Blog: Sheila Gilliam-Wiley

You are invited to join us in our 3rd annual “Honor a Hero, Hire a Vet” Job Fair.  This is an exciting annual event organized by the United States Veterans Initiative and the State of California Employment Development Department (EDD).  The mission of this event it to put our Hero’s back to work!
The "Honor a Hero, Hire a Vet", Job Fair will take place on Tuesday, November 10th at the Marriott LAX Hotel. The time of the event is from 10AM - 3PM so arrive early.
This event is one of the largest of its kind and will be widely advertised and attract a great deal of television, internet, and newspaper coverage. The most important benefit of this event, is that this event is for YOU and assisting you in obtaining much deserved opportunities for a brighter future and the opportunity to be employed! 

 We look forward to seeing you!
 
visit www.usvetsinc.org                                                                           

It was her first day on the job and she was excited! She looked to her left and she looked to her right. No one looked in her direction. Upon introducing herself, she was told where to wait. At 8:20am, someone finally came to show her around. It wasn’t her supervisor. He wouldn’t be in today.
It doesn’t take a detective to figure out why the fictional Newfangled Widget Company attributes most of their high turnover to an employee’s first 90 days on the job. What about you? Now that you’ve utilized Jobing.com to track down just the right candidate for your open position, are you giving him a warm welcome or the bum’s rush?
Here are just a few tips to help you give your new employees a great first impression. BEFORE THE BIG DAY!
SEND A WELCOME LETTER – When you hang up the phone after having said "You’re hired" take five minutes to write a welcome letter to your new team member. Better yet, send a letter to their loved ones!! Welcome their spouse and/or children to your "family" and outline, specifically, the qualities their loved one has that got them the job! You’ll blow your new recruit away with your thoughtfulness and be letting her know that family is important to you too.
SET UP REALISTIC EXPECTATIONS – One reason why turnover occurs within the first 90 days is that the employee’s expectations of the job are incongruent with the reality once they arrive. If there are difficulties attached to the job, don’t clam up during the interview process. Be honest, clear and forthcoming. It’s part of ensuring you’ve got a good fit!
CALL IN THE TROOPS – Early turnover also occurs when new recruits don’t feel part of the team. Enlist the aide of your current employees by having them send welcoming emails, make phone calls and write notes to welcome their new co-worker.
ON THE FIRST DAY!
BE THERE! One HR Director scheduled new employees to come in at the same time as current team members. On their first day the newcomers would be sitting in the lobby, 15 minutes early, while their new co-workers ran in 5 minutes late, chatting, rushing, grabbing coffee and ignoring them. To solve this problem, she now has new recruits come in a half an hour after everyone else, and ensures that plenty of people are available to give a good welcome.
BE PREPARED! Have their work area stocked with all the tools they need to do their job effectively! MAKE ORIENTATION FUN! Just say NO to boring training videos. One company sends their newcomers on a scavenger hunt to find key people, the copy machine, and other important information! It’s a great way to break the ice, have fun with training and encourage others to mingle with their new co-workers.
HAVE A WELCOME PARTY! Invite co-workers to a coffee and chat event and include ice-breakers and games that will help them get to know their new team member.
KEEP IT COMIN’
CHOOSE PARTNERS CAREFULLY! Pairing newcomers with a mentor or ambassador is a great idea. However, make sure you are pairing him with someone who loves their job.
LUNCH WITH THE BOSS! Have lunch with your new team members periodically and proactively ask for their feedback, opinions and how you can help them succeed in their job.

Creating a Mentoring Program

When faced with a personal crisis, many people turn to a mentor. In the work world, it’s also important to have someone to turn to when facing professional challenges. Workplace mentoring programs can help employees become more capable and confident, and organizations benefit as well. Pairing senior-level employees with less experienced workers can help education and development continue beyond initial training. In addition, mentoring programs improve productivity, expand problem-solving skills and allow employees to build better relationships with their colleagues. You can create a successful mentoring program by considering the following tips. Think 'strategy first' - When designing a mentoring program, create a plan detailing management requirements, expectations and monitoring plans. This step is important because a haphazardly initiated mentoring program can waste time and frustrate efforts, doing more damage than good. By determining the desired outcome you can create clear goals that will ensure the program is a success from the start. Play matchmaker - Pairing the right mentor and mentee will determine the success of your program. Both personality and tenure should be considered when determining mentor relationships. Positive interaction is crucial, and diverse pairings typically create the most beneficial partnerships, as long as both participants are open to communication and an alternative point of view. People from different cultures, backgrounds and generations can learn more from each other than those with similar experiences. Encourage mentoring up - The successful pairing of an experienced employee with a rookie allows both individuals to learn. Don’t forget that younger or less experienced employees also offer knowledge to their seasoned counterparts, especially concerning technology or popular trends. Younger employees can also provide valuable insight on the values, attitudes and habits of their generation to upper-level management. This knowledge can impact how your business interacts with younger customers and provide insight into the future direction of your organization. Through planning carefully, making good matches and supporting upward mentoring, you can create a mentoring program that helps strengthen your organization and your employees. Copywrite Express Personnel Services. Reprinted with permission by Express Personnel Services

Last Chance to Register for the Los Angeles Jobing.com Career Expo on Tuesday, August 5th!!!

It's not too late to register for Jobing.com Los Angeles Career Expo on Tuesday, August 5th at the Convention Center.  The Career Expo is free for job seekers, and the doors open at 2PM with the event running until 6PM. Come out and join other local companies like Kragen Auto Parts, King Taco Restaurants and Arc Machines to find your next great employee!
Jobing.com has great booths available, starting at just $999, and sponsorships beginning at $2299. Click here to learn more about the packages available!
Visit www.jobing.com to for more information about our great event.  

Jamie Kelly
Event Manager
jamie.kelly@jobing.com
310 694.3671

 

Paramount Chamber of Commerce 8th Annual Job Fair is just days away, on Saturday, May 17th at the Paramount Park, 14400 Paramount Blvd. The event is from 9AM to 1PM, with over 20 employers attending, like Paramount Patroleum, Links Staffing, Carabrian Home, Long Beach City College and Bianchi Theatres. There will also be resume reviewers providing tips on ways to improve your resume and lots of great job seeker workshops! Addmision and Parking is free. For more information please contact PCC at 562. 634-3980.  

 Knock their socks off in the interview, and the job is yours. But if you're like most of us, it's the segment of the job hunt that receives the least attention. You spend hours grueling over every last word in your resume. You run the spell check, proofread it, have a friend proofread it. Then you read the papers, check out career placement centers, call headhunters, and network just to locate the perfect position. Finally, after sending countless resumes out, you find yourself scheduled for 2, 3 maybe 4 interviews. How much time do you actually spend on the interview? Not AT the interview, but on the interview. If you truly want to knock their socks off, the interview deserves your full attention.
Personally, right out of college, I had only 5 interviews. Did I really choose these interviews? Were they best suited to my skills? Certainly not, they were the first 5 I could get. And once I was scheduled for those interviews, I stopped looking. I thought, let's see what comes of these. I was an excellent student, surely I would be offered any number of career opportunities. Boy, was I wrong. I simply showed up to the interviews. Out of the 5, I was offered only 1 job. No, it wasn't the one I wanted the most. As a matter of fact, I didn't know which one I wanted most until after I had interviewed. I didn't even know what the positions were until after the interview.
In my past, I worked as a Recruiter for a temporary staffing service with the word office in their name. I was asked to do some initial interviews for potential sales staff. My first question for each of these candidates was, 'So what do you know about this company already?' I received the same reply from 2 out of the 7 interviews, 'You sell office supplies, right?' Obviously, these 2 candidates lost the job in the first two minutes of the interview. They just didn't care enough about the position to even find out what the company was or what we sold. They simply showed up. This question didn't take a whole lot of research. They could have simply asked when they were called to set an interview appointment. My point is if you truly care about whether your get THAT job, show it. Spend the time.
Knock their socks off interviews consist of four major factors: knowledge, presence, organization, and confidence.
The old saying goes Knowledge is Power. In the case of the interview, knowledge is probably the one thing that will knock their socks off more than any other piece of the interview. Even if your skills are not quite as fine tuned as the next applicant, if you have knowledge about the company, about the job, and about the interviewer, you can truly shine. Unfortunately knowledge can only be gained by work. You must do your research. Read the company's annual report, ask for brokerage reports on the company, call their competition, check out their website, and read articles. Find out where the company is going, where they have been, and what are their key success factors. Then narrow it down to the position, find out how this position can help with their success. How you can make a difference.

If your business wants to become or remain competitive in today’s Global market, then Diversity has to be at the forefront of your Business Strategy and long term Planning. The first step is identifying the need and importance for Diversity in your workforce and then putting that plan into action. The Commitment to Diversity can no longer be a side bar conversation or an afterthought and must be built into the culture of the organization. Organizations such as the Diversity Leadership Alliance (DLA) a non-profit organization is helping Global Corporations, Small Businesses and Non-profit Organizations by providing the essential resources needed to make Diversity a part of everyday business practice. One of the best places to see Diversity Programs and practices is at DLA’s Annual Conference scheduled to be held on October 25th 2006 at the Phoenix Convention Center. The information packed day is sure to leave you feeling empowered, inspired and ready to become a diversity champion who infuses Inclusion and Diversity into your company’s daily business practice. This year’s keynote address will be given by Raul Izaguirre, the former President of The National Council of La Raza out of Washington, DC. Raul has been appointed as one of ASU President Dr. Michael Crow's Presidential Professor appointments. New this year, the Diversity Leadership Alliance (DLA) has included a Youth Component. The Youth are the key to our future and their involvement in Diversity will help us change the landscape and culture of how we do business. Diversity Leadership Alliance (DLA) is a nonprofit organization whose membership value diversity and inclusion of the communities in the Valley, with the purpose of providing information and educational opportunities to organizations and individuals who are interested in “Building an Inclusive Community.” DLA’s work started in 2002 with a diversity leadership roundtable in Phoenix, bringing leaders from various organizations and businesses together to discuss the challenges and potential solutions for business success. The Alliance was formed in 2003 with the collaboration of several major companies in Arizona. DLA’s mission is to guide leaders in the transformation of culture to build an inclusive community. Our primary focus is to create an inclusive community where every person is equally respected and empowered.

By Robert Farrell Many people consider themselves to be an "expert" on resumes, but resumes, like people, do not fit neatly into one category at all times. Different resumes are needed for different types of jobs, even if two jobs happen to have the same job title, or be in the same industry. For example, there may be two places hiring administrative assistants, but one may want a person with strong technology skills and the other may want a personal assistant. Nevertheless, all resumes should have the following: 1. OBJECTIVE, OBJECTIVE, OBJECTIVE! In real estate it's, "Location, location, location." In resumes, it's the objective that is the most important item. What does the job seeker want to do? In what type of environment does he or she want to work? What skills does he or she want to utilize? Different positions require different objectives, but job objectives should be tailored to match the position. There are as many possible objectives as there are jobs. Some examples might be the following: OBJECTIVE: A nursing position that allows me to use my front office skills in a small to medium size medical facility. OBJECTIVE: A nursing position that allows me to use my medical training in a large hospital OBJECTIVE: A nursing position that allows me to use my administrative skills. 3. RELEVANT EXPERIENCE What experience does the job seeker have that is relevant to the position? Do NOT put all past jobs, only the ones that match the objective 4. RELEVANT SKILLS What skills does the job seeker possess that are relevant to the position? They are usually more than most people realize because not all relevant skills are listed when the position opens. Some skills that work in all fields are technology skills, organizational skills, management skills, and second (or third) languages. THINGS THAT ARE NOT ALWAYS NECESSARY 1. ALL PAST JOBS As stated above, put only the jobs that are relevant. 2. DATES Dates are helpful if the job seeker has been in the same industry or position for the last 10 years. However, if there are gaps in employment, a lot of jobs, or different types of jobs, then dates are not only unnecessary, they can be harmful. Discuss dates in the interview if the subject comes up. 3. "REFERENCES AVAILABLE UPON REQUEST" Instead of this, simply add a separate sheet (using resume quality paper) that lists references, three personal and three professional (or three that are personal and professional together). Make sure you have contacted the references so they know that they are references. Make sure that they will say nice things. Nothing will end your chances faster than a reference who does not have nice things to say about you. 4. EDUCATION Put this only if it is relevant to the position. Do NOT put high school graduation date. 5. ANYTHING THAT SAYS ?WHAT?S IN IT FOR ME?? Do not tell the interviewer what you want from the company (such as, "A position that offers great benefits or quick promotions"). Instead, let them know what you will contribute to them. And remember, Resumes do not get jobs. A good resume can get an interview. Interviews get jobs. Robert Farrell teaches a Job Search Skills course at the South County Career Center at 1111 Bay Boulevard, Chula Vista every Tuesday and Thursday from 1:00-4:00. He has ten years teaching experience and has never spent more than 2 weeks looking for work. He can be reached at (619) 672-0378 or viam email at rfef2@yahoo.com

Part 2 of “Becoming a Better Manager” focused on Marcus Buckingham’s and Donald Clifton’s book, Now, Discover Your Strengths. The article discussed the importance of focusing on your strengths to become more effective, and on motivating employees and improving productivity by focusing on employees’ strengths. Part 3 discusses Buckingham’s latest book, The One Thing You Need to Know. The focus of Buckingham’s third book is on great managing, great leading and sustained individual success. He discusses the four basics of good management: selecting good people, setting clear expectations, rewarding excellence with praise and recognition, and showing employees you care for them. However, doing all of these things does not guarantee success. Buckingham reveals the one thing all great managers have in common: discovering what is unique about each person and capitalizing on it. Good management does not equate to good leadership.
Buckingham believes that a manager’s purpose is to make other people more productive while a leader’s purpose is to create a vision for the future and motivate people to change the status quo to achieve that future. The one thing about great leadership is discovering what is universal about your followers and capitalizing on it. Focusing on this common bond between employees allows you to develop one message that everyone can get behind. To do this, leaders need to determine who they serve, their core strength, how they measure success and actions that can be taken today.
Contrary to popular opinion, Buckingham does not believe everyone has the capacity to be a great manager or leader. As he discussed in Now, Discover Your Strengths, he believes each person has natural strengths. For some people, developing their strengths will help make them become great managers and leaders. For others, focusing on their natural talents will make them realize they excel at what they do, but do not excel at motivating others to perform better. This is the key to the third area Buckingham discusses. The one thing you need to know to achieve sustained individual success is to discover what you don’t like doing and stop doing it. For some, this means quitting management. Many people who excel at their jobs are promoted into management because it seems like the logical reward for excellent performance. However, success at a job does not equate to success as a manager. It also does not equate to finding enjoyment or fulfillment. Sometimes people cannot comprehend why someone would not want to move into management. These workers realize that their strengths lie in performing the job they have now, and moving into management would force them to do what they enjoy the most less. Rather than fighting their weaknesses, they embrace their strengths, leading to sustained success.
Part 1
Part 1
Part 1
Reprinted with permission from Express Personnel.