The Hiring Site » Amy Chulik

Creative Down Time in the Workplace — Are You Down With It?

2009-11-04T23:16:08Z

I recently read this post about creative sabbaticals on Harvard Business Publishing’s blog. The article, which also features a video of a talk given by Stefan Sagmeister, owner of design firm Sagmeister Inc. in New York City, presents some interesting ideas about our ideas of creative thinking and space in the workplace — and asks how we use free time to refresh and become more productive.

For me, it raised questions from an employer’s perspective as well:

Do you encourage “down time” for your employees to help them spark creativity and new ideas?
If so, do you have any kind of organized process for this?
Do you think it’s healthier for your employees to be constantly busy, or to have opportunities to be idle and think or explore a topic or project completely different from their normal job duties?

I have included the video below; When you have a moment, it’s worth a watch.

Soon to be a Ghost: Looking Back on October’s Workplace News and Gossip

2009-11-02T17:24:12Z

We’re carving our last pumpkins and sweeping up October’s leaves, about to let November move in. With one final look around, we’re donning our balloon boy costumes fondly reminiscing about all the things that made October such a special month. Where to start?

Ah, yes. There was that controversy over sex in the workplace, for starters. And employees dished about their most unusual excuses for missing work–including gems like “I was injured chasing a seagull” — and we promptly published them in a survey for employers everywhere to guffaw at (or scorn).

Employees come up with excuses for missing work for many reasons — including their boss. We spoke with the authors of “Working for You Isn’t Working for Me” about bad bosses, toxic workplace relationships, employee fear in today’s economy, and much more. Check out Part I, II, and III here.

Halloween begins the mad rush of the holiday season — and prime job search season. In the spirit of sharpening interview skills, we asked you to reconsider 5 “red flag” interview situations (yes, including a candidate’s lateness!), and in our first-ever contest on The Hiring Site, we asked you to give us your best interview questions–and you exceeded our expectations (and someone got a Flip Ultra video camera). We sorted through the many thoughtful, funny, and original responses, culminating in our Best of the Best interview questions–and Best of the Rest. Enjoy, and get in on November’s contest action!

Why aren’t you calling job seekers back? Many of you let us know that you just don’t have time –so we offered some solutions to get things back on track.

With all the Jon and Kate Gosselin Halloween masks out there, Halloween is scary enough. But in a recent CareerBuilder survey, we up’d the fear factor and asked employees which famous Halloween character their bosses most resemble — and found that 18 percent of workers describe their workplace as scary. Mask or not, that’s no laughing matter.

On a positive note, lots of businesses are doing things right — and what better way to get tips on improving your own processes? We took a closer look at the things “best places to work” are doing to recruit and retain top employees.

Now go get that last-minute Halloween costume together.

“Working for You Isn’t Working for Me” Authors on Bad Bosses and More: Part III

2009-10-28T19:47:50Z

During Part III of my conversation with “Working for You Isn’t Working for Me: The Ultimate Guide to Managing Your Boss” authors Katherine Crowley and Kathi Elster, we discussed actionable steps bosses can take right now to start on the path to becoming better bosses–and Katherine and Kathi offered bosses some unabashed advice on leading in today’s workplace environment. Read on for interview Part III (of three):

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1. If you could give one piece of advice to bosses, what would it be?

Kathi: I think they should give every new hire the boss baggage assessment. I think they should not hire people who cannot fulfill their expectations and needs, or whose fears they know they’re going to trip. I just think it’s important.

Katherine: What I would also say is, to carefully state your expectations and find out what theirs are of you. Define the relationship from the beginning. Oftentimes, that never happens. The boss is the one who has to define the relationship, because you could be hired by HR or someone else–that doesn’t matter. What matters is once you’ve accepted the job and you’re in that office or whatever setting, and you’re working for that person, you need to know what the job really is—what’s expected of you and what you can expect from your boss.

Kathi: I also think I’d like bosses to own the fact that there is an unfairness in the power between an employee and a boss. And that that generates issues and fears for people. That they do have power over this person, and to be responsible with that. A lot of bosses misuse it. They put fear in people, and I would just like them to be more responsible with that power.

——————-

2. Anything else you’d like to tell employers?

Kathi: This is our second bosses on workplace interpersonal dynamics, and this is something we’ve been studying and working on for a long time, and I think it’s getting really, really critical for people to wake up, because the multicultural workplace and multi-generations, it’s so evident that we’re not going to get along if we don’t start paying attention to these things. It’s no longer just white men running companies anymore—it’s really, really changed tremendously, and continues to change. And I think younger generations want more of a work-life balance, they have different priorities. So I think the time has really come to start looking at your employees as people, and knowing if you want to grow a company, you have to understand how to grow your people. I think that was dropped out for quite some time. It’s not that we all need our hands held–I’m not talking about child care. But just to understand that people come to work but they have needs, expectations and fears and they have to be dealt with, not ignored.

Kathi: First of all, there’s no offices anymore, everybody’s sort of out in the open and you hear so much, and then the people who aren’t even in the office, the telecommuting, and then the diversity of freelance, part-time, that whole element–if we don’t start getting this whole communication thing under control, it’s going to be a big problem. As they say, people don’t quit jobs, or companies, they quit bosses. They usually like the company. Usually people like what the company stands for; that’s why they went to work there. But they leave because of the treatment. They don’t leave because they don’t like the work–that’s the easy part.

Kathi: And now, we don’t have that much loyalty to companies–people just jump from one job to another. And part of it is because there isn’t any kind of human loyalty, and we need people in companies to have corporate memory of how things are done, otherwise we’re constantly reinventing the same wheel. But when you have people there who say, no, we did that five years ago, or we can do that again but let’s remember this… Without that, it’s just not as healthy for a company.

——————-

3. What is one thing bosses can do right now to start on the path to becoming better bosses?

Kathi: We get into that boss baggage, which is that everybody brings three things to the relationship: expectations, needs and fears. I think understanding that, even if they don’t take that test, understanding that the employee has needs, they have expectations, and they have fears of authority. It is a set-up relationship, you’re not equals. The boss has the power. So I think if bosses were just to begin to think about that, if they put a little more time into understanding what each person needs and expects and fears…

Katherine: And I would say to give each employee some face time, and in that time to state your expectations. Back to what Kathi was saying before, when we don’t know what’s expected of us, we assume the worst. But even just that one-to-one face time can dispel a lot of the

Kathi: I just had a meeting with an employee, somebody at a pretty high level in the company, and told the employee her expectations, and then she asked the employee, “What are your expectations of me?” and the woman had an amazing answer. She said, “I need you to back me. I need you to stand up for me.” And then come find out what happened. And the boss said, I never would have known that. Thank you for telling me that. And I’ve checked in a couple of times, and she’s doing that, and the employee’s now in love with her–they get along so well now. That’s a simple thing that now she knows, and she can do.

Katherine: There are a lot of cases in which people have been working together for a long time, and those employees need to know that you’re watching out for them-–or that you’re just watching them. And noticing how they’re doing–whether they feel overwhelmed, or whether they need some help.

Missed the beginning of my interview with Katherine and Kathi? Catch up with Part I and Part II.

“Working for You Isn’t Working for Me” Authors on Bad Bosses and More: Part II

2009-10-28T20:02:20Z

During Part II of my conversation with “Working for You Isn’t Working for Me: The Ultimate Guide to Managing Your Boss” authors Katherine Crowley and Kathi Elster, we covered everything from the failure of many bosses to recognize the non-business side of employee relationships, to bosses being terrorized, to what it means for employees to take back their personal power, to learning to accept one’s boss–and more. Read on for interview Part II (of three):

1. The 8 phases of the distressing employee/boss cycle seems very similar to progression of a non-work toxic relationship. It seems that many bosses forget the interpersonal aspect of employee relationships and focus on the business side only–would you agree?

Kathi: I think we both agree with that, and that’s why we write these books, and why we do executive coaching. Because they don’t want to do this–the people part.

Katherine: And we understand that most people in management today have not received management training, and probably, in addition to being a manager, also have their own workload that they are attending to. That seems to be the way it’s structured right now. And the tendency is to focus on my workload and to wish that my employees will do what they need to do to get their work done.

Katherine: One thing that seems so interesting is when colleagues don’t get along. Again, arguing and conflict tend to mount in stressful times. So when two members of a staff don’t get along, they become furious that, I have to spend part of my day helping them resolve this conflict. Not avoiding those things and stepping in and finding out what’s going on is really the best remedy.

2. Can the tables be turned? Is it possible for these same things to happen to bosses as a result of their employee behavior?

Kathi: Yes.

Katherine: Absolutely. A boss can be terrorized by an employee.

Kathi: And they also will hire somebody and there will be a honeymoon, thinking that person is what the resume said, and then they get disappointed that the person undersold and is under-delivering. It does happen in reverse.

Kathi: But you know, there’s a power thing-–the boss still has more control. The boss can let them go. We wrote this book with that in mind, that it went both ways.

3. Is it much harder to deal with and fix a bad boss/employee relationship that’s in the 7th or 8th phase, rather than the 1st or 2nd? Is the process different?

Katherine: These are progressive stages, so by the time you get to 7 or 8, you’ve been in pain for quite some time, you’re caught in this relationship, you feel trapped and have tried all kinds of things to change it. It’s not a pretty picture. A boss, if they realize their employee is in the 7th or 8th phase, could have an a-ha moment and stage an intervention and say we have to change what’s going on between us, how can we do it? If both parties are willing, there’s a possibility of it changing.

4. In Chapter 2, you talk about boss behaviors that drive employees crazy. We see these personalities and behaviors in our non-work lives too–but in the workplace, do these behaviors have potential to be more toxic?

Kathi: They are toxic in general. But what happens at work is that a boss has a power over you, so it may feel worse at work.

Katherine: I think it can feel more toxic at work. It would be as toxic as if you were having this problem with someone else with whom you depend on for your livelihood. So, in other words, the intensity of the difficult experience is especially great with bosses because you literally feel your survival depends upon this person. Whether it actually does or not, that’s the feeling state, so I think you can have just as toxic an experience in a really bad marriage or with a really horrible parent.

Kathi: In a way, a bad boss/employee relationship is like the parent/child relationship. We have a lot of different authority figures in our life, and sometimes when you get married, that person you also perceive to be the authority figure in your life, and you project, so, it’s very similar.

Katherine: What’s interesting is as adults, generally, we spend more time at work than anyplace else, unless you’re at home, and so one of the things we always notice is that you’re talking about the bosses inside and outside of the workplace, you talk to the grocery check person about it, you’re talking about it at parties—you’re talking about it all the time. I think because we spend so much time in the workplace, the amount of real estate a difficult boss takes up in your brain can be all-consuming, because not only all day are you thinking about it, but when you go home and are with your family or are with your friends, you’re thinking about it.

5. Do you think a lot of bosses become complacent if employees have been with them for a long period of time, assuming everything is fine–and that’s when they hit a snag in the relationship?

Katherine: I do, only because if you just assume everything is fine–assuming is always just a dangerous activity. And what I’ve found, when I’m meeting with some of those employees, is that no one is checking on them and they’re not being given even some kind of feedback can lead them to look for opportunities elsewhere, or to feel like they’re not measuring up. Again, no information creates too-easy avoid for the employee to assume not pleasant things.

Kathi: I also think that as your career changes, every couple of years, every 5-10 years, we tend to have different needs and wants at work, so while at one point in our life you may have wanted a high-powered TV job, and then 10 years later, maybe you have children and maybe then you want to only work four days a week. So, anything could happen where the employee’s needs change, and therefore the work environment probably has to change. And nobody wants to talk about that.

Katherine: Right. When you have a good employee you don’t want them to change.

6. Can you talk a bit about the importance of employees taking back their personal power?

Katherine: This idea, about taking back your personal power is our second step, about detaching. The aim of detaching is to get some emotional distance, and the reason why you have to take back your power is the tendency with a difficult boss, to give that person your power, to have their description of you, their reaction to you, define who you are. So taking back your personal power isn’t necessarily about changing the boss; in fact, it’s absolutely about taking care of yourself. So, there are these three areas of restoring your energy, repairing your emotional state, and rebuilding your confidence. And those activities don’t really involve “the boss.”

Kathi: When we coach people, this is what we have found–the boss is not coming in for coaching. They are not the ones losing their sense of grounding–it’s the employee. So, it’s very difficult for them to look at the situation objectively when they’re not feeling well, and their confidence is below ground, and all of that. And people resort to all those bad habits. When they don’t like the boss, they start drinking, they start not taking care of themselves, isolating, getting depressed. So, it’s really critical that we do get people to understand that they do have control, that the boss only has control over your paycheck, or whether you’re going to keep that job, but you have control over yourself. And you can’t really make smart decisions, or capture this relationship and do well in this relationship, if you’re not taking care of yourself. And then you can build from there.

Katherine: It’s almost like we let difficult bosses hold us hostage emotionally. And so what we’re talking about is letting yourself out of that jail. Here are some actions you can take to reconnect with your physical health, with your emotional health and with your confidence, understanding that you do have skills, you do have value, and you do deserve good things.

Kathi: I mean, you rarely will somebody say, I hate my boss, so I’m going to take up tennis. You don’t think that way. You think, I hate my boss, so I’m going to go get a big bottle of wine and watch terrible TV. You feel like crap, so therefore you’re going to feel like crap. It’s the complete opposite.

7. You talk about accepting who your boss is at some point, and then focusing on the things that you can do.

Kathi: Acceptance is a really important aspect of this, and no one likes to hear it–-no one wants to accept. But when we’re giving a workshop and we explain it this way, it sometimes helps. Everyone has a family member who they wish wasn’t in their family–-but eventually you grow to accept that person. You accept that they’re going to drink too much at Thanksgiving, that they’re going to do something stupid. Eventually you grow to accept it and it’s part of the family. So we’re all capable of accepting, but we don’t want to. But we’re capable of it, and it’s really important, if you can accept your boss they way they are, then you can build from there. But if you continue to fight it, you’re always in a battle.

Katherine: One of the things we always say to people is, you’re telling me I have to approve of this person, and that’s not true at all. What we’re saying is, acceptance is acknowledging the reality of who the person is. It’s a careful distinction, but it’s a really important one. I can’t work with a chronically late boss if I don’t come to terms with the fact that this person is chronically late.

Kathi: So once you accept that, then you start to build in the time buffers without resentment. You start to come up with strategies that actually make you both successful, without resentment. Because there’s something you have to accept about everybody; no boss is perfect. They may be great at supporting you and communicating but maybe they’re not good at getting you a raise. There’s always something.

Stay tuned for the final part of our interview next week — and catch Part I here if you missed it.

“Working for You Isn’t Working for Me” Authors On Bad Bosses and More: Part I

2009-10-28T19:53:52Z

I recently talked with Katherine Crowley and Kathi Elster, co-authors of “Working for You Isn’t Working for Me: The Ultimate Guide to Managing Your Boss.” Katherine, a Harvard-trained psychotherapist, and Kathi, a management consultant, run K Squared Enterprises in NYC, running lectures and workshops and consulting with managers and executives about workplace relationships. “Working for You Isn’t Working for Me” serves as a handbook for employees struggling to deal with a difficult boss–but there is much that bosses can learn from this book, too.

During our conversation, we covered everything from boss attitudes in our current economy, to recognizing and understanding employee coping tactics, to the severe lack of communication in today’s workplace, to the one thing bosses need to do right now to become better employers–and more. Read on for interview Part I (of three):

1. What are the biggest complaints you hear about bosses from employees?

Katherine: I think the biggest general complaint is a lack of communication–-just in the sense of they not either communicating exactly what they want, or changing what they want, or not letting the employees know what’s coming down from above, or not even being clear about what their expectations are or what their priorities are.

Kathi: Yes, I think it’s that whole piece of, they may have an assignment but they don’t really know how they’re being judged on, they don’t know when it’s due, they don’t know when changes were made–-there’s a whole lack of communication.

Katherine: And a sort of a lack of a feedback loop–-here’s what I expect, here’s how you’re doing, here’s where you should put your efforts, and here, now I’m evaluating you. “Just do it.”

Kathi: And there’s a handful of people out there who don’t need much directive, and bosses are always looking for those people. But there’s very few, and those people are not that self-motivated. They need more input.

———-

2. Have you noticed more feedback from employees since the economy has taken a turn for the worse?

Kathi: Yes, because now they’re really feeling more than ever that everything is secretive. So while they may not have known what the expectations of a certain project were, now they don’t know if the company’s going to exist. So that lack of communication is now really red hot.

Katherine: Also, the bosses themselves are under a great deal of stress, and have to justify both themselves and their staff. And unfortunately, under stress we revert to our less constructive work habits. So if I’m a boss who has a hard time stating exactly what I want, as I get busier I probably communicate even less of what I need from my employees. Or if I have a hair-trigger temper, you’re going to see that temper more when I’m feeling pressured. Or if I give you mixed signals, if I constantly change my mind, I may trust that decision making even less in these conditions.

Kathi: I think employees are looking for all signs right now. If you close your door more often, that’s a worry sign, you look upset, that’s a bad sign, and without the communication, they’ll make it up. So if I see your door’s closed a lot and you’re not telling me why, you’re not saying, look I have problems with my medical insurance so I’m making a lot of personal calls–if you don’t tell me, I’m going to think you’re having discussions about who you’re going to let go. And then I may tell a co-worker, who’s going to tell another co-worker, and that’s how rumors begin. And fear.

———-

3. Do you think bosses realize their employees are using coping tactics to deal with them, and are taking a look at themselves and what they may be doing to contribute to employee behavior?

Kathi: No, I don’t think they realize it’s a tactic, I think they just get a headache from it, and they rarely know how to address an employee who’s shutting them out or badmouthing them–-they don’t know how to address it. They just hope that person would go away. These coping tactics are very childish, but yet we all do them.

Katherine: Yeah, bosses really want their employees to be better behaved in tough times.

———-

4. Do you think some employers are taking advantage more now because of the state of the economy?

Kathi: Absolutely. I think they’re using the power with, I can replace you with somebody younger–-you’re replaceable. We’ve spoken to some employees who are afraid of going on vacation, because if they’re missed, their boss is going to get rid of them. That’s a lot of fear.

Katherine: Right, and a boss can convey that without saying, “Don’t go on vacation,” subliminally, or expecting them to work on vacation.

———-

5. Is there anything you would tell employers as far as treating employees and addressing their fear? Employers who might be taking advantage of that reality?

Kathi: Yes. That as soon as the economy comes back, they’re going to be looking at an empty office.

Katherine: Fear-based management does not create the best results—that’s all there is to it. Bigger problems arise–-even if that’s handy right now and you think it’s a clever way to keep people in tow, the fact is that if someone is afraid all the time of losing their job, they’re not going to give you their best work, they’re not going to give you their most creative ideas, they’re may not let you know when things go wrong, because they don’t want to get the ax. So, fear-based management, I don’t think, is the most effective tool.

And as Kathi said, with the mobile work force, it really behooves all of us to learn to appreciate differences. What I would say to bosses now is that as difficult as it may seem, your employees need to be seen and appreciated. And disciplined, when it’s required, but they mostly need to be seen. And get some recognition. I’ve met with plenty of employees who know they aren’t going to get a raise this year, but they are happy to work for their employer because they understand that they are valued members of the team. And that means their work is acknowledged, that their ideas are heard, and that the boss, even if that person can’t give them a promotion or a raise, is finding other ways to show their appreciation.

Kathi: In the book, we call managing business parenting. I think if you want to be a manager, you have to be willing to be somewhat like a parent. And you have to be willing to understand that you’re taking on a responsibility of caring for people, and helping them grow. Everybody wants to grow on the job. They don’t want to be stagnant, and that’s a job.

———-

6. Is there any specific advice you would give to employers, in light of the recession, to help them improve?

Kathi: Yes, I would tell them to be more open about communication and about what’s going on. And if it’s daily, that’s not a terrible thing. But keep people posted, you know, have more meetings about what’s going on. And if you have to talk to them individually about things, don’t avoid those kinds of tough conversations. They know tough things are going to happen, but people are happier when they are prepared than when it comes as a shock. I just read in the Times that 60 percent of workers were let go with no notice; they were just let go on the spot. That’s a lot. And that’s quite upsetting, but if people know there’s something going on, it’s less shocking.

Katherine: And I would also say, help them prioritize. You know, chances are at many companies now there’s been downsizing, so your four staff members are now doing the job that eight people were before. If you want better work out of your staff, help them manage their workload. Help them look at what’s on their plate and make decisions about where to focus their efforts.

Stay tuned for next week’s Part Two of our interview with “Working for You Isn’t Working for Me” authors Kathi Elster and Katherine Crowley.

“I Hit a Nun with My Motorcycle”: 2009’s Most Unusual Excuses for Missing Work

2009-10-09T00:51:43Z

We’ve been struggling through a recession, and over the past year, many things have changed. One thing, however, remains the same: Employees will call in sick, and they will sometimes not really be sick. Yes, I’m talking about that unspeakable action: They will lie. CareerBuilder has just released 2009’s survey about the most unusual excuses for missing work, which included more than 4,700 workers and 3,100 employers. Turns out nearly one-third of the workers surveyed have called in sick to work when they were well at least once.

As in 2008’s most unusual sick excuses, this year’s list is spotted with strange animal injuries, other bouts with nature or pedestrians, and questionable friendships, as well many head-shakers, like “I accidentally hit a nun with my motorcycle.” In a new twist, however, this year’s survey results are reflective of the effect of our tough economic climate, as 28 percent of employers think more employees have been absent with fake excuses due to increased stress and burnout due to the recession.

Here are 2009’s Most Unusual Excuses for Missing Work:

No shoes, no shirt, no work: I got sunburned at a nude beach and can’t wear clothes.
We’re not in Kansas anymore: I woke up in Canada.
Scaly situation: I got caught selling an alligator.
With friends like these… : My buddies locked me in the trunk of an abandoned car after a weekend of drinking.
Mom knows best: My mom said I was not allowed to go to work today.
Stinging conclusion: A bee flew in my mouth.
Meh: I’m just not into it today.
Not hot: I have a headache from eating hot peppers.
Plant rage: A random person threw poison ivy in my face and now I have a rash.
Domestic bliss: I’m convinced my spouse is having an affair and I’m staying home to catch them.
Beach fun: I was injured chasing a seagull.

“Longer hours and heavier workloads are common in the current economic climate and employers are becoming more flexible with their time off policies,” said Rosemary Haefner, vice president of human resources at CareerBuilder. “Sixty-three percent of companies we surveyed said they let their team members use sick days for mental health days. If you need time to recharge, your best bet is to be honest with your manager.”

Manager (Over)Reactions?

Managers, however, don’t always give employees the benefit of the doubt, which doesn’t exactly cultivate a culture of honesty and trust. But would you do the same?

29 percent of employers have checked up on an employee who called in sick
Of those employers: 70 percent required a doctor’s note, 52 percent called the employee at home, 18 percent had another worker call the employee, and 17 percent drove by the employee’s place of residence
15 percent have fired a worker for missing work without a legitimate excuse

So… what are the real reasons workers missed work? (Hint: they have nothing to do with alligators or angry poison ivy-throwing):

31 percent needed to get to a doctor’s appointment
28 percent needed to relax
16 percent wanted to catch up on sleep
13 percent wanted to run personal errands
12 percent said it was work-related (they wanted to miss a meeting, give themselves some more time to work on a project or avoid the wrath of a boss, colleague or client)
10 percent wanted to catch up on housework, and another 10 percent wanted to spend time with family and friends
But the biggest reason for missing work? About a third of workers (32 percent) just didn’t feel like going to work that day.

What are the most unusual excuses you’ve gotten via phone, text, e-mail, sky message, or carrier pigeon (or, as is the trend above, seagulls)?

Continued Employer Optimism and a Cautious Hiring Approach: CareerBuilder and USA TODAY Q4 2009 Job Forecast — Download Full Report

2009-10-01T17:43:01Z

CareerBuilder and USA TODAY’s Q4 2009 Job Forecast shows that, while employers are feeling more optimistic about the economy and job market, the majority plan to keep their staff levels the same for the remainder of the year. Continued moderation in job loss and a hesitant approach to hiring is expected for the fourth quarter. Compensation trends in the fourth quarter are expected to mirror those of the last two quarters, as half of employers (51 percent) anticipate no change in salaries for full-time, permanent employees in the next three months.

The survey of more than 2,900 hiring managers and human resource professionals across various industries was conducted by Harris Interactive® from August 20 to September 9, 2009.

Looking Ahead

“Companies are switching their focus from cost containment to growth. Employers who have instituted pay cuts or layoffs in the last year are reporting that they have begun to restore compensation levels and rehire employees,” said Matt Ferguson, CEO of CareerBuilder.

“While these are positive indicators, the pace of hiring will remain restrained. It will take time to rebuild the confidence needed in the nation’s economy to trigger more robust recruitment programs.”

Q3 2009 v. Q4 2009

Who’s Hiring?

Q3 2009: The number of employers who increased their full-time, permanent headcount in the third quarter was unchanged from the second quarter at 18 percent.

Q4 2009: Seventeen percent of employers expect to add full-time, permanent employees.

Reducing headcount

Q3 2009: Fifteen percent of employers reported declines in staff levels in the third quarter, an improvement from 17 percent in the second quarter.

Q4 2009: Planned staff reductions continue to trend down; 10 percent anticipate a decrease in headcount.

No change in staff or undecided

Q3 2009: Sixty-five percent of employers reported no change in their number of full-time, permanent employees, while one percent were undecided.

Q4 2009: Sixty-eight percent anticipate no change, while 5 percent are undecided.

Employers Rehiring, Bringing Back Laid Off Workers, Reversing Pay Cuts and Strategy

Although employers have made moves to scale back spending and minimize risk in the wake of a financial crisis, they are also cognizant of the need to remain relevant and competitive. As the U.S. economy shows signs of stabilization, employers are reversing some of the strategies they had taken to manage through challenging economic times. Many are rehiring and bringing laid off employees back, as evidenced in the forecast:

Twenty-seven percent of employers reported that, over the last year, they have laid off workers in one area, but hired in another.

Primary areas of hiring were those linked to revenue, including technology, sales, customer service, and research and development.

Laid Off Workers: Employers are Bringing them Back

Of employers who had layoffs in the last 12 months, one in four (26 percent) reported their company is planning to bring back some employees they let go earlier in the year.

Of those rehiring laid off workers, 23 percent started extending job offers to former employees in the third quarter, while 19 percent say they will begin to do so in the fourth quarter.

Nearly a quarter of employers (21 percent) will start bringing back laid off employees in the first quarter of 2010, while 15 percent are waiting until the second quarter of 2010. Others are holding off until the latter half of 2010 and beyond.

Reversing Pay Cuts

Nearly one in five employers (18 percent) reported their organizations implemented pay cuts in the last 12 months. But when will pay be restored?

Here are the results, broken down:

You can download the full Q4 2009 U.S. Job Forecast here.

Time to Clean Up Those Cliché Interview Questions?

2009-09-30T20:51:13Z

Life is full of clichés — but your interviews shouldn’t fall victim to them. The interview process is constantly evolving, and with it, you too must review your process — and yes, evolve. Don’t forget – just as you are screening job seekers through an interview, they are also screening you.

Companies expect candidates to continuously advance their skills, be cognizant of industry news, and surpass expectations. It should come as no surprise, then, that candidates expect the same of the companies with which they’re interviewing. When is the last time you thought about the questions you ask candidates in an interview? Or changed them to stay current or reflect the changing attitudes and needs of the job seekers in today’s market? We’ve rounded up some of the most cliché interview questions, courtesy of the experts: job seekers themselves. Underneath each cliché, we’ve added a new twist on the old standard.

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1. Cliché: Tell me about yourself.

Why it’s weak: With a question this vague, you’re opening yourself up to some potentially uncomfortable answers. And really, this question only serves to make job prospects squirm. Yes, you might hear something of value, but more than not, you’re going to get a rundown of a resume you can read yourself, or a blank stare and uncomfortable pause before a candidate blurts out, “Where should I start?” Why not just get to the point? What do you want to know, anyway? Ask.

New Twist: Think about what you want candidates to tell you about themselves. Their volunteering habits? “You mention your affiliation with Habitat for Humanity. Can you tell me more about that experience?” The project written about in their cover letter that generated $500,000 in revenue? “What was one critical component in the creation of ABC project that you had responsibility in bringing to fruition?” A candidate’s desire to switch from law to health care? “Can you describe the moment or point in time when you knew you wanted to become a hospital administrator?”

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2. Cliché: What is your biggest strength/weakness?

Why it’s weak: This question begs for fabrication. Often, candidates — and people in general — answer questions about themselves as they’d like to see themselves — not as they are (even if they don’t realize they’re doing it). Sally may say “I have superior attention to detail,” but her real strength may be more specifically attention to detail in her ability to coordinate team strategy for marketing campaigns — or she may not even be aware of her flair for public speaking. Alternately, asking for a candidate’s biggest strength will likely result in an answer that’s twisted to make it appear as a strength, which doesn’t necessarily help you. Does “I’m a perfectionist” or “I’m sometimes too ambitious for my own good” ring a bell?

New Twist: Ask for a candidate’s strength/weakness, but also ask, “Can you give me an example of a situation in which you’ve displayed this strength/weakness? Biggest strength: How did it help you with this project? / Biggest weakness: What did you learn from this?

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3. Cliché: How would your last boss describe you in five words?

Why it’s weak: Any candidate worth his or her salt is probably not going to pick words like “lazy,” “unmotivated,” or “disappointing,” right? Think Facebook or online dating profile — when someone asks you to describe yourself, or to describe how others see you, the results are likely to be overwhelming positive — and inflated. Why waste a question? Ask a question that will give you a more genuine answer.

New Twist: This is a great question to ask a candidate’s references — you’ll be getting the essence of someone’s personality or work habits from an outside perspective. Alternately, ask a candidate a question that gives him or her opportunity to display growth. “If I asked you to describe yourself going into your last job, what would you say? How would that description be different now?”

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4. Cliché: Describe a situation in which you have overcome a challenge or seen a project to its conclusion.

Why it’s weak: This question gets the internal eye roll from prospective employees. Again, it’s vague. You ask candidates to be specific in the achievements they describe on their resume, so why don’t you be more specific as well?

New Twist: What piqued your interest from the accomplishments listed on the candidate’s resume? Try rephrasing this question with “What are you most proud of from the X campaign, and why?” You could follow up with a question like, “What would you do differently next time to make the campaign more successful?” or “How did this success spark ideas for your next project?” This frames the question in a more positive light, and enables the candidate to talk in-depth about a project or accomplishment he or she is proud of and passionate about.

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5. Cliché: Where do you see yourself in five years?

Why it’s weak: Candidates barely know what they’re doing for tonight’s dinner these days, let alone five years. Many people move jobs often, and by pigeonholing them with this question, you could be missing out on a question that will really reveal their aspirations in the near-term future, which may be more valuable.

New Twist: Get a feel for where candidates’ heads are now, while still learning more about what they hope to achieve. “What is the first thing you want to accomplish with this position?” Or “What most excites you about this potential job role? How do you see this being different than your previous position?”

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6. Cliché: Why should we hire you?

Why it’s weak: The tables have turned, and Gen Y candidates in particular want different things from a job than in the past: flexibility, quality of life, and more. Yes, candidates must “sell” themselves and their qualifications for a position to you, but how can you sell yourself to them as well? Despite a tight job market, it’s not fair to assume candidates will take the first job that is offered to them. Rise above your competition and offer them something different.

New Twist: This is an excellent opportunity to tell candidates about you, or reiterate your company’s strengths (even though they’ve likely already researched your company), while giving the candidate a chance to talk about what’s most important to him or her. “We believe our flexible scheduling options, 401(k) matching, Diversity Awareness group, and casual dress code are a few things that set our company apart. What made you most interested in working for our company?” or “What is your ideal company environment?”

Cliché away

We know old habits die hard. If you love the “cliché” questions and want to continue using them, consider following up with a “new twist” question so you don’t miss out on any additional insight the interviewee might have to give. (Baby steps, right?)

And while we might have some ideas, you’re the ones in the trenches. What cliché are you willing to throw out — or have you heard that made you cringe? Any new twists on old questions you’ve come up with to reflect the changing job market? We’d love to hear ‘em.

More Workers Living Paycheck to Paycheck, CareerBuilder Survey Finds

2009-09-23T19:39:44Z

Have you been overhearing your employees talking about living on ramen (not that there’s anything wrong with that) and refreshing the computer screen a hundred times a day to spot the exact moment that paycheck deposits? That may not come as a huge shock, but current worker struggles may be deeper and more common than you realize.

As we continue to experience the effects of a sluggish economy, many workers are struggling with household budgets. A whopping 61 percent of workers report they always or usually live paycheck to paycheck just to make ends meet, up from 49 percent last year and 43 percent in 2007, according to a new nationwide survey of more than 4,400 workers by CareerBuilder. Thirty percent of workers with salaries of $100,000 or more report that they too live paycheck to paycheck, up from 21 percent in 2008.

So, how are workers getting by?

More than one in five (21 percent) workers say they have reduced their 401(k) contributions or personal savings in the last six months to get by. (Six-figure earners aren’t exempt, either; 23 percent report doing the same to make ends meet.)
More than one-third (36 percent) of workers say they do not participate in any programs such as 401(k), IRAs or retirement plans at all, up from 31 percent in 2008.
In addition, one-third (33 percent) report that they don’t put any money aside and into their savings each month, up from 25 percent in 2008
Of those who do set money aside for savings, 30 percent set aside $100 or less per month and 16 percent save less than $50.

“Workers are employing a variety of tactics to help make ends meet in this economy,” said Rosemary Haefner, vice president of human resources for CareerBuilder.

“Whether it’s by keeping a tighter budget, finding ways to bring in additional income or adjusting their savings strategies, workers are doing their best to weather the current storm. These good financial habits will not only help workers in the short-term, but better position them for the future.”

But just because your employees are employing their own survival tactics doesn’t mean you don’t have a responsibility as an employer to do what you can to help. Haefner offers the following tips to help your employees ride out the economic downturn and prepare for the future (full tips here):

Keep track of spending – Help employees create a spreadsheet to analyze what they spend each month, including the money spent on those inevitable invisible expenses, such as a morning coffee, cab rides or afternoon snacks. Once they can see where their money goes, they can more clearly see where they can cut back.

Speak up – Set up a meeting with your employees and members of your HR department, in which employees can learn or be refreshed on what is available to help them save on monthly expenses. Is your company still offering flexible spending accounts, wellness benefits, retail discounts, transit reimbursement or anything else employees may not be aware of? An informal meeting in which employees can ask questions and clear up uncertainties may be extremely helpful for them.

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What Should Really Be Included on a Candidate’s Resume?

2009-09-17T17:51:56Z

An interesting discussion started to develop the other day on our Twitter stream after we tweeted about a blog post regarding which information a candidate should include on his or her resume — and which should be ditched with yesterday’s “Top Chef” contestant.

Some of you think an objective is a necessary component of a resume, pointing out that it can provide an expanded view of a candidate’s experience as well as detail a candidate’s drive and vision — while others dismissed it as clutter or vague filler. Many of you were divided on whether candidates should send a resume to you in a Word document or in a PDF.

As evidenced by a CareerBuilder survey earlier this year, over a third (38 percent) of HR managers spend just one to two minutes reviewing a candidate’s resume before making some kind of decision about it. That’s not a lot of time for a candidate to put his or her best foot forward and make a strong impression. So how, exactly, should candidates make a (good) impression on you, employers?

In a recent CNN article, CareerBuilder’s vice president of corporate marketing, Jason Ferrara, offered five tips for job seekers to make their resume stand out:

Include a career summary at the top of a resume
Keep it up to date
Incorporate keywords
Use a functional resume
Include all relevant experience

And in an article on MSN careers, CareerBuilder writer Rachel Zupek, gives 10 resume tips for candidates to get a better response from employers. They include having a less-selfish objective, focusing on accomplishments rather than duties, and filling in any unemployment gaps.

Of course, resume information may also include things like social media info (a candidate’s Twitter handle or professional networking profile), volunteer work, awards, certification and training, work history, references (or stating “References available upon request.”

But the real question is, What information do you want to see in a candidate’s resume — and what are they better off leaving out like former Top Chef contestant Mattin’s undercooked ceviche?