Tuesday, December 19, 2006
Best Ways To Advance In Your Career: Updating Your Skills And Network
The best way for employees to advance in their careers is to acquire new skills, abilities, and knowledge, and update their current talents, according to a survey of 346 companies conducted by Right Management, the world's largest career tranistion service
Other top ways to advance one’s career include: building a career network and continually updating it; volunteering for visibile and challenging opportunities within your organization; and identifying and communicating your career goals with your boss.
According to the results of the survey, the best ways for employees to advance in their careers are:
Acquiring new and updating current skills, abilities, and knowledge 67%
Building and keeping in touch with a career network 64%
Volunteering for challenging and visible opportunities 41%
Identifying and communicating your career goals 34%
Identifying and learning from mentors and role models 32%
Performing your job in an exemplary manner 29%
Projecting a positive professional image 27%
Learning how to learn from experience 21%
“Education no longer ends with just the completion of formal schooling and acquiring degrees. Building a skills portfolio and career network is a continuous process. Career development today comprises primarily matching marketable talents to career opportunites, and not necessarily to upward progression on a career ladder, as it did in the past. More seasoned employees, especially, should be focused on acquiring new skills.”
Networking should be a constant part of one’s career. “New networking contacts should be made, and old ones should be nurtured, just as you should continually learn new skills and update your current ones.”
While volunteering for high-profile assignments does increase one’s visibility in the workplace, employees should also enlist to carry out less glamorous assignments, such as civic and charitable endeavors. Bosses appreciate and take notice of those willing to perform organizational tasks that may be more mundane, but nevertheless have to be done.
Although many employees are uncomfortable communicating their career goals with their supervisors, they shouldn’t wait until performance appraisal time to make their feelings known. “If career goals cannot be satisifed within an employee’s current department, he or she should be paying close attention to any openings in other parts of their organizations, especially if the new job would be a better fit. Leaving the company should be considered an option of last resort.”
Comments welcomed....
Thursday, February 02, 2006
24's Jack Bauer's Job Interview
Counter Terrorism Unit – Los Angeles
Confidential
Transcript of Jack Bauer’s employment interview with CTU
Interviewer: Good Morning, Mr. Bauer and welcome to CTU.
Jack: Thank you.
Interviewer: I’d like to learn more about your background and experience so we can determine if you’d make a good fit with CTU.
Jack: Most of my experience is classified.
Interviewer: I understand, but maybe we could start with your early years. Why did you decide to major in English Lit at UCLA.
Jack: It seemed like a good idea at the time.
Interviewer: What’s your favorite book?
Jack: Actually it’s not English at all….Crime & Punishment
Interviewer: How did that story influence your transition into Criminology at UC Berkley?
Jack: The thought of intimidating ineffectual left-leaning students just seemed to appeal to something basic in my makeup. You might call it an epiphany. Tormenting those pointy-headed intellectuals led to my decision to follow a career in police work to save LA from them and other forms of low life.
Interviewer: Did you have any outside activities while in school?
Jack: The usual kind of activities…Survivalist training in Idaho each summer, Shooting range instructor, paint-ball stalking games for fun.
Interviewer: After graduation, you volunteered for the Army’s Delta Force, correct?
Jack: Can’t comment.
Interviewer: Well, let’s try a different approach…..Describe a time when you were in the military that was stressful and caused you to question your leadership judgment.
Jack: No specifics, but there was a time in Bosnia when I felt my mission was compromised.
Interviewer: How did you react?
Jack: Controlled anger….we eliminated the target but lost the team in doing so. That was the most devastating event in my life. I resigned my commission and returned to civilian life.
Interviewer: I understand….
Jack: How could you? You weren’t there
Interviewer: You seem to be a passionate about your team and your beliefs, how would you describe yourself?
Jack: High energy level, direct to a fault, persuasive, natural team leader but able to work independently, objective, grounded in principled values.
Interviewer: Could you take out a friend if national security required such an action?
Jack: Yes, my mentor described me as a natural born killer. Does that make you feel uncomfortable?
Interviewer: Let’s move on….
You’re currently working with LADP….Tell about a time when your actions were criticized.
Jack: My team lead on the LAPD Swat Team talked with me about my tendency to be overly aggressive in taking action as well as too independent.
I see myself as focused on the mission and doing whatever it takes to achieve that mission, regardless of collateral damage.
Interviewer: You seem to be describing yourself as a combination of Dirty Harry and the Terminator character…
Jack: I am a character…let’s get this over with so I can get to work.
Interviewer: We’re not ready to make a job offer just yet......
Jack: Then we’re just wasting time and that would be your biggest mistake. Do you know that there are 85 distinct torture points on the human body?
Interviewer: Mr. Bauer, I’m not easily intimidated.
Jack: Well, you will be by the time we finish this discussion.
Interview terminated at 14:45 Zulu 12/01/2000
STATUS
After discussions with CTU Division lead and former government Operative who directed Mr. Bauer’s incursion into Bosnia, we’ve agreed to extend an employment offer as Special Agent, CTU Los Angeles on a probationary basis, conditional upon his performance in the field.
Confidential
Transcript of Jack Bauer’s employment interview with CTU
Interviewer: Good Morning, Mr. Bauer and welcome to CTU.
Jack: Thank you.
Interviewer: I’d like to learn more about your background and experience so we can determine if you’d make a good fit with CTU.
Jack: Most of my experience is classified.
Interviewer: I understand, but maybe we could start with your early years. Why did you decide to major in English Lit at UCLA.
Jack: It seemed like a good idea at the time.
Interviewer: What’s your favorite book?
Jack: Actually it’s not English at all….Crime & Punishment
Interviewer: How did that story influence your transition into Criminology at UC Berkley?
Jack: The thought of intimidating ineffectual left-leaning students just seemed to appeal to something basic in my makeup. You might call it an epiphany. Tormenting those pointy-headed intellectuals led to my decision to follow a career in police work to save LA from them and other forms of low life.
Interviewer: Did you have any outside activities while in school?
Jack: The usual kind of activities…Survivalist training in Idaho each summer, Shooting range instructor, paint-ball stalking games for fun.
Interviewer: After graduation, you volunteered for the Army’s Delta Force, correct?
Jack: Can’t comment.
Interviewer: Well, let’s try a different approach…..Describe a time when you were in the military that was stressful and caused you to question your leadership judgment.
Jack: No specifics, but there was a time in Bosnia when I felt my mission was compromised.
Interviewer: How did you react?
Jack: Controlled anger….we eliminated the target but lost the team in doing so. That was the most devastating event in my life. I resigned my commission and returned to civilian life.
Interviewer: I understand….
Jack: How could you? You weren’t there
Interviewer: You seem to be a passionate about your team and your beliefs, how would you describe yourself?
Jack: High energy level, direct to a fault, persuasive, natural team leader but able to work independently, objective, grounded in principled values.
Interviewer: Could you take out a friend if national security required such an action?
Jack: Yes, my mentor described me as a natural born killer. Does that make you feel uncomfortable?
Interviewer: Let’s move on….
You’re currently working with LADP….Tell about a time when your actions were criticized.
Jack: My team lead on the LAPD Swat Team talked with me about my tendency to be overly aggressive in taking action as well as too independent.
I see myself as focused on the mission and doing whatever it takes to achieve that mission, regardless of collateral damage.
Interviewer: You seem to be describing yourself as a combination of Dirty Harry and the Terminator character…
Jack: I am a character…let’s get this over with so I can get to work.
Interviewer: We’re not ready to make a job offer just yet......
Jack: Then we’re just wasting time and that would be your biggest mistake. Do you know that there are 85 distinct torture points on the human body?
Interviewer: Mr. Bauer, I’m not easily intimidated.
Jack: Well, you will be by the time we finish this discussion.
Interview terminated at 14:45 Zulu 12/01/2000
STATUS
After discussions with CTU Division lead and former government Operative who directed Mr. Bauer’s incursion into Bosnia, we’ve agreed to extend an employment offer as Special Agent, CTU Los Angeles on a probationary basis, conditional upon his performance in the field.
Comments welcomed....
Wednesday, January 04, 2006
The “Permatemp” Phenomenon
According to data released recently by the American Staffing Association, staffing industry employment hit a new all-time high in the third quarter of 2005. US staffing firms employed an average of 2.8 million temporary and contract workers per day from July through September, up 7.1% or nearly 186,000 more workers compared with the same period last year.
Factoid:
Temporary and contract recruitment accounts for 87% of the Staffing industry’s total income [2005]
Trend:
A recent study titled "The Blended Workforce: Maximizing Agility through Nonstandard Work Arrangements," recommended the federal government hire more contingent workers as a way to control costs and replace retiring workers.
Core and Ring Model
The authors of the study, James Thompson and Sharon Mastracci, recommended the federal government adopt a "blended workforce” model as many industries already have.
The report, sponsored by the IBM Center for the Business of Government, pointed to the "core-ring" model used by many companies, where a core of permanent employees is surrounded by contingent employees…" including part-time, on-call, seasonal, temporary, contract, intermittent workers and independent contractors.
The Contingent Workforce
Thompson and Mastracci describe the new world of work…a workplace with a flexible workforce designed for on demand talent management strategies.
Futurist Carolyn Corbin predicts that over the next 10 – 20 years nearly of 70% of the US workforce will be engaged in “non-traditional” work. By “non-traditional” she means flex work, contingent or project based work, with or without benefits.
The Era of the “Permatemp”
Directly related to this emerging business model, is a new category of employment—permatemp. According to Webster's New Third International Dictionary, the term Permatemp defines this on demand phenomenon.
Permatemp - noun {new word} Also written perma-temp. 1. temporary employee who is rehired periodically, especially to lower overhead costs to the employer and to offer greater flexibility in scheduling work and vacations for the employee. Also shortened to temp. Also called long-term temp.
Ten Essential Tools for Thriving in the New Permatemp World
Recognize the project based nature of work
Maintain your mental flexibility
Remain technically current
Develop reputation for expertise
Commit to continuous personal learning & growth
Adopt a self-employed mentality
Identify and market your brand
Embrace change as an ally
Reinvigorate your relationship networking
Keep your resume current and focused on accomplishments
Are You Ready for Your Future? [Eight self-assessment challenges]
Which of your skills can be categorized as hard skills? [knowledge-based]
Which of your skills can be categorized as soft skills? [communication / people skills]
Which of these skills needs updating or further development?
Are these skills marketable?
Will you be employable if your skills remain unchanged?
What skill or achievement have you added to your resume in past year?
Are you open to alternative, non-traditional work opportunities?
How will you handle family, benefit [especially health insurance] and work issues?
Summary
Whether you’re already working as a permatemp or are a candidate for a non-traditional work makeover, you’ll need to be agile, independent, and have a self-employed attitude. Regularly assess your skills and make adjustments, where necessary, to ease the transition into the contingent workforce. We recommend actively positioning yourself within your profession through regular people networking and e-networking for increased visibility. Why? Because the world of work is definitely changing and so should we.
Tell us about your experiences with living / working as a Permatemp...
Your comments are welcomed....
Factoid:
Temporary and contract recruitment accounts for 87% of the Staffing industry’s total income [2005]
Trend:
A recent study titled "The Blended Workforce: Maximizing Agility through Nonstandard Work Arrangements," recommended the federal government hire more contingent workers as a way to control costs and replace retiring workers.
Core and Ring Model
The authors of the study, James Thompson and Sharon Mastracci, recommended the federal government adopt a "blended workforce” model as many industries already have.
The report, sponsored by the IBM Center for the Business of Government, pointed to the "core-ring" model used by many companies, where a core of permanent employees is surrounded by contingent employees…" including part-time, on-call, seasonal, temporary, contract, intermittent workers and independent contractors.
The Contingent Workforce
Thompson and Mastracci describe the new world of work…a workplace with a flexible workforce designed for on demand talent management strategies.
Futurist Carolyn Corbin predicts that over the next 10 – 20 years nearly of 70% of the US workforce will be engaged in “non-traditional” work. By “non-traditional” she means flex work, contingent or project based work, with or without benefits.
The Era of the “Permatemp”
Directly related to this emerging business model, is a new category of employment—permatemp. According to Webster's New Third International Dictionary, the term Permatemp defines this on demand phenomenon.
Permatemp - noun {new word} Also written perma-temp. 1. temporary employee who is rehired periodically, especially to lower overhead costs to the employer and to offer greater flexibility in scheduling work and vacations for the employee. Also shortened to temp. Also called long-term temp.
Ten Essential Tools for Thriving in the New Permatemp World
Recognize the project based nature of work
Maintain your mental flexibility
Remain technically current
Develop reputation for expertise
Commit to continuous personal learning & growth
Adopt a self-employed mentality
Identify and market your brand
Embrace change as an ally
Reinvigorate your relationship networking
Keep your resume current and focused on accomplishments
Are You Ready for Your Future? [Eight self-assessment challenges]
Which of your skills can be categorized as hard skills? [knowledge-based]
Which of your skills can be categorized as soft skills? [communication / people skills]
Which of these skills needs updating or further development?
Are these skills marketable?
Will you be employable if your skills remain unchanged?
What skill or achievement have you added to your resume in past year?
Are you open to alternative, non-traditional work opportunities?
How will you handle family, benefit [especially health insurance] and work issues?
Summary
Whether you’re already working as a permatemp or are a candidate for a non-traditional work makeover, you’ll need to be agile, independent, and have a self-employed attitude. Regularly assess your skills and make adjustments, where necessary, to ease the transition into the contingent workforce. We recommend actively positioning yourself within your profession through regular people networking and e-networking for increased visibility. Why? Because the world of work is definitely changing and so should we.
Tell us about your experiences with living / working as a Permatemp...
Your comments are welcomed....
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