There has been a marked increase in candidates contacting me to assist them in their hospitality career search over the past year. I'm sure there are numerous factors that compel a career hunter to call a recruiter, such as industry expertise, contacts, hidden job markets, etc etc. However, an important, and often overlooked reason, is that modesty is still a virtue, even in the competitive world of business.
Try talking about your own accomplishments in any setting, even in a job interview, and you're more likely to be less liked. Speaking for yourself can hurt you, both personally and financially. So how do you assert your competence when you're trying to capture that next position? How do you overcome what social psychologists call the "self-promotion dilemma?"
"Get an agent or a recruiter," says a Stanford Graduate School of Business faculty member. In recent research, Jeffrey Pfeffer confirms what many have intuited for decades - having someone else sing your praises can take the edge off in negotiations where money, position, and status are at stake. Not only are you seen as more pleasant when flattering words on your behalf come out of a third party's mouth, but you're more likely to get a better salary or contract and get the people you're negotiating with to be more helpful to you in the long term.
"Most literature on the use of intermediaries focuses on the negative effects agents can have if they don't represent your interests adequately because of conflicts with their own agendas, or by creating communication distortions," says Pfeffer, the Thomas D. Dee II Professor of Organizational Behavior. "What hasn't been looked at much is the positive interpersonal effect an agent can have."
Pfeffer designed three studies with several colleagues, including faculty members Christina Fong of University of Washington business school and Robert Cialdini of Arizona State University, and University of Washington doctoral student Rebecca Portnoy, to determine just how an intermediary can help lessen the negative consequences of self-promotion. In the first study, university students were told they were helping to select a new director of student affairs and were asked to read over a transcript of an interview and evaluate the candidate. One group read a transcript in which a professional recruiter hired by the job applicant answered all the questions. The other group read the identical transcript, but with the applicant speaking for himself.
Students rated the applicant as more likeable and competent when he had an intermediary, and get this, recommended a higher salary! Furthermore, they expressed greater willingness to offer extra help to him should he get the job, such as alerting him to student concerns, helping him distribute student surveys, and working in his office on a project for no pay.
In a second study, participants were asked to imagine themselves in the role of senior editor for a book publisher in dealing with an experienced and successful author. They read excerpts from a negotiation for a sizeable book advance - again with an agent or the author himself speaking identical words. Participants once again rated the author more favorably on every dimension of likeability and were willing to offer extra assistance when the agent did the talking. "In this case, the willingness to offer extra help was due purely to the perception of the author's greater likeability when he wasn't promoting himself, because it was already established that the author was highly competent," Pfeffer says.
In a third study, participants were similarly asked to imagine themselves as senior book editors but this time watched video clips of fictional presentations of information about the author. The same results held, even when the author appeared on camera with the agent. "This shows that even when it's plainly in front of people's faces that the author is complicit with the agent, they still discount the fact that the agent may be motivated to say what he does at least in part by money," explains Pfeffer.
The research confirms that having a competent third party, such as a recruiter, set up your initial presentation and promote on your behalf can really pay off. "An agent or recruiter can say things that you could never say about yourself, and can shield you from interpersonal frictions," Pfeffer says.
Have you hugged your recruiter today?
[Source: Agents, Recruiters Improve Your Likeability - and Bankability, According to Stanford Business School Research." AScribe Business & Economics News Service. AScribe. 2006]
Showing posts with label hospitaity work. Show all posts
Showing posts with label hospitaity work. Show all posts
Friday, May 14, 2010
Wednesday, March 24, 2010
The Knowledge Drain in Your Company
Each company I recruit for recognizes that knowledge is the key element in hiring a new employee. Knowledge about the company, how to perform their role, how to attract and please their customers, how to deal with staf issues - all part of what they look for in a new hire and a successful long-term employee.
It is precisely knowledge that companies pay for in valued employees, whether it be in paying top salary for someone who knows what their doing, knows the industry, knows the community and market, or in paying to train them to know the company's culture, policies, procedures that set them apart from the competition. It's all about knowledge and we entrust that knowledge in our employees - but how does the increasing mobility of the work force and impending baby boomer retirements drain your company of its most tangible asset?
"We are facing a severe and pervasive problem and almost no one seems to be doing anything about it," said Beazley, a former professor at George Washington University and now chairman of the Strategic Leadership Group in Arlington, Va.
Beazley cautions that the Information Age relies on the transfer of knowledge, which now is being done haphazardly.
"`How do I keep knowledge in my business?' should be the question every manager asks today," he said. "It's never been as important."
In the Information Age, knowledge is power. And transferring that knowledge from worker to worker is the key to success. This is an argument he spells out in his new book "Continuity Management," written with co-authors Jeremiah Boenisch and David Harden.
"You have to remember that we have switched very rapidly from the Industrial Age to the Information Age," Beazley says. "The knowledge of the company is not in its database, but in the heads of its employees. It is loaned to the company and goes home with the employees. We are just starting to grapple with that. It is not something we needed to worry about 30 years ago."
In the Industrial Age, you replaced a body with a body. The Information Age requires the hiring of one mind to replace another. The task is simply not as easy.
"Everything has shifted," he said. "It is no longer a badge of honor to stay with a company. In fact, it is held against you. These forces are occurring, but we haven't done anything to assure that knowledge is retained within our companies when people leave."
The intensity of these forces has stunned executives, Beazley said.
"I think it is so shocking that they are in denial," he said. "They want to put off dealing with it because they can't quite believe it is really happening. But it is."
If there is an alarm buzzer, executives seem to be hitting the snooze button.
"The point is that if you let employees leave today or you terminate them, it's not a cost savings," Beazley said. "It is a disposal of assets. If you can't retain knowledge, you can't be a learning organization.
"The phrase we keep hearing today is to `work smarter.' How do you work smarter? You do it with knowledge. You can't allow knowledge to escape from your organization."
Downsizing and the increasing use of temporary and contract employees should be enough to guarantee that a mobile work force is certain in the future. At the same time, flattened organizational structures mean each company has more decision-makers working for it.
The question becomes: What will executives do to ensure that what those employees know is transferred to others before the learning curve has to be repeated?
Beazley is the first to admit that his concerns should be self-evident.
"It's so obvious that we expect people to be doing it. When people hear about this, they look at me like everyone already knows this. But when I ask them what their company is doing about it, the answer is always, `Nothing.'"
That's the wrong answer.
[Source:Michael Kinsman. "Career: When employees hit exits, knowledge leaves." The Sun - Plainfield (IL). 2002.]
It is precisely knowledge that companies pay for in valued employees, whether it be in paying top salary for someone who knows what their doing, knows the industry, knows the community and market, or in paying to train them to know the company's culture, policies, procedures that set them apart from the competition. It's all about knowledge and we entrust that knowledge in our employees - but how does the increasing mobility of the work force and impending baby boomer retirements drain your company of its most tangible asset?
"We are facing a severe and pervasive problem and almost no one seems to be doing anything about it," said Beazley, a former professor at George Washington University and now chairman of the Strategic Leadership Group in Arlington, Va.
Beazley cautions that the Information Age relies on the transfer of knowledge, which now is being done haphazardly.
"`How do I keep knowledge in my business?' should be the question every manager asks today," he said. "It's never been as important."
In the Information Age, knowledge is power. And transferring that knowledge from worker to worker is the key to success. This is an argument he spells out in his new book "Continuity Management," written with co-authors Jeremiah Boenisch and David Harden.
"You have to remember that we have switched very rapidly from the Industrial Age to the Information Age," Beazley says. "The knowledge of the company is not in its database, but in the heads of its employees. It is loaned to the company and goes home with the employees. We are just starting to grapple with that. It is not something we needed to worry about 30 years ago."
In the Industrial Age, you replaced a body with a body. The Information Age requires the hiring of one mind to replace another. The task is simply not as easy.
"Everything has shifted," he said. "It is no longer a badge of honor to stay with a company. In fact, it is held against you. These forces are occurring, but we haven't done anything to assure that knowledge is retained within our companies when people leave."
The intensity of these forces has stunned executives, Beazley said.
"I think it is so shocking that they are in denial," he said. "They want to put off dealing with it because they can't quite believe it is really happening. But it is."
If there is an alarm buzzer, executives seem to be hitting the snooze button.
"The point is that if you let employees leave today or you terminate them, it's not a cost savings," Beazley said. "It is a disposal of assets. If you can't retain knowledge, you can't be a learning organization.
"The phrase we keep hearing today is to `work smarter.' How do you work smarter? You do it with knowledge. You can't allow knowledge to escape from your organization."
Downsizing and the increasing use of temporary and contract employees should be enough to guarantee that a mobile work force is certain in the future. At the same time, flattened organizational structures mean each company has more decision-makers working for it.
The question becomes: What will executives do to ensure that what those employees know is transferred to others before the learning curve has to be repeated?
Beazley is the first to admit that his concerns should be self-evident.
"It's so obvious that we expect people to be doing it. When people hear about this, they look at me like everyone already knows this. But when I ask them what their company is doing about it, the answer is always, `Nothing.'"
That's the wrong answer.
[Source:Michael Kinsman. "Career: When employees hit exits, knowledge leaves." The Sun - Plainfield (IL). 2002.]
Tuesday, March 09, 2010
Boom Workers
Job Interviews for the Baby Boomer Generation
In a time when the economy is struggling and unemployment high, it means challenges for all job and career seekers but perhaps moreso for the Baby Boomer Generation.
In life, perception is often reality and there are many perceptions of the mature candidate. Those who fall into this category must anticipate what they potentially are and be prepared to overcome them. Let’s examine these areas of concern, both spoken and unspoken, that many employers consider when interviewing the Baby Boomer generation.
Perception #1: Baby Boomers are “overpriced”. Because of this, they are more likely to be made redundant in a bad economy. Younger workers are more “affordable”. Even if older workers are willing to take a pay cut or make a lateral move in regard to money to get the job, employers sometimes fear that their job satisfaction will be compromised at a lower or equal salary and that they won’t stay or be motivated.
Perception #2: They’re settling. Employers fear that if the mature candidate has been unemployed awhile and previously employed in a capacity beyond that for which they’re interviewing, they’re only willing to take the position until something better comes along. In other words, they simply need a job.
Perception #3: They’re looking for a retirement home. Motivations are attributed to having a place to hang their hat for a few years and get benefits. This is usually far from the truth, but can be a concern nonetheless.
Perception #4: They’ve lost the “edge”. An underlying fear here is that older workers won’t have the same drive and determination as they once did, the belief being that their younger counterparts may be “hungrier”.
Perception #5: Their credentials aren’t equivalent to those of their younger counterparts. Sometimes older workers don’t have the same educational credentials as younger workers. Baby Boomers more often went to the ’school of hard knocks’ as opposed to going the traditional educational route as is more common today. An education back then, though important, didn’t carry the weight it does today in many companies and organizations.
Perception #6: They’re limited in flexibility. Younger workers tend to be more mobile either to relocate or travel, whether now or in the future. In some careers, that can be a benefit to a corporation.
Perception #7: They’re overqualified. This perception can be valid. Older workers often find themselves interviewing for positions with someone they could easily have managed themselves at some point in their careers. It can be intimidating to a younger manager.
Perception #8: They don’t portray the right image for the company or fit with the culture. Appearance is a factor, especially in sales positions or any position where you’re meeting with the public. Older people sometimes face discrimination based on the ‘image factor’. Whether fair or not - it is reality.
Perception #9: They’re outdated. Their skills may be outdated, especially in technical areas like computers. Older workers may not be able to keep up with the Gen Y’er’s in terms of computer social networking abilities. This is changing as the mature worker becomes more Internet-aware but it is still a reservation on the part of some younger managers.
Perception #10: They’re rigid. The “you can’t teach an old dog new tricks” mentality is a factor. There are concerns that mature employees won’t be able to adapt to new ways of doing things or that they are set in their ways and have preconceived views of how things are and should be.
This list can be daunting for those in transition. It would seem with all these possible roadblocks, a seasoned job hunter would never get hired. Let’s dispel that myth. It happens every day, but to bust that myth in your own personal situation, being forewarned is forearmed. If you understand the mindset of some employers and interviewers and the possible perceptions you’ll face, you can be ready to deal with and overcome them to your advantage.
What do older workers bring to the table that can overcome these objections? A number of things:
1. Life experience. This can not be bought or learned in a college. Traveling the road of life, you learn to deal with a myriad of situations and gain the ability to overcome obstacles. Common sense can’t be taught or easily gained without experience.
2. Skills to overcome adversity. Mature candidates generally are more adept at problem solving and have a track record of doing so. Again, it comes with experience.
3. Stability. An older person is actually NOT as likely to ‘job hop’ within a year or two. The younger candidate is far more likely to move from one company to another for a slight increase in salary, title, or opportunity.
4. The ability to take on a mentoring role. There is research now that indicates that the Gen Yer’s who have a reputation for doing things in an ‘out of the box’ fashion are embracing the traditional as a ‘new way’. They value the input from Baby Boomers in the workplace. They often want to learn from them and use them as mentors in furthering their career objectives.
5. Less conflicts. Older workers are not as likely to have family issues that interfere with their jobs. Their children are grown, gone, and established.
How can you, as a mature candidate compete in this marathon to the job offer?
1. Bearing all of the above advantages in mind, don’t underestimate your value. Incorporate some of these concepts into your interview presentation, especially if you run into objections.
2. Stay abreast of changes in the industry. All industries evolve, and this is especially true of hospitality, change and adapt to the fluctuations of the market. Stay on top of the industry trends.
3. Learn to be a social networking whiz. Okay, I never believed personally that I’d be a social networking devotee, but I am. It’s becoming essential in this world. Know that and decide to be aware and active.
4. Take classes to enhance skills you lack. These might include computer skills, technical skills that are industry specific, or enhancing your public speaking if that’s a benefit. Keep learning!
5. Learn to package your skills in accordance with the employer specifications. Past duties and functions are of value if packaged correctly and portrayed in the right way.
6. Stay active in order to demonstrate the ‘fire in the belly’ attitude. Drive and determination are still highly desired in employees, and older workers who can show that they continue to meet and exceed their life goals have a better chance of finding gainful employment.
Most importantly, keep a positive attitude and remember,you still have a lot to contribute.
[Source: article by Mark Ste. Marie, http://internsover40.blogspot.com/2009/09/job-interview-problems-solutions-for.html]
In a time when the economy is struggling and unemployment high, it means challenges for all job and career seekers but perhaps moreso for the Baby Boomer Generation.
In life, perception is often reality and there are many perceptions of the mature candidate. Those who fall into this category must anticipate what they potentially are and be prepared to overcome them. Let’s examine these areas of concern, both spoken and unspoken, that many employers consider when interviewing the Baby Boomer generation.
Perception #1: Baby Boomers are “overpriced”. Because of this, they are more likely to be made redundant in a bad economy. Younger workers are more “affordable”. Even if older workers are willing to take a pay cut or make a lateral move in regard to money to get the job, employers sometimes fear that their job satisfaction will be compromised at a lower or equal salary and that they won’t stay or be motivated.
Perception #2: They’re settling. Employers fear that if the mature candidate has been unemployed awhile and previously employed in a capacity beyond that for which they’re interviewing, they’re only willing to take the position until something better comes along. In other words, they simply need a job.
Perception #3: They’re looking for a retirement home. Motivations are attributed to having a place to hang their hat for a few years and get benefits. This is usually far from the truth, but can be a concern nonetheless.
Perception #4: They’ve lost the “edge”. An underlying fear here is that older workers won’t have the same drive and determination as they once did, the belief being that their younger counterparts may be “hungrier”.
Perception #5: Their credentials aren’t equivalent to those of their younger counterparts. Sometimes older workers don’t have the same educational credentials as younger workers. Baby Boomers more often went to the ’school of hard knocks’ as opposed to going the traditional educational route as is more common today. An education back then, though important, didn’t carry the weight it does today in many companies and organizations.
Perception #6: They’re limited in flexibility. Younger workers tend to be more mobile either to relocate or travel, whether now or in the future. In some careers, that can be a benefit to a corporation.
Perception #7: They’re overqualified. This perception can be valid. Older workers often find themselves interviewing for positions with someone they could easily have managed themselves at some point in their careers. It can be intimidating to a younger manager.
Perception #8: They don’t portray the right image for the company or fit with the culture. Appearance is a factor, especially in sales positions or any position where you’re meeting with the public. Older people sometimes face discrimination based on the ‘image factor’. Whether fair or not - it is reality.
Perception #9: They’re outdated. Their skills may be outdated, especially in technical areas like computers. Older workers may not be able to keep up with the Gen Y’er’s in terms of computer social networking abilities. This is changing as the mature worker becomes more Internet-aware but it is still a reservation on the part of some younger managers.
Perception #10: They’re rigid. The “you can’t teach an old dog new tricks” mentality is a factor. There are concerns that mature employees won’t be able to adapt to new ways of doing things or that they are set in their ways and have preconceived views of how things are and should be.
This list can be daunting for those in transition. It would seem with all these possible roadblocks, a seasoned job hunter would never get hired. Let’s dispel that myth. It happens every day, but to bust that myth in your own personal situation, being forewarned is forearmed. If you understand the mindset of some employers and interviewers and the possible perceptions you’ll face, you can be ready to deal with and overcome them to your advantage.
What do older workers bring to the table that can overcome these objections? A number of things:
1. Life experience. This can not be bought or learned in a college. Traveling the road of life, you learn to deal with a myriad of situations and gain the ability to overcome obstacles. Common sense can’t be taught or easily gained without experience.
2. Skills to overcome adversity. Mature candidates generally are more adept at problem solving and have a track record of doing so. Again, it comes with experience.
3. Stability. An older person is actually NOT as likely to ‘job hop’ within a year or two. The younger candidate is far more likely to move from one company to another for a slight increase in salary, title, or opportunity.
4. The ability to take on a mentoring role. There is research now that indicates that the Gen Yer’s who have a reputation for doing things in an ‘out of the box’ fashion are embracing the traditional as a ‘new way’. They value the input from Baby Boomers in the workplace. They often want to learn from them and use them as mentors in furthering their career objectives.
5. Less conflicts. Older workers are not as likely to have family issues that interfere with their jobs. Their children are grown, gone, and established.
How can you, as a mature candidate compete in this marathon to the job offer?
1. Bearing all of the above advantages in mind, don’t underestimate your value. Incorporate some of these concepts into your interview presentation, especially if you run into objections.
2. Stay abreast of changes in the industry. All industries evolve, and this is especially true of hospitality, change and adapt to the fluctuations of the market. Stay on top of the industry trends.
3. Learn to be a social networking whiz. Okay, I never believed personally that I’d be a social networking devotee, but I am. It’s becoming essential in this world. Know that and decide to be aware and active.
4. Take classes to enhance skills you lack. These might include computer skills, technical skills that are industry specific, or enhancing your public speaking if that’s a benefit. Keep learning!
5. Learn to package your skills in accordance with the employer specifications. Past duties and functions are of value if packaged correctly and portrayed in the right way.
6. Stay active in order to demonstrate the ‘fire in the belly’ attitude. Drive and determination are still highly desired in employees, and older workers who can show that they continue to meet and exceed their life goals have a better chance of finding gainful employment.
Most importantly, keep a positive attitude and remember,you still have a lot to contribute.
[Source: article by Mark Ste. Marie, http://internsover40.blogspot.com/2009/09/job-interview-problems-solutions-for.html]
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