Can't Get a Raise? Negotiate Your Benefits

There are many ways your employer can make your job more pleasant, even when money is tight.

by Bobbi Dempsey, Investopedia.com

If you didn't get a raise this year--and don't see a chance of getting one anytime soon--you are not alone. These days, you may consider yourself lucky to still have a job. But just because your boss can't boost your paycheck doesn't mean you're completely out of luck. For employees who can't get a raise in their salary, a "benefits raise"--getting the employer to increase/enhance current benefits or add new ones--may be the next best thing. Here are a few tips on persuading your employer to consider a benefits raise.

Come up with a win-win scenario
"The best approach would be a benefit/incentive program that is going to produce more benefits for the employer than it costs," says Robert F. Fallis of Fallis & Associates, an organizational psychological consulting firm in Seattle, Washington.
Fallis suggests something along the lines of the Scanlon plan, in which employees come up with creative solutions to improve the ratio of sales vs. labor costs. Employees then get a pre-negotiated percentage of the resulting savings--unlike a standard profit-sharing arrangement where much of the profits are often diverted to other things before the employees ever get their share.

Look for any upside
An example could include any potential tax savings for your company resulting from an increase in your benefits. (In the wake of the worst recession in a generation, many employee benefits have landed on cutting block)

"If you are requesting additional funds contributed by your employer into your Health Savings Account, that contribution is deductible for tax purposes, up to annual IRS limits," says Joel J. Ohman, a certified financial planner from Tampa, Fla. "Talking up potential tax savings is a great selling point for many increased employee benefits."

Realize some things are off-limits
To a certain extent, your employer's hands may be tied when it comes to some benefits.

"Companies with fully insured benefits plans don't have the luxury to offer you a 'better' health/dental/vision plan than what they offer everyone else, and employers must be careful about what 'extras' they offer so as not to be discriminatory in their benefits offerings," says Roxann Kerr Lindsey, vice president of CBIZ Benefits & Insurance Services of Kansas City, Kan.

If you get the sense there's no wiggle room in this area, it's best not to waste your time, and instead focus on other areas.

Be creative
If you do run into a dead end with the obvious benefits, think of other strategies. For example: "if you are a new employee and there is a waiting period for health benefits, maybe the employer could pay the COBRA premiums for your old plan until the waiting period expires," Lindsey suggests.

Focus on work-life benefits
This is an area where employers are often willing to consider giving some extras. Flex time, for example, may be an option.

"Perhaps you could work one extra hour each day Monday through Thursday and leave at noon on Fridays during the summer," Lindsey suggests. As long as you still get your work done, this doesn't cost your employer anything extra. Along the same lines, Lindsey suggests requesting "a paid leave of absence or a mini sabbatical to work in some sort of public service or charitable endeavor."

Think small
If your employer resists any increase in major benefits, think of small things that could still make your life better. Some of Lindsey's suggestions: reimbursement for parking fees, ability to retain the frequent flier miles earned for company travel, or a health club membership. Another idea: see if your employer will cover the cost of an out-of-town seminar or continuing education program. Not only do you get a little getaway, but "this is deductible for the employer, plus they benefit from your increased knowledge."

The bottom line
Your salary may be in a holding pattern, but by using your imagination and your best negotiation skills, you may still be able to get a few extra perks that will help make your life a little easier.

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Seven Hints for Selling Ideas

Regardless of how good it is, no idea sells itself. Before getting commitment to proceed with an idea for a new product, process, venture, technology, service, policy, or organizational change, innovators must sell the idea to potential backers and supporters, and neutralize the critics. They must find resources, expertise, and support. They must convince colleagues to advance the idea in meetings they don't attend.

People whose ideas get traction — that manage get out of the starting gate — take advantage of this practical advice for selling ideas.

1. Seek many inputs. Listen actively to many points of view. Then incorporate aspects of each of them into the project plan, so that you can show people exactly where their perspectives or suggestions appear.

2. Do your homework. Be thoroughly prepared for meetings and individual discussions. Gather as much hard data as possibly to have command of the full facts, and speak knowledgeably from a broad information base. Know the interests of those to whom you're speaking, and customize the message for them.

3. Make the rounds. Meet with people one-on-one to make the first introduction of your idea. It's always a good idea to touch base with people individually before any key meetings, and to give them advance warning of what you and others are planning to say at the meeting. Then they can be prepared (and coached) in your point of view. And you know theirs, so you can modify your proposal accordingly.

4. See critics in private and hear them out. One-on-one meetings are especially important when you expect opposition or criticism. Groups can easily turn into mobs. Avoid situations in which critics can gang up on you, or when a group of people leaning positive turn negative because the listen to a few loud voices. Never gather all of your potential critics in one room hoping to hold one meeting to brief everyone all at once. This kind of event mainly helps them discover each other and their common concerns, so they coalesce as a group united in opposition to the idea.

5. Make the benefits clear. Arm supporters with arguments. You might rehearse them for meetings in which questions about your project will come up. Stress the value that the idea will produce for them and other groups. Remember that selling ideas is at least a two-step process. You sell one set of people so they can sell others. You convince them to back you because you reduce the risk to them by giving them the tools for selling their own boards or constituencies.

6. Be specific. Make your requests concrete, even while connecting your idea to unassailable larger principles. Wait to approach high-level people until your have tested the idea elsewhere and refined your vague notions. The higher the official, the more valuable and scarce his or her time, and thus the more focused your meeting must be. Use peers for initial broad discussions, then ask top executives for one simple action.

7. Show that you can deliver. People want to back winners. Early in the process, provide evidence, even guarantees, that the project will work. Later, prove that you can deliver by meeting deadlines and doing what you promised.

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Five Tips for Leading Campaigns for Change

Everyone agrees that culture is the hardest thing to change, whether ethics in the financial system or the eating habits of individuals. That's because change is not a decision like appointing a new CEO, nor is it an event like winning an election. Change is an ongoing campaign.

Even in a hierarchy, top officials can declare a new policy or restructure by fiat, but they can't change behavior without a campaign to win hearts and minds. If culture change is difficult within a company, it is even harder in looser systems such as communities and countries. In his book, All Deliberate Speed, Charles Ogletree examines the 50 years after the Supreme Court passed Brown v. Board of Education ordering the desegregation of U.S. public schools; yet decades later schools remain de facto segregated. If laws don't produce change, then leaders must become adept at campaigns to change behavior.

The best campaigns for change have five elements:

* Memorable messages. Campaigns, like brand marketing, start with a clear, succinct, easy to repeat, emotionally compelling message. The designated driver campaign, spearheaded by Jay Winsten at the Harvard School of Public Health 21 years ago, reduced fatalities from drunk driving by 25% in its first four years alone using the slogan "The designated driver is the life of the party." The message plays off of "life of the party" to signify that the party will be fun, while reminding people that "life" depends on a driver who doesn't drink. Similarly, playful yet compelling images animate Dr. Hugo Tempelman's campaign to stop HIV/AIDS in South Africa. The campaign features billboards with a cartoon condom and slogans accompanied by a soccer ball that start with the line "Men with balls..." and complete the sentence with safe sex behavior.

* Stories. Narrative is a powerful tool for campaigns. People remember other people and stories better than numbers. First Lady Michelle Obama is leading a campaign against obesity by getting Americans up and walking. Personal testimonials motivate people, particularly when they see that those they admire take new actions. For big media campaigns, celebrity stories catch attention. Actor Dennis Quaid, who almost lost his twin children to medical errors, stars in a made-for-TV movie about patient safety, Chasing Zero, produced by Dr. Charles Denham, a physician/entrepreneur and an Advanced Leadership Fellow at Harvard (a program I'm involved with). Chasing Zero has aired several times on the Discovery Channel and is the basis for a campaign aimed at hospital boards and community leaders.

* Action tools and roles. In a successful campaign, there is a clear step anyone can take, without requiring elaborate new processes, even if more complex change is required eventually. A checklist for surgery is a simple, actionable tool, as Dr. Atul Gawande argues in his new book. The designated driver is a role that is immediately clear to everyone attending a party, and anyone can take it on. When IBM mounted a campaign to increase employee engagement in North America, the company created a new role, called "mayor," for neighborhood-based networks to build connections and community service, called "spirit communities."

* Coalitions of partners. Change campaigns need many suppliers, distributors, and allies. The "100,000 Lives" campaign mounted by Dr. Donald Berwick at the Institute for Healthcare Improvement (IHI), aimed at saving 100,000 lives lost annually to preventable medical errors. IHI mobilized 3000 hospitals to implement safer practices. Berwick (now nominee to head Medicare) later expanded this to a "5 Million Lives" campaign to reduce all forms of hospital-generated harm, adding more hospitals armed with more tools. In a different realm, NASA head Charles Bolden, a former Harvard Advanced Leadership Fellow with Denham, caught the change campaign spirit. He recently launched NASA's "Summer of Innovation" in its first four states. This campaign enlists middle school students and teachers in efforts to improve STEM education (science, technology, engineering, and math), using NASA scientific resources as a catalyst.

* "Point of action" nudges. Popular media messages get generalized attention, just as commercials for products do, but like marketing campaigns that require point of sale support, successful behavior change campaigns need to place reminders at the point of action — the moment of truth when behavior is set in motion. For example, bars are naturals for designated driver or safe sex campaign materials. Hand-washing reminders and hand-sanitizers are now prevalent in restaurants and hospitals.

Campaigns for culture change flourish under experienced leaders in later stages of life ready to jump into making a big impact on society. This reasoning underlies the meta-campaign of the Advanced Leadership Fellowship: to deploy a leadership force of social change campaigners. We're seeking a few great leaders to join the movement and create the next designated driver, patient safety, or science education campaign. The results can improve competitiveness and save lives. That's a campaign worth undertaking.

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Leadership Tips from Tony Hayward (or Not)

Tony Hayward's expected departure as CEO of BP today won't be the biggest surprise; the surprise is that it's taken so long. (I called publicly for his resignation some time ago.) The Case of Tony Hayward and the Gulf Oil Spill will be fodder for business school discussions for years to come, as a how-not-to-do-it guide for leadership when disaster strikes.

Mr. Hayward must have studied management in a parallel universe, where a set of anti-rules for bad leadership are taught. Here's what I imagine are those anti-rules.

* Deny and minimize problems. Drop any mention of the high-minded principles you announced at the beginning of your term, such as safety and a culture that puts people first. Sweep them under the rug as you play down the significance of the crisis. Or better yet, find someone else to blame — a supplier, a business partner, a lowly employee or two.

* Emphasize your own power and importance. Keep yourself front and center all the time. Rarely bring forward the rest of the team, nor even indicate that it's a team effort.

* Make the story all about you. Talk about your heavy burdens and the costs to your life. When forced to acknowledge the true victims, pay lip service.

* Never apologize, and don't even pretend to learn from your mistakes. Brush off public disapproval, and persist in the same mindless behavior that provoked criticism in the first place.

* Hang onto your job even when it's clear you should go, in order to negotiate the highest severance package, whether you deserve it or not. Don't even consider a deferred resignation to allow for smooth suggestion. Cling to power, and keep everyone guessing to the very end.

Just reverse these rules, and the outcome could have been different. Good leaders must face facts, prepare for the worst case scenario, draw on the whole team, show constant concern for stakeholders, acknowledge mistakes and not make the same ones twice, and do the honorable thing if getting in the way of company progress. BP, in fact, mobilized thousands of employees and former employees from around the world to work on the Gulf Oil spill; the saga of Mr. Hayward now seems peripheral to the main action.

"A 28-year career doing the right things to rise to the top of a major company, and now he's an anti-leadership case — you have to feel compassion for him," a reporter said, trying to provoke me. I wasn't provoked. Compassion is as compassion does. Mine was reserved for the victims, the ones who died in the explosion of the oil platform, the ones whose livelihoods were destroyed with the marine ecosystem, and even, to a lesser extent, the BP employees certain to lose their jobs as the company shrinks or disappears, not to mention the widows and orphans whose BP stock lost half its value. Tony Hayward's attention should have been first and foremost on all of them.

When an executive becomes responsible for the fate of a company, he gets power, privilege, and enormous pay. He is expected to act to enhance the institution, not to undermine it. Of course, his departure will not save BP nor miraculously reverse the damage. But Hayward's departure allows BP to grab a broom for a clean sweep and fresh start — the reason I argued in my book Confidence that turnarounds require new top leaders. This event might strike another blow to the cult of the heroic CEO, which my colleague Rakesh Khurana has to powerfully challenged in Searching for a Corporate Savior. It is certainly an object lesson for all aspiring leaders about what not to do.

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Win Any Argument at Work

Celebrity therapist Xavier Amador (from 'Bethenny Getting Married?') shares his expertise on workplace conflict.

by Susan Adams, Forbes.com

Bethenny's therapist does a lot more than treat New York neurotics. Xavier Amador, the clinical psychologist on the new Bravo reality show "Bethenny Getting Married?" not only counsels individuals, but has also built a career as an author, an executive coach, and a consultant with a slew of corporate and government clients.

Amador, 50, uses many of the same methods with both individuals and corporate clients. His book "I'm Right. You're Wrong. Now What?" lays out a strategy he calls LEAP, which stands for "listen, empathize, agree, partner." It applies to salary negotiations, to disagreements with partners or colleagues or underlings, and even to challenging sales assignments.

Listen
An acronym enthusiast ("acronyms help me to remember"), Amador says the first step is "L," for "listen." That may sound simple, but often it's very hard. In sales, for instance: Before he became a psychologist, Amador worked for an Arizona company that sold solar heating. Rather than simply trying to push his product, he found he got further if he patiently listened to his potential clients' objections.

"What am I going to do with solar heat and hot water when I'm trying to cool our house and swimming pool four months of the year?" people would say. "I see your point," Amador would respond. "I wouldn't want solar heat during the summer and fall. It's too hot!" By acknowledging and accepting the protest with what he calls "reflective listening," he broke down defenses and made people curious about his product.

Another time, one of Amador's corporate clients claimed he hadn't sent her an updated version of two reports. Amador knew he had. It was a classic "I'm right, you're wrong" situation. When he insisted she was wrong, the client got upset and defensive. Then he changed the tone by listening reflectively. "You've checked, and it's clear I didn't send you the revised reports?" he asked her. "Is that the bottom line?" Without conceding the point, he made it clear he had heard her argument. The client instantly calmed down.

Amador says it's important to focus on what you need rather than what you want. In this situation, he needed to bring down the temperature of the clash and resolve the standoff. So he simply reflected his client's (wrongheaded) view back to her, and he resent the reports.

Empathize
After reflective listening, the next step is empathizing (the "E" in LEAP). That means trying to understand and accept what your adversary is feeling, even if you think what he or she is saying is completely wrong.

A useful tactic: Put off your final response, so your adversary can feel she's in control of the situation. Keep listening and empathizing. Say things like "I want to make sure I understand what you're saying." Amador gives the example of a chief executive he calls Brad, whose board requested an external audit. The chief financial officer, Elaine, objected to the idea of the audit and quickly became defensive. First Brad listened to Elaine's objections, carefully reflecting back his understanding of her opinions without reacting or contradicting her. Then she insisted he tell her what he thought. So he delayed, saying, "I'll answer that, but I'm getting a much better picture of your arguments, and I would like to hear more."

After getting Elaine to talk further, Brad finally said, "Do you still want to know what I think?" The question helped her feel ready for his thoughts. He apologized for disappointing her, and even admitted he could be wrong, but he stuck to his guns about the audit. She went along without objection.

Agree and Partner
Amador explains that it's effective to find common ground and agree on some aspect of a disagreement (the "A" in LEAP). When it came to his client who needed the updated reports, they both agreed that she needed the reports. This can help adversaries get to the "P" in LEAP, becoming partners.

Amador describes two colleagues at a law firm who disagreed about the firm's pro bono budget. Thomas wanted to increase that budget, and Charles, who was more senior, said the firm couldn't afford it. First the two had a heated argument, with Charles calling Thomas's idea "nuts" and Thomas responding, "Are you kidding? We can afford this and much more."

After the two reached an impasse, Thomas approached Charles again and said, "My proposal sounds a bit inane. It's poor judgment on my part, right?" By reflecting back what Charles had said about Thomas's idea being crazy, Thomas moved them forward. The two wound up agreeing that the pro bono work was a moral obligation for the firm, and Charles even helped Thomas write the final memo about the budget increase.

Amador moved to the United States when he was three, as a refugee from Cuba. He says he has long resisted appearing on television as a therapist, but Bravo reassured him about how he would be portrayed on "Bethenny Getting Married?" which is a spinoff of another series, "The Real Housewives of New York City." Bethenny, whose previous marriage ended in divorce, has been the only single woman on "Housewives." After she got pregnant by her boyfriend, Jason Hoppy, the two started planning a wedding and shooting the spinoff show. On edge because of her abusive childhood and difficulty forming lasting romantic bonds, Bethenny turned to Amador for help making it to the altar.

"She's really serious about therapy," says Amador. He says he is still advising Bethenny, even though the series has wrapped.

More tips from Xavier Amador
1. Never use absolutes: They put people on the defensive and make them less willing to negotiate.

2. Don't "kitchen-sink" it. Bringing in past transgressions ramps up anger and defensiveness, and distracts from the issue at hand.

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Bosses Behaving Badly

True stories of the worst bosses--and how to deal with them

by Meghan Casserly, Forbes.com

"She threw her computer monitor at me."

"She said she wanted a mentee, but she really wanted a slave."

"I drove an hour across town to get her sushi. When I gave it to her, she threw it out and told me she'd changed her mind."

You don't have to watch "The Office" to know bad boss behavior when you see it. Sure, Steve Carrell's character is a textbook example of just about every boss "don't": passive-aggressive, micromanaging, insanely inane requests. But the premise of Michael Scott is real enough, and can be found in nearly every office.

No one has a better handle on bad bosses than their employees. Just ask them. We did, and we have nightmare boss scenarios from men and women who were eager to share their personal stories (provided we kept their names anonymous). We boiled down the most frequent offenses and asked executive coach Anna Marie Valerio, Ph.D., for her official stamp of (dis)approval and pointers for turning a bad work relationship around.

The Problem: Micromanaging
Our first case is a manager in the publishing industry who insisted upon being cc'd on every one of her employees' email correspondences. "She would routinely respond to our e-mails correcting wording or chastising us for the smallest grammatical mistakes," an employee shares.

Resistance to TMS (too much supervision) is normal. While you have a responsibility to your boss, there are times when people ask too much from you without cause.

"The problem may be that she is paying too much attention to small details because she either has blinders on to the bigger scope of the company, or is being kept in the dark by her own supervisors, which can create insecurity and bad behavior," says Valerio, author of "Developing Women Leaders."

The Solution
If you think your boss is asking for more information than you think is necessary, there is no inherent harm in asking why. In a proactive and positive way, that is, because there may be a legitimate reason she needs, in the example of one real estate broker's boss, "every detail about every client meeting she doesn't feel like attending."

Before you talk to your supervisor, though, ask a trusted colleague on another team if this micromanaging behavior is endemic to the company. Also, strategize some open-ended questions for your boss, such as "I'd like to talk about all the information you need from me. I'm wondering how you see it fits into your vision and the big picture of the company."

"It is a gentle yet proactive way to alert the manager to back off and it can drive the manager to seek out the big picture, which will ultimately help them to be a better supervisor," says Valerio.

The Problem: Liar, Liar
Lying is hard to tolerate in any circumstance, but when your boss is a liar, it's sure to foul the workplace dynamic. One professional shares her tale of the time her boss's lies caught up with him: "He told me I could not take my approved vacation because his own supervisor had planned a retreat for the company during the same week. But my vacation had been approved months in advance and was paid for--and non-refundable." The worker was told the supervisor expected her to attend the retreat.

Not only was it infuriating, but it wasn't true. "He had never explicitly asked his supervisor," she says. In a show of boldness, she asked her boss's boss herself and was told, of course, that she could go on her vacation as planned.

The Solution
This lied-to employee did precisely the right thing, says Valerio. "Lying is a symptom of unfair treatment in the workplace," she says, pointing out other similar types of unfair behaviors, such as favoritism and ignoring certain employees, or rewarding the work of some and not others.

Her advice in tackling unfairness is to work around the supervisor, and create your own networks at work. As a result, you won't have to rely on any one person, precisely what the vacationing worker did by circumventing her manager and heading directly to his boss.

"It's very difficult to confront a boss directly about fairness since it can easily come across as combative or accusatory," says Valerio. "Instead, look around to coworkers. If you're not receiving truthful information from your manager, you may be able to get it elsewhere if you've built a good network of peers within the company."

The Problem: Aggression (Active and Passive)
"It was my first day on the job, and it was particularly stressful," shares a junior professional then based in Texas. "We were working hard to get a last-minute event ready, and by 6 p.m. I had finished the paperwork I was responsible for. I decided it would be best for me to get out of everyone's way and leave the office for the day. When I stopped by my boss's office to say goodnight, her response was to pick up her computer monitor and throw it at me. It hit the wall, but she threw a computer at me!"

Lucky for the crazed boss, no suits were filed, and the young employee reported for work the next morning. Tail between her legs, the supervisor apologized for "unprofessional behavior," but the relationship between the two was never completely mended.

Workplace aggression appears in more insidious and more frequent ways than flying computers, as evidenced by this story from an advertising sales coordinator. "I'd send my boss an e-mail in the morning with a question or pressing issue that I knew was time-sensitive, and then spend all day waiting for a response," she begins. "I'd go to lunch, and come back. Nothing."

Her boss, she says, was in the office, and the two would exchange small-talk, but the e-mail would go unresolved. "She'd even e-mail me about other things, like lunch reservations or orders tracked. But it wouldn't be until 4:59 that I'd get a response--too late for me to do anything about it but just early enough to catch me before I left the office. It really was infuriating."

The Solution
Here again, says Valerio, that's just plain bad form. "Bosses behaving badly would do well to remember that their reputation will get around," she says. Employees are quicker to gossip about bad bosses than good ones, and a reputation as a bad leader or a passive-aggressive supervisor could ultimately cost a manager top-notch employees who either leave or do B- or C-level work for them.

"A manager's ultimate responsibility is to manage talent within their team to better the company as a whole, a win-win," says Valerio. "When someone loses sight of that mission, that's most often when we see bad behavior. It's a losing situation for everyone involved--the employee, the manager, and most importantly, the entire organization."

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Online Mistakes That Can Jeopardize Your Career

by Robert McCauley, Robert Half International

Some call it "egosurfing" or "vanity searching." Others call it a wise career move.

In today's digital age, it's becoming increasingly important to conduct a Web search to see what information about you is available online. Many employers now routinely perform web searches to learn more about the interests, experience, and expertise of potential hires. Beware: your online reputation could be damaging your career prospects and keeping you out of new jobs.

In a recent survey by Robert Half International, 69 percent of workers interviewed said they have entered their name in one or more search engines to see what results were displayed. (When searching for yourself online, it's important, especially if you have a common name, to try out a few combinations of terms--your name and your profession, or your name and your city, for instance--to find everything that's out there.)

Here are five common mistakes job seekers make when it comes to managing their digital footprint:

Not taking action
After your search, determine if any negative, controversial, or unprofessional content exists about you online. Then work quickly to reduce or eliminate it. Start with content in your control, such as information or images connected to your online profiles or personal website. Also untag yourself from other people's posted photos that you don't want hiring managers to see. Most photo-sharing sites and social networks like Facebook have features that allow you to do so. If you find unflattering content posted by another person, contact him or her and ask that it be removed.

Ignoring privacy settings
Social networking websites are a goldmine of information for hiring managers. That's why you need to control the message potential employers receive. Failing to properly use the privacy settings could mean that potential employers have access to your status updates or personal pictures--not all of which may be for public view. (Read more: "6 Things Never to Post on Facebook.")

Staying silent
Today's online world is all about interaction, and hiring managers expect job candidates to demonstrate their engagement in the conversation. As appropriate, consider contributing a guest post to an industry blog, adding a comment to an article or discussion post, or sending interesting links to your Twitter followers. You might even direct potential employers to your LinkedIn profile or an online article you wrote for a local professional association, for instance, by including links to these resources in your resume or cover letter.

Being indiscreet
Be aware that whatever you post may be seen by potential employers, and give careful consideration to how statements you make may be interpreted. While you want to show that you have a well-informed opinion, keep your comments constructive and avoid disparaging others.

Being out-of-date
In many ways, your online profiles--especially those on sites like LinkedIn--serve as digital versions of your resume. So it pays to keep them current. Revisit them regularly to ensure that they are up-to-date, and that they incorporate keywords that relate to your skills and expertise.

Keep in mind that, despite your best efforts, there may be unflattering information about you that persists online. In these instances, be prepared if a hiring manager finds the content and asks you about it during the hiring process. Have an explanation ready to address any potential concerns. Most employers will be understanding if you are honest about the information and can highlight the qualities and skills that make you ideal for the role.

Robert Half International is the world's first and largest specialized staffing firm, with a global network of 360 offices worldwide. For more information about RHI's professional services, please visit www.roberthalf.com.

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Is Your Employer Taking Advantage of You?

by Larry Buhl, for Yahoo! HotJobs

Since the recession began in December 2007, more than half of all American workers have become unemployed, taken a pay cut, suffered a reduction in hours, or had to take a temporary job because they couldn't find a full-time position, according to the Pew Research Center's Social and Demographic Trends Project.

You probably don't need a study to tell you the job market is still less than robust. In such an environment, you might assume that employers are taking advantage of employees--by withholding raises and promotions, loading on extra work, and even eliminating fringe benefits long after their balance sheets are healthy.

And in some cases, you'd be right.

"Now that corporations have learned they can do with fewer workers, many are using it to their advantage, whether it is essential to their survival or not--and that trend could go on indefinitely," says Douglas McIntyre, editor of 24/7 Wall Street.

Mike Manoske, a business development manager and recruiter for the staffing and consulting firm Yoh, believes that that up to a third of companies that are raking in gobs of money are not sharing it. He adds that such stingy behavior is usually not due to greed but rather to "nervous senior managers who are worried the economic recovery won't last."

"There are a lot of organizations who say, basically, 'You're lucky to have a job now, so here's more work,' but nobody in management is communicating why they need to take on more work," Manoske says.

If you suspect that your long days, flat paychecks, and stingy perks are helping make someone at your company very rich, experts offer tips on assessing the situation.

Don't believe everything you hear or read. "The rumor mills are on hyper-drive now, and people hear and repeat only half the story, but they rarely validate it," Manoske says. "Most of the time, it's a lack of communication from the top and from managers that causes rumors and resentment to run wild."

Holly G. Green, CEO and managing director of The Human Factor, agrees that it's important to learn the full story. "The company could have gone into deep debt to keep the doors open but has now had one great quarter--a long way from full recovery but starting to do well. There are times when externally facing statements don't really tell the whole story, so you have to be cautious about assuming too much from them."

When in doubt, ask HR. Manoske shares a story of a colleague who was given a raise in January that wouldn't take effect until June. It was a moot point, because the colleague was laid off in May. "What he should have done is reached out to someone in human resources in February and asked, 'Where are we?'"

That's not to say that HR will always share information, or that they even know. But it's still important to ask, Manoske says. "If HR doesn't know the answer, they will almost always ask upper management, and if upper management receives enough queries, they'll be forced to better communicate and explain the company's method of compensating employees."

Do your own snooping. You need to do some sleuthing yourself, Manoske says. One great source is people who have recently left the company: "Even though someone who quit may have an axe to grind, they still can have some valuable information to share about what's going on in the company." Manoske adds that it's up to you to determine what the truth is once you've consulted enough sources.

Ask, don't demand. If it looks as though your company is squeezing you unnecessarily, approach your supervisor to ask for more money, better hours, a lighter workload, a promotion, or perks. But don't demand. "The way you ask is important," Green emphasizes. "Start the conversation with phrases like 'It seems as if the company has really turned around and is doing well, based on our most recent quarterly results. Can you help me understand how this will affect employees as we continue to do well?'"

John O'Connor, president of Career Pro, advises against letting emotion get the better of you when you're asking for what you think you're due. "Don't speak out in anger because it will never advance your career," he explains.

Look for greener pastures. Some companies are hiring, and new hires don't always have to accept rock-bottom wages and meager perks. If you do some salary research and learn that the compensation structure in your company really is out of whack, you have options. "Companies are asking for a lot right now, but if they don't live up to their promises and it's affecting your health and sanity and performance, be looking for a place that validates you," O'Connor says.

Make sure you land a place in one of these greener pastures before quitting, advises O'Connor. "You don't want to voluntarily un-employ yourself right now. You should make sure you have another offer waiting."

"In the end, you have to decide if it's worth the trade-off to stay with an employer you feel is taking advantage of you, versus moving on to a new one in tough times," Green says.

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4 Signs You're Ready for a Career Change

by Joanna Boydak, LiveCareer

Are you ready for a new career? If so, you're not alone. According to a recent survey by The Conference Board, only 45 percent of Americans are satisfied with their jobs. And even if you're not exactly dissatisfied with your current career, a new career or new direction might make you happier, wealthier, or more satisfied.

Here are four major signs that you're ready for a change--along with tips for taking your first steps toward a new career:

1. You're not earning as much as you'd like.
When work isn't providing enough financial return on your time and effort investment, you might be strongly motivated to shift career course.

Before making decisions based on pay, research salaries for in-demand careers. This can give you some direction in selecting a new, more profitable career field. Use salary information to pinpoint the right career for you and to identify your real market value.

However, be wary of changing careers solely to earn a higher paycheck. For most people, money alone won't bring on-the-job happiness. According to a 2009 job-satisfaction survey done by the Society for Human Resource Management, employees identified job security as the most important contributor to job satisfaction. Benefits came in second; salary, third. And many other factors contribute to your overall job satisfaction,including your opportunities for advancement, your coworker relationships, and even your commute.

2. You can't find a job or you feel stagnant in your current job.
In a world driven by rapid technological and structural change, it's a constant challenge to keep your skills up-to-date and to keep yourself a viable candidate in this competitive job market.

Going back to school can be the perfect stepping stone to a new career. If your skills are outdated, earning a degree or a certificate, or even just taking a few classes to acquire new skills, can get you back in the game. If you're a college graduate, make your alma mater work for you: contact the career center to get information about opportunities to develop your skills. Not a college grad? Use a free college and university search to sort through thousands of online educational opportunities and find the best program to help you transition into a new career.

3. You're experiencing a life shift.
When circumstances change--a divorce, a spouse's promotion to a new location, a need to care for a child or an aging parent--many people need to pursue a new career that better fits their new situation.

While a life change might seem like a good reason for a career change, be careful not to take on too much at once. Career coaches advise their clients to take it slow, and to expect a career change to take two to six years to implement. This time frame includes research into a new career, a job search, interviewing, training, and then settling into a new career.

Rather than leaping into something altogether new, lateral moves are a good way to try something new without making too many changes all at once. For example, a hospital nurse could transition into a position as an elementary school nurse for a less hectic schedule.

4. Your work doesn't interest you.
According to a recent study by The Gallup Organization, only 29 percent of the U.S. working population is engaged at work, meaning that these workers feel passionate about what they do. Sadly, 16 percent are actively disengaged while 55 percent are just not engaged.

If you spend your days counting down the minutes until you can run out the door, it may be time for you to consider a new career. It is possible to have a job that truly interests you--a free career test can help you identify the most satisfying careers for you, based on your interests and values.

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Job Search Tips

Receive helpful advice on how to effectively market yourself for a new job.

How to Bounce Back from a Layoff

by Kevin Donlin

If you've been laid off -- or are facing the prospect -- you know how tough it can be to re-enter this job market.

So, how can you stand out and compete effectively for a new job?

Here are four ways, one of which will surprise you ...

1) Answering the $64,000 question -- Why you?

Your biggest challenge in finding a new job may be credibility, according to Rick Maurer, author, "Why Don't You Want What I Want?".

"Why should I hire you when there are so many candidates with experience and credentials?" That's the question going through many employers' minds.

"My single best piece of advice is to put yourself in the shoes of the person who's hiring. What does the world look like through their eyes? What might they be afraid of if they hire you? Finding answers to these 'unasked' questions can lead to your next job," advises Maurer.

2) Build a "brag book"

Any job will require you to submit a resume that's clear, concise and focused on results.

But don't stop there, according to Paul Richard DiModica, President of DigitalHatch, Inc., a sales training and consulting firm.

DiModica suggests you build an experience portfolio of what you have done and then bind it like a book to give to employers.

What to include? Try employer awards, technology certifications, articles written about you and examples your business successes.

This method has produced breakthrough results for years. The reason why is shockingly simple: very few job seekers take the time to assemble a knockout brag book. But when you're laid off, time is something you definitely do have ... so make the most of it!

3) Network smart

When it comes to networking -- that most effective and over-looked of job search techniques -- it's crucial to first know what you want, according to Dr. Beverly Kaye, President of Scranton, Pa.-based Career Systems International.

"The starting point is having an objective -- a clear sense of what you are after. A scattered approach to networking will leave you with a pocketful of names and no clear plan of action," says Kaye.

And be sure to observe the Golden Rule.

"All serious networking is reciprocal. People who devote time and energy to you deserve something in return, so you need to find ways to give back," suggests Kaye.

Make an effort to pay others back for networking help. Because success in networking -- and in life -- is a two-way street.

4) Throw a book at them

You can set yourself apart from other job seekers by sending a $30 book to the employers you want an interview with, according to DiModica.

"The business book you send -- preferably a best-seller -- should be based on the industry you want to work in. Inside the book, write: 'I saw this and thought you might find it intriguing,' then sign your name and telephone number. Call the recipient two days later, say that you're the person who sent the book and ask to meet for 20 minutes," advises DiModica.

This method works, if for no other reason than the book recipient feels a sense of obligation to you for the unexpected gift. And it's the kind of creative, proactive job search tactic that just may be the ticket in this economy.

Here's hoping these four tips help you recover quickly from a layoff, or avoid one altogether.

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Career Networking Tips: Get Started on LinkedIn

Dos and don'ts for using LinkedIn to network and establish a personal brand

by Larry Buhl, for Yahoo! HotJobs

LinkedIn is fast becoming an important part of the modern "Job Search 2.0"--a powerful way to build your network and your professional brand, according to Neal Schaffer, the author of "Windmill Networking: Maximizing LinkedIn."

"Recruiters and hiring managers now see LinkedIn profiles as an alternate resume, and sometimes go looking for employees before they receive your query or even before there's a job opening," Schaffer says.

But many professionals don't know how to take advantage of its potential and therefore miss out on opportunities. Arden Clise, etiquette columnist for the Puget Sound Business Journal, says, "LinkedIn has a lot of potential to improve your sales and your visibility. But many sign up and then forget about it, or they don't use it in the ways they could."

Here are the dos and dont's of using LinkedIn:

Do complete your profile. Experts suggest writing your profile in a way that demonstrates value. And you should include a photo, according to Clise. "People from the past contact me, but if I can't see them or if they haven't filled in their jobs or education, it's possible I won't know who they are."

Do make your profile unique. Liz Ryan, a former Fortune 500 human resources executive and the leader of AskLizRyan.com, advises using the LinkedIn profile to create a strong personal brand. "We already see way too many 'results-oriented professional with a bottom-line orientation,' so use your profile to tell us more about what makes you tick and what sorts of business situations you're looking for."

Do write a headline. Ryan adds that the headline field under the name is an important but often overlooked branding tool. "Put a human voice in it," she advises. "You don't need to put your current title in that headline field. Tell us who you are as a working person. 'B2B trade show marketer interested in the intersection of social media, content, and trade shows' is a lot more interesting than 'Trade show manager, XYZ Plastics.'"

Do ask for recommendations. Well-written recommendations can be strong selling points. But use this feature judiciously, advises Schaffer. "Recommendations make sense only when they come from someone you've worked for. Friends who say you're great don't have much weight on LinkedIn."

Do take advantage of groups and advanced features. Being active in LinkedIn groups is a great way to find connections and build your brand. Schaffer sees LinkedIn groups as a "virtual industry conference."

Do give. "Don't start asking out of the blue for favors," Clise says. "Approach any network, including the one on LinkedIn, with the intent to give and serve others, so when you need a favor, others will be glad to reciprocate."

"There are a million ways to contribute, but a great one is the LinkedIn answers feature," Ryan adds. "Browse through the questions others have asked and lend your expertise there. It's a good way to get your ideas out there and make some contacts at the same time."

Don't brand yourself as a job seeker. It may seem counterintuitive, but recruiters and hiring managers often prefer "passive" job seekers to people who are actively looking, according to Schaffer. "It's the issue of 'We want someone who doesn't need a job,'" he says. "You can talk about your experience, your expertise, and your value on LinkedIn, but if you brand yourself as actively looking for a job, it may not have the effect you intend."

Don't spam. Using the InMail function to send bulk messages only clutters up your contacts' in-boxes and wastes their time. If you want to communicate, use the Q&A function, interact in groups, or ask people to sign up to the auto-responder. If you join LinkedIn groups, don't flood members with emails like "See what I have to say on my blog."

Don't ask for a connection with someone you haven't met. LinkedIn is about professional connections. The emphasis should be on quality, not quantity.

Don't annoy users with extraneous updates. Professional-sounding updates to your profile can be a good way to keep yourself in others' minds. Unlike with other social networks, however, updating on LinkedIn more than once a day is overkill. And irrelevant updates can hurt your brand more than help it. "I gave a presentation at a local small business seminar last week," is an appropriate LinkedIn update. But "I just had a yummy fruit smoothie" is the kind of thing that's better for other social networks.

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Experience or Education: Which One Lands You the Job?

When job hunting, does education trump experience? Here are some factors to consider.

by Claire Bradley, Investopedia.com

Take this scenario: Bob and Joe are both applying for the same job. They each interview well, but Bob has 15 years' experience and no college degree, and Joe is fresh out of college with no experience. Who gets the job? The answer is "It depends." Here are some factors to consider when it comes to the duel between education and experience.

Career field
There are some careers where experience trumps education, and vice versa. In sales for instance, having a track record of dollars brought into the company will far outweigh any degree. Likewise, in a high-tech field, a recent college degree that consists of studying the latest developments might give you a leg-up over the guy with the experience in your field. Vocational fields like construction will value experience over education for obvious reasons. Your chosen career field will dictate how education and experience stack up against each other.

Reputation
Not all experience or education is created equal. A degree from a top school in your field will open doors simply for its reputation; a degree from a college with a lesser reputation won't help you nearly as much. Did you earn your degree while working full time? That gives you a reputation of being a dedicated hard worker willing to make sacrifices--a reputation that will help you when you sit down to interview for a job.
When it comes to experience, reputation is just as important: simply clocking 40 hours a week for 15 years isn't going to win you any points. How did you add to the company's bottom line? Did you innovate, win awards, bring in new business, promote? Reputation matters when it comes to both education and experience.

Company policy
Let's say Bob with the 15 years of experience is applying for a job within his company--an internal promotion he's convinced he's qualified for. The sad news for Bob is that the job may still go to Joe, fresh out of college with zero experience. Some companies may allow you to substitute experience for a college education, but others have a tougher policy, requiring a college degree--no substitutions. Bob may be the best candidate, but unless he goes to college, he'll be stuck where he is. Also note that certain industries, like education and health care, require education to qualify for necessary certification.

Money, money, money
The Department of Labor reports that over the last few decades, employees with a college degree earn roughly 77 percent more than those with only a high school diploma, making a strong case for a college education. It also reports a lower unemployment rate for those with a college degree: 4.4 percent for workers with a bachelor's degree or higher, versus 10.8 percent for those with only a high school diploma.

Does this mean you should sign up at the nearest college? Not so fast--college debt is on the rise, with many college graduates struggling to pay their ballooning student loans. The cost of a four-year degree at a private college runs over $25,000, with public college setting you back about $6,500, plus opportunity costs. Consider your career field, the college's reputation, and your finances carefully before committing.

Solutions
So what to do if you lack education or experience? For college grads, interning offers a great opportunity to get that experience and show you're willing to invest in your career. Likewise, volunteering can give you a resume boost; look for positions that will give you the experience you need, even if it's not in your field.

If your resume lacks in education credits but you can't commit to a four-year degree, look at taking classes in your field to show that you're investing in your career and thinking ahead; technology skills are always in demand, and many (public) colleges offer online classes and certificates.

The bottom line
When it comes to experience versus education, there's no clear winner. If you're on the hunt for a job, find ways to strengthen the part you're missing, and you'll be sure to beat both Bob and Joe.

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Job Interview Tips

Receive great tips on how to answer all those tough interview questions!

How To Survive Interview Day

Be Early

Make a winning impression by showing you are reliable and organized. Get directions in advance and take a test drive if you are unfamiliar with the area. Also, check out the parking situation or public transportation schedules. Allow enough time for traffic and unexpected delays.

It's All About You

Review your resume thoroughly, but don't memorize it word for word. When talking, focus on your skills and accomplishments and how they correlate to the position you want. Hone in on how your experience has prepared you for this job and what you can bring to the table.

Dress to Impress

Follow this simple rule of thumb: "It's better to be over-dressed than under-dressed." Even if the work environment is casual, your appearance still must be neat, clean and professional. Unless the interviewer specifically tells you to dress casually, a classic suit is always your best bet. Also, limit your use of jewelry, makeup and cologne or perfume.

The Name Game

Make sure you know the correct name and pronunciation of the interviewer. Listen carefully when the interviewer states his or her name and repeat it back when you say hello. Before you leave, ask for a business card from each person you met. This gives you the necessary information to write thank-you letters.

Hand It Over

A firm handshake is a sign of confidence, but avoid the bone crushing vice grip. Weak and clammy handshakes typically make a bad impression. Don't forget to look the interviewer directly in the eye when initiating contact.

Body Language

Appear confident by sitting up straight and maintaining good eye contact throughout the interview. Poor posture may translate to low self-esteem. Refrain from fidgeting or chewing gum or candy.

Be Nice

You never know who you'll meet in the parking lot, elevator or lobby, so be polite to everyone from the receptionist to the CEO. After all, they could have an influence in the hiring process.

Short and Sweet

Avoid long-winded answers. Practice in advance and you will sound more focused and polished.

The Sounds of Silence

While it may be golden, silence can be uncomfortable. However, jumping in with irrelevant comments just to fill up airtime will only make you look nervous. If you are experiencing trouble forming an answer to a question, wait a few seconds before responding. The use of "um, uh, like, well, err ..." sounds well, um ... stupid. Take your time and think before you speak.

Cold Hard Cash

Although salary is an important factor in your job search, don't let it be the driving force behind your choice. In interviews, it's more important to talk about why you're the right person for the job. Do not bring up salary unless the interviewer asks.

Practice Makes Perfect

Rehearsing is not just for actors. Take time to review what you want to say by asking a friend to play "the interviewer." By practicing your responses to typical interviewing questions, you will significantly reduce your stress level and improve your chances of making a winning impression on the interviewer.

Job Interview Tips by JobsOnline

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How to Decode a Job Posting

It gives you much more valuable information than you may realize.

by Jerome Young, Forbes.com

During your job search you will review hundreds of job postings. Some will be very well written and provide quality information, while others will tell you little about the employer's needs. The majority of them have a similar format and characteristics, and they provide insight into what the employer wants--if you know what to look for.

As the founder of AttractJobsNow.com, I have conducted extensive research on the job market and the recruiting process employers use to find and choose candidates to fill open requisitions. In the process I've learned a lot about what you can divine from a simple job posting.

Postings can be written by a hiring manager or a recruiter, but it's usually the recruiter who receives and screens the applications. With this in mind you should be sure that your resume will make a recruiter feel confident that you are qualified. By making the most of the insight you can glean from the following three sections of a typical job posting, you can better position yourself to impress recruiters and get interviews:

The job title
Every job posting includes a job title. It is often what first piques your interest in the posting, and it's the first thing the hiring manager thought of when he or she decided to create the position. Most job seekers overlook the intelligence the job title provides and suffer for it. The job title gives you the most likely keywords that will be used to find qualified candidates for the job, and because of that you can use it to your advantage.

At AttractJobsNow.com we use the job title as our guide in creating effective customized resumes by ensuring that each candidate's summary statement and areas of expertise are in line with the job title. We ensure that the words in the job title appear prominently throughout the resume, so that our clients will appear at the top of candidate searches. As a result, more than 95 percent of our candidates succeed in getting job interviews at their companies of interest.

Responsibilities
The responsibilities section describes what will be expected of the employee in the position. You'll often find that there are five to 10 bullet points in this section, but in our research with recruiters and hiring managers we've found that the first three responsibilities are the most important. Job postings are usually based on a primary business need to which additional responsibilities are added to create a full-time position. Your resume should focus on your experience, results, and accomplishments in the tasks outlined in the first three bullets in the responsibilities section. Also you'll find keywords in those first three bullets that recruiters will use in searching for qualified candidates.

Qualifications
The qualifications section provides insight into the experience, skills, and education the hiring manager has in mind for the person they feel will be capable of excelling in the role. As in the responsibilities section, the first three qualifications are usually the most important. If you meet those top three qualifications, you should directly say so in the summary section at the top of your resume, to instantly inform the hirer that you're qualified and to persuade them to read the rest of your resume. If you don't meet the top three qualifications but have others strengths that qualify you to excel, definitely mention them in your summary section.

Taking the time to analyze job postings and customize your resume based on their job titles, responsibilities, and qualifications is often the difference between receiving interviews and being screened out of the recruiting process.

Jerome Young is the founder and president of AttractJobsNow.com, a job search and recruiting consulting firm.

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Make Any Job Less Stressful

by Heather Boerner, for Yahoo! HotJobs

Stress is inevitable. But the debilitating strain of chronic work stress is not, even if you're in an inherently stressful profession.

In fact, learning to manage your stress is likely to improve your career, according to career coach Julie Jansen, the author of "You Want Me to Work With Who? Eleven Keys to a Stress-Free, Satisfying, and Successful Work Life--No Matter Who You Work With."

"The number one tip I give to people who want to get ahead at work is 'Manage your stress,'" she says. "People who are stressed act out, and behaving badly can mean that when a promotion comes up, you'll be passed over."

Consider these tips for recognizing and managing work stress:

Become mindful
"The most important thing an individual can do is have awareness of both what's causing the stress and how you're responding to it," says Dr. Steven Rolfe, principal of the Boswell Group, a business consultancy in New York City.

Focus on your stress response and pinpoint causes:

• What activities, duties, or people leave you feeling drained?
• What or who causes your neck pain, headaches, or racing heartbeat?
• What tasks or situations do you avoid?
• How do you talk to yourself about your stress? What stories do you tell?

Take control
While you probably can't control layoffs or reorganizations, there are things you can control--and you should focus on those, says Diane Lang, a health and wellness counselor in New York City.

"I had a client who couldn't leave her job at the moment because she was a single parent," she said. "So we made a list of everything she could control and worked on the list."

Such a list might include focusing on improving your own job performance and setting short- and long-term goals for changing jobs.

Breathe
"Don't hold your breath" is a cliche for a reason. When people are stressed, they literally forget to breathe, says Jeffrey Brantley, director of mindfulness-based stress reduction at Duke University's Center for Integrative Medicine and a coauthor of "Five Good Minutes at Work: 100 Mindfulness Practices to Help You Relieve Stress and Bring Your Best to Work."

Even taking a few minutes to breathe deeply can calm your body's stress-spurred flight-or-fight response.

First things first
"You cannot get control of your stress without getting control of yourself physically," says Karissa Thacker, a Delaware-based management psychologist.

So go back to basics:

• Sleep. Your body may need more rest to deal with the stress.
• Avoid excess. "Stress is a physiological phenomenon that is immediately increased by lots of sugar or alcohol, which stress the system," says Thacker.
• Move your body. You don't have to train for a marathon. Even taking the dog for a walk will help clear your mind.

Change your pattern
Try this: talk to someone at work you haven't visited in a while. Go out to lunch if you usually eat at your desk. Introduce yourself to someone new. Do something to interrupt the usual cycle of stress and anxiety.

"Humans are routinized creatures," Thacker says. "Upset the routine, and you will also unfreeze the thought and emotional patterns that are keeping you constantly worked up."

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5 Reasons You Didn't Get the Job

by Erin Joyce, Investopedia.com

With the unemployment rate still at 9.5 percent in the United States, you may find yourself in the position of applying, interviewing, and still remaining jobless. You may have thought it was a sure thing; you may have left the office laughing and joking with the interviewer. So why was someone else hired and you weren't? These five reasons may shed some light on the situation.

1. You're overqualified
It's not just a cliche--you really can be overqualified for a position. It's especially true in a tight economy. A candidate that is more qualified would require a higher salary and benefits package for a competitive offer and for long-term retention. If someone else interviewed who fit the qualifications but didn't overly exceed them, it might be in the company's best interest to hire him and save the cash.

2. You don't know the right people
You may be great on paper, and you may interview really well--but if another candidate is the employer's tennis instructor's daughter, you might be out of luck. This isn't a reason you can't really avoid. Your best bet is to make sure you follow up with a genuinely appreciative phone call or note. Leaving a positive impression will keep you in that employer's mind if other opportunities arise.

3. You hit it off, just not professionally
Having a good rapport with your interviewer is great--however, if you bonded over your love of tequila shooters, you may have made a friend and not an employer. In a less extreme example, you may be very easy to interview but still not right for the position. While being friendly and personable are two very important traits, they won't guarantee you the job.

4. You came with conditions
You may be a good fit for the job, but if you come with strings attached, you may not get hired. If you can't see yourself sticking to the position long-term, or if prior commitments mean you'll have to work odd hours, it could take you out of the running. If possible, come in condition-free or at least willing to compromise. However, if you have a restriction that is non-negotiable, it's only fair to both of you to bring it up in the interview--there's no sense in wasting time if the situation won't work out.

5. An unpredictable reason
Often, the reason is one you may never know. You may get an unrelated job simply for having a shared interest with the interviewer, or perhaps because you have a skill the employer hopes to learn from you. It may be as simple as two or more candidates being equally qualified, and you lost the coin toss.

It may also be a simple reason like an off-the-cuff comment you probably shouldn't have made, or a more blatant reason like answering your cell phone during an interview (never a good move, no matter how friendly you are with the interviewer!). Be honest with yourself about the interview process--if you can think of a slip up, learn from your mistake and keep it in mind for your next interview.

The bottom line
Whatever the reason, do your best to learn from it and apply it to your next interview. Don't be afraid to politely follow up and inquire about why you weren't right for the position--just make sure you don't come off as sulking. Be professional, and thank them for helping you to understand what you did wrong, or where you can improve. After all, if you made it to the interview stage once, you're likely to do it again.

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Follow-Up Letter Tips

Get advice from professional resume writers on how to write effective follow-up letters.

Follow-Up Letters

ResumeEdge.com

by ResumeEdge.com - The Net's Premier Resume Writing and Editing Service

A follow-up letter sent a few weeks after the initial application is essential in today's poor job market. Hiring managers are seeing more and more applicants for each position and are generally so swamped that they cannot respond to all of them. Nor will they remember most.

To ensure that your candidacy gets the attention it deserves, use a follow-up letter to again place yourself in front of the hiring manager. Not only will that person take note of your continued interest in the position, but you will certainly move ahead of those other, similarly qualified candidates who did not send a follow-up letter.

To ensure a professional look for your follow-up letter and to maintain consistency, use the same heading that was on your resume and initial cover letter.

Within the body of the follow-up letter, reiterate your most stellar qualifications as they relate to this position.

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Why Your Resume Isn't Working

by Mike O'Brien, Climber.com

If you're like most job seekers, you're probably satisfied with a resume that does a good job of positioning you and presenting your skills and experience.

Unfortunately, "good" isn't good enough anymore. Climber.com recently polled its entire national database of recruiters, and that poll shows that these one- to two-page documents have never been more critical to the professional job-search process.

The primary reason is sheer volume: recruiters are now reviewing at least 300 resumes per posted position, and taking approximately 10 to 30 seconds per document to decide whether or not a candidate is worthy of further review. Now more than ever, resumes are being used as reasons to say no to a candidate, not yes. What used to be considered minor errors--typographical issues, lack of scanability, or incomplete or poorly executed job-experience descriptions--are now enough to get your resume discarded.

To keep this from happening to you, consider the following tips:

Use generic 12-point fonts. Climber.com's recruiters became visibly frustrated when they had to increase the font size so they could read it.

Save your resume as a Word or PDF document--nothing else. A number of resumes that cross recruiters' desks are saved as CSV or RTF files--but this approach can be dangerous. More than one recruiter said that they are unable to open odd files due to their company's policies.

Create an easily scanned document. Experienced recruiters can scan a resume in less than 30 seconds. They have trained themselves to process a resume quickly, and then sort it into the "yes" pile or the "no" pile. Resumes that appear confusing or too dense don't fare well in this system.

Optimize your resume with the appropriate keywords. Research the companies that interest you the most, and see what keywords they utilize over and over again in their website content. If those keywords aren't present in your resume, you may not pass the automated review process many employers now use to weed out non-viable resumes.

Provide context for little-known companies. If you've worked at a company that isn't top-of-mind for a recruiter, explain a bit about the organization within your resume. For example, the following description not only names the organization but also positions it well for a recruiter's consideration:

"Medical Device ABC, a $30,000,000 leading manufacturer of medical equipment, located in New York, with approximately 300 employees"

Your resume is often the first opportunity you have to share yourself and your experience with a prospective employer--and you often won't get a second chance. If you don't feel confident enough to make changes to your own resume, many career-management sites offer resume-analysis services that provide feedback and guidance. Whether you seek outside guidance or do it yourself, however, take the time to create the best resume you can. It will help get you noticed by the people who matter.

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