Hub You - Business

Does Your Resume Sell You?
Will your resume get you an interview or be dumped in the “round file”? Your resume must provide enough information to tweak the interest of the potential employer Here are some tips for preparing your resume:One page or Two Page?Employers are busy people with very little time to read your resume, but don’t sell yourself short by condensing your resume too much. If it takes two pages to tell your full story, use them. But be sure to make every word count.Use an Objective?Not necessary. Your resume should tell the story of who you are, not what you want from the employer – rather, what you have to offer. You also want to set your intention for the next job by telling why you are a good hire for the position.Details?Yes, but only to the extent that the details demonstrate your accomplishments. You can use abbreviated language and make sure you “tell the story” through your results. Just telling what your responsibilities are will NOT get you the int

ubservient.

- Wants to be helped to improve.

Negative Feelings: -

The most likely one is fear of criticism of their work or their behaviour. Until the manager allays this fear, the interview will be meaningless and achieve nothing. Only the manager can allay this fear by establishing a counselling relationship, which shows they are fair and can be trusted. It is possible that a member of staff will perform at an acceptable level without motivation, but in many, indeed most cases their results will not reflect their true potential.

A good manager is always conscious of the need to motivate whenever an opportunity occurs. The assessment interview, properly planned, can be the most potent force for improvement.

Attitudes must be understood before motivation can take place:

We all have attitudes, towards work, politics, religion, fluoridation of water and so on. Those, which are the concern of management, are

Meaning and Marketing - The Hurricane
I step outside my back door and look at some large limbs lying on the ground. They are all dead. We've had the remnants of Hurricane Frances and Ivan come through here the past ten days. We've had lots of rain with manageable winds. Even so, the storms have done their work and alot more than I have the time to see or know about at the present moment. The hurricane - one of nature's ways of culling the trees. I remember visiting the Florida Everglades in the early 1980's and hearing from a Park Ranger who was our tour guide on a boat. He pointed out the most common trees along the water bank, a tangled mass - millions of them. "Left to their own devices, they can be their own worst enemy," he said; "so right now we're praying for a hurricane." Meaning and Marketing - do you have or own a context of Meaning in which to do your work? Of course, you do. Why do you do your work and what are you after? Are you after "Success"? If so, what is "Success" and how do you define that?<

Most organisations review the performance of their employees on a regular basis, usually annually. The term appraisal however, is disliked by many, conjuring up images of a superior passing judgement in a god like fashion. The answer must be to establish good relationships between both.

Every manager has to appraise subordinates and the mechanics of it vary from ticking little boxes, through marking on five-point scales, to writing an open ended report. These notes however, are mainly concerned with relationships.

The primary purpose of an appraisal is to help the subordinate.

Reasons for an Appraisal:

- To provide feedback of individual performance.

- To plan for future promotions and successions.

- To assess training and development needs.

- To provide information for salary planning and special awards.

- To contribute to corporate career planning.

The three main principles for appraisal and counselling interviews:

1. Everything written should be shown and shared

- Secrecy breeds suspicion

- Suspicion destroys a counselling relationship

Two specific aspects often withheld are those relating to: -

a) Poor performance

b) Potential promotion.

In the first the secrecy reflects the manager’s own anxiety, telling someone they are doing badly is not easy.

The second, promotion, is difficult as telling the subordinate of potential promotion is very likely to be interpreted as definite, with keen disappointment if it does not happen.

If there is something a manager feels they cannot communicate to a subordinate then that is probably a good enough reason to exclude it from the appraisal report.

2. The Appraisal report should be finalised in the presence of the subordinate

- All fair and above board.

3. The subordinate should contribute a major part to the appraisal

- Self-appraisal is particularly effective in two areas.

Attitudes In Relation To Performance:

First, the area of weak performance, most individuals will be surprisingly open and honest about themselves if the appraisal or counselling is a supportive relationship.

Analyse rather than criticise.

Secondly, the area of career progression; managers tend to see a subordinate’s future in terms of the other people in the department and how, particularly, the manager’s own progression developed.

Giving the subordinate the chance to talk may reveal totally different aspirations.

Emotion:

There is always an element of emotion in appraisal interviewing. Both manager and subordinate each have positive and negative feelings and appreciating what they are can help understanding.

The Manager:

Positive feelings: -

- Wants to be helpful and understanding, but may be inclined to offer advice too closely related to their own experience. Needs to remember the subordinate is an individual in their own right.

- Wants to be kind and tolerant and liked by their staff. However, they must be prepared to point out the realities of any situation.

Negative feelings: -

- May be fearful of the interview itself and whether they may make a mess of it. These fears diminish with practice.

- Fear of the interview becoming emotional and perhaps creating hostility in the subordinate. This is overcome by developing relationships where expression of feelings is normal.

- May have feelings of envy i.e. the subordinate’s youth, health, qualifications or career opportunities. It is essential to control them.

The Subordinate:

Positive Feelings: -

- Wants to be liked by the boss. However they must not allow this to make them dependent and subservient.

- Wants to be helped to improve.

Negative Feelings: -

A good manager is always conscious of the need to motivate whenever an opportunity occurs. The assessment interview, properly planned, can be the most potent force for improvement.

Attitudes must be understood before motivation can take place:

We all have attitudes, towards work, politics, religion, fluoridation of water and so on. Those, which are the concern of management, are

How to Avoid Making a Bad Hiring Decision
It is amazing how many executives, at one point or another, feel they have made bad hiring decisions. I'm not talking about hiring an executive who has fraudulently misrepresented their career accomplishments or capabilities either. I'm talking about hiring great executives with well substantiated track record of success that simply did not work out in the present role they were recruited into.How does this happen?It happens quite simply as a result of human nature; we like to interact with and work around people we like. This typically leads to disastrous hiring decisions based on simply looking for executives that have the same or relevant industry experience who have held similar scope & scale of responsibilities to the role you're trying to fill with whom you enjoy talking to and as a result like being around.What typically precedes a bad hiring decision is:Failure to define the - specific - measurable responsibilities of a role in detail. Failur

sal and counselling interviews:

1. Everything written should be shown and shared

- Secrecy breeds suspicion

- Suspicion destroys a counselling relationship

Two specific aspects often withheld are those relating to: -

a) Poor performance

b) Potential promotion.

In the first the secrecy reflects the manager’s own anxiety, telling someone they are doing badly is not easy.

The second, promotion, is difficult as telling the subordinate of potential promotion is very likely to be interpreted as definite, with keen disappointment if it does not happen.

If there is something a manager feels they cannot communicate to a subordinate then that is probably a good enough reason to exclude it from the appraisal report.

2. The Appraisal report should be finalised in the presence of the subordinate

- All fair and above board.

3. The subordinate should contribute a major part to the appraisal

- Self-appraisal is particularly effective in two areas.

Attitudes In Relation To Performance:

First, the area of weak performance, most individuals will be surprisingly open and honest about themselves if the appraisal or counselling is a supportive relationship.

Analyse rather than criticise.

Giving the subordinate the chance to talk may reveal totally different aspirations.

Emotion:

There is always an element of emotion in appraisal interviewing. Both manager and subordinate each have positive and negative feelings and appreciating what they are can help understanding.

The Manager:

Positive feelings: -

- Wants to be helpful and understanding, but may be inclined to offer advice too closely related to their own experience. Needs to remember the subordinate is an individual in their own right.

- Wants to be kind and tolerant and liked by their staff. However, they must be prepared to point out the realities of any situation.

Negative feelings: -

- May be fearful of the interview itself and whether they may make a mess of it. These fears diminish with practice.

- Fear of the interview becoming emotional and perhaps creating hostility in the subordinate. This is overcome by developing relationships where expression of feelings is normal.

- May have feelings of envy i.e. the subordinate’s youth, health, qualifications or career opportunities. It is essential to control them.

The Subordinate:

Positive Feelings: -

- Wants to be liked by the boss. However they must not allow this to make them dependent and subservient.

- Wants to be helped to improve.

Negative Feelings: -

A good manager is always conscious of the need to motivate whenever an opportunity occurs. The assessment interview, properly planned, can be the most potent force for improvement.

Attitudes must be understood before motivation can take place:

We all have attitudes, towards work, politics, religion, fluoridation of water and so on. Those, which are the concern of management, are

The True Essence of a Brand
Sometimes in business we are so involved in the little things that we forget to refer back to the top of the pyramid. At the top of this pyramid is your company’s brand. This is a reminder as to how important your brand is and how properly executing it illustrates its true essence.The Umbrella Over Your BrandYour brand is how you want to be perceived and what your consumers expect. It is the umbrella over your entire company. Some may think logos, commercials, and glossy photos make up a brand. This is not true - those are marketing plans that only present the brand.A businesses brand is the overall character and quality of the business. Big businesses have sub brands for other products and services, yet they all relate back to the overall brand, never shying away from the businesses true personality.It is important that this umbrella covers your products and services. You should also remember that employees, consumers, shareholders, and the media m

major part to the appraisal

- Self-appraisal is particularly effective in two areas.

Attitudes In Relation To Performance:

First, the area of weak performance, most individuals will be surprisingly open and honest about themselves if the appraisal or counselling is a supportive relationship.

Analyse rather than criticise.

Giving the subordinate the chance to talk may reveal totally different aspirations.

Emotion:

There is always an element of emotion in appraisal interviewing. Both manager and subordinate each have positive and negative feelings and appreciating what they are can help understanding.

The Manager:

Positive feelings: -

- Wants to be helpful and understanding, but may be inclined to offer advice too closely related to their own experience. Needs to remember the subordinate is an individual in their own right.

- Wants to be kind and tolerant and liked by their staff. However, they must be prepared to point out the realities of any situation.

Negative feelings: -

- May be fearful of the interview itself and whether they may make a mess of it. These fears diminish with practice.

- Fear of the interview becoming emotional and perhaps creating hostility in the subordinate. This is overcome by developing relationships where expression of feelings is normal.

- May have feelings of envy i.e. the subordinate’s youth, health, qualifications or career opportunities. It is essential to control them.

The Subordinate:

Positive Feelings: -

- Wants to be liked by the boss. However they must not allow this to make them dependent and subservient.

- Wants to be helped to improve.

Negative Feelings: -

A good manager is always conscious of the need to motivate whenever an opportunity occurs. The assessment interview, properly planned, can be the most potent force for improvement.

Attitudes must be understood before motivation can take place:

We all have attitudes, towards work, politics, religion, fluoridation of water and so on. Those, which are the concern of management, are

I Still Never Figured Out How Electric Motors Work!
It’s very easy to take the everyday electric motor for granted. Some may not even think much of it; they just know what it does. It may be small in your but it’s very intricate. Some common places where you will find an electric motor include table saws, wheel chairs, and electric vehicles, which are just starting to take off. Electric sports cars can out accelerate a Ferrari.Here’s how a DC electric motor works: When the coil is powered, a magnetic field is created around the armature (or stator). The left side of the armature is pushed away from the magnet on the same side, and drawn towards the right, which causes rotation. The armature continues to rotate, until it becomes horizontally aligned. When the armature is horizontal, the commutator, the current changes direction through the coil, and this reverses the magnetic field. This process repeats.The whole process is based on the rotating magnetic field principle, which was first though up by Nikola Tesla.An e

anding, but may be inclined to offer advice too closely related to their own experience. Needs to remember the subordinate is an individual in their own right.

- Wants to be kind and tolerant and liked by their staff. However, they must be prepared to point out the realities of any situation.

Negative feelings: -

- May be fearful of the interview itself and whether they may make a mess of it. These fears diminish with practice.

- Fear of the interview becoming emotional and perhaps creating hostility in the subordinate. This is overcome by developing relationships where expression of feelings is normal.

- May have feelings of envy i.e. the subordinate’s youth, health, qualifications or career opportunities. It is essential to control them.

The Subordinate:

Positive Feelings: -

- Wants to be liked by the boss. However they must not allow this to make them dependent and subservient.

- Wants to be helped to improve.

Negative Feelings: -

A good manager is always conscious of the need to motivate whenever an opportunity occurs. The assessment interview, properly planned, can be the most potent force for improvement.

Attitudes must be understood before motivation can take place:

We all have attitudes, towards work, politics, religion, fluoridation of water and so on. Those, which are the concern of management, are

How To Choose Quality Promotional Umbrellas
There are a good many factors to consider when you decide to use promotional umbrellas to market your company’s good name. You’ll want to consider color, design, style, budget and quality to be sure that you’re getting a quality promotional item that will deliver your message loud and clear. Here are some of the things the companyl need to know in order to help you choose the best promotional umbrella for your needs.Budget With promotional umbrellas available in such a wide range of prices, your budget can be a primary consideration. If you let us know how much you intend to spend and how many umbrellas you’ll need, the company can present a range of options within your price constraints.Style Who would have thought that such a simple item offers so many choices? There are many different styles of umbrellas on the market. Here are some of the style options among which you can choose.Golf promotional umbrellas Golf umbrellas are traditionally wider and larger

ubservient.

- Wants to be helped to improve.

Negative Feelings: -

A good manager is always conscious of the need to motivate whenever an opportunity occurs. The assessment interview, properly planned, can be the most potent force for improvement.

Attitudes must be understood before motivation can take place:

We all have attitudes, towards work, politics, religion, fluoridation of water and so on. Those, which are the concern of management, are those, which are related to the job.

- Are they positive, neutral or negative?

- In what areas must we know what they think?

- How can we find out what they think?

- How can we influence their thinking?

If the manager knows their own attitudes and those of their staff, then they are better equipped to manage them.

People think in settled, standard ways, dictated by their attitudes, which form, as it were, the filter into their receptiveness. This can even determine what actually does come to their notice.

Some attitudes and beliefs cannot be changed, they are so deeply held, whilst others can fairly easily be changed provided open-mindedness is a strong attitude.

A person’s standards will be directly related to their attitudes. If the standard is unacceptable to the manager then it must be changed.

In a group of sales people who have undergone the same selection process to meet the same job description, there will be a considerable overlap of attitudes, but it must not be assumed that each set is identical. People will have their own unique set of attitudes.

We must not fall into the trap of judging others by our own attitudes. e.g.

- What would I do if I were them?

- What would they do if they were me?

Basic attitudes in members of staff which need to be understood by the Manager are:

-To the job.

-To our products.

-To their colleagues.

-To the Company.

-To their manager.

-To their customers.

-To training.

The manager must know what each individual’s attitudes are before they can do anything about them, if indeed, anything needs to be done.

- What do they say?
- How do they say it?
- What do they write-?
- How do they express themselves?
- What do they do?
- How do they set about it?

The manager must be constantly on the alert, looking for inconsistencies which will help improve their understanding or provide new information. Chance remarks when off guard often give away the genuine attitude.

Questioning in the formal situation related to attitudes, may be unsuccessful, as the person will be on their guard and will tend to “feed” what they think the manager wants to know.

Where emotions are stimulated attitudes are more clearly displayed.

There is always an inter-relationship in a person’s attitudes.

The manager’s task is to strengthen desirable attitudes and minimise or eliminate the undesirable ones.

It must be remembered that people can succeed, despite some undesirable attitudes, because other stronger attitudes are dominant. After all it is results that count!

In Summary, The Steps In Successful Performance Appraisal:

1. Review the case history in advance.

2. Listen to the evidence.

3. Discuss diagnosis.

- Don’t concentrate on character traits.

- Discuss things that can be improved.

4. Face up to problem areas.

5. Agree a plan of action.

6. Write up a report of the interview.

7. Progress that report.

8. Never discuss a salary review at the appraisal interview.

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Don't just change your light bulbs, green your career! You don't have to be a scientist to be part of the solution. Review ten ways to green your career to discover how you can play your part in bringing our environment back into balance.

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