Monroe Personnel Service, LLC & Temptime, like many recruiters, receives a large amount of resumes from candidates every day, making it impossible to read all of them carefully. Even if a candidate has significant accomplishments in his or her career, that candidate could still be easily passed over. With such a high volume of resumes, getting a recruiter’s attention is the key to get a job offer.
So how should candidates do this? Chelsea Gladden raised pertinent tips in the following article.
4 Tips To Make Your Resume Stand Out
By Chelsea Gladden, Mashable
There it is: a stack of 150 resumes, received in the first hour of posting a job, piled up in the hiring manager’s email inbox. How will you stand out? These four tips for creating an effective, well-organized resume, should help you stay at the top of the pile and in the top of the hiring manager’s mind.
1. Stick To a Standardized Font
For most positions, HR reps just want a resume they can read and that captures the skill sets they are looking for. Fonts such as Times New Roman and Georgia are your best bets for making it readable, as well as a 10- to 12-point size. Acceptable sans-serif fonts include Arial and Tahoma. Whichever your choice, make sure to stick to one to keep it presentable versus using a few different fonts that can crowd the page and make you appear disorganized. On the other hand, if you are applying for a creative position such as graphic design, your resume will likely be expected to bend the rules and show your creative pizzazz.
2. Keep Important Points at the Top
Assume a hiring manager is going to skim your resume quickly, in 15 to 20 seconds, and will concentrate mainly on the top half (much like you might skim the headlines in a newspaper). They will want to see immediately that your experience is a fit instead of tossing out your resume to get to the next in the pile because they didn’t see that you are a match. Highlight your most relevant skills and experience first and then work your way down to other pertinent information. The following resume subheadings could be included: Contact Info, Summary of Core Qualifications, Relevant Work Experience, Relevant Volunteer and Other Experience, Education and Honors & Awards.
3. Don’t Be So Stiff
Resumes are not just a showcase of your experience and skills, but also of your personality. Speak with confidence and ease when describing your accomplishments. Try to come across as friendly and open, professional but personable, and super-knowledgeable in your field to add depth and interest to an otherwise rather boring document.
4. Clean Up Your Resume Regularly
Again, go for a resume that will be easy on the eyes and is formatted well, with plenty of white space. Attempt to keep it to one page (or two pages if you have more than five years experience in your field) and be absolutely certain there aren’t typos or grammatical errors — these will instantly land your submission in the trash. Be sure to review your resume often and make changes and updates as needed. There’s nothing like a last-minute job application and an outdated resume that gets a too-quick scrubbing instead of an in-depth cleaning to derail your chances at being hired.
Though you spend hours on your resume to stand out, hiring managers just want to be able to easily weed through their very large pile as quickly as possible. Sending in a clean resume that gets straight to the point will be your best bet at landing the interview.
Monroe Personnel Service, LLC & Temptime strives to recruit the best employees in the market, regardless of their age. However, as Baby Boomers approach retirement, members of Generation Y, now in their 20s to early 30s, are becoming an increasingly important part of the recruiting pool. Generation Y is looking for different things in their careers than the Baby Boomers, or Generation X. In order to recruit and retain the most qualified employees from this younger generation, it is important to address these differences. Here’s a look at 7 secrets for recruiting Gen Y-ers.
#1: Gen Y Wants More Flexibility
Work life balance is more important to this generation than any other generation before them. These professionals want to work hard – but they also want to enjoy life and spend time with their young families. So offering a flexible schedule or the option to telecommute part-time will go a long way in recruiting this demographic.
#2: Gen Y Wants to Work in a High-Tech Environment
It doesn’t seem like that long ago that computers and the Internet made their way into work environments. And today’s young professionals expect nothing less than the best when it comes to technology. They’ve grown up with it and place a high value on it in the workplace.
#3: Gen Y Wants Help Advancing Their Careers
Gen Y-ers want support and guidance on how to advance their careers, especially in those important first few years. They were raised in a bubble of constant praise and recognition from their families and constant positive reinforcement and recognition is something they expect. So offering a coaching or mentoring program will certainly appeal to them. They do seek out employers that have a plan for their success. Employers should examine and create new ladders to guide younger workers through a steady progression in the organization.
#4: Gen Y Wants to Be Challenged
Many times, when young professionals quit and move onto greener pastures it is because they don’t feel challenged in their positions. They also tend to get bored easily and seek out new things. So if you think one of your younger employees is up to the task, then offer them a chance to prove themselves with added responsibility and challenging assignments. Also, study after study show that Gen Y-ers have an extremely strong entrepreneurial focus. Employers should develop intrapreneurship programs and opportunities so as to retain workers longer.
#5: Gen Y Wants a More Casual Work Culture
Jeans and t-shirts are not necessary, but young professionals prefer a work environment in which they can wear comfortable clothing that expresses their individuality, instead of buttoned-up. Besides being more relaxed, Gen Y-ers find workplaces that are family friendly incredibly important.
#6: Gen Y Wants a Nurturing Corporate Culture
Gen Y-ers view having strong friendships with co-workers and bosses as extremely important to them. There is much anecdotal support of workers staying longer in jobs simply because they loved the people they worked with — and did not want to leave them. Management styles must be Theory Y for Gen Y. Consider too a formal or informal organization-wide mentoring program.
#7: Gen Y Wants Competitive Salaries
Gen Y-ers — especially younger ones fresh out of college — have more debt (both student loans and credit cards) than any previous generation, and they demand a salary that not only recognizes their contributions, but also helps them pay down the debt. Some employers even have programs in place to help these workers pay off student loans.
This list was compiled from “5 Secrets for Recruiting Gen Y Workers”by Adams & Garth, and “How to Recruit, Hire, and Retain Best of Gen Y: 10 Workplace Issues Most Important to Gen Y” by Randall S. Hansen, Ph.D.
Monroe Personnel Service, LLC & Temptime has been coaching candidates to shine during job interviews for years. Today we are sharing strategies for great interview techniques in the last installment of our Interview package series. This article offers a technique to help the candidate relate their abilities to the needs of the company to which they are applying. Increase your chances of receiving a job offer by incorporating the following suggestions into your interview preparation. Good luck & Happy job hunting!
INTERVIEW TECHNIQUES TO IMPROVE THE FREQUENCY THE JOB OFFERS
The following is a formula that should increase the probability of a job offer. This technique, as a game of chess, has three stages: beginning, intermediate and end.
Setting the stage of a good interview is a critical step. It sets the precedent for the dynamics of a future business relationship. It is generally best when the tone of the meeting is light and up beat. The mention of a non-controversial topic such as the weather, the facilities, etc. should break the ice. From that point on, allow the interviewer to take the initiative and carry the conversation.
At that time, make your assessment of the interviewer. Determine how articulate, technical, bright, etc. he/she is and maintain a continuity of dialogue with him/her.
We found the basic exploratory meeting need not last longer than one hour. The initial probing should determine the following:
Are the chemistries of the potential manager and the employee compatible with one another?
Is the candidate technically qualified to do the job?
What is the candidate’s intermediate and long-range potential with the firm?
What kind of benefits package does the company offer?
The first thing to be discussed should be technical qualifications. In most cases the candidate’s background is more diversified than the responsibilities of the position require this point, inductive logic from the specific (job responsibilities) to the general (candidate’s background) should be applied.
That is, many interviewers may ask a general question, “What kind of experience have you had?”, which may circumvent the actual requirements of the position. The best way to handle a general and leading question of this type would be to answer with a counter question, “(interviewer’s name), my background has spanned 12 years, 3 industries, and 4 companies. In order that I may better integrate my background to your need, what are the three most important functional responsibilities, in priority, that I would be charged with, should I be offered the position?”
At that point, the employer will give you an insight into what you will be required to do on the job. While he is giving you this information, you should be making notes of your past education, experience and achievements and relate them to his description. When he is finished describing the position, you may have to ask further questions for clarification.
Your reply at this point is most crucial during the interview. Your ability to articulate, communicate, and detail past experience and performance are the litmus test of technical ability, and that, in fact is the commodity the employer is seeking to obtain. Your inability to convey your technical abilities at this time may diminish your chances for an offer if communication skills are a strong requirement.
Most important of all, be energetic, enthusiastic and assertive. Maintain a continuity of excitement throughout the interview so you will have credibility at the close when saying, “(interviewer’s name), I really enjoyed the chance to discuss this opportunity with you, and I’m very much impressed with your organization. I am interested in the position, and I would like to pursue it to it’s conclusion.”
You have not committed to anything in asking to pursue the position. You have just let the interviewer know of your level of interest in your voice. This is just a guideline on how to successfully handle the interview process. There are really no hard and fast rules, just suggestions. Make sure you communicate your feelings to the interviewer, in order that they may give the company immediate feedback.
If you follow these guidelines, your ratio of offers to interviews should increase and after all, isn’t that what it’s all about?
Last week Monroe Personnel Service, LLC & Temptime posted pointers for phone interviews. Today we offer a list of questions a candidate may be asked, a list of questions which will not be asked but should be answered and a list of questions a candidate may want to ask. Next week we will go into depth about interview techniques. If Temptime sends candidates out for interviews we prepare them. We welcome interviews as invigorating opportunities for a meeting of the minds.
A. Questions You Should Be Prepared To Answer:
These are some of the most general questions that employers ask candidates during an interview. The more prepared you are the better your answers will be.
1. What would you consider to be your major accomplishments at your present position or previous positions?
2. What are your major strengths and weaknesses? Why should I hire you? Why do you want to work here?
3. From what you know of this company and the position, why do you feel you are a good candidate for this job?
4. Professionally speaking, where do you see yourself in three to five years from now?
5. What aspects of this job do you feel will be most challenging?
6. How long do you think the challenges of this job will interest you?
7. Why do you want to leave your present position? Why did you leave previous positions?
8. What are your salary requirements? What was your previous salary history (when entering and leaving)?
9. What are your computer skills (hardware and software)?
10. What criteria would you use in evaluating your subordinate’s performance?
11. How would you deal with a subordinate who does not appear to measure up to increasing demands of the job; whose motivation and performance are declining; who seems under personal stress?
12. What are your hobbies?
13.How do you deal with stress, tension and boredom?
14. What does your company do (sales, service, revenues)?
15.Who are your customers (where does your work go)?
B. Questions That Won’t Be Asked But Need To Be Answered:
These are the subjects that all employers wants to know but generally doesn’t ask. Answer these by providing positive examples in the questions they do ask you.
1. Do you get things done? Do you meet deadlines? (Show proof)
2. Are you resourceful? Can you improvise? (Show proof)
3. Can you work independently in a team-oriented environment? (Show proof)
4. Can you work effectively with a variety of personalities? Are you flexible? (Show proof)
5. Can you work effectively in either a looser or structured environment? Are you flexible? (Show proof)
6. Can you be an effective spokesperson for the department/the company? (Show proof)
7. Are you a dedicated individual?
8. Can you switch gears in a moments notice and still remain focused on your original project? (Show proof)
9. Are you good at asking questions when you don’t know or are unsure about something?
C. Questions You May Consider Asking The Interviewer
This is a list of some questions that you as a candidate might consider asking. There are two major reasons why you should ask questions during the interview: 1) to find out more information about the company, the position and the employer, which can help you decide whether this is the right job for you, and 2) impress the interviewer by asking the right questions.
1. What, specifically, are the day-to-day responsibilities of this position, and which are most important?
2. In what manner will we interact on a regular basis?
3. How do you like to operate in terms of assignments/delegation of responsibilities?
4. What kind of person do you feel is best suited for this position?
5. What are the company’s goals – short-term and long-term?
6. What short and long term problems/frustrations do you think exist for the company? For your department?
7. What do you hope I would accomplish within three, six, twelve months?
8. What do you perceive as the major challenges/rewards of this position?
9. What are the strengths and weaknesses of the subordinates?
10. With whom will I be interfacing most frequently and what are their responsibilities?
11. What are the limits of my responsibility and authority?
12. What particular things about my background, experience and style interest you – make you think I’ll be successful?
13. What opportunities are there for growth in my area of responsibility and advancement in the company, on what kind of timetable, 2-3 years from now?
14. How long have you been with the company and what do you find most satisfying?
Monroe Personnel Service, LLC & Temptime often sets up candidates for interviews as a way to introduce them to San Francisco Bay Area companies. We have an interview package which we would like to share with you as a three part series. This, the first segment, offers our suggestions for doing well on a phone interview.
Do your homework on the position/company/industry prior to the interview. Interviewers are bothered by candidates who know little about the company and don’t ask enough or any questions (or asking the wrong questions) during the interview.
Be prepared to adequately justify past job/career moves and the quality of your accomplishments (colligate and professional level).
Keep your materials in front of you so you can reach them quickly- a pen, a hardcopy of your resume, cover letter and job description. To sell yourself clearly, refrain from using the phrase “as it says on my resume…” Web access may also be an advantage during a phone interview in case you want more information.
Make the call from home or from a place where the environment has little noise and where you can speak at a reasonable volume without distraction.
Treat the phone interview just as you would a face-to-face interview. Be enthusiastic, responsive and display a good attitude. If you are non-attentive, withdrawn, passive or arrogant during the interview, an interviewer will assume that you would bring similar
negative qualities to the job if hired. Even though it is a phone interview, be sure to smile and use positive body language- it will make your voice expressive and energetic.
On the phone, it is more difficult to understand what people are saying because you can’t see their face and mouth. Speak slowly and clearly and don’t talk too much. If you can’t hear the interviewer, drop hints that he isn’t speaking clearly or loud enough by politely asking him to repeat himself.
Respond to questions with integrity and honesty. Your answers should be based on the truth, not on what you feel the person wants to hear.
Be focused and direct in what you want; especially in how the position fits into your career path and personal goals. Ask questions about the job. Interviewers discount candidates who don’t show serious interest in the position’s duties and responsibilities or the company.
Show interest in what you can do for the company. Questions about salary and fringe benefits indicate that you are more interested in what the company can do for you. There will be adequate time to address this once the interest is established on technical and career goals.
Use common sense in your answers and demeanor.
Keep a glass of water close by in case you get thirsty.
As a leading Bay Area staffing firm Monroe Personnel Service, LLC & Temptime is a great source for talent when your company needs to supplement it’s work force for a short time. Optimize your operations when it’s time to bring in extra hands. John Rossheim has some pointers to help you assemble a superlative workforce when it’s time to meet a rush in business.
Any season may be the season of your discontent — if you don’t take care to source, hire and onboard seasonal workers who represent the best that your business has to offer.By:John Rossheim, Monster Senior Contributing Writer
Many pitfalls plague employers that must supplement their full-time staff for the summer, for tax season, or for any other portion of the year when business peaks. Most of these troubles stem from a failure of the company’s leadership to devote energy and resources to assembling an optimal seasonal workforce.
Are you willing to take a fresh look at your seasonal operations to see where you might improve your staffing? Consider these 11 approaches to fielding superlative workers when the annual rush is on.
Don’t assume that high unemployment will make your seasonal hiring a cinch. In fact, “we’ve experienced pockets of the country where it was very difficult to hire,” says Jennifer Lemcke, chief operating officer of Weed Man USA, a lawn-care franchisor. “It’s been hard to hire in Detroit.” Michigan has very high unemployment; the catch for seasonal employers is that extensions of Federal jobless benefits have made many Michiganders eligible to collect for up to 99 weeks, reducing the motivation to find work, according to Mark Perry, a professor of economics at University of Michigan in Flint.
Use sourcing channels that offer a high yield of candidates who only want seasonal work. You’ll make better seasonal hires faster if you can mine rich veins of candidates who just want to work for the season. “We have tapped into graduating university students who are taking time to figure out what they want to do,” says Lemcke.
If your seasonal staff is large, dedicate substantial resources tosuccessful onboarding. Giving seasonal employees the sink-or-swim test could hurt your bottom line at season’s end. “One of the most common mistakes is throwing seasonal hires on a sales floor with minimal training or onboarding, viewing them as a way to fill a schedule rather than as company representatives to serve your customers,” says Nels Wroe, partner and product director atSHL Group, a vendor of talent-assessment tools.
Take time to ensure that job descriptions for seasonal hires are accurate, complete and up-to-date. “We have clients using job descriptions that are four or more years old,” says Wroe. Consider asking the author of the job description to spend a few hours shadowing an employee in the relevant position. Your customers won’t forgive poor service simply because it’s rendered by a seasonal worker.
Consider tools for high-volume hiring and screening. If you’re hiring for hundreds or thousands of seasonal positions, you’ll probably benefit from talent-management systems. “Our candidates have doubled or tripled over the last few years, so we need tools to manage the flow,” says Kyle Martin, manager of talent acquisition at Vail Resorts Management Company in Broomfield, Colorado. Wroe says that with seasonal hires, “you have a very limited window to get a return on your hiring investment. Assessments let you select workers who will get up to speed more quickly.”
Hire for attitude as much as aptitude. Most seasonal work is about being flexible and getting up to speed quickly, rather than bringing to bear an elaborate skill set. “All of our training is so in-depth — we don’t necessarily need someone with experience,” says Lemcke. “We’re looking for dependable workers who emphasize safety and customer focus,” says Martin.
Give preference to “same time, next year” candidates. If you’re able to select for candidates most likely to return for another season, do so; it’ll streamline your hiring next year. “We’ll hire 10,000 seasonal workers in 2010, including about 5,000 who are returning,” says Martin.
Don’t shortchange HR and related processes for seasonal employees. You may be tempted to save short-term costs by bypassing some HR processes for seasonal employees. This can bring you trouble on many fronts, from fielding confused workers to running afoul of labor laws. So keep your seasonal workers on your regular HR platform, and disseminate systems and knowledge to branch offices that are hiring for the season. “We supply franchisees with information on how to interview and evaluate candidates, with orientation and training programs, and with all the forms they’ll need,” says Lemcke.
If you use staffing vendors, consider giving just one an exclusive for your seasonal hires. Staffing agencies may be swamped filling the seasonal needs of many clients at once. If you promise one agency all your business, they may be more willing to go the extra mile to bring you the best seasonal workers.
Don’t assume that all your seasonal hires are just for the season. Many of your seasonal workers will never be candidates for permanent positions, but some of them may be. Tag potential permanent hires early on, keep close tabs on their performance, and at the end of the season, evaluate their fitness for full-time employment.
Don’t neglect your end game. Never assume that your workforce will remain intact through the season; it most likely won’t. “No matter how much we plan, we still have to hire some people toward the end of the season,” says Lemcke. Consider structuring compensation to reward seasonal workers for staying as long as you need them. “Our lawn-care technicians get a bonus based on production if they complete the season,” Lemcke adds.
Monroe Personnel Service, LLC & Temptime has been a “happy workplace” for over 26 years. We enjoy adjusting to different personalities and workstyles as different people come and go and as people go through different phases of their life’s journey. Each person brings their unique vision, rhythms and gifts to the mutual goal of serving our clients, candidates and community with efficiency and courtesy. We enjoy making the most of what is available and in large part this is why this small, woman owned business has been able to weather economic storms through the years.
How do companies boost morale and improve their bottom line? Here, Lydia Dishman makes a case that “a happy workplace is one that is committed to perpetual improvement”.
Secrets Of America’s Happiest Companies
BY LYDIA DISHMAN
JANUARY 10, 2013, Fast Company
Disengaged workers cost the U.S. economy $350 billion a year in lost productivity. Here’s how the happiest companies boost morale and the bottom line.
In her book It’s Always Personal, Anne Kreamer points to recent research from Sigal Barsadeof the Wharton School of Business that indicates positive moods prompt “more flexible decision-making and wider search behavior and greater analytic precision,” which in turn make the whole company more willing to take risks and be more open. On the flip side, analysis conducted by the Gallup Organization found that disgruntled employees disengage and cost the American economy up to $350 billion a year in lost productivity.
Happy employees don’t stay in one role for too long. Movement and the perception of improvement create satisfaction. Status quo, on the other hand, creates burnout.
There is a strong correlation between happiness and meaning; having a meaningful impact on the world around you is actually a better predictor of happiness than many other things you think will make you happy.
A workplace is far likelier to be a happy place when policies are in place to ensure that people regularly get acknowledgement and praise for a job well done.
Recognize that employees are people first, workers second, and create policies that focus on their well-being as individuals.
Emphasize work/life integration, not necessarily “balance.”
What exactly makes those staffers whistle while they work? CareerBliss just released its findings on the 50 happiest companies in America. The data, based on employee-submitted reviews, evaluated the key factors such as work-life balance, one’s relationship with his/her boss and coworkers, work environment, job resources, compensation, growth opportunities, company culture, company reputation, daily tasks, and job control over work performed on a daily basis. The answer to what makes a happy company is an amalgam of all these different factors, which might indicate that companies perceived as innovative would consistently snag the top spots. Not so. Apple and Google dropped from their top 10 spots down to #42 and #18, respectively. Meanwhile, pharmaceutical giant Pfizer climbed from #11 to take the top slot, followed by NASA and the U.S. Department of Defense.
Steve McClatchy, founder of Alleer Training and Consulting, whose client list includes top-ranked Pfizer, says a happy workplace is one that is committed to perpetual improvement, and not just as a line item on the balance sheet. “It’s one that supports employees in achieving goals, letting them fail, and learn from that,” he says. McClatchy believes happy employees don’t stay in one role for too long. “When there is movement in your life, there is satisfaction. Status quo is what creates burnout and ruts.” He says at companies such as Pfizer, staff achieves a balance between improvement, growth, and maintenance. Work burnout isn’t about too many hours spent on the job, he contends, it’s about feelings that come from improvement, or lack thereof. McClatchy points out that Pfizer regularly checks in with staff through employee surveys. “It’s a commitment to finding out obstacles to being happy. They don’t wait for exit interviews; they are proactive and continually assess their culture.” McClatchy believes a happy workplace isn’t necessarily free of conflict, either. At Pfizer, he says, management addresses conflict constructively. “It’s not with discipline but an approach that is solution-oriented.”
Another way to reduce grumblings is to cultivate a culture of mindfulness and meaning, according to Jennifer Aaker, General Atlantic Professor of Marketing at Stanford Graduate School of Business. “New research shows there is a strong correlation between happiness and meaning–in fact, having a meaningful impact on the world around you is actually a better predictor of happiness than many other things you think will make you happy,” Aaker says. “When we can cultivate mindfulness and meaning in all that we do, including our work, we have the opportunity to influence not only our own well-being, but also the well-being of our family, friends, coworkers, and wider community.”
Steven Cowart, manager for Visual Display Systems at NASA, agrees. “The projects I get to work on are incredibly interesting, challenging, and critical to the success of an experiment or mission. The research facilities are unparalleled in their capabilities and the accomplishments they’ve helped achieve. The tools we get to work with are the best. Our simulators and trainers are like “E” ticket rides at entertainment parks. Especially the centrifuges. We get to do things I would never have imagined had I not been hired here. Things that matter. Things that inspire people. Things that change our perception of our life on Earth and our place in the universe.”
Not surprisingly, another part of joy comes from a simple pat on the back. Globoforce, a software provider of social-recognition solutions, said 82% of employees it polled said that receiving recognition makes them more satisfied with their jobs. “A workplace is far likelier to be a happy place when policies are in place to ensure that people regularly get acknowledgement and praise for a job well done, and where people feel that their happiness at work matters to their employers,” says Gretchen Rubin, author of the best-sellingHappiness Project.
Dana Stocks, head of HR for Philips North America, says that the company (ranked #25 on the CareerBliss survey) took this concept a step further to make recognition more personal. “Philips has come to understand that recognition for a job well done is often more meaningful when coming in the form of peer-to-peer acknowledgment than expected manager-to-peer rewards. As a result, Philips has put in place programs and ‘culture drivers’ that help individuals create a legacy that is meaningful and energizing, beyond cash bonuses or award vouchers,” he explains.
Two programs help to reach this goal. “We are Philips” is a peer-to-peer recognition program that highlights the accomplishments of fellow employees and how they are modeling the key values and behaviors. Three times per year, winners for each behavior are announced and then showcased throughout North America to inspire others to succeed. Stocks says Philips also uses social technologies to engage with employees like the app called Connect Us (available as a desktop app and for mobile devices) to unite its global workforce by sharing knowledge insights, collaborating, and publicly showing appreciation with Thanks badges. “Any employee can show personal recognition of colleagues’ achievements,” says Stocks. Virtual high fives are limited to five per week, and the boss gets looped in, too. “Managers of employees who receive a Thanks badge will be informed by email,” he adds.
As the director of happiness at Lamp Post Group, Shelley Prevost, PhD, contends that the happiest workplaces are the ones that seriously honor the humanity of their people. “When you ‘get’ that employees are human beings first and worker bees second, you say something about their worth. Companies with happily engaged employees laugh at the rules that are more about upholding policy than caring about the well-being of others. They hire people with a capacity to care for one another, foster connectedness at every level of the company, give an inspiring vision not laced with b.s. platitudes, but about real possibilities. You want to work in these places because they make you feel purposeful, connected, and valued.
That isn’t always tied to a paycheck. Staffing and recruiting agency Adecco ranked #16 on the CareerBliss survey, even though its average salary was in some cases up to $50,000 lower than the average paycheck at companies at the bottom of the list. “Our people have a tremendous pride in Adecco and what they do for a living,” says Mark Eberly, senior vice president of human resources, Adecco Group North America. “Especially in this economy, knowing that you are in the business of putting people to work is extremely gratifying, which no doubt makes for happy employees.” David Adams, vice president of learning and development, Adecco Group North America, adds that the agency gives employees opportunities for growth and flexibility. “Our commitment to professional growth includes developmental and skills training for both colleagues and associates. Additionally, we offer flexibility, including the many choices available to our temporary associates as to the times and duration they can work.”
One thing to keep in mind, says Delivering Happiness at Work’s CEO James Key Lim, one of the first employees at Zappos, is that there is no one magic bullet to guarantee happiness in the workplace. “We talk about work/life integration instead of balance,” he explains, especially when a study found that 90% of people send email on the weekends. By aligning people with their passions both on the job and in the rest of their lives, Lim says companies stand a greater chance of cultivating happy employees. “From an organizational perspective this really takes time,” Lim says, and clear, co-owned values are a must, along with consistent checks to ensure that everyone stays aligned. “The annual review is dead,” he asserts, “Happiness is a daily journey.”
What does your company do to keep you happy (or not)?
As a staffing agency in the heart of the San Francisco Bay Area, Monroe Personnel Service, LLC &Temptime works with international companies. We often receive requests from clients looking for people who can speak Mandarin or Spanish. Speaking a second (or third) language makes work and leisure time more interesting and fun so we highly recommend people make the time and effort to develop their language skills. Sarah Wimberly has more to share about the professional benefits of learning a second language.
Learn a Second Language : Talk Your Way Into a Better Job
By Sarah J. Wimberly
We have never been more of a global community than we are now. With increased communication, the Internet, and international trade, knowing a foreign language is a highly desirable skill that will make your résumé shine.
Which language should you learn?
Arabic, Chinese, and Spanish are in high demand right now. According to ALTA, a global language service, the top five languages to know are: English, Spanish, Mandarin Chinese, French, and Modern Standard Arabic (MSA). There are 350 million native Spanish speakers globally, and it is the second primary language spoken in the U.S. There are 880 million speakers of Mandarin Chinese—that is 20% of the world’s population. Arabic is the official language of 20 countries with 250 million speakers worldwide. The Modern Language Association (MLA) says that enrollments in Chinese and Arabic are on the rise and are two of the top ten most popular languages for college students in the U.S.
According to the CNN article “Say Again? BusinessBenefits of a Second Language,” many CEOs of global companies in the U.S. are actually native speakers of Japanese, Arabic, German, Chinese, Hebrew, and French, and high-level executives place great importance on the ability to speak multiple languages. In some industries, speaking a second or third language is becoming a job requirement.
Even if you are not sure where you want to go in your life, know that you will have options—and they are not limited to translation. Any major corporation with locations abroad will need bilingual or multilingual employees. Many government jobs, such as the State Department or FBI, also need people who can speak more than one language. Other careers that benefit from speaking multiple languages include teaching, social services, tourism, and hospitality. Other, less obvious, industries that need foreign language speakers include: sales and marketing, law enforcement, medical fields, banking, and insurance.
In general, you can expect to earn a higher salary if you know a second language. A 2005 U.S. survey conducted by Rosetta Stone found that Americans who speak at least one foreign language make, on average, $10,000 more per year than those who don’t. The same survey found that 17% of people who speak at least one foreign language earn more than $100,000 per year. Even the Department of Defense has raised the pay for service members proficient in another language. According to the American Forces Press Service, monthly pay for language proficient active duty members increased from $300 to $1000.
Traditionally, schools teach languages based on grammar and vocabulary, but one of the best ways to learn a language effectively is by total immersion. Programs like Rosetta Stone are an excellent, affordable way to learn using the immersion method. Plus, you can learn at your own pace and on your own schedule.
If you’re still not convinced, consider this: you are more likely to have clear communication or make a sale if you pursue your clients by speaking their language. A foundation for trust can be built very quickly if two people can communicate easily. The ability to build confidence and converse with international clients is invaluable; executives are very aware of this fact and are more likely to hire someone with this capability than one without. Employers also notice admirable character qualities like drive and determination, which are required to learn a foreign language well. Speaking a second language shows that you have great interest in other cultures, a positive trait in global marketing. Adding a language to your résumé is impressive; you’ll soon reap the benefits of your hard work.
Monroe Personnel Service, LLC & Temptime works hard to recruit the most qualified temp workers available in the San Francisco Bay Area. We have found people who are clear and timely in their communications with us become very successful in their careers. To reiterate what we’ve found we would like to share an article written by Jeffrey Kells for Freedom Staffing Group
He describes five characteristics that successful temp workers have, this way…
Temporary staffing agencies place job seekers on temporary assignments in just about every industry and at all skill levels. Many times, satisfied temporary employers will permanently hire temp workers. This means that temporary staffing agencies are constantly looking for new temp workers who meet the profile of a successful temporary. Just as traditional employers view their permanent staff as an advantage, temporary staffing agencies view the temp workers on their candidate rosters as a valuable resource. These are the five assets that are most in-demand for temporary staffing agencies when selecting temp workers.
Asset #1: Temp Workers Must Be Reliable
Reliability goes beyond arriving at an assignment on time and ready to work. When assessing temp workers for reliability, temporary staffing agencies also look at whether an individual is completing all aspects of the assignment, including training, and follows through with the assignment until the agreed upon ending time. Temp workers must be reliable for both the temporary employer and the temporary staffing agency; even if a temp worker is performing reliably at the job site, his or her reliability rating will suffer if he or she is not regularly updating the temporary staffing agency on how the work is progressing.
Asset #2: Temp Workers Must Exhibit Professionalism
Professionalism is an important characteristic for temporary workers to have. Temporary staffing agencies are selecting candidates for assignment who they believe will represent the agency in a manner that builds client trust to facilitate long term staffing relationships. Temp workers must exhibit professionalism in their dress, attitude, and overall conduct at all times to meet this benchmark.
Asset #3: Temp Workers Must Have Suitable Skills
In order for a temp worker to be considered for a temporary assignment, he or she must have the skills that the temporary employer needs. To ensure that the right candidate is sent out for the job, most temporary staffing agencies will thoroughly skills test potential temp workers before sending them out on their first assignment. Temporary staffing agencies will also routinely follow up with employers to determine how a temp worker is performing in a given skill area. Being untruthful about skills disqualifies many temp workers from future assignments, and such deceit will eventually be discovered.
Asset #4: Temp Workers Should Be Honest about Availability
In the temporary staffing industry many assignments come up on short notice, sometimes in less than 24 hours. While this is an extreme example, temporary staffing agencies still need to have temp workers available to fill client needs whenever and wherever those needs arise. As a result, having the availability to work on short notice can be seen as an advantage. Of course, temporary staffing agencies are aware that individuals seeking temporary assignments do have other commitments. When this is the case, temporary agencies look for workers who regularly communicate their availability so that appropriate assignments can be referred.
Asset #5: Temp Workers Must Have Excellent Communication Skills
The ability to communicate clearly and well is a prerequisite for success in temporary work on multiple levels. Temp workers must regularly communicate with their temporary staffing agency, providing updates on work progress, availability, and other matters. Temp workers must regularly communicate with their temporary employers, oftentimes through specific channels and mediums in the course of their work. Temp workers must also be able to ask for help when needed, and provide additional assistance when asked – all tasks involving high level communication.
Temporary staffing agencies are the employers of temp workers and work hard to recruit the most qualified temp workers available. Those with these five assets have the best chance of being recruited by a temporary staffing agency and being placed for temporary work on a regular basis. If you are considering temp work, be sure to cultivate these five characteristics of successful temp workers.
A core value of Monroe Personnel Service, LLC & Temptime is relationships. We really value our employees, clients and venders and enjoy stable relationships which can weather short term glitches and last for many years. We find ways to support and celebrate the joys of life with everyone that comes into contact with us. It’s good for us as individuals, and it’s good for the company.
How does your company develop and sustain relationships with clients?
Yvonne McAteer has published a thoughtful article in the Staffing Industry Review. She shares the skills she uses to establish relationships built on integrity which are fruitful for her company and her clients. You will see some jargon which is particular to staffing agencies but the principals here are universal.
Understanding Your Partner
How to build mutually beneficial client relationships
By Yvonne Mcateer
Last year, I had the opportunity to participate in a panel discussion with the chief diversity officer of a global fast food franchise known for its great burgers. Someone in the audience asked “What advice would you give those of us who are interested in doing business with your organization?” The answer was “You need to understand our business.” Of course we understand your business, I thought, the majority of the world’s population knows what your company does. They sell really good hamburgers and fries; what else is there to understand?
Much. What she was trying to convey is that understanding why a company does something is more important than understanding what they do. She was talking about the need to be a true partner to your clients. And that requires having a clear understanding of their business initiatives – their goals. In a true partnership, both parties understand each other’s objectives and work together to achieve their desired results.
But how do you get to that point? Building a successful partnership, whether it is personal or professional, requires a certain amount of emotional intelligence, self awareness and understanding of others. Each individual comes to the table with their own set of expectations and desired outcomes. This is especially true as salespeople. We typically have very specific, challenging goals; a certain dollar amount in revenue, sales growth of 10 percent, an expansion of a managed services program. The end results drive our focus every day. My experience has been that sales goals are reached when I help my customers reach their goals; the result is a true partnership.
Here are a few steps to ensure prospective clients come away knowing you’re “the one.”
Ask questions. It’s a common error. You want to impress your prospects by sharing all of your wonderful traits. This often results in talking too much though, which can come across as overbearing, and inhibit you from learning about them. Asking these types of questions also enables new customers to share important details that will become the foundation for your partnership. Focus your initial questions on their roles, their challenges, and how those challenges are impacting their ability to reach their business objectives.
Earn credibility. Your new customer is going to rely on you as a critical resource to the organization. Early on, there is a simple way to begin to establish credibility with them. Do what you say are going to do. For your new customer, keep every commitment you make. Provide information on market trends or industry advances that will help them in their roles. Present case studies that demonstrate your ability to improve business outcomes with organizations that share similar challenges both in and out of their industry. Prove that you can be relied on, and are an expert in your field.
Learn their culture and values. Every organization is different – even those that are in the same industry. Lack of cultural fit is a common reason why MSP/VMS solutions fail. When designing the service delivery component of your MSP, it’s important to understand the current level of hiring manager involvement. Moving to a complete elimination of supplier/ manager communication can have a negative impact. Do your research on the company’s values, mission statement, financial drivers, and organizational structure. Pay special attention to their internal dynamics. This will ensure that the service you provide aligns with their business strategies.
My partnerships with customers are based on my clear understanding of their goals, and ensuring the workforce solutions we provide for them facilitate their reaching those goals. From the C-level strategist who needs a contingent labor solution to the business unit manager who has a job opening, my job is to understand the business outcomes they are working toward, and provide them with the resources they need to attain those results.
Yvonne McAteer is vice president, sales at Superior Staff Resources. She can be reached at email@example.com