Posts Tagged ‘outplacement’

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.

Dear Readers,

If you’ve survived almost the entire first quarter of 2009 with your job intact, congratulations. But before you raise a glass of champagne, let me remind you that experts predict nearly 1 million members of the working class – at all levels of the organizational chart – will be laid off by the end of the year.

A key question for most of the employed, then, is: What can I do to give myself the best chance to hold onto my job through the end of the year?

During such a depressed economic climate, there are no guaranteed ways to ward off the dreaded pink slip. But there are several steps you can take to make your position as recession-proof as possible. The secret to success – always, but now more than ever – is to be seen as a valuable, if not indispensable, contributor.

To be seen is the first order of business. If they don’t already, your bosses need know about you and your talents. That means increasing your visibility. In dangerous times, you don’t want to make risky moves, using some outlandish scheme to attract attention. But you shouldn’t be invisible either. “Being risk averse does not mean trying to hide and hope nobody will notice you,” says John Challenger of the Chicago-based outplacement firm Challenger, Gray & Christmas. You should attract attention with the basics: outstanding work habits. “Be there early and stay late. Up your performance level so they can’t do without you,” Challenger advises.

Then take it up a notch. Learn new things and advertise what you know by sharing it with your colleagues. “Are you the ‘go-to’ person for advice, insight, and support?” Are you a tech guru? Are you keeping up to date on the latest technology?” These are among the questions savvy employees should ask themselves if they want to solidify their position, says executive recruiter Lynn Hazan, of Chicago-based Lynn Hazan & Associates.
Don’t attract attention for the wrong reasons. Avoid unnecessary fights. If conflicts arise, address them promptly, says Challenger. “If you feel like you’re getting into conflict-laden situations, examine them carefully. Understand what the downside might be.” If taking a side is too dangerous at this point in time, retreat, at least temporarily.

Do call attention to your great new ideas. But, here again, exercise caution. Certainly, finding new ways to contribute to the bottom line is one of the surest ways to demonstrate your value, and ultimately keep your job. Still, it’s important to be strategic. “If your idea could help the company but might threaten your boss, think through the many ways you could present the idea,” Challenger advises. “Could you approach it in a way that makes it his or her idea?” You’ll need to assess your own situation, but often employees need to make sure that their agendas work in concert with those of their managers.

What if you were employee of the year two years ago? Doesn’t that mean you are most likely viewed as a valuable player? You can’t count on it. Polish your winning ways, for sure, and then add tasks that are valued in a financial downturn: providing leadership and strength, spotting trends and opportunities, and building alliances. Employees who can do all this, notes Hazan, “are often promoted when the economy picks up again.”

© CTW Features

Do you have questions about your job or the best way to handle a workplace challenge? Leslie Whitaker would like to hear from you. E-mail Leslie@ctwfeature.com and join the conversation at her Web site, www.lesliewhitaker.com.