the resume’s initial appearance and the words crafted within it.
When in doubt about font choice, always err on the conservative side. Two good choices are Times New Roman or Arial in 11 points -- no smaller, or the text will be difficult to read. Effective Use of White Space There is no quicker way to get your resume ignored than to create a document with (narrow or nonexistent) margins, and block after block of uninterrupted text. No one wants to read a text-heavy document with sentences that run on for four or five lines. In today’s fast-paced world, you must get your point across quickly, with a minimum of words presented as bulleted sentences within special sections (i.e. Professional Experience, Education, Qualifications Summary), separated by well-placed white space. Think of white spaces as necessary pauses -- a chance for the hiring manager or admissions director to catch her breath, collect her thoughts, and digest (and appreciate) the data you’ve presented. Prioritization of Data Imagine you’re a hiring manager. It’s 7:30 on a Monday morning, and an important position needs to be filled in your company’s legal department. Over the weekend, 200 resumes came in from eager applicants all wanting to fill this one job. Most of the resumes are attractively formatted and use the appropriate font type. So far so good. But on closer inspection, most of the candidates have relegated their willingness to relocate for the position -- a core qualification -- to the very end of their two-page resumes. More than a few have buried accomplishments within the text, figuring this will force the hiring manager to search for that data, which means the entire resume will have to be read. Some have placed bar admission, another important qualification, dead last on the resume, believing that where they can practice law certainly isn’t as important as the fact that they are attorneys. And a few misguided souls simply list company names and dates of employment, assuming that the hiring manager should know without asking what legal duties they performed at these firms. It’s enough to drive a hiring manager to distraction -- or another career. But then, at last, there are those few resumes that list the important data at the top of the first page. In less than five seconds the hiring manager knows that the first candidate is willing to relocate and assume the cost of those expenses, if required. This candidate also provides a special section beneath the Qualifications Summary that indicates where she is licensed to practice law. The second candidate does the same, while also pulling out Career Accomplishments and placing them at the top of the first page. After all, why keep a 100% win rate at trial a secret, or the fact that one can practice before the state’s Supreme Court? Given the above scenario, it’s clear which applicants will be called in for an interview. No hiring manager will read every single resume that comes across his desk. Nor will a hiring manager search for data. In today’s tight job market it’s up to the candidate to prioritize data so that a hiring manager knows at a glance what the job seeker has to offer the company in terms of achievement, work experience, education, licensing, certifications, and special concessions, such as relocation.

STEP THREE: Qualification Summary & Skill Set Picture yourself at the market after a long day at the office. You’re in a rush, of course, and want only to purchase those items on your list, if they’re on sale. Hurrying into the store, you glance around for the weekly advertising piece that indicates which items will be offered at a discount. Trouble is, there’s no advertising piece this week, and no one to answer your questions. If you want to purchase the items you most need at a discount, you’re forced to walk up and down each and every aisle until you find what’s available. Doesn’t sound like much fun or an effective use of time, does it? And yet this is the same type of frustration hiring managers are exposed to every time an applicant sends in a resume that fails to open with a well-written Qualifications Summary and/or Skill Set. What is a Qualifications Summary? It’s a brief paragraph that showcases your most effective skills and experience as they pertain to your job search. More importantly, it’s your chance to convince a hiring manager of the skills you can bring to the position. This is essential, given that hiring managers generally afford no more than 10 seconds to an applicant’s resume, unless they’re compelled to read further. So, how do you compel them to keep reading? Let’s use this example: You’re an accountant who has worked at XYZ Company for nine years and been promoted every time you’ve come up for review. Because of your organizational efforts, the company is saving $2500 monthly. You’ve passed the CPA exam. You’re skilled in Profit & Loss (P&L), audits, taxation matters, and internal controls. Now, you want a Controller position. Rather than including all of the aforementioned data in the body of the resume, where the hiring manager would be forced to look for it, but won’t (remember, you’ll be given 10 seconds before the hiring manager moves on), the wise candidate would write something like this: Results-oriented, detailed professional with comprehensive accounting experience. Background includes consistent promotions to positions of increased responsibility. Skilled in P&L, audits, taxation, internal controls, and streamlining procedures, effecting a monthly savings of $2500 at XYZ Company. Recently passed the CPA exam; currently seeking a Controller position. In five lines and a mere 45 words, you’ve given specific examples of what you can do (P&L, audits, taxation, internal controls), quantified an accomplishment (streamlining procedures, effecting a monthly savings of $2500 at XYZ Company), indicated past performance (consistent promotions to positions of increased responsibility), provided data on certification (recently passed the CPA exam), and provided your career path (currently seeking a Controller position). And you’ve done all of that in a well-written paragraph that’s interesting and easy to read. (Note that personal pronouns are not used here. In business writing, which includes resumes, personal pronouns such as I, me, or my are never used). Three examples of outstanding Opening Summaries: IT Professional, Webmaster Government Consultant Foreman Fine, you say, but what about an Objective? Where does that go? In the modern resume, an objective statement is no longer used. The reason for this follows. Qualifications Summary vs. the Objective In the outmoded Objective, the candidate told the hiring manager what he wanted, whether that was a job at the company, room for advancement, a chance to use a new college degree, or any other reason an applicant could think of and the hiring manager could dismiss as self-serving. On the other hand, the Qualifications Summary proactively declares what the candidate can do for the targeted company, which places the hiring manager’s needs first. A wise applicant always uses a Qualifications Summary, either by itself or combined with a Skill Set. What is a Skill Set? Generally speaking, it's a list of your core competencies as they relate to your targeted career goal. Again, let’s take the example of the accountant who has just passed the CPA exam and now wants to be a controller. Rather than presenting all of that data in the qualifications summary, a portion of it would be showcased as a tag line (professional title or title of job you’re targeting) and skill set, and might look something like this (followed by a reworked qualifications summary paragraph):
Results-oriented, detailed professional with comprehensive accounting experience. Background includes consistent promotions to positions of increased responsibility for notable achievements, including $2500 in monthly savings at XYZ Company by streamlining procedures. This time, the first two lines, which contain just 15 words, present core strengths quickly and effortlessly.

STEP FOUR: Accomplishments and Special Skills Accomplishments There is no data on your resume more important than your accomplishments. Why? Think of it this way: you’re a hiring manager with one position to fill and 10 qualified candidates clamoring for the position. Each candidate has the same basic educational and professional background. So, who gets the job? The candidate who contributed the most at past positions. Accomplishments are all that separate you from other equally qualified candidates, with one caveat. Your accomplishments must be quantified. What is an Accomplishment? Increasing the company’s bottom line (i.e. facilitating its growth) Streamlining procedures Promotions Special projects successfully completed Decreasing costs Company- or industry-sponsored awards Certifications and licensure What is not an Accomplishment? Daily responsibilities that are included in your job description Regular attendance at work Getting along with co-workers Working full-time while going to college at night Volunteer or community service unless it has a direct bearing on your job search In other words, an accomplishment is service that goes beyond your usual job description. But for an accomplishment to have the most effect, it must be quantified. What is a Quantified Accomplishment? One that includes dollar figures, percentages, and time periods. For example: Our accountant has streamlined procedures, realizing a $2500 monthly savings for his company. The dollar figure quantifies the accomplishment, while the “streamlined procedures” explains how he did it. Now, if he achieved those savings within three months of hire, that would further strengthen his accomplishments, and it might be written thusly: Achieved a $2500 monthly savings for XYZ Company within three months of hire by streamlining procedures. Imagine the hiring manager’s reaction to the above as opposed to this entry: Streamlined procedures for XYZ Company. Doesn’t say much, does it? Special Skills Special Skills should always be presented up-front so that a hiring manager knows what you can do. In some instances, a special section (i.e. Computer Skills, Languages, Office Procedures, etc.) should be created to showcase these special skills. Special skills will include: Computer proficiencies Office procedures (i.e. answering multi-lined phone systems, taking dictation (include speed), transcription, typing (include speed), 10-key, etc.) Linguistic capabilities (i.e. fluency in a foreign language, ability to translate, etc.) Any skill that’s industry-specific for the job you’re seeking Here are a few examples of resumes with outstanding accomplishments and skills showcased effectively for hiring managers: IT Professionals – Project Manager Chief Marketing Officer Executives – Supply Chain Director

STEP FIVE: Professional Experience In the Professional Experience section you will list your employers, job titles, and dates of employment in a reverse-chronological order; that is, your most recent job comes first, followed by your next most recent job, and so on. This format is standard and is expected by all hiring managers and admissions directors. With regard to employment dates: Generally speaking, hiring managers prefer years of employment, rather than months and years (i.e. 1999 - 2003 as opposed to May 1999 - April 2003). However, some college admissions programs want specifics when it comes to dates, so it’s best to use precise dates when applying to graduate school. In the Professional Experience section you will also include daily tasks and responsibilities beneath the appropriate employer listing. If you’ve included a Career Accomplishments section in your resume, you should not repeat that data here. Once data is presented in a resume, it must not be repeated. To ensure that your daily tasks are presented in an interesting and easy-to-read manner, you should do the following: Use a bulleted format. This breaks up large blocks of text that could prove daunting to a hiring manager. Delete unnecessary articles and adjectives. Your sentences should be short and snappy. Begin each sentence with an action verb. This quickens the pace of your writing and makes the text more enjoyable to read. For a comprehensive choice of action verbs, please use this link: Power Verb List. An example of a bulleted format, pared down writing, and sentences beginning with power verbs follows: (Again, we use our accountant)
Verb tense: For those jobs where you are still currently employed, write your job duties in the present tense. For those jobs in the past, write the responsibilities you held in the past tense. Additionally, Professional Experience can be captured and showcased in three formats: Functional Chronological Combination In the functional format, you are stressing what you know over where you gained your experience. This works for those who have strong skills, but a weak employment record. In the chronological format, you are providing a work history dating back from the present. This is the most common format and is generally preferred by hiring managers. In the combination format, you are stressing what you know in one section, while also providing work history dating back from the present in another. This is a highly popular modern format.

STEP SIX: Education and Training Education:
Data provided in this section should be prioritized (and included) according to: Your current career level (entry-level as opposed to professional) The purpose of your resume The country in which your resume will be distributed Your current career level: If you’re an entry-level candidate with little or no professional experience, your education should be presented immediately after the Qualifications Summary and/or skills area. The reasoning for this is that education is currently your most marketable asset. Here, you would include: GPA (if 3.5 or above) Awards/scholarships Dean’s list Coursework relevant to job search If you’re a professional with five or more years of experience, Education should be listed last on your resume. GPAs, awards or scholarships, and mention of dean’s lists are not generally provided in a professional or executive resume, except for those used for entrance into graduate school programs. The purpose of your resume: Resumes sent to admissions directors for graduate school can list Education before Professional Experience or after, depending upon these factors: If the applicant has just recently completed his bachelor’s degree, it should be listed before Professional Experience. If the applicant has real-world experience related to the graduate degree she is seeking, the Professional Experience should be listed first. The country in which your resume will be distributed: If you are distributing your resume within the US, high school education is not included. The only exception to this rule would be if you’re applying for a job with the federal government. In that case, you would include high school data. When distributing a resume outside the US, then high school education is included. Training: Include all specialized training that is transferable to your new job target. If you have not attended college, include all specialized training in your target field. Hiring managers generally prefer to see some post-secondary education.

Compensation: Outline and Definitions

Compensation is a systematic approach to providing monetary value to employees in exchange for work performed. Compensation may achieve several purposes assisting in recruitment, job performance, and job satisfaction. Highlights
1. How is compensation used?

2. What are the components of a compensation system?

3. What are different types of compensation?

How is compensation used?

Compensation is a tool used by management for a variety of purposes to further the existance of the company. Compensation may be adjusted according the the business needs, goals, and available resources. Compensation may be used to:

• recruit and retain qualified employees.

• increase or maintain morale/satisfaction.

• reward and encourage peak performance.

• achieve internal and external equity.

• reduce turnover and encourage company loyalty.

• modify (through negotiations) practices of unions.

Recruitment and retention of qualified employees is a common goal shared by many employers. To some extent, the availability and cost of qualified applicants for open positions is determined by market factors beyond the control of the employer. While an employer may set compensation levels for new hires and advertize those salary ranges, it does so in the context of other employers seeking to hire from the same applicant pool.

Morale and job satisfaction are affected by compensation. Often there is a balance (equity) that must be reached between the monetary value the employer is willing to pay and the sentiments of worth felt be the employee. In an attempt to save money, employers may opt to freeze salaries or salary levels at the expence of satisfaction and morale. Conversely, an employer wishing to reduce employee turnover may seek to increase salaries and salary levels. Compensation may also be used as a reward for exceptional job performance. Examples of such plans include: bonuses, commissions, stock, profit sharing, gain sharing.

What are the components of a compensation system?

Compensation will be perceived by employees as fair if based on systematic components. Various compensation systems have developed to determine the value of positions. These systems utilize many similar components including job descriptions, salary ranges/structures, and written procedures. The components of a compensation system include:

• Job Descriptions A critical component of both compensation and selection systems, job descriptions define in writing the responsibilities, requirements, functions, duties, location, environment, conditions, and other aspects of jobs. Descriptions may be developed for jobs individually or for entire job families.

• Job Analysis The process of analyzing jobs from which job descriptions are developed. Job analysis techniques include the use of interviews, questionnaires, and observation.

• Job Evaluation A system for comparing jobs for the purpose of determining appropriate compensation levels for individual jobs or job elements. There are four main techniques: Ranking, Classification, Factor Comparison, and Point Method.

• Pay Structures Useful for standardizing compensation practices. Most pay structures include several grades with each grade containing a minimum salary/wage and either step increments or grade range. Step increments are common with union positions where the pay for each job is pre-determined through collective bargaining.

• Salary Surveys Collections of salary and market data. May include average salaries, inflation indicators, cost of living indicators, salary budget averages. Companies may purchase results of surveys conducted by survey vendors or may conduct their own salary surveys. When purchasing the results of salary surveys conducted by other vendors, note that surveys may be conducted within a specific industry or across industries as well as within one geographical region or across different geographical regions. Know which industry or geographic location the salary results pertain to before comparing the results to your company. • Policies and Regulations

What are different types of compensation?

Different types of compensation include:

• Base Pay

• Commissions

• Overtime Pay

• Bonuses, Profit Sharing, Merit Pay

• Stock Options

• Travel/Meal/Housing Allowance

• Benefits including: dental, insurance, medical, vacation, leaves, retirement, taxes...

What are regulations affecting compensation?

• FLSA

Compensation Plans

Develop a program outline.

• Set an objective for the program.

• Establish target dates for implementation and completion.

• Determine a budget.

Designate an individual to oversee designing the compensation program.

• Determine whether this position will be permanent or temporary.

• Determine who will oversee the program once it is established.

• Determine the cost of going outside versus looking inside.

• Determine the cost of a consultant's review.

Develop a compensation philosophy.

• Form a compensation committee (presumably consisting of officers or at least including one officer of the company).

• Decide what, if any, differences should exist in pay structures for executives, professional employees, sales employees, and so on (e.g., hourly versus salaried rates, incentive-based versus noncontingent pay).

• Determine whether the company should set salaries at, above, or below market. • Decide the extent to which employee benefits should replace or supplement cash compensation.
Conduct a job analysis of all positions.
• Conduct a general task analysis by major departments. What tasks must be accomplished by whom?

• Get input from senior vice presidents of marketing, finance, sales, administration, production, and other appropriate departments to determine the organizational structure and primary functions of each.

• Interview department managers and key employees, as necessary, to determine their specific job functions.

• Decide which job classifications should be exempt and which should be nonexempt. • Develop model job descriptions for exempt and nonexempt positions and distribute the models to incumbents for review and comment; adjust job descriptions if necessary. • Develop a final draft of job descriptions.

• Meet with department managers, as necessary, to review job descriptions. • Finalize and document all job descriptions.

Evaluate jobs.

• Rank the jobs within each senior vice president's and manager's department, and then rank jobs between and among departments.

• Verify ranking by comparing it to industry market data concerning the ranking, and adjust if necessary.

• Prepare a matrix organizational review.

• On the basis of required tasks and forecasted business plans, develop a matrix of jobs crossing lines and departments.

• Compare the matrix with data from both the company structure and the industrywide market. • Prepare flow charts of all ranks for each department for ease of interpretation and assessment. • Present data and charts to the compensation committee for review and adjustment.

Determine grades.

• Establish the number of levels - senior, junior, intermediate, and beginner - for each job family and assign a grade to each level.

• Determine the number of pay grades, or monetary range of a position at a particular level, within each department.

Establish grade pricing and salary range.

• Establish benchmark (key) jobs.

• Review the market price of benchmark jobs within the industry.

• Establish a trend line in accordance with company philosophy (i.e., where the company wants to be in relation to salary ranges in the industry).

Determine an appropriate salary structure.

• Determine the difference between each salary step.

• Determine a minimum and a maximum percent spread.

• Slot the remaining jobs.

• Review job descriptions.

• Verify the purpose, necessity, or other reasons for maintaining a position.

• Meet with the compensation committee for review, adjustments, and approval.

Develop a salary administration policy.

• Develop and document the general company policy.

• Develop and document specific policies for selected groups.

• Develop and document a strategy for merit raises and other pay increases, such as cost-of-living adjustments, bonuses, annual reviews, and promotions.

• Develop and document procedures to justify the policy (e.g., performance appraisal forms, a merit raise schedule).

• Meet with the compensation committee for review, adjustments, and approval.

Obtain top executives' approval of the basic salary program.

• Develop and present cost impact studies that project the expense of bringing the present staff up to the proposed levels.

• Present data to the compensation committee for review, adjustment, and approval.

• Present data to the executive operating committee (senior managers and officers) for review and approval.

Communicate the final program to employees and managers.

• Present the plan to the compensation committee for feedback, adjustments, review, and approval.

• Make a presentation to executive staff managers for approval or change, and incorporate necessary changes.

• Develop a plan for communicating the new program to employees, using slide shows or movies, literature, handouts, etc.

• Make presentations to managers and employees. Implement the program.

• Design and develop detailed systems, procedures, and forms.

• Work with HR information systems staff to establish effective implementation procedures, to develop appropriate data input forms, and to create effective monitoring reports for senior managers.

• Have the necessary forms printed.

• Develop and determine format specifications for all reports.

• Execute test runs on the human resources information system.

• Execute the program.

Monitor the program.

• Monitor feedback from managers.

• Make changes where necessary.

• Find flaws or problems in the program and adjust or modify where necessary.

Job Analysis: Overview

Job Analysis is a process to identify and determine in detail the particular job duties and requirements and the relative importance of these duties for a given job. Job Analysis is a process where judgements are made about data collected on a job. The Job; not the person An important concept of Job Analysis is that the analysis is conducted of the Job, not the person. While Job Analysis data may be collected from incumbents through interviews or questionnaires, the product of the analysis is a description or specifications of the job, not a description of the person.

Purpose of Job AnalysisThe purpose of Job Analysis is to establish and document the 'job relatedness' of employment procedures such as training, selection, compensation, and performance appraisal.

Determining Training Needs Job Analysis can be used in training/"needs assessment" to identify or develop:

• training content

• assessment tests to measure effectiveness of training

• equipment to be used in delivering the training

• methods of training (i.e., small group, computer-based, video, classroom...)

Compensation Job Analysis can be used in compensation to identify or determine:

• skill levels

• compensable job factors

• work environment (e.g., hazards; attention; physical effort)

• responsibilities (e.g., fiscal; supervisory)

• required level of education (indirectly related to salary level)

Selection Procedures Job Analysis can be used in selection procedures to identify or develop: • job duties that should be included in advertisements of vacant positions;

• appropriate salary level for the position to help determine what salary should be offered to a candidate;

• minimum requirements (education and/or experience) for screening applicants;

• interview questions;

• selection tests/instruments (e.g., written tests; oral tests; job simulations);

• applicant appraisal/evaluation forms;

• orientation materials for applicants/new hires

Performance Review Job Analysis can be used in performance review to identify or develop: • goals and objectives

• performance standards

• evaluation criteria

• length of probationary periods

• duties to be evaluated

Methods of Job Analysis

Several methods exist that may be used individually or in combination.

These include:

• review of job classification systems

• incumbent interviews

• supervisor interviews

• expert panels

• structured questionnaires

• task inventories

• check lists

• open-ended questionnaires

• observation

• incumbent work logs

A typical method of Job Analysis would be to give the incumbent a simple questionnaire to identify job duties, responsibilities, equipment used, work relationships, and work environment.

The completed questionnaire would then be used to assist the Job Analyst who would then conduct an interview of the incumbent(s).

A draft of the identified job duties, responsibilities, equipment, relationships, and work environment would be reviewed with the supervisor for accuracy. The Job Analyst would then prepare a job description and/or job specifications. The method that you may use in Job Analysis will depend on practical concerns such as type of job, number of jobs, number of incumbents, and location of jobs.

What Aspects of a Job Are Analyzed?

Job Analysis should collect information on the following areas:

• Duties and Tasks The basic unit of a job is the performance of specific tasks and duties. Information to be collected about these items may include: frequency, duration, effort, skill, complexity, equipment, standards, etc.

• Environment This may have a significant impact on the physical requirements to be able to perform a job. The work environment may include unpleasant conditions such as offensive odors and temperature extremes. There may also be definite risks to the incumbent such as noxious fumes, radioactive substances, hostile and aggressive people, and dangerous explosives.

Tools and Equipment Some duties and tasks are performed using specific equipment and tools. Equipment may include protective clothing. These items need to be specified in a Job Analysis. • Relationships Supervision given and received. Relationships with internal or external people. • Requirements The knowledges, skills, and abilities (KSA's) required to perform the job. While an incumbent may have higher KSA's than those required for the job, a Job Analysis typically only states the minimum requirements to perform the job.

Ten Common Mistakes in Resumes and Cover Letters

Steps in getting a new job, get an employer's attention, make sure that your cover letter stands out. Top Ten mistakes that job seekers often make when writing their cover letter, and how to avoid them. Though the cover letter should be an exercise in attention to detail, there are far too many blunders that happen all too often in the job marketplace. The following are the top ten cover letter blunders that you should always make sure to avoid. Committing one of these all too common career crimes is the equivalent of telling the interviewer that you definitely don’t want the job.

Unattractive Layout
One of the first ways to get your resume noticed – for the wrong reasons – is to have a layout that is unattractive or inconsistent. For example, changing the spacing throughout the resume would be one way to achieve this; alternating between capital letters and boldface type to separate sections would be another way. Be sure that your resume is set up to look neat and sharp, and that you follow a consistent design scheme the whole way through.

Inappropriate Stationery
One of the great thing about having a great supply of stationery and writing paper is that it can really say something about who you are as a person. Though this is a great way to express yourself to friends and family, it doesn’t work as well with a potential employer. Save the cutesy flowers and animals for friendly correspondence; write all professional papers on a heavier stock of professional paper.

Too Fancy Fonts
Just like the elaborate stationery that can work against you in business correspondence, employing the use of too decorative fonts can also damage your reputation as a professional and business savvy job seeker. The best font to use is a Times or Arial font. Something basic, and that can be found on almost any word processing program.

Making Corrections
Perhaps it’s the fact that businesses themselves have been becoming more and more relaxed these days, but job seekers seem to take this philosophy to an extreme. Time and time again, candidates seeking employment think it’s okay to make a correction on their resume with white out or – even worse – a pen or pencil. Other candidates have opted for a quick Post-It note explaining the slip-up. If you make a mistake on your resume, go back and make the change directly to the document, and reprint it. There is no excuse for any resume to be less than perfect.

Incorrect Information
When sending out a cover letter, you should always have a specific name of the person to whom it is being sent. One common mistake – and it’s a mistake that can really bother a sensitive interviewer – is finding incorrect information on the cover letter. For example, if the cover letter send to “Chris Jones” reads “Dear Mr. Jones” when Chris is actually Christine. The same goes for incorrect information as it relates to the company name and address. The easiest way to avoid this mistake? Take a moment to give the company a call and double check the mailing address and name and spelling of the person’s name to whom you are sending the resume.

Typos
A major problem that is often encountered when an interview is reading one’s resume is a whole slew of typos. More and more, this type of error (even if the typo is one small one) is becoming enough a reason for interviewers to exclude someone from the running altogether. A quick spell check and a careful edit are two ways in which you can prevent this from happening to you.

Inappropriate Tones
In any sort of business correspondence, job seekers need to walk a distinct line between familiarity and professionalism. The tone of any cover letter should be polite without being obsequious, and professional without being too stiff. Don’t be afraid to show a little bit of your personality, just don’t show it all up front.

Comparisons and Clichés
In everyday language, it is likely that you will hear at least one overused cliché or obvious comparison come out of the mouth of someone you know. As is the nature of such phrases, they only serve to make you sound unoriginal. Avoid using clichés and obvious comparisons when writing a cover letter, as it’s likely that someone else is writing the exact same thing.

No Signature
One of the most important things employers are looking for nowadays is an employee with a great attention to detail. Sending off your cover letter without having signed it is one sure way to assure the interviewer that your attention-to-detail skills are certainly lacking.

Missing Resume
Another sign that a candidate is lacking in the attention-to-detail department: sending a cover letter without a resume. Though it seems like a ridiculous mistake to make, there are far too many people that send out a cover letter and forget to include what is really important here, their credentials.

"5S"

"5S" is a process tool which is used for organizing the work place for good housekeeping.
"5S"was invented in Japan. This stands for five (5) Japanese words that start with the letter 'S': Seiri, Seiton, Seiso, Seiketsu, and Shitsuke.
These are translated in english to fit best to the japanese meaning into a set of five 'S' words as : Sort, Set (in place), Shine, Standardize, and Sustain.
Seiri (Sort ) - Means Tidiness - throw away all rubbish and unrelated materials in the workplace
Seiton (Set) - Means Orderliness - Set everything in proper place for quick retrieval and storage
Seiso (Shine) - Means Cleanliness - Clean the workplace. Concept of as if everyone is a janitor
Seiketsu (Standardize) - Means Standardization - Standardize the processes in such a way of maintaining cleanliness
Shitsuke (Sustain) - Means Discipline - Practice 'Five S' daily - make it a way of life; this also means 'commitment'
Therefore, the key targets of 5S are workplace morale and efficiency. The mantra of 5S is that by assigning everything a location, time is not wasted by looking for things.
5S concept demands for deciding what should be kept, where it should be kept, and how it should be stored.
the benifits are enormous it is used with small group activities like quality circle, kaizen, etc

HUMAN RELATIONS

MAINTAINING Good Human Relations is a personal quality in a person for a social purpose-better understanding and better relationship for cohesive functioning with people. Possessing this human relations quality is the mark of an adult mind.

Human Relations skill is important because of the fact that no man is an island. Even if man considers himself an island and tries to isolate himself, the vast sea of humanity will encircle him. Very often the sea makes its inroads leaving the island no choice but to get submerged in human relationships. Human Relations skill can bring a sea change in every man.

A Human Relations course is an attitude development programme. As a first step toward this development let us believe that a bridge of friendship is better than wall of partisanship. We need to handle people with care and get along with them for personal and common benefits.

Human Relations is:
1. A study of Human Nature
2. Influencing Human Behaviour
3. Ability to get along with people.
4. Selling oneself.
5. Motivating others.
6. Interacting with people, and
7. Perpetuating humanity.

Human Relations can be maintained at several levels. They can be brought under general categories.

1. Human Relations in family life.
2. Human Relations in Social Life.
3. Human Relations in Student Life

To be successful at all levels one should believe:

1. A stranger is a friend not yet met.
2. One can paste everything except broken hearts.
3. Patience is a cousin of humility.
4. No need to confront others as in a tug of war. One can give a long rope to everybody and get them round or let them change gradually.
5. The little touch, a pat or a stroke, brings a great benefit.
6. Admitting one’s mistake is the mark of a great man.
7. One should not generalize without understanding full well.
8. Prejudice is bad.
9. Intolerance is worse.
10. Cheerful disposition in best.

The Basics of Human Relations

1. Remember the names of others and call them by their name affectionately. If they are elders or superiors call them respectfully by the appropriate title.
2. Be a simple person.
3. Don’t get angry too often.
4. Keep smiling.
5. Don’t be too selfish.
6. Behave in a moderate manner.
7. Be concerned with others honestly.
8. Get rid of your own crudeness and misunderstanding.
9. Become a listener.
10. Have a feeling that everyone is good in his/her own way.
11. Congratulate a person on his success and encourage hit when he is disappointed.
12. Help others to succeed.

“The Result of the HUMAN RELATIONS Approach is the minimization of conflict and misunderstanding, the encouragement of the will to collaborate and the promotion solidarity in the social system.”

Retention Tools

1. Offer fair and competitive salaries. Fair compensation alone does not guarantee employee loyalty, but offering below-market wages makes it much more likely that employees will look for work elsewhere. In fact, research shows that if incomes lag behind comparable jobs at a company across town by more than 10 percent, workers are likely to bolt. To retain workers, conduct regular reviews of the salaries you offer for all job titles — entry-level, experienced staff and supervisory-level. Compare your department's salaries with statistically reliable averages. If there are significant discrepancies, you probably should consider making adjustments to ensure that you are in line with the marketplace.
2. Remember that benefits are important too. Although benefits are not a key reason why employees stick with a company, the benefits you offer can't be markedly worse than those offered by your competitors
3. Train your front-line supervisors, managers and administrators. It can't be said often enough: People stay or leave because of their bosses, not their companies. A good employee/manager relationship is critical to employee satisfaction and retention. Make sure your managers aren't driving technologists away. Give them the training they need to develop good supervisory and people-management skills.
4. Clearly define roles and responsibilities. Develop a formal job description for each title or position in your department. Make sure your employees know what is expected of them every day, what types of decisions they are allowed to make on their own, and to whom they are supposed to report.
5. Provide adequate advancement opportunities. To foster employee loyalty, implement a career ladder and make sure employees know what they must do to earn a promotion. Conduct regular performance reviews to identify employees' strengths and weaknesses, and help them improve in areas that will lead to job advancement. A clear professional development plan gives employees an incentive to stick around.
6. Offer retention bonuses instead of sign-on bonuses. Worker longevity typically is rewarded with an annual raise and additional vacation time after three, five or 10 years. But why not offer other seniority-based rewards such as a paid membership in the employee's professional association after one year, a paid membership to a local gym after two years, and full reimbursement for the cost of the employee's uniforms after three years? Retention packages also could be designed to raise the salaries of technologists who become credentialed in additional specialty areas, obtain additional education or take on more responsibility. Sign-on bonuses encourage technologists to skip from job to job, while retention packages offer incentives for staying.
7. Make someone accountable for retention. Measure your turnover rate and hold someone (maybe you!) responsible for reducing it. In too many workplaces, no one is held accountable when employees leave, so nothing is done to encourage retention.
8. Conduct employee satisfaction surveys. You won't know what's wrong ... or what's right … unless you ask. To check the pulse of your workplace, conduct anonymous employee satisfaction surveys on a regular basis. One idea: Ask employees what they want more of and what they want less of.
9. Foster an environment of teamwork. It takes effort to build an effective team, but the result is greater productivity, better use of resources, improved customer service and increased morale. Here are a few ideas to foster a team environment in your department: • Make sure everyone understands the department's purpose, mission or goal. • Encourage discussion, participation and the sharing of ideas. • Rotate leadership responsibilities depending on your employees' abilities and the needs of the team. • Involve employees in decisions; ask them to help make decisions through consensus and collaboration. • Encourage team members to show appreciation to their colleagues for superior performance or achievement.
10. Reduce the paperwork burden. If your technologists spend nearly as much time filling out paperwork, it's time for a change. Paperwork pressures can add to the stress and burnout that employees feel. Eliminate unnecessary paperwork; convert more paperwork to an electronic format; and hire non-tech administrative staff to take over as much of the paperwork burden as is allowed under legal or regulatory restrictions.
11. Make room for fun. Celebrate successes and recognize when milestones are reached. Potluck lunches, birthday parties, employee picnics and creative contests will help remind people why your company is a great place to work.
12. Write a mission statement for your department. Everyone wants to feel that they are working toward a meaningful, worthwhile goal. Work with your staff to develop a departmental mission statement, and then publicly post it for everyone to see. Make sure employees understand how their contribution is important.
13. Provide a variety of assignments. Identify your employees' talents and then encourage them to stretch their abilities into new areas. Do you have a great "teacher" on staff? Encourage him/ her to lead an in-service or present a poster session on an interesting case. Have someone who likes planning and coordinating events? Ask him to organize a departmental open house. Know a good critical-thinker? Ask him/ her to work with a vendor to customize applications training on a new piece of equipment. A variety of challenging assignments helps keep the workplace stimulating.
14. Communicate openly. Employees are more loyal to a company when they believe managers keep them informed about key issues. Is a corporate merger in the works? Is a major expansion on the horizon? Your employees would rather hear it from you than from the evening newscast. It is nearly impossible for a manager to "over-communicate."
15. Encourage learning. Create opportunities for your technologists to grow and learn. Reimburse them for CE courses, seminars and professional meetings; discuss recent journal articles with them; ask them to research a new scheduling method for the department. Encourage every employee to learn at least one new thing every week, and you'll create a work force that is excited, motivated and committed.
16. Be flexible. Today's employees have many commitments outside their job, often including responsibility for children, aging parents, chronic health conditions and other issues. They will be loyal to workplaces that make their lives more convenient by offering on-site childcare centers, on-site hair styling and dry cleaning, flexible work hours, part-time positions, job-sharing or similar practices. For example, employees of school-age children might appreciate the option to work nine months a year and have the summers off to be with their children.
17. Develop an effective orientation program. Implement a formal orientation program that's at least three weeks long and includes a thorough overview of every area of your department and an introduction to other departments. Assign a senior staff member to act as a mentor to the new employee throughout the orientation period. Develop a checklist of topics that need to be covered and check in with the new employee at the end of the orientation period to ensure that all topics were adequately addressed.
18. Give people the best equipment and supplies possible. No one wants to work with equipment that's old or constantly breaking down. Ensure that your equipment is properly maintained, and regularly upgrade machinery, computers and software. In addition, provide employees with the highest quality supplies you can afford. Cheap, leaky pens may seem like a small thing, but they can add to employees' overall stress level.
19. Show your employees that you value them. Recognize outstanding achievements promptly and publicly, but also take time to comment on the many small contributions your staff makes every day to the organization's mission. Don't forget — these are the people who make you look good!

WONDERFUL EIGHT GOLDEN RULES

Here are eight golden rules for instigating change in people without giving them a hard time about it:

1. Begin with praise and honest appreciation

It is always easier for any one of us to accept criticism after we've received some praise. So if you wish to criticize, do it after you've given the person some honest praise and appreciation. A manager noticed that his secretary was in the habit of not coming to work on time. He had also noticed that she is always very presentable in appearance. So he started, "you always dress very nicely, you do our company's image a lot of good." The secretary blushed and was flattered. He then said, "I would just appreciate it if you were more punctual." And from that day on she was as sharp as a clock.

2. Call attention to people's mistakes indirectly

It is a normal human trait to not take criticism easily, but there is a way by which you can criticize and not be hated for it. That way is to criticize indirectly. A sales manager saw one day that his sales force in the store were chatting among themselves and didn't notice the woman that was waiting to be served. He did not call on them but rather served the lady himself and handed them the purchase to be wrapped. They got the message very clearly and appreciated his manner in dealing with the matter. Another manager wanted to keep three employees from smoking indoors. He bought each one an expensive cigar, and handed the cigars to them while they were smoking. They were very happy with the gift. He then said, "could you just please smoke them outside?" Naturally, they never smoked indoors again.

3. Talk about your own mistakes before criticizing

Another way to help people accept their mistakes and try to change is by humbly admitting that you yourself are not flawless. Before bringing their attention to their fault, mention the similar faults of your own. An engineer's secretary used to often type his letters with spelling mistakes. Until one day when he received a letter that had mistakes, he sat her down and said, "being an engineer, I was never noted for my English skills, but because our letters give an impression about us I had to pay close attention to changing that fact about me. I started carrying around a pocket dictionary." They sat together and fixed all the spelling mistakes in that letter, and ever since she made significantly less spelling mistakes.

4. Ask questions instead of direct orders

People tend to dislike taking orders. A very successful businessman was noted by his workers for never telling someone "do this", or "don't do that." He would always say things like, "you might consider…" or "what do you think about…" or "do you think this would work?" Asking questions like that and not giving orders saves a person's pride and gives them a feeling of importance. It encourages cooperation instead of rebellion.

5. Don't hurt a person's pride

At a business meeting once an employee was to present a report to her boss and co-workers. She had made a mistake in her research and mentioned it and told everyone that the research needed to be redone. Her manager could have scolded her and criticized her mistake and hurt her pride in front of everyone present. Instead, he said, "It is not unusual to make mistakes when working on a new project, I have confidence that the next report will be accurate and reliable, and I know that this mistake was due to lack of experience and not lack of ability." The woman walked out of the meeting determined to never let her boss down again. Even when someone is definitely wrong, you will only destroy their ego by hurting their pride.

6. Praise the slightest improvement and be specific

When an employee has done a good job or improved in any way, take the time to recognize his or her efforts. Be specific, point out what it is exactly that made their work superior. Everybody likes to be praised but when it is specific it comes across as sincere, and not just something another person is saying to make one feel good. Sincere and specific praise can work as an exceptional motivator.

7. Give the person a reputation to live up to

When you have something to ask of someone, start by giving them a reputation to live up to. A sales person had finished an unsuccessful sales call with an existing client about a new product. He was very upset. He went back and said, "Since I left this morning I realized I did not give you the entire picture and I would appreciate some of your time to tell you the points I omitted. I have respected the fact that you are always willing to listen and are big enough to change your mind when the facts warrant a change." Naturally, he was granted another hearing.

8. Make the fault seem easy to correct

If you ever tell an employee that they are doing everything wrong or that they are stupid at doing a certain thing, then you've destroyed every chance that this person tries to improve. However, if you encourage them and tell them that it is easy and that they just need to develop the knack for it and show them you have faith in their ability, then they will try ten times as hard to do it right.

These rules don't guarantee that you will always get people to do the things you want but they sure will increase you chances. Again, and it cannot be stressed enough, all these rules must be applied with sincerity. That is the only way they can be effective.

50 Best Places to Launch a Career

Three accounting firms top BusinessWeek's second annual ranking of the "Best Places to Launch a Career." Deloitte & Touche moved from third in last year's list to first in this year's list, followed by PricewaterhouseCoopers and Ernst & Young.

BusinessWeek said the accounting firms did well because the Sarbanes-Oxley Act and other new accounting rules have greatly increased the demand for accountants.

1. Deloitte & Touche

2. PricewaterhouseCoopers

3. Ernst & Young

4. IBM

5. Google

6. Microsoft

7. Walt Disney

8. Accenture

9. Lockheed Martin

10. Teach for America

11. KPMG

12. General Electric

13. Goldman Sachs

14. Boeing

15. Abbott Labs

16. Merrill Lynch

17. JPMorgan Chase

18. BP America

19. U.S. State Department.

20. General Mills

21. Hyatt

22. Capital One

23. Peace Corps

24. Johnson & Johnson

25. Macy's

26. Enterprise Rent-A-Car

27. Northrop Grumman

28. Raytheon

29. Exelon

30. Prudential

31. Lehman Brothers

32. Eli Lilly

33. Vanguard

34. UPS

35. L'Oreal USA

36. Harrah's Entertainment

37. Travelers

38. Verizon

39. Chubb

40. Intel

41. Wells Fargo

42. UBS

43. Philip Morris

44. St. Jude Medical

45. Marriott International

46. Sprint

47. New York Life Insurance

48. Kohl's

49. Merck

50. CIA

TO START AN NEW COMPANY

Process 1 :There must be minimum two Directors .
Process 2 : To make company registration, you need to have DIN Number for Both Directors.
DIN – DIRECTOR IDENTIFICATION NUMBER.
Process 3 : After getting DIN number, Please get the knowledge about , is there any Agency in your place they are doing ROC and e-filing. If there, go and get information about DSC .
ROC – REGISTRAR OF COMPANIES.
DSC – DIGITAL SIGNATURE.
Process 4 : Digital Signature means, You need to DSC for any one Director to have the authority for all process and functions in the company.
If you consult with auditor for DSC, he will explain whole process and how to get In their site ?
DSC – This Kit having One CD and One USB Token. ( Keep it very safe and secure).
If want more details about DSC, log on to www.mca.gov.in
MCA – MINISTRY OF CORPORATE AFFAIRS.
Process 5 : After finishing all process, Please to MCA21 nearby to your place for further guidelines. They need the following documents like DIN of both directors, DSC kit. They will guide you to make further step of Making Form 1A .
FORM 1A – This form refers to the Both Directors Details ( Full name, Father Name, Present & Permanent Communication address , etc . and In that form there should be 6 options for naming of the company . Please fill the company name along with the Process. (for eg: Ramco Technologies Pvt. Ltd. Here, Ramco is the company name and Technologies is the Process ( software process) , Pvt is the Private company. Like that you need to give 6 different names option. Next, The Authorised capital for your company have Rs. 1 Lakh.
To have to see the Form 1A . go to www.mca.gov.in , there you see the Download E-forms with Logo blinking ( red & Green).Form 1A should be in the format Pdf. After filling all the details in the Form 1A , please consult with MCA21 person, they ask you to save Pdf file in you system. After that, they will ask you DSC kit for usb token.
After that, the Prcoess will be finished and send the Pdf document for www.mca.gov.in for Name registration.
For Name registration, the Process time will 24-48 hours time, you will get to know the details by surfing you mail.
After name Registration successfully completed, You need go for Form 16 and Form 32.
Finally, if all process mentioned above completed. Please consult with one genuine auditor for further process.
Process 6 : The auditor ask us to Make memorandum of Articles ( MOA) .It means, MOA should have details about our company ‘s nature of work etc.. If the company has already started before, you need to furnish previous ledger , accounts, transactions, bank statement , vendor details, client detail etc to the auditor.
FEE STRUCTURE :
DIN – We can create DIN No. for our director at our side. Suppose, if you consult with the auditor , they will charge Rs. 500 /- for each direcor.
DSC – You need get the CD from Agency of ROC for the amount of Rs. 2100 / -approx. for one year. For two year, Rate should differ. After one year, you need to reneval in the same ROC agency.
FORM 1A – Free of cost, consulting with MCA21 .
MOA & Extra – Auditor’s choice , depends upon their opinion and your company work. Approx Max . 20,000 /-.
What is the making use of Company to be registered?
Without Registration, we cannot run a company for long time. Suppose, if you have a client in abroad , he needs to know about your company . Without registration, he doesn’t get any information or knowledge about your company until unless in the website.
For Getting Bank Loans for Company infrastructure and company needs , the bankers should think and process should take long on behalf of company registration.
To getting more business from client, you need to do registration then only it will get display in website, blog, banner, event, public etc…
To make salary account for your employee, the minimum payroll in your company should have 20 .

Sixways to shoot yourself in the foot during a job interview

You may have had the experience of returning from an interview glowing with the knowledge that you nailed it. Then, you wait weeks for someone to return your calls, only to find out that you missed the mark. It may be that you were simply beat out by a more qualified candidate. However, it could be that you made a mistake somewhere along the line that knocked you out of contention. Here are six big gaffes to avoid.

1 Discussing pay too early - Temp jobs aside, if you're really not just out there for the money, asking about pay right away is going to make any other questions you ask sound conniving and insincere. Unless the subject comes up, don't wade into the issue of money in the first interview. You can talk about it after you impress the employer enough for a second interview.

2 Talking tech to non-techies - Feel free to discuss what you know, but remember: If you're talking to non- technical managers or human resources representatives, you're not going to impress them with talk about life in the trenches. Answer questions about your work history briefly and keep the tech comments to a minimum until you know the history of the company and the people involved in the hiring process. If you have questions about the technology in use at the site, keep your questions specific and relevant to the position you're applying for.

3 Ranting about your philosophy - Maybe you hate Bill Gates, Windows XP, and the whole Microsoft Office Suite—but keep it to yourself. Spouting off about your tech philosophy can ruin your chances at the position. Chances are, you'll work with people who need your help with a product you don't like, so you don't want to blast the tools you will likely be using and supporting. If you're asked your opinion about a product, be honest, but don't preach or rant. The interviewer probably just wants to see how you respond to such questions.

4 Climbing the advancement ladder in the interview - If you're joining the ranks of a company, the last thing the interviewer wants to hear is, "How fast can I get out of this job?" Don't ask about opportunities for advancement until the second or third interview. If you're joining a company just to advance into another position, silence is golden. Keep it to yourself unless the interviewer asks or unless it is somehow already known and planned that you'll be on a rapid advancement path. Remember that what you say now can come back to haunt you later. You don't want to brag to someone who might be under your wing after a promotion. And you never know what may happen if you get the job. Learn to accept and adapt, and above all, be happy you have a job.

5 Allowing electronic interruptions - Cell phone and pager etiquette might seem a trivial thing to those who are hooked up, but you can kiss any job opportunity goodbye if you interrupt an interview to take a telephone call, especially if the human resources representative has a low tolerance for personal digital devices. Only if you are exchanging information by invitation should you reveal the fact that you carry a PDA. If you wear it on a belt loop or somewhere that is exposed, lose it, along with any other electrical device hooks and loops, and store them in pocket, purse, or briefcase. If you can't spare the time away from the rest of the world to do an interview, why are you applying for the job? If you think getting rid of electronic communications devices isn't important, just ask any human resources rep who has had a person answer a cellular phone during a job interview. Then ask whether the person got the job.

6 Neglecting to send a follow-up thank you - Beyond thanking your interviewers for their time as you leave, it's vital that you follow up in written form. If the competition for a position is tight, a thank-you note can mean a lot. If the manager is slow to hire, the arrival of your note can serve as a reminder about the candidate who's awaiting the manager's next move. Just after you've completed the interview, take note of anything specific you discussed and make a point of referencing it in your letter. Even a nice greeting card is better than nothing. It may seem like a small detail, but the experts will tell you that this tried-and-true tactic really makes an impact.

What Does "Strategic" HR Really Mean

While buzzwords come and go, basic blocking and tackling remains consistent. For HR professionals to ensure people are engaged, excited and energized, they must proactively practice strategic HR.
"Strategic HR" is today's buzzword, which in the past might have been "TQM," "Six Sigma" or "The Toyota Model."
While buzzwords come and go, basic blocking and tackling remains consistent. For HR professionals to ensure people are engaged, excited and energized, they must proactively practice strategic HR.
Strategic HR means thinking two steps ahead, while remembering the past and preserving the core. Often HR professionals have many areas they are responsible for, from benefits administration to training and development and everything in between.
From a time-management perspective, it is important to set time aside to critically think about strategic HR. It's a matter of envisioning what it will take two to five years down the road for one's HR department to not only be acceptable but exceptional. Operating on the wings of mediocrity no longer will cut it in today's highly competitive global economy.
The first step to having a strategic HR department, one that sits at the board table and is welcomed with open arms for new ideas and innovations, is to raise awareness. This means we need to ask some basic questions, the answers to which will elicit new ideas, perhaps raise an eyebrow or two and generally stir the pot of creativity. The end result is strategic HR where internal human capital and external business benchmarks are exceeded time and time again.
A great example is a company I'm familiar with, as its HR director. Snavely Forest Products. In the beginning, training was primarily for senior management and did not reach critical mass. Upon being hired, my responsibility was to generate thought-provoking questions and engage the executive committee to critically think about our training program in the long term. The endgame was to develop our next-generation leaders. With the end in mind, we asked questions like:
1. What is the meaning of training for our company? 2. What are we doing right currently? 3. Where are we missing the boat today? 4. How are we going to get from A to Z? 5. How much is training going to cost us? 6. What is our long-term outlook on training? 7. How will we measure the ROI of training?
The outcome was SFP University (Snavely Forest Products University). SFPU targeted "up and comers" in the beginning, for a period of two years, with quarterly face-to-face sessions, reading in between, report writing, presentations, internal and external trainers and a focus on our ROI.
The next phase of SFPU focused on engaging the rest of SFP in training. All divisions were given a poster explaining in brief the different ways employees could access SFPU, from invitation-only programs to volunteer-type programs. In addition, each division was given a form that basically asks for employee's interest in training and need that the training will meet.
Needs were defined in terms of adding value to the bottom line - increased productivity, cost saving, product enhancement and/or service quality improvement. The form also has a space for their general manager and the employee to sign off on prior to the form going to HR. This step was important because it was valuable to ensure the employee and general manager are on the same page, increasing employee engagement.
From there, the form would be given to human resources. HR would then have a conversation with the employee and general manager to then create a customized training that meets specific needs, while flexible enough to meet dynamic training needs of larger groups with a common need.
The example above is basic. In reality, strategic HR is all about getting back to basic blocking and tackling. It shouldn't be rocket science. Yes, we're dealing with people, but we're not putting a man on the moon.
It's up to us as HR professionals to leverage individual and collective talent. As "Good to Great" author Jim Collins says: "It's all about putting the right people on the right bus in the right seats at the right time."
Strategic HR is a powerful tool that leverages significant opportunities for HR departments of one person up to HR departments of hundreds to get the job done in not only an acceptable way, but an exceptional way.
Being a winner in HR need not be complex. Armed with some basic strategies, common sense and an ability to ask the right questions, HR professionals can quickly position their departments for long-term, strategic success.

Circular

A circular was found in one of the office notice boards
Dear Staff, Please be advised that these are NEW rules and regulations implemented to raise the efficiency of our firm.

TRANSPORTATION: It is advised that you come to work driving a car according to your salary. a) If we see you driving a "Honda", we assume you are doing well financially and therefore you do not need a raise. b) If you drive a 10 year old car or taking public transportation, we assume you must have lots of savings therefore you do not need a raise. c) If you drive a Pickup, you are right where you need to be and therefore you do not need a raise.

"ANNUAL LEAVE". Each employee will receive "52 Annual Leave" days a year. (Wow! said 1 employee). They are called "SUNDAYs".

LUNCH BREAK: a) Skinny people get 30 minutes for lunch as they need to eat more so that they can look healthy. b) Normal size people get 15 minutes for lunch to get a balanced meal to maintain their average figure. c) Fat people get 5 minutes for lunch, because that's all the time needed to drink a Slim Fast and take a diet pill.

SICK DAYS: We will no longer accept a doctor Medical Certificate as proof of sickness. "If you are able to go to the doctor, you are able to come to work."

TOILET USE: Entirely too much time is being spent in the toilets. a) There is now a strict 3-minute time limit in the cubicles. b) At the end of three minutes, an alarm will sound, the toilet paper roll will retract, the door will open and a picture will be taken. c) After your second offence, your picture will be posted on the company bulletin board under the "Chronic Offenders" category. d) Subsequent pictures will be sold at public auctions to raise money to pay your salary.

SURGERY: As long as you are an employee here, you need all your organs. - You should not consider removing anything. We hired you intact. - To have something removed constitutes a breach of employment.

INTERNET USAGE: All personal Internet usage will be recorded and charges will be deducted from your bonus (if any) and if we decide not to give you any, charges will be deducted from your salary.

"Important Note": Charges applicable as Rs.20 per minute as we have 4MB connection. Just for information, "72% of staff "will not be entitled to any salary for next 3 months as their Internet charges have exceeded their 3 months salary. Thank you for your loyalty to our company. We are here to provide a positive employment experience. Therefore, all questions, comments, concerns, complaints, frustrations, irritations, aggravations, insinuations, allegations, accusations, contemplation, consternation and input should be directed elsewhere.

Understanding Boss Psychology

It is a fact that people lose jobs most often because they have not been successful in satisfying the demands of their boss. They lose out because of faulty boss relations; because they lack an understanding of " boss psychology." Of course I do not mean here to suggest that the reader needs to turn into a psychologist in order to be able to deal with his/her boss, but to understand both the motives and personal traits that drive bosses behaviors and attitudes.

By working "with" your boss you can become free to move ahead and not become lost in the the great unknown depths of the business world. Work becomes more pleasant and you become more productive. You gain more satisfaction because you are able to record more achievements. It all becomes possible by using one of your greatest assets - your boss.

Here are few tips to help you plan ahead how to make yourself indispensable to your boss as part of his team; how to eliminate unnecessary daily conflicts that consumes your energy in unproductive activities:

First - you need to change your concept of being a "boss" as well as being "bossed." These are different roles that can be enjoyed "if" well played. It requires understanding on the part of both the boss and the subordinate that one role cannot be effectively played without the other role being deli gently played to comp element the other. That are demands for each role, and these demands can only be completed if integration of the other role is accomplished. It is then, a give and take relationship that need to be sustained if we want to create an attractive, motivating work environment.

Second - Avoid hostility, harshness, and friction with your boss. Difference in personalities will sure cause some frictions, but these should not be taken personally. They need to be interpreted against the situation that created them. If we believe that there are more than one way to create a mutual understanding and "empathy". Uncontrolled "perception" would always result into misinterpretation of behavior, resulting in turn into more friction and conflict, which makes the workplace "a fighting arena" of winners and losers.

Third - Help your boss become a better manager. This mean "accepting" the other with a belief that regardless of our being different, we still can work together. Personal defects are more felt among Friends, but in the workplace these can be accepted as long as they do not influence our performance. Do not try make your boss look bad before others, especially his superiors. He/she has got more "power" to settle accounts making your life miserable. Learn how to "invest" in your boss by educating him/her without even hinting you do.

Fourth - Develop a daily "game plan" to make it possible to stress positive thoughts, good emotional balance, and be in charge of yourself. You need to "sell" you ideas without being "pushy" or aggressive. Your tool would be "persuasion" not "power". Remember, you cannot impose on your boss. He can.

Fifth - Put your entire group - in addition to your boss - to work for you. Make them feel that your are a valuable asset to the team. This relies mainly on your ability to exert effort to be helpful and cooperating whenever you can. Enhancing your interpersonal skills of communication and negotiation would help become most effective in this area.

Sixth - Have an eye on becoming a boss yourself. Invest in yourself. Do not leave a chance to learn from your mistakes as from your successes. Always ask yourself:"What are the things that I do not like in my boss, and that I am going to avoid when I become one?"
Your biggest challenge though would be dealing with an insensitive boss. A boss who is too much results oriented. Bosses of that kind are usually inconsiderate to their people's needs. You need here to work winning ways to gain their attention and recognition. Allow enough time and work systematically to develop an interactive relationship with a boss of that kind until you win his/her respect.

Getting What You Want

The first step to getting what you want in life is knowing what you want. This may sound obvious, but a surprising number of us are going through life without really coming to terms with the truth of what we want. There are many reasons for this, and they range from parental influences that curb our imaginations to external factors that curb our ability to take action. We may feel that getting too caught up in exploring our deepest desires is wasted energy when it seems we want things beyond our grasp. This is a very practical attitude and has its benefits, but it can be safely balanced with a more imaginative and unlimited approach to the question of what we want.

Perhaps you are 40 years old and find within yourself a desire to be a ballet dancer. You see the impracticality and seeming impossibility of this idea, so you reject it without exploring it. But perhaps you should allow yourself to feel this desire and perhaps even take a dance class. Allowing yourself to participate in ballet in small ways may provide inspiration that leads you in a new direction in life. And time spent doing what you want to do is never wasted because it generates energy that can fuel the rest of your life.

You can begin to uncover and discover what you want by doing a simple, timed writing exercise. Set your timer for 15 minutes and write without stopping, starting every sentence with the words "I want." Writing without stopping for a set period of time enables your inner voice to override your inner censor and helps to unearth buried dreams. It also creates a feeling of relief in the mind, heart, and body. This exercise can also be practiced orally, alone or in the company of a friend. You might try doing this exercise every morning for a week, looking back at the end of the week to see what has come up. Sometimes the simple act of expressing a want actually releases it, while other yearnings retain their energy, asking us to pay attention. When we pay attention to what we want, we are that much closer to getting it.

How to…lead your boss

There was a time when our line managers had done our job, had come through the ranks and therefore knew more than we did. But no longer. In these days of instant communication, globalisation and ever-increasing customer demands, we are all required to be adaptable, responsible, and accountable. Organisations are more complex, careers typically span several organisations, and we are much more able to change our career focus.

Against this background, upward leadership (by which I mean leadership of one's boss, rather than in the traditional sense of leadership of one's team members) assumes much greater significance, yet it is a topic that is rarely discussed and debated. With the demands of the marketplace getting steeper, and the speed of change - technological or otherwise - getting faster, it's not feasible for our line managers to know everything. It is increasingly up to us to lead them. Doing so is not easy, but there are ways to make the task less daunting.

1 UNDERSTAND THE ORGANISATION AND ITS CONSTRAINTS

All organisations have rules and ways of doing business, written and unwritten. Make sure you understand what they are and why they are there. You'll save yourself time and effort as it allows you to concentrate on the areas where you can make a real difference. Understanding the rules of the game will make upward leading much easier. But remember to remain positive and proactive, even if a change you think is desperately needed seems a long time coming.

2 UNDERSTAND YOUR BOSS

Know what makes your boss tick, what matters to them, what keeps them awake at night, what their wider interests are and what pressures they are under. If you merely bang on about your own issues without understanding the wider ramifications to your boss, then you won't get very far. When you understand what motivates your boss, judging how to lead them is much easier.

3 BUILD A REAL RAPPORT

If there's one thing that makes all the other tips hang together, then it's this one. You don't have to like your boss, but (if you know what makes them tick) you can still build a rapport. Earn their trust too, by delivering what is expected of you and by being open and honest. Make sure you are really good at what you do so that your boss respects what you do. Give your thoughts and ideas freely without expecting anything in return - you'll actually get lots back by doing so.

4 LINK YOUR IDEAS TO BUSINESS BENEFITS

Make sure that your proposals have a business spin-off in terms of the bottom line or in the way people work. The extent to which you do this depends on your boss's particular style - how do they like their information? Are they interested in the idea or the outcome, the people or the bottom line? Find out and adapt to their style so that you can influence them in the areas they really care about.

5 DEAL WITH FACTS

Leaders need truth, fact and reality if they are to make sound decisions. Often the truth is hidden from our managers because we are afraid of the impact it may have. What we're actually saying when we do this is "we don't think that you can stand the truth" and in doing so we belittle and demean them. What we need to do is to be straight, and raise concerns in the appropriate way. The alternative (being underhand) will eventually backfire.

6 DELIVER SOLUTIONS, NOT PROBLEMS

You won't earn your boss's respect by bringing them all your problems. While they might like solving a crisis (some really enjoy the challenge), over time they'll come to resent the fact that you're eating into their time and giving them more work. They'll also wonder whether you're really up to the task. So, go to them with solutions and recommendations, backed up by the impact that your recommendations will have on the business.

7 AIM TO WORK AS A PARTNERSHIP

There are things that your boss will do better than you, and others where you're the expert. Work as a partnership by identifying with your boss what you are good at and agreeing the freedom that you have to operate. Become a team and develop an atmosphere that allows for an open and frank exchange of ideas. Once you've identified your boundaries, your own task will be much easier. However, remember to keep your boss informed. Keep them in the dark and there's a much greater chance that they will become concerned and start reeling your freedom back in.

8 LISTEN

It's been said that what every employee needs is a damn good listening to! That includes your boss, so be prepared to spend time to use your questioning skills and really listen to them. What are they going to be judged by? What pressures are they under? How can you help them? How do they like to be kept informed? Are they happy to delegate or do they do it simply because they are expected to? These are all questions to ask which will make leading them much easier.

9 STICK TO YOUR ****

Keep on going with those things that you truly believe in. Stick to your values and your boss will appreciate your input and recognise that you are not merely saying what you think he/she wants you to say. This is the most valuable service you can provide and any boss worth working for will rate this highly. Make sure that your input is for the benefit of all and for the company, and remember that humility is a great asset. Don't be afraid to admit when you've got something wrong. If people know you, they'll realise that your actions were for the right motive and you'll earn their respect if you admit mistakes. Key points • Understand the organisation and its constraints in order to work out how you can make a real difference. • Concentrate on the things that are within your influence. • Understand your boss, their learning style and how they like information passed to them. • Link your contribution to the bottom line. • Build a real rapport with your boss so you can speak openly and honestly with them. • Deliver solutions, not problems.

OFFICE WEAR

Someone once said, "If you have more pairs of shoes than feet, it's a complete waste!" In this day and age of power dressing, that someone would be downright wrong. Especially when it comes to the subject of corporate footwear. Here are a few tips that will help you go beyond that work footwear faux pas.

For Women:
Ladies who prefer skirt or pant suits should opt for closed toe shoes in a contrasting colour. Stiletto heels give a more corporate look to your attire, but you could also experiment with kitten heels and the like. Open toed stiletto heels with ankle straps are a strict no-no. Shoes like these fall under the 'party wear' category. Black is the most preferred colour when it comes to women's shoes, but ladies can also try and match their shoes with the colour of their pants/skirts. You can experiment with crèmes, beiges and browns.

For Men:

Men should stick to the more traditional colours such as blacks and browns. It is also advised that men generally try to match the colour of their shoes with their belt. Dark coloured socks are generally the norm. Make sure that the elastic has not worn out to prevent them from gathering around your ankles. For both, men as well as women, the material of the shoes should generally be patent leather or suede.

BUSINESS CASUALS DRESS CODE

What Is Business Casuals?

It is quite simply a dress code that enables employees to project a professional, business-like image while experiencing the comfort advantages of more casual and relaxed clothing.

What Not To Wear

Because all casual clothing is not suitable for the office, these guidelines will help you determine what is inappropriate to wear to work. Clothing that reveals too much cleavage, your back, your chest, your feet, your stomach or your underwear is not appropriate for a place of business, even in a business casual setting. Even in a business casual work environment, clothing should be pressed and never wrinkled. Torn, dirty, or frayed clothing is unacceptable. Clothing that works well for the beach, yard work, dance clubs, exercise sessions, and sports contests may not be appropriate for a professional appearance at work. What Works For Work Here is a general overview of acceptable business casual attire.

Slacks that are made of cotton or synthetic material pants, wool pants, flannel pants, and nice looking dress synthetic pants are acceptable. Casual dresses and skirts, and skirts that are split at or below the knee are acceptable. Dress and skirt length should be no shorter than four inches above the knee, or a length at which you can sit comfortably in public. Casual shirts, golf shirts, dress shirts, sweaters, tops, and turtlenecks are acceptable. Most suit jackets or sport jackets are also acceptable attire for the office.

Loafers, boots, flats, clogs, conservative athletic shoes, sneakers, dress heels, and leather deck shoes are acceptable. Wearing no stockings is acceptable if the look is appropriate to the outfit. Jewelry, makeup, perfume, and cologne should be in good taste. Avoid visible body piercing only pierced ears are acceptable. Hats are not appropriate in the office. Head covers that are required for religious purposes or to honour cultural tradition are allowed.

CREATE AN EXECUTIVE WARDROBEE

Are you undecided on how to get the suave, dapper look at your new job? Corporate dressing is not about large purchases but paying attention to details while operating on economical costs. Here are a few ways to get that chic, smart look with a shoe string budget (literally)!

When in Rome...

As far as possible design a wardrobe on similar lines that are being followed by co-workers and colleagues. If you are new to the organization it would stand you in good stead to follow precedence than set trends...just yet! Dress codes have started relaxing the world over and power dressing is as obsolete as Friday dressing, so do bear the general trend in mind too.

Avoid Flamboyancy

It is safer to opt for conservative styles instead of going in for flamboyant versions. Mixing and matching with a basic wardrobe will stand you in good stead.

What you really need *

At least one business suit (if you can afford a second one, nothing like it). Greys and blues (the darker versions are the safest bets.

* Get at least two blazers preferably in light, non-wrinkle fabric that is easy to maintain.

* Try and include at least three sets of formal trousers in your corporate wardrobe.

* At least one white shirt is a de rigueur for a corporate wardrobe.

* Avoid flamboyant ties and those with large prints of cartoon characters.

* Solid ties are the best options. * There is no replacing the charm and elegance of a fine pair of brown shoes.