Archive for August, 2009

With his dogged pursuit of health care coverage and minimum wage increases, Senator Ted Kennedy was a true champion of “the working class.” His approach to the months he was tied up in the hospital recovering from a broken back sustained in a deadly plane crash illustrates a point made by Martha Mangelsdorf in her new book: Strategies for Successful Career Change. As the NY Times reported:

During his convalescence, Mr. Kennedy devoted himself to his legislative work. He was briefed by a parade of Harvard professors and began to develop his positions on immigration, health care and civil rights.

“I never thought the time was lost,” he said later. “I had a lot of hours to think about what was important and what was not and about what I wanted to do with my life.”

Martha suggests that we take some time and challenge ourselves to consider what we want our own legacy to be. Senator Kennedy was forced to stay still long enough to ponder the big picture. The Senator’s inspiring results should encourage us, even if we have less time on our hands, to do the same.

I’m on the verge of quitting my job. My boss and I do not get along. If I quit, would I be eligible for unemployment insurance? I am tempted since the federal government just extended benefits for another 13 weeks. A smart move?

Dear Readers,

The prospect of collecting unemployment benefits is rarely a good reason to quit your job. In fact, it’s generally true that if you quit, you are not eligible for benefits. This safety net was designed to lend support to those who lose jobs through no fault of their own.

That said, most states have some exceptions for extenuating circumstances. In Wisconsin, for example, if you quit because your paychecks bounce or you have to relocate to a different market to keep your job, you may be eligible. In Connecticut, you may be entitled to benefits if you quit for “good cause,” which may include reasons like caring for a seriously ill child or spouse. Even so, you have to be available for full-time work.

Because unemployment is administered by each state and the rules change periodically, it is important to check with your state labor department to find out the latest requirements. Even if you do become eligible for collecting unemployment checks, either because you are downsized or quit for what is ruled “good cause,” you will be required to engage in a job hunt. Since you are unhappy in your current situation, why not get a head start?

Interviews Galore

My friend is applying for an executive position. She’s been interviewed more times and by more people than for any other job she’s ever held, and still there’s been no decision. What’s going on?

Dear Readers.

Now that the high unemployment rate has put employers in the driver’s seat, they are being more selective than ever. They also more cognizant of “the costs of making a wrong decision,” says John Challenger of Challenger, Gray & Christmas, the Chicago-based outplacement firm. Often it takes six to eight months to realize that a mistake was made, says Challenger, which means at least half a year’s salary can be wasted.

Consequently, employers, whether they are hiring executives or temporary employees, are beefing up their screening process, confirms Mike Steinmetz, vice president and general manager of Manpower Inc.’s Midwest division. “Some of the larger firms have been trying to reduce risk through multiple rounds [of interviews], getting multiple people involved,” he says. Rather than be interviewed simply by a prospective supervisor, for example, a candidate also may have to meet with the supervisor’s supervisor to make sure there is a consensus on the hiring decision.

The hiring process is also more likely to include “behavioral interviews” and other sorts of assessments, such as skill tests. Behavioral interviews incorporate sets of questions that “attempt to elicit a candidate’s behavior in concrete situations that parallel what might be found at the company,” Challenger says. When Steinmetz interviews candidates for managerial positions, for instance, he typically inquires about difficulties they encountered and how they dealt with them. “I don’t want all rosy stuff,” he says.

Steinmetz notes that “soft” skills, such as leadership, teambuilding, conflict resolution, and the ability to motivate employees who are not direct reports, are highly prized. The best way to prepare for an interview nowadays, adds Steinmetz, is to come with some specific examples that can illustrate any number of these traits. “If the illustration can answer two or three questions at once,” that’s great, he says. “I like it when I don’t talk very much.”

With so many layoffs, Steinmetz notes, many “A-players” have been downsized. Whether companies are hiring new employees or hiring back old ones, “they are trying to upgrade their staffs by identifying and adding the available A-players.”

Candidates do not have to be proficient in every single area. Screening also helps employers identify areas that need coaching or on-the-job training once you are hired.  Most of all, you want your interviewer to view you in the following way: as someone who is reliable, trusthworthy, teamwork oriented, inquisitive, and always looking for a better way to do things. “I much prefer someone with those skills and mediocre technical skills than the other way around,” says Steinmetz.  That’s because technical skills are more easily taught.

I’ve got a disability that’s not obvious to anyone but that can occasionally make it hard for me to work. It is usually controlled by medication, but that’s not 100 percent reliable. Is this something I should disclose during a job interview?

Dear Readers,

If you are a job seeker wrestling with this question, you are not alone. Depending on who is doing the estimating, somewhere between 17 and 32 million people of working age (16-64) have a disability. As defined by the U.S Census, a disability is “a condition that limits or prevents working.”  Even almost two decades after the passage of the Americans with Disabilities Act, which was drafted to provide equal opportunity to people with disabilities, this group has among the highest unemployment rate in the U.S.

Whether you are disabled or not, take a minute to think about the various ways a disability can affect someone. An enlightening chart in Richard Nelson Bolles’ book, Job Hunting for the So-called Handicapped (Ten Speed Press, 2001), may broaden your perspective. Under the heading, “No Two Disabled Persons Are Alike,” the chart lists some of the variables. For example, some disabilities are hidden while others are visible. They may range from mild to moderate to severe to profound. They may have occurred at birth (congenital) or after age five (adventitious). They may affect one’s ability to see, hear, speak, move, think or learn, or feel or behave. In areas that are not affected, the disabled person may be normally or extraordinarily gifted. The disability may be viewed either as a disaster or a challenge, and it  may result in social isolation or support.

If you have a disability that is not always apparent, deciding whether to disclose it to a prospective employer can be a difficult decision. The National Multiple Sclerosis Society offers a worksheet on its website that can help anyone think through this issue, whether you are wrestling with a permanent disability or temporary medical condition. It lists possible emotional reasons you may want to keep the condition to yourself (I feel guilty.), or tell others (I feel dishonest – I’m just not comfortable keeping it a secret.). It lists practical reasons to consider as well (Examples: I need to take time off for medical appointments; I’m afraid of a bad job evaluation; I need an on-the-job accommodation; or I need a medical leave of absence.)

The MS Society’s accompanying “Disclosure Decision Worksheet” helps people chart the possible positive and negative consequences of your decision, based on why you are informing your employer, whom you tell, and how much you say.

If you decide to disclose your condition, or you have no choice because it’s readily apparent, Bolles lists numerous employer fears that you should plan to address. Among them, along with his advice, are the following:

It may cost more to hire this person: If hiring you will entail no extra costs, make that clear. If you will require some accommodations that cost money, lay out the expected expenses and provide an upper ceiling on what it will cost, expressing your commitment to come in at or under that figure.

I don’t understand the disability, and I’m afraid to ask: Ask the interviewer if they have any questions. Explain what you do well, what your limitations are, and list the things that you’ve learned through being disabled.

Won’t this person be a safety hazard?: Share your past safety record.

What if it doesn’t work out and I have to fire her. Am I inviting a lawsuit?: Explain that people with disabilities are fired at the same rate as everyone else.

This applicant may have trouble communicating with other employees: Make sure that you are articulate and animated during your interview. Demonstrating your communication skills is the most effective way to allay fears along these lines.

What if a person with a history of mental illness turns violent on the job?: Discuss a potentially volatile situation in the past that you handled with aplomb.

Still up in the air? Additional information and guidance can be found from the Job Accommodation Network, a government-funded website that covers job accommodations, self-employment, and small business opportunities. Another useful source is the Epilepsy Foundation of America.

I need a full time job, but the American job markets seem closed. I hear that working internationally is the way to go, but the change is so huge that I don’t know what to think of first. Pointers?

Dear Readers,

Many of us have spent years carving out niches or boosting our resumes. However, we’ve managed to overlook the fact that we already have one basic skill that’s in demand on an international level: command of the English language. But before you sell your house to move to Cabo, Mexico, consider the following:

Language: While knowledge of the local language could be an asset, it should not be your focus when targeting a new workplace. Many foreign employers offer local language courses while allowing you to use your English in the office. Employers prefer people with a desire to learn over more arrogant, semi-proficient speakers.

Location: Picking the correct location could be the difference between being gainfully employed and living in a box. When picking a country, be sure that you can bring a rare skill to the table. For example, knowing business English is handy in China, but Australia needs more than just communication skills.

Type of work: Not all jobs are available internationally. For example, a Macy’s store manager in the U.S. might not necessarily be able to manage a Műller department store in Germany. However, teaching seems to translate internationally, especially if you’re willing to teach English as a foreign language.

Finances: Finance management is one of those daily luxuries we take for granted in our native land. Set up direct deposit and you’re set anywhere, right? Au contraire. If you direct deposit with a local bank in your adopted country, you might get hosed when you try to bring your savings home. If you decide to cash your checks rather than deposit them, the exchange rate could take a hefty chunk out of your pocket, depending on when you exchange currency. The best way around these issues is to find a U.S. bank with branches in your country of choice. That makes it easy to bank whether you are in your new home or back in the States.

Banking is not your only financial worry. Be warned that American citizens who work full time abroad still need to file taxes in the U.S., even if they pay taxes in the host country.

Cultural Concerns: Even if a country is geographically close, you may feel, culturally at least, miles apart.  Even if you share a common language, that does not mean you are culturally fluent. For example, a smile does not necessarily indicate happiness or humor in every locale. If you make an off-color joke and a Japanese listener is smiling, it could mean that he is uncomfortable. In Europe, constant smiling isn’t as welcome as in the U.S.  Some Europeans take it as a sign that the grinner is cognitively disabled.

Fortunately, cultural research is easy to do. Start with the country’s government home page for the basics. If you are thinking of settling in Costa Rica, for example, doing an Internet search for Costa Rican culture brings up several informative sites that cover areas like race, class, religion, and traditions.

Sounds straightforward enough. How do I get in on these sweet gigs?

The Internet is one stop job shopping, and there are many reliable websites that post jobs on a daily basis. Dave’s ESL is excellent for English teachers, and just about any Google search will bring up a slew of jobs. Just be sure to use your Internet common sense. If the “employer” asks for money, a bank account number, or your social security number, do not give the information out! These requests are sure signs of a scam.

If you’re fearful of third party websites, you can begin your search through the American and foreign governments. The Japanese Embassy sponsors an international teaching program called the JET Programme to advance cultural and linguistic exchange.

It’s still a big world full of opportunity out there, enhanced by the fact that technology has brought us closer together. If you have had a long job search, don’t lose heart; by considering relocation, you’re expanding your odds of finding a home for your unique talent set.

(Researched by Rachel David)

I’m out of work and thinking about starting my own business, but I’m worried that I’m not entrepreneurial enough. I’m used to having a boss and the security of having a regular paycheck. On the other hand, I believe I have a marketable idea. Plus, right now I don’t have any other options. My dilemma: Should I spend my time looking for a new job or trying to get my new business off the ground?

Dear Readers,

You cannot answer this question yet because there are too many unknowns. My best advice is to first tackle of the question of whether you are likely to enjoy running your own show. If the answer is yes, then try to figure out how long you can afford to try to make it go. Once that period runs out, you can reevaluate your situation.

Do you have what it takes to be an entrepreneur? Here again, there is no simplistic answer, as if either you do, or you don’t. Instead consider a series of questions: Would you enjoy being in charge 24/7? What will be your benchmarks for success? How comfortable are you with uncertainty? Would you prefer to form a partnership with someone else?

Fernando Trias de Bes, author of The Little Black Book of Entrepreneurship: A Contrarian’s Guide to Succeeding Where Others Have Failed (Ten Speed Press, 2008), notes that 90 percent of businesses dissolve within four years and believes that examining those failures can help you make a realistic assessment of your own prospects.

The owner of a marketing firm in Spain, Trias de Bes believes that one common mistake is failing to distinguish between being spurred by a “motive” (I lost my job, or I hate my boss) and having the “motivation” to be an entrepreneur. The latter means being someone who “enjoys the uncertainty and insecurity of not knowing what will come tomorrow,” he says. He also suggests that you need “enormous, colossal and infinite enthusiasm” to drive away thoughts of failure.

The third characteristic, tenacity, is so necessary that it can make up for deficits in the other two. No matter how solid your entrepreneurial spirit, you need persistence to succeed.

But what if my main motivation for becoming an entrepreneur is to work less and earn more?

Then you may take inspiration from the success of Ernie Zelinski, who realized such a thing was possible 25 years ago after he was fired from his engineering job for taking an unauthorized vacation. Currently self-employed as a writer and speaker, Zelinski has recently reissued his book. Career Success without a Real Job: The Career Book for People Too Smart to Work in Corporations (Ten Speed Press, 2009). Zelinski claims that since that fateful firing, he has lived a happier, freer, and consequently more fulfilling life. He claims to make a “decent” living by working only four or five hours a day. He notes that a book he wrote in 1991, The Joy of Not Working, still earns him about $15,000 a year in royalties.

He agrees, however, that it takes enormous effort to get a new business off the ground. In fact he says it’s important to “forgo the pleasures of today and think long-term.” Other requirements include selecting work you truly enjoy, and being willing to accept both rejection and getting paid sporadically. “Don’t make your main purpose earning a lot of money,” he writes.

Zelinski’s view of an “ideal” business is one that is much like his own, which requires little start-up capital, low overhead, no employees, and, with that, the opportunity to make money early on. Many areas that fit this description are information related, such as consulting and event planning. He also lists “cool, unreal jobs,” such as cabaret singer, game designer, and massage therapist.

Whether or not you ultimately launch a new venture, seriously considering the pros and cons is a worthwhile exercise. Everyone should explore his or her entrepreneurial options periodically. It gives you valuable insights into your own character, abilities, and potential roadmaps forward – all things that are worth a great deal.