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Resume Writing For Re-Entering the Workforce

2010-04-16T10:39:00.003-05:00

Resume writing for those re-entering the workforce after an extended absence is different than writing for someone who has been consistently employed for a number of years. No matter the reason for the absence, potential employers will sometimes notice gaps in employment history; do not let this be a reason for them not to choose you, or at least offer you an interview. You can minimize these gaps, or if needed use your cover letter to offer a succinct explanation about your absence and how eager you are to re-enter the workforce. Here are a few suggestions on how to minimize, include, or even capitalize on your time away from employment.

Though chronological resumes are the most common, this style is not the best in this circumstance; a functional or skills-based one allows you to direct the attention towards your skills and abilities rather than focusing on the times that you were not employed (in the traditional sense). This type begins, as all do, withcontact information and an objective statement; after that, however, instead of a listing of previous work experience, you should write one or two short paragraphs about the skills that you have used during your time away. For example, if you were president of the PTA, a member of a planning committee, or even a room parent, you can include transferable skills that you gained from those experiences.

Certain industries do not accept functional or skills resumes. Do some investigative work before writing one. Not all employers do the math or notice employment gaps. You can also use only years without months on your chronological resume. This will rarely count against you. I personally have never turned down interviewing a qualified candidate who did this.

Something you should keep in mind while you are not traditionally employed is that any continuing education that you can get will help you should you plan to re-enter the working world at some point. If you know that, for example, you will go back to work when all of your children are in school, taking classes or keeping current on information relating to your chosen career will demonstrate to potential employers that you not out of the loop.

Resume writing for those who have been out of the workforce for an extended period of time does not have to be daunting; the key is to focus attention away from gaps in employment and on to you and your qualifications. Focus on writing accomplishments statements that make you shine.

Using power words when writing accomplishment statements can help you stand out from the crowd and get interviews. A great source for creating these statements and resume writing is the ResumeDictionary.com. The dictionary contains power words and actual example statements. This article is copyright 2010 Phil Baker.

The Origin of Job Interviews---Panel Interview

2010-02-26T13:10:00.002-06:00

Need a New Job or Career? You’re Killing Your Chance in the First Five Minutes of the Interview!

2010-02-20T10:33:00.005-06:00

Everybody knows that the first step to securing a job is a compelling and convincing resume that grabs the attention of a prospective employer. But most people don’t realize how important it is to put your best foot forward as you take that next step, the job interview-otherwise you’ll blow your chances and walk away empty-handed.

The Problem: You’ve got the education, experience, and references, all presented on a well-put together resume that gets you job interviews. But you never get a job offer.

The harsh truth: Most recruiters and potential employers know within the first five minutes of an interview whether you’re right for the job. Even before you have spoken one single word, you are judged by what you look like. The mind and “gut feel” works so fast that within a few minutes a decision has already been made.

The Solution: First impressions can get you in the door, but you also want to stay. You’ll have an advantage by knowing what recruiters and potential employers are looking for and how they think.

The Job Interview Secrets No One Tells You

As the founder of a successful global headhunting firm serving Fortune 500 companies for over twelve years, and author of the books: A Second Life, God is giving you a second chance, and Secrets of the Executive Search Experts, well as self help books on “how to get the job,” I have coached thousands of people who have gotten the jobs they wanted. Some of the secrets I shared with them:

How to walk, talk, dress, and look for a job interview

Recruiters and potential employers very often like to recruit people like themselves and, of course, they want employees who will be good representatives for their company.

When going for a job interview, you’d better dress the part, so wearing inappropriate clothing won’t be a reason for them to reject you.

In my younger days even I messed this up by either saying the wrong things or dressing in such a bad way that I am now surprised that I did such a thing. When I was twenty-one, I went to the office of a leading U.S. consulting firm to apply for a part-time job wearing an off-white linen suit and a pink shirt. This was in the late eighties and the outfit was a great going-out-socially outfit at the time, but it was a disaster for the corporate world. I lost the job before I even got to say a word.

How do you know what to wear? There are some universal rules that apply no matter what environment you want to work in. First, always dress as though you are worth how much they are going to pay you. When I meet a candidate who dresses like a slacker, my first impression is that he/she isn’t worth the money they would be paid. And if someone doesn’t have enough respect for himself/herself to dress appropriately, he/she would not be an asset in any job.

Look at the environment where you are applying for a job and dress accordingly. If you have to, do reconnaissance. Park or stand near the building where the company is located and see what types of outfits the employees entering or leaving the building are wearing. Or call the company’s main number and ask the person who answers the phone what the dress code or preferred attire is for those working there. Always over dress rather than under dress, but don’t go so far that you’re a total mismatch. Use common sense. When applying for a corporate job, don’t come in jeans. When applying for a job in a grocery store, don’t wear a dark blue suit with a tie. Always dress your part. And no matter what, you need to look sharp-neat and clean.

Remember, for your first interview-and all other interviews that follow-always go in looking like you’re ready to do the job you’re applying for and will fit right in at the company. That way you’ll never be judged or disqualified for the way you dress.

Preview your outfit at home. After studying your potential new work environment and deciding what you’re going to wear, put on your outfit and look at yourself in a full-length mirror. Start with your shoes. Do they look worn out and soiled? For men: Do your socks match the shoes and the pants? Are the pants clean, pressed and in good condition? How about your belt, shirt, suit jacket and tie, if they are appropriate? For women: Do your shoes, dress or suit look like a coordinated outfit? Are your clothes clean, pressed and in good condition? For both men and women: Are you well put together? Does what you are wearing represent you?

Bottom line, your outfit should all match and be of the best quality possible. I do realize when times are tough or money is tight that you may feel overwhelmed when looking in your closet, thinking you have nothing good enough, new enough or of the appropriate style or quality for the job you want to get. If possible, invest in yourself: Go out and buy an “interview outfit.” When that’s not possible, borrow an outfit from a friend. The point is, this may be your opportunity to change your economic circumstances, as well as create a better job/career future, so give it your all.

It’s also very important to always be well groomed. Trends come and go, such as sideburns, a goat beard or long hair on men, but one thing that never fades or changes in the professional world is looking clean cut, well groomed and professional. In the very competitive job market don’t give potential employers any reason to kill your opportunity of getting a job just because you can’t bear to part with your ponytail or goat beard (if you’re a guy), claiming it’s a statement about your authenticity. When you are a player in the job market you have to follow the rules in order to win.

Handshake and eye contact. A limp handshake shows no backbone. If a job candidate grasps too hard, it feels uncomfortable for the other person and it can appear that he/she is trying to prove something. Perfect a handshake that is warm and connecting; firm, but not too hard; and engaging, but not wishy-washy.

When it comes to eye contact, look your interviewer straight in the eyes throughout your meeting-unless, of course, they are showing you something, such as a report or a spreadsheet, then give it your full attention. Don’t scan the room or look toward the window or down the hallway. People with wandering eyes appear to be not all the way present, which translates to “not really interested or focused.” People who don’t maintain eye contact also come across as being insecure, which is a liability in the work world, not an asset.

Always keep structure in a conversation. When communicating with a potential employer, in addition to being well prepared, always have a mental structure in your mind about how the meeting should and will go. In this way you can make sure everything that’s important to you gets covered. Also, make sure to get to the point fast. If you have nothing to say, don’t just talk. It’s annoying. Plus, people who don’t convey facts or answer questions directly come across as having something to hide. On several occasions I have presented very strongly qualified and experienced candidates to clients/companies, but for some reason they couldn’t get to the point. After an entire hour of social talk, not many facts were conveyed and the clients didn’t feel they learned anything about the person. In essence, the job candidates talked themselves out of great job opportunities.

During a job interview conversation, always have a structure in mind and make sure that everything gets covered during the allotted time. Your chances of nailing the job will dramatically increase.

Be confident, but be humble. Few companies want to hire a person who comes across as insecure. But they also aren’t interested in the other extreme, a person who is cocky. Nobody likes a person who is full of himself/herself. Arrogance doesn’t come across as self-confidence, but rather, as insecurity demanding attention. No company wants or needs an employee with that kind of attitude. However, one quality every company looks for in someone to hire is a person who is balanced-confident and humble at the same time.

Humor is important. In every company environment that I have known, humor is key. People with a sense of self-irony are always likeable because they don’t take themselves too seriously. A job environment without smiles and laughter is a horrible place to work. Little feels better than having a good laugh. Therefore, job candidates with a sense of humor are much more likeable than a dry person that has a hard time smiling. The stories from the work environment that people remember and tell others are often the funny things that took place. The same goes with when an interviewer meets a well-qualified candidate with self-irony and a sense of humor. Such a person is easy to remember.

Being able to put a smile on the face of the person interviewing you is an ice breaker, which gives you an advantage. But don’t push it too far by giving the impression you don’t take yourself or your job seriously-again, it’s all about the balance. Nobody wants to work with a disrespectful clown. And humor can never be at someone else’s expense.

Job candidates with a smile, who have the ability to connect with others, always have an advantage. And, of course, when everything else is in place they’re way ahead of the game.

Physical posture in a meeting. When a job candidate enters the room for their interview with bad posture and looking uncomfortable, the impression they make is just as negative as being inappropriately dressed and unprepared. I have even seen high-profile candidates leaning back in their chairs as if they were at home in their living rooms.

It’s important when you are in a job interview to sit up straight and behave as professionally as you can. And it is always more engaging if you lean forward a little toward the interviewer as it shows more interest than almost falling off the chair backwards when being too relaxed.

How to follow-up after the interview. After someone takes time out of their busy schedule to meet with you regarding a potential job opportunity, it’s customary and a courtesy to always send them a thank you letter or email. This letter or email is very important. It gives you an opportunity to do many things, especially when you are left with the impression that another interview or a job offer may be coming:

* politely thank them for their time and the opportunity to meet with them
* once again state your strong interest in the job
* express that you got a great impression of their company
* tell them you look forward to the next step in the process
* tell them that if they need any more information from you to please let you know

Even if it was clear at the end of your interview that you and the specific job you were interviewing for weren’t a good match, a thank you letter is still needed to leave the best possible impression. Include in such a letter: Thank them for their time and tell them what a great impression you got of their company. Also say something like: “If there are any future opportunities that come up that may be a better match for my skills, please keep me in mind.” After all, there’s always a chance that could happen. And even if it doesn’t, you could directly or indirectly run into that person again in the future. Always leave a good impression.

When a friend, acquaintance, someone in your network, or a recruiter has given you the job lead or set up the interview, it’s important to thank them too. Thank them for the opportunity and tell them you are excited about it. If a job offer comes through, don’t forget to let your contact know with another thank you. And if a recruiter arranged your contact with the company that resulted in a fantastic job, send a gift to the recruiter. Always remember: When someone refers you for a job or hires you, they put their own name and reputation on the line. This is something to be very grateful about. Follow-ups, both after an interview and when you are hired, are critical ways to show gratitude.

A proven system for making your job search more successful is detailed in the life manual, A Second Life, God is giving you a second chance. It contains an extensive chapter with detailed guidance on how to find a job, interview tips, winning the job and creating a job insurance policy once you’ve got the job. It also tells you how to fully develop all five key areas of life, so that if you are struggling in the job market, you won’t feel like the world is going to end.

Go to the Web site: ASecondLife.com to download a free book excerpt and articles containing more job/career tips.

Christian Schoyen is a Life Architect and the founder of the belief system, A Second Life. For the last 12 years he has been the CEO of a successful international headhunting company that he founded, serving global Fortune 500 companies such as Coca Cola, Microsoft and Johnson & Johnson.

Christian has committed his life to helping others grow and evolve to achieve their fullest potential.

With his expertise in human behavior, he has been coaching thousands of people on how to improve their lives and careers-essentially to build better lives from the ground up. For more than two decades he has worked across the United States and Europe and has studied the patterns of people who have been successful in maximizing their opportunities as well as finding a balance between materialism and spirituality. With his vast knowledge in human development he travels as a speaker throughout the U.S. to build the belief system, A Second Life.

Before launching his headhunting company in 1997, Christian worked for two world – leading headhunting organizations: A.T. Kearney and Ward Howell International in Los Angeles and Chicago. Prior to entering the field of recruitment he founded a newspaper covering the job market for people seeking employment. He is the author of “Secrets of the Executive Search Experts”-the U.S. bestselling book for companies on how to recruit-as well as self help books on “how to get the job .” Christian also makes films about how belief systems affect peoples’ lives.

Visit Christian Schoyen at http://www.asecondlife.com/ and his “Saving America One Person At a Time” blog at http://savingamericatour.com/

How to Hire A-Players

2010-02-15T16:39:00.001-06:00

Actively recruiting passive candidates can be better that referrals
By Auren Hoffman

Hunting for the ideal job candidate? Ask any hiring managers and they will very likely give you a ranking system for would-be hires. Lower on the list are those actively looking for a job. High on the list are employee referrals.

That's because A-players are often happily employed. So it is hard to find them.

Unfortunately, it can be difficult to elicit employee referrals on a broad enough scale. First, employees know only so many quality candidates. Second, if you have a very rigorous hiring process, employees will be loath to refer people unless they are sure that person would get strong consideration.

What's a hiring manager to do, then? One way to get a steady flow of high-caliber applicants is to actively seek them out. Instead of only relying on employee referrals and active job-seekers, companies should spend more time identifying, nurturing, and recruiting so-called passive candidates, people who are perfectly happy in their current job but would move to a new company if they felt there was higher growth potential. While these candidates might not have the same qualifications as employee referrals, they can be found on a wider scale.

Recruiting "passive" candidates can be an involved and difficult process. Because passive candidates are not looking at job boards such as Craigslist and Monster.com, you need to think of creative ways to reach out to them directly.

Web Recruiting Strategies

My hunch is that at most companies, the mix of job applicants is something like 80% active candidates, 10% passive, and 10% referrals. A better mix would be 30% active, 60% passive, and 10% referrals. Here are some strategies for boosting your pool of passive candidates, using the Web and social media:

· Seek great people. Companies can seek out great people on sites such as LinkedIn, XING, and other professional social networks. These sites house millions of passive candidates and include tools that let would-be employers search for candidates by geography, skills, interests, and a host of other criteria. It may be time-consuming to message each person you consider a good candidate, but it is among the most effective strategies.

· Advertise to candidates. Instead of posting a job announcement that will only get read by active job-seekers, try to find passive candidates while they are surfing the Web. Google famously posted a candidate-seeking math puzzle on a billboard alongside the 101 in the San Francisco Bay Area. Those who don't have tens of thousands of dollars to spend on a billboard can advertise by purchasing keywords that possible candidates might be searching for online. For instance, my company, Rapleaf, is always looking for people who are interested in Hadoop, an open-source software framework that supports applications running across multiple, distributed computers. So we purchase ads that will appear when people search for keywords associated with Hadoop. The approach has helped us find qualified candidates.

· Continually remind great people. Once you find people and drive them to your careers page, you'll want to continue to remind them about your company. That's because most passive candidates who visit your careers page will only be browsing and won't submit a résumé. A great way to continue to remind passive candidates is through retargeted ads-ads that follow the passive candidate wherever she or he goes on the Internet (like on the Huffington Post, Yahoo Finance, and CBS Sports). Rapleaf uses Retargeter.com, which helps you deliver ads to your site visitors as they navigate to other sites. It has huge reach because it works with Yahoo's Right Media, Google's DoubleClick, and Fox Interactive. (full disclosure: I am an investor in Retargeter.com.)

· Encourage others to refer candidates to you. Ask all your employees to put a footer in their e-mails reminding people that their company is hiring. My e-mail signature says "Note: we're hiring amazing engineers, BD people, and a star Ops person ... refer a friend and get fully paid trip to Hawaii for two." Another great tool is to have employees use their status lines on Facebook, Twitter, LinkedIn, MySpace, and other social networks to let friends know their company is hiring. A great status update might be something like: "I love my job: come work with me" with a link to your careers site.

· Stay in touch with past applicants. You may also want to consider sending occasional newsletters or other communications to people who have applied in the past but, for one reason or another, didn't get the job. They may be just the right fit for a new opening, or they may at least know of a qualified candidate.

Ultimately, a company's best asset is its people, and filling open positions with top-notch people gives your company the best chance to continue to grow and innovate, which is especially important during these down times.

http://vator.tv/news/show/2009-12-17-how-to-hire-a-players

How to Master the Art of Interviewing

2010-02-15T13:36:00.007-06:00

Presented by Bosco-Hubert & Associates, LLC

Written by Bill Radin

Career Development Reports

To a large degree, the success of your interview will depend on your ability to discover needs and empathize with the interviewer. You can do this by asking questions that verify your understanding of what the interviewer has just said, without editorializing or expressing an opinion. By establishing empathy in this manner, you’ll be in a better position to freely exchange ideas, and demonstrate your suitability for the job.

In addition to empathy, there are four other intangible fundamentals to a successful interview. These intangibles will influence the way your personality is perceived, and will affect the degree of rapport, or personal chemistry you’ll share with the employer.

[1] Enthusiasm -- Leave no doubt as to your level of interest in the job. You may think it’s unnecessary to do this, but employers often choose the more enthusiastic candidate in the case of a two-way tie. Besides, it’s best to keep your options open -- wouldn’t you rather be in a position to turn down an offer, than have a prospective job evaporate from your grasp by giving a lethargic interview?

[2] Technical interest -- Employers look for people who love what they do, and get excited by the prospect of tearing into the nitty-gritty of the job.

[3] Confidence -- No one likes a braggart, but the candidate who’s sure of his or her abilities will almost certainly be more favorably received.

[4] Intensity -- The last thing you want to do is come across as “flat” in your interview. There’s nothing inherently wrong with being a laid back person; but sleepwalkers rarely get hired.

By the way, most employers are aware of how stressful it can be to interview for a new position, and will do everything they can to put you at ease.

The Other Fundamentals

Since interviewing also involves the exchange of tangible information, make sure to:

• Present your background in a thorough and accurate manner;
• Gather data concerning the company, the industry, the position, and the specific opportunity;
• Link your abilities with the company needs in the mind of the employer; and
• Build a strong case for why the company should hire you, based on the discoveries you make from building rapport and asking the right questions.

Both for your sake and the employer’s, never leave an interview without exchanging fundamental information. The more you know about each other, the more potential you’ll have for establishing rapport, and making an informed decision.

Basic Interviewing Strategy

There are two ways to answer interview questions: the short version and the long version. When a question is open-ended, I always suggest to candidates that they say, “Let me give you the short version. If we need to explore some aspect of the answer more fully, I’d be happy to go into greater depth, and give you the long version.”

The reason you should respond this way is because it’s often difficult to know what type of answer each question will need. A question like, “What was your most difficult assignment?” might take anywhere from thirty seconds to thirty minutes to answer, depending on the detail you choose to give.

Therefore, you must always remember that the interviewer’s the one who asked the question. So you should tailor your answer to what he or she needs to know, without a lot of extraneous rambling or superfluous explanation. Why waste time and create a negative impression by giving a sermon when a short prayer would do just fine?

Let’s suppose you were interviewing for a sales management position, and the interviewer asked you, “What sort of sales experience have you had in the past?”

Well, that’s exactly the sort of question that can get you into trouble if you don’t use the short version/long version method. Most people would just start rattling off everything in their memory that relates to their sales experience. Though the information might be useful to the interviewer, your answer could get pretty complicated and long-winded unless it’s neatly packaged.

One way to answer the question might be, “I’ve held sales positions with three different consumer product companies over a nine-year period. Where would you like me to start?”

Or, you might simply say, “Let me give you the short version first, and you can tell me where you want to go into more depth. I’ve had nine years experience in consumer product sales with three different companies, and held the titles of district, regional, and national sales manager. What aspect of my background would you like to concentrate on?”

By using this method, you telegraph to the interviewer that your thoughts are well organized, and that you want to understand the intent of the question before you travel too far in a direction neither of you wants to go. After you get the green light, you can spend your interviewing time discussing in detail the things that are important, not whatever happens to pop into your mind.

Don’t Talk Yourself Out of a Job

I’ve got a friend who’s the hiring manager of an electronics company. He told me once that he brought a candidate into his office to make him a job offer. An hour later, the candidate left. I asked my friend if he had hired the candidate.

“No,” he said. “I tried. But the candidate wouldn’t stop talking long enough for me to make him an offer.”

Don’t misinterpret me. I’m not suggesting that an interview should consist of a series of monosyllabic grunts. It’s just that nothing turns off an employer faster than a windbag candidate.

By using the short version/long version method to answer questions, you’ll never talk yourself out of a job.

The Prudent Use of Questions

Beware: An interview will quickly disintegrate into an interrogation or monologue unless you ask some high quality questions of your own. Candidate questions are the lifeblood of any successful interview, because they:

• Create dialogue, which will not only enable the two of you to learn more about each other, but will help you visualize what it’ll be like working together once you’ve been hired;
• Clarify your understanding of the company and the position responsibilities;
• Indicate your grasp of the fundamental issues discussed so far;
• Reveal your ability to probe beyond the superficial; and
• Challenge the employer to reveal his or her own depth of knowledge, or commitment to the job.

Your questions should always be slanted in such a way as to show empathy, interest, or understanding of the employer’s needs. After all, the reason you’re interviewing is because the employer’s company has some piece of work which needs to be completed, or a problem that needs correcting. Here are some questions that have proven to be very effective:

• What’s the most important issue facing your department?
• How can I help you accomplish this objective?
• How long has it been since you first identified this need?
• How long have you been trying to correct it?
• Have you tried using your present staff to get the job done? What was the result?
• What other means have you used? For example, have you brought in independent contractors, or temporary help, or employees borrowed from other departments? Or have you recently hired people who haven’t worked out?
• Is there any particular skill or attitude you feel is critical to getting the job done?
• Is there a unique aspect of my background that you’d like to exploit in order to help accomplish your objectives?

Questions like these will not only give you a sense of the company’s goals and priorities, they’ll indicate to the interviewer your concern for satisfying the company’s objectives.

Give It Some Thought

Here are seven of the most commonly asked interviewing questions. Do yourself and the prospective employer a favor, and give them some thought before the interview occurs.

[1] Why do you want this job?
[2] Why do you want to leave your present company?
[3] Where do you see yourself in five years?
[4] What are your personal goals?
[5] What are your strengths? Weaknesses?
[6] What do you like most about your current company?
[7] What do you like least about your current company?

The last question is probably the hardest to answer: What do you like least about your present company?

I’ve found that rather than pointing out the faults of other people (“I can’t stand the office politics,” or, “I don’t get along with my boss”), it’s best to place the burden on yourself (“I feel I’m ready to exercise a new set of professional muscles,” or, “The type of technology I’m interested in isn’t available to me now.”).

By answering in this manner, you’ll avoid pointing the finger at someone else, or coming across as a whiner or complainer. It does no good to speak negatively about others.

I suggest you think through the answers to the above questions for two reasons.

First, it won’t help your chances any to hem and haw over fundamental issues such as these. (The answers you give to these types of questions should be no-brainers.)

And secondly, the questions will help you evaluate your career choices before spending time and energy on an interview. If you don’t feel comfortable with the answers you come up with, maybe the new job isn’t right for you.

Money, Money, Money

There’s a good chance you’ll be asked about your current and expected level of compensation. Here’s the way to handle the following questions:

[1] What are you currently earning?
Answer: “My compensation, including bonus, is in the high-forties. I’m expecting my annual review next month, and that should put me in the low-fifties.”

[2] What sort of money would you need in order to come to work for our company?
Answer: “I feel that the opportunity is the most important issue, not salary. If we decide to work together, I’m sure you’ll make me a fair offer.”

Notice the way a range was given as the answer to question [1], not a specific dollar figure. However, if the interviewer presses for a exact answer, then by all means, be precise, in terms of salary, bonus, benefits, expected increase, and so forth.

In answer to question [2], if the interviewer tries to zero in on your expected compensation, you should also suggest a range, as in, “I would need something in the low- to mid- fifties.” Getting locked in to an exact figure may work against you later, in one of two ways: either the number you give is lower than you really want to accept; or the number appears too high or too low to the employer, and an offer never comes. By using a range, you can keep your options open.

Some Questions You Can Count On

There are four types of questions that interviewers like to ask.

First, there are the resume questions. These relate to your past experience, skills, job responsibilities, education, upbringing, personal interests, and so forth.

Resume questions require accurate, objective answers, since your resume consists of facts which tend to be quantifiable (and verifiable). Try to avoid answers which exaggerate your achievements, or appear to be opinionated, vague, or egocentric.

Second, interviewers will usually want you to comment on your abilities, or assess your past performance. They’ll ask self-appraisal questions like, “What do you think is your greatest asset?” or, “Can you tell me something you’ve done that was very creative?”

Third, interviewers like to know how you respond to different stimuli. Situation questions ask you to explain certain actions you took in the past, or require that you explore hypothetical scenarios that may occur in the future. “How would you stay profitable during a recession?” or, “How would you go about laying off 1300 employees?” or, “How would you handle customer complaints if the company drastically raised its prices?” are typical situation questions.

And lastly, some employers like to test your mettle with stress questions such as, “After you die, what would you like your epitaph to read?” or, “If you were to compare yourself to any U.S. president, who would it be?” or, “It’s obvious your background makes you totally unqualified for this position. Why should we even waste our time talking?”

Stress questions are designed to evaluate your emotional reflexes, creativity, or attitudes while you’re under pressure. Since off-the-wall or confrontational questions tend to jolt your equilibrium, or put you in a defensive posture, the best way to handle them is to stay calm and give carefully considered answers.

Whenever I hear a stress question, I immediately think of the Miss Universe beauty pageant. The finalists (usually sheltered teenagers from places like Zambia or Uruguay) are asked before a live television audience of three and a half billion people to give heartfelt and earnest responses to incongruous questions like, “What would you tell the leaders of all the countries on earth to do to promote world peace?”

Of course, your sense of humor will come in handy during the entire interviewing process, just so long as you don’t go over the edge. I heard of a candidate once who, when asked to describe his ideal job, replied, “To have beautiful women rub my back with hot oil.” Needless to say, he wasn’t hired.

Even if it were possible to anticipate every interview question, memorizing dozens of stock answers would be impractical, to say the least. The best policy is to review your background, your priorities, and your reasons for considering a new position; and to handle the interview as honestly as you can. If you don’t know the answer to a question, just say so, or ask for a moment to think about your response.

Wrapping It Up

At the conclusion of your interview, you can wrap up any unfinished business you failed to cover so far, and begin to explore the future of your candidacy.

During your interview wrap-up, it’s a good practice to make the interviewer aware of other opportunities you’re exploring, as long as they’re genuine, and their timing has some bearing on your own decision making.

The fact that you’re actively exploring other opportunities may affect the speed with which the company makes its hiring decision. It may even positively influence the eventual outcome, since the company may want to act quickly so as not to lose you.

However, your other activity should be presented in the spirit of assistance to the interviewer, not as a thinly veiled threat or negotiating tactic. I’d advise you to play it straight with the interviewer.

And remember to maintain a positive attitude. In today’s job market, you’d be surprised how often victory is snatched from the jaws of defeat.

The better your interviewing skills, the greater your chances of getting the job.

Fluid Power Events: EXPO & CONFERENCE -- April (Cleveland) and May (Atlanta)

2010-02-02T11:37:00.005-06:00

NEWS FROM PENTON MEDIA AND HYDRAULICS & PNEUMATICS MAGAZINE

SPRING 2010 – TWO Education-Packed Expos!

Join us for two education-packed events in 2010 that will showcase educational sessions on a variety of topics from fluid power fundamentals to compressed air preparation, motion control basics to hydraulic systems filtration, and much, much more. Don’t miss the most exciting year ever for FLUID POWER CONFERENCE & EXPO!

APRIL 2010 EXPO
April 6-7, 2010: FLUID POWER CONFERENCE & EXPO will be held at the Crowne Plaza Hotel in Cleveland, Ohio. FLUID POWER CONFERENCE & EXPO is THE industry meeting place where attendees can see new products, build valuable relationships, hear about major industry trends & issues, and invest in their business future. Learn from some of the best and brightest fluid power industry experts in our marketplace, and see the newest products and technology on display from those experts. This exciting event is our flagship fluid power educational conference each year, so don’t miss it!

* How-to Sessions
* Case Studies
* Shirtsleeves Workshops
* Roundtable Discussions
* New products, services and innovations
* FREE lunch for all attendees at the April 2010 Expo only!

*Registration for the April 2010 Fluid Power Conference & Expo is open. Please click the “ATTEND” page for further updates and pricing.

MAY 2010 EXPO
May 3-6, 2010: FLUID POWER CONFERENCE & EXPO will co-locate with WasteExpo at the Georgia World Congress Center in Atlanta, Georgia. WasteExpo’s exhibit hall will offer solutions in Collection/Transfer (solid waste collection), Landfill Management, Recycling/Processing/Composting, Truck Components & Supplies, and Technology. In addition, the FLUID POWER CONFERENCE & EXPO Pavilion will be showcased on the exhibit hall floor, along with the National Fluid Power Association. Join hundreds of industry-leading companies and thousands of attendees at North America’s largest tradeshow serving the $55 billion solid waste and recycling industries. Visit WasteExpo for more information on WasteExpo.

Out Of Work For Over A Year? How To Bounce Back.

2010-01-30T14:21:00.003-06:00

It happens to the best of us. You hit a bump in the rocky road of your career and find yourself out of work for longer than you’d like.

Being out of work for an extended period of time does more damage than just a gap in your resume. It affects your self esteem, how you view yourself, and what you believe you can bring to the table.

Everyone has doubts at some point in their career; this is your time. Know that you can and will get past this bump.

So How Do You Bounce Back? Follow These 5 Steps Below.

1. Remind Yourself That This Is A Moment In Time.
Your career runs for multiple decades. That’s a long period of time. What this means is sooner or later a setback will happen in your career. It’s just the way things happen. All cycles have up’s and down’s and this is your down. The good news is it’s all up from here. Remind yourself that a job will be there, and is waiting for you, right around the corner.

2. Reacquaint Yourself With Your Accomplishments.
When was the last time you looked at your resume? And when you do, does it seem like your accomplishments were achieved by someone else? Just because you have not performed a function in a while doesn’t mean you can’t perform it anymore. It’s like riding a bicycle; you never forget how. Spend quality time with your resume. Read the bullets slowly. Remember the projects you worked on and the people you worked with to obtain these results. Remind yourself that these are your accomplishments, which are something to be proud of. Just because it’s been a while, doesn’t mean it didn’t happen.

3. Create In Your Mind What You Want To Happen Next.
I believe that people get stuck in the day-to-day doldrums of life when they don’t have something to look forward to. You may not know when your next job is coming, but you can get ready for it. Ask yourself what you want next. Where do you want to work? What location? What type of people? How much do you want to be making? When you can see what you want, clearly and powerfully, you can get it. I find that when people are out of work for a while, they can’t see themselves in their jobs anymore. The amount of time that has passed only matters to you. Visualize what you want so you can get back to work again quickly.

4. Don’t Give Up.
Most people don’t take discouragement well. When they first lost their jobs, they had vigor and excitement. They got up everyday and had people to call and job search related activities to work on. Over time, the momentum and activities diminished. That caused them to stop or slow down. Don’t let this happen to you. You only need one job and one person to give it to you. The work you put in now will bring results; you just haven’t seen them yet. A job search is not an instant gratification pursuit. It’s a process that brings results over time, on its timetable and not yours. So, you have to keep going.

5. Believe In Yourself.
Most of the time, we are our own worst enemy. We tell ourselves why something cannot be done before someone tells it to us first. This approach keeps you safe from rejection and failure, but it also holds you back. This economy may be forcing you to get out of your comfort zone and into new territory, all great for your personal growth. (Even though it does not feel so great most of the time.) Many people who come to me want to be challenged in their career. It’s what’s missing in their jobs and their lives. Well, this is your challenge. Will you rise to the occasion or let it get the best of you? You already have a track record of achieving great things. This will be another one to add to your list.
So, what do you say? You only have one life to live, so it might as well be a life you love!

Deborah Brown-Volkman is a successful career coach and mentor working with Senior Executives, Vice Presidents, and Managers who are looking for new career opportunities or seek to become more productive in their current role. Her articles are regularly published on EmploymentCrossing. To read more such career articles, please visit EmploymentCrossing.com.

Advice: Maintaining Recruiter Relationships

2010-01-29T09:53:00.004-06:00

By Alina Dizik, Wall Street Journal

Having good relationships with recruiters can make it easier to find a new role. But keeping in touch with a busy recruiter can be difficult. To continue the relationship, it’s important to convey the value of your experience, say experts.

“It needs to be a win-win relationship from beginning to end,” explains Jason Hersh, managing partner of recruiting firm Klein Hersh International, a member firm of the MRINetwork.

Here, Mr. Hersh gives advice on maintaining recruiter relationships.

How can a candidate begin to build a relationship with an executive recruiter?
Just like approaching an employer, make sure that you aren’t blindly sending resumes to recruiters who don’t work with candidates in your field. Unlike employers, recruiters often share resumes with each other, and a poor approach to a recruiter could have repercussions far beyond just that one submission. Candidates should do some due diligence to find executive recruiters that specialize directly in the industry and/or discipline that he or she currently works in. When a recruiter who specializes in your industry calls, there should be an open conversation regarding insight and referrals, even if the executive isn’t actively looking in the marketplace.

What common mistakes do candidates make when trying to build a relationship with a recruiter?
Sometimes candidates’ expectations on timing can be misaligned, especially if the recruiter doesn’t specialize in their industry or discipline. While you are working closer with a recruiter than you would a hiring manager, don’t cross the line. Don’t contact them just for an update; make sure you have more to contribute to the job search as well.

How important is the rapport that a senior-level job hunter builds with a recruiter?
One primary advantage you have from working with a search consultant is that you will have the opportunity to be more open and honest about your situation and seek advice for how to present it to employers. A recruiter will be able to help you better explain touchy subjects, like being laid off, leaving a job or extended unemployment.

What are some ways that candidates should continue to be on a recruiter’s radar without being bothersome?
Once there is an expectation that the recruiter and candidate can be a resource for each other, an email or a phone call on a monthly basis while actively searching is a good way to stay on the radar. When something important happens in a candidate’s career—especially if they are employed—like receiving a promotion or industry award, passing on that information is a great way to keep in touch with a recruiter.

What can candidates do to be a good resource for recruiters?
When candidates hear about opportunities in the marketplace, they should run these positions by their search consultant first prior to sending [materials] directly into the company. This will give the search consultant (who most likely will have a relationship with the company) an opportunity to qualify and capture insight and share detailed information and feedback with the candidate.

http://blogs.wsj.com/laidoff/2010/01/26/advice-maintaining-recruiter-relationships/

How to Send Your Resume Using Today's Technology

2010-01-28T13:29:00.002-06:00

Sending Your Resume Via E-Mail the Right Way

When submitting your resume to a company for employment consideration, it’s become almost a rule to do so over the Internet. Many companies use software and other electronic methods to evaluate some resumes, and as such they’ll refuse resumes received via any other method.

So now that you know that you will very likely continue to be required to submit your resume online, it’s a good idea to learn how to do so the right way. Here are a few tips to consider:

Attachments
There is a little bit of a debate going on about whether you should add the resume as an attachment when submitting it or placing it in the body of the e-mail. Some say that attachments aren’t a good idea, as they take up space in the employer’s inbox and may possibly contain viruses. It’s also worthwhile to consider that a company’s email security might block the message, or the hiring manager might avoid the message altogether if he doesn’t want to take the time to open it.

On the other hand, depending on what e-mail program you’re using (and the employer is using) cutting and pasting your resume into the body of an email could look ill-formatted. Spacing could be weird – and worse, the fonts you worked so hard to choose could change. It is for this reason that many pros suggest doing both. This method pleases those who dislike plain text formatting as well as those hiring managers who detest opening attachments. You should consider using the PDF format for your attached resume, since it’s very clean, it looks clear and concise, and PDFs can’t be changed after they’re created.

If You Are Cutting and Pasting…
If you’ve decided that you want to go ahead and paste your resume into the body of an e-mail, it’s good to consider a few rules of cutting and pasting. First, remember to add a brief introduction of yourself, something that would do the job of a cover letter. You should also limit your introduction to two paragraphs or less, and limit each paragraph to two or three sentences.

Third, use text for the e-mail instead of HTML. Word processing programs can wreak havoc with the layout of your resume text when you use copy and paste, as pointed out earlier. If you don’t know how to change your emails into simple text, try writing your resume out in a text only program like Notepad (under Accessories on the Windows menu) and then copying and pasting into your email. You’ll have to offset text with special characters (for instance, ====Introduction====) or use capitals in order to differentiate between sections, since plain text removes formatting like bold or italics.

Avoiding Spam Folders
As mentioned previously, your resume can sometimes get lost in a company’s security efforts. So to help you avoid spam folders and other issues, you could consider keeping punctuation (especially exclamation marks) out of the subject line and avoiding any other words that might be misinterpreted as something inappropriate by spam folders.

The last thing that you want is to create the perfect resume only to not have it reach its destination appropriately. It doesn’t make sense to spend hours and hours on your resume, only to submit it incorrectly via email and ruin your chances of getting a job, so be sure to consider the above tips before clicking that send button.

Article written by Heather Eagar. Need a job? Be sure your resume is the best it can be. Review resume services and choose the best one for you and your situation. Do it today at http://www.ResumeLines.com

Hydraulic Hybrids Continue to Shine for 2010

2010-01-25T16:55:00.005-06:00

Hydraulic Hybrid Systems refocuses on core technology

By Tom Hacker
Loveland Reporter-Herald

Denver International Airport’s fleet of 200-plus light-duty trucks, used for everything from plowing snow to maintaining runway lights, burned through about $1.3 million worth of gasoline and diesel fuel last year.

Everybody connected with the airport, from the guy who manages the fleet to Mayor John Hickenlooper, would like to see that number come down. So, they’ve turned to Loveland company Hydraulic Hybrid Systems for a solution that eventually could cut fuel use by as much as 40 percent.

A forerunner in the “other” hybrid vehicle technology — hydraulic, instead of electric as exemplified by the Toyota Prius — HHS is angling for a slice of the market made up of 6 million light-duty trucks in the United States alone.

What they offer is a hydraulic propulsion system that, when paired with a standard diesel or gasoline engine, can reduce fuel use by 40 percent and emissions by half.

“It’s something that everybody’s been waiting for, and nobody’s done it,” DIA fleet manager Bernie Maez said. “They’re really going to shine when they get done with their product.”

HHS is the relatively new subsidiary of Lightning Hybrids Inc., the company that burst upon Loveland’s business scene in 2008 with plans to produce a 100-mile-per-gallon, high-performance sports car.

The new company is focused not on building a sexy new car, but on developing the technology that powers it for use in more mundane fleet vehicles.

That technology is at once elegantly simple and infinitely complex.

First, the simplicity: The system stores energy used in braking in high-pressure tanks, built to contain 5,000 pounds per square inch, then releases that power to a hydraulic motor that propels the vehicle during acceleration.

The second key ingredient that HHS engineers are perfecting is more complicated. It’s the computerized controller that senses the most efficient way to balance power between the hydraulic and conventional engines.

HHS and Lightning Hybrids founders Dan Johnson and Tim Reeser last fall decided to shelve the sports car plan in favor of perfecting the hydraulic hybrid technology, a business decision driven by harsh reality.

“The crux of it was that it was going to cost $4 million to produce the car,” Reeser said. “We couldn’t raise that. But it’s not just us. NASCAR’s not getting their sponsors, either,” he added, referring to the nation’s premier stock-car racing organization.

Eyes Off the Prize
Abandoning the Lightning project, at least for now, also meant dropping out of the quest for the Progressive Insurance “X Prize,” a goal that the founders announced when Lightning Hybrid first emerged.

The insurance company’s global competition to produce the most efficient and highest-performance 100-mile-per-gallon vehicle will award $10 million to the winner.

A 23-page business plan that HHS revised this month serves as a road map to profitability, with some lofty goals set for the next two years that would eclipse the X-Prize target.

For the current year, HHS projects sales of 1,050 systems — priced at $12,900 each — but will still post an operating loss of just over $800,000.

But by 2011, according to the plan, unit sales will climb to 7,500, resulting in cash flow of nearly $16.4 million.

Simultaneously, the company will redevelop a building at 319 N. Cleveland Ave. in downtown Loveland to serve as its new, 8,000-square-foot home.

Profitability will also drive employment upward from the current 12 workers, including six interns paid by the Larimer County Workforce Center, to 36 full-time employees by the end of this year, the plan says.

Crucial Door Opens
A market gateway opened for HHS when Denver-based consultant Richard LeFrancois made a trip to the company last fall.

LeFrancois’ firm, Equipment Maintenance Innovators LLC, is one of the nation’s pre-eminent providers of advice on energy-efficiency technologies for the trucking industry. Clients include Conoco-Phillips, British Petroleum, and, yes, DIA.

“I think HHS has a tremendous future,” LeFrancois said. “We’re at the threshold of getting adoption of this technology into our industry, and they are perfectly positioned to take advantage of that.”

The key to HHS’ potential success is as much a matter of people as it is product, he said.

Company chief executive Johnson is the former founder and principal of SA Robotics Inc., a Loveland company that produces remotely controlled machines used to clean up deadly waste at nuclear plants.

Johnson and his wife, co-owner of SA Robotics, sold the company in 2008 after building its annual revenue to $20 million.

“It’s Dan’s entrepreneurial spirit,” LeFrancois said. “If you look internally at HHS, and Dan Johnson in particular, you have something very special. You have this guy who came out of the nuclear industry, and transferred everything he learned and perfected to an entirely new industry.”

Johnson’s new focus on the light-duty truck market doesn’t mean he has permanently abandoned his wish to build the perfect car, he said.

“The car is sexy. This isn’t so much,” he said. “But we’ve got to develop the technology in any case. When the time is right, it will be ready to go.”

http://www.reporterherald.com/print.asp?ID=26652

Mobile Hydraulic News: Hydraulic Hybrids Taking to the Streets

2010-01-25T16:04:00.001-06:00

Hydraulic hybrid retrofit for refuse trucks

Jan 22, 2010 11:19 AM, By Jim Mele, Editor-in-chief, FleetOwner Magazine

A new hydraulic hybrid retrofit kit specifically designed for refuse collection trucks can deliver up to 30% better fuel economy while increasing brake life and improving productivity, according to the developer Eaton Corp.

The Hydraulic Launch Assist (HLA) hybrid system will be available for installation in Mack LE, MR and Granit chassis later this year, with kits for other makes and models to follow, according to Robert Golin, business development manager for Eaton’s Hybrid Power Systems.

The retrofit is a parallel hybrid system that sits between the transmission and rear axle. It uses the momentum of the truck to compress hydraulic fluid when slowing the vehicle and then releases the stored energy in the fluid to help the truck accelerate on takeoff. It is especially well suited for applications with frequent stops and starts such as refuse collection trucks.

“A Class 8 automated side loader is a great application for HLA because it can make 1,400 stops in a day,” said Golin. It is also simpler than a diesel electric hybrid system and at 1,200 lbs. weighs less than half as much, he said. Diesel electric systems make sense for applications with less stop and go, but “Why have the cost and complexity (of a diesel electric system) when HLA gives you what you need in a refuse truck?” Golin asks.

The Eaton HLA has two operating modes that can be set by the fleet. The first provides maximum fuel economy, using only the stored kinetic energy in the hydraulic fluid to start the truck moving from a stop. That initial boost can be up to 180 hp and can accelerate a stop refuse truck up to 12 MPH in four to six seconds, according to Golin.

The second operating mode provides maximum productivity, combine the diesel engine’s power with the HLA’s to increase acceleration by 16 to 22% and deliver an overall 10% improvement in productivity. “That means a truck can handle more bins in a day, and more bins mean more revenue," said Golin.

Installed in a 2- or 3-yr. old chassis, the Eaton HLA should offer refuse fleets a 3-yr. payback, according to Golin. By taking over much of the vehicle’s braking, it will extend the life of service brakes by four to five times, eliminating up to four brake jobs a year at $1,800 to $2,000 a piece, he estimates. Fuel savings from using the power stored on braking should save another $3,000 to $4,000 a year, and additional productivity gains should boost yearly savings from the HLA system to about $15,000, Golin said.

The first Eaton HLA retrofit kits are intended for Mack LE, MR and Granite chassis with Allison automatic transmissions, a common combination for side-loader refuse collection trucks. They will installed by a network of service providers trained and certified by Eaton, who will also provide service and warranty support, Golin explained. Eaton expects to begin delivering the kits to the first certified installers “in the next couple of months,” he said.

Designed for a 10-yr. life and tested up to 3.3 million operating cycles, the HLA hydraulics are self-contained and completely separate from the refuse packer’s hydraulic system. “Our system is also completely fuel agnostic, so it can even work with CNG-powered trucks to help them regain some of the power lost (with that fuel),” Golin says.

http://fleetowner.com/green/archive/hydraulic-hybrid-retrofit-0122/?sms_ss=twitter

Cover Letters – The Icing on the Cake

2010-01-23T13:12:00.007-06:00

Why? I get a lot of questions from clients about whether or not they should include a cover letter when sending in their resume. My response is “Would you consider making a peanut butter and jelly sandwich without the jelly?” The point being that the two go hand-in-hand, and unless a job position announcement specifically states that you should not send in a letter along with your resume, you should ALWAYS include one.

There are multiple reasons. As more companies are using applicant tracking software to scan for job keywords, this document also can get fed into this system as well. Building up your hit ratio in this system is paramount to catapulting you into the next level of the screening process.

Additionally, the letter serves as the compelling reason as to why the employer should hire you- it’s your opportunity to make the case as to why you are a superior candidate over the applicants. The resume presents your value proposition in terms of facts. The cover letter can provide the softer skill side where you can talk about your drive, initiative, attention to detail and how you are willing to go the extra mile.

But actually writing this introduction can be deceptively easy, and many people get trapped writing the wrong thing. Many people fail in this activity because they simply end up focusing entirely on themselves. The truth is that in this document, while it is about you, it’s actually really about THEM (the employer).

Here are a couple of straightforward tricks to use when developing an effective cover letter that addresses an employer’s needs:

1) Personalize your letter. Don’t know the human resource manager? Use your network or look them up on LinkedIn.com. A personalized cover letter always gets more attention than a ‘Dear Human Resource Manager’ or ‘To Whom it May Concern’ type of letter.

2) Always include a reference to the specific position you are applying for in the cover letter. Here’s an example of the format:

Date
Contact Name, Title, Company, Address: City, State, Zip
Re: Position Title and Reference Number (if applicable)

3) Create immediate interest. Use a compelling ‘hook’ to spur the employer to read on. You can relate to something that is of interest to the employer by making a direct appeal or providing an interesting fact relevant to that company. The key is to make a connection to what is of interest to THEM!

4) Write to your audience. Demonstrate familiarity and knowledge about their company… this can stroke their ego while at the same time subliminally demonstrating your resourcefulness by digging up information about their company. Find out what types of challenges that your target company might be facing, and then provide yourself as the solution to those problems. Advertisers use this ‘problem-solution’ tactic all the time!

5) Talk about what you can do for the employer. Focus on the target company, versus rattling off a litany of ‘I’ve done this, and I’ve done that…now hire me!” It doesn’t work that way. You should be into your third paragraph in the cover letter before you start touting yourself, and even at that point, you need to relate specifically what you offer to what they need. Avoid a lot of ‘I’ or ‘my’ statements!

6) Use keywords in your cover letter like you do in your resume. These can generate hits and adds to the employer’s perception of your relevancy.

7) Don’t forget to close the sale. Most people, whether in their cover letter or at the end of an interview, forget to ask for the sale. You are selling your services to help their company, and your close in a cover letter is just as important as your opening. Don’t be afraid to ask them to hire you!

Avoid ‘regurgitating’ your resume in your cover letter. Remember, the resume are the facts, and the cover letter is how you make the case as to why they should hire you!

Hopefully, these tips will help you understand that the cover letter is practically equal with the resume… they go together and act as compliments to provide a tight, focused and informative snapshot about what you offer the employer.

Dawn Rasmussen, President Pathfinder Writing and Career Services PO Box 20536 Portland OR 97294 (503) 539-3954 phone http://www.pathfindercareers.com

Finding What You Need?

2010-01-18T13:32:00.007-06:00

The term 'fluid power' is definitely not a household name. In fact, if you are employed in this industry, we are continually reminded of this by friends and family with the reaction we get---"fluid power...what is fluid power?".

Thanks to the National Fluid Power Association (NFPA) and the International Fluid Power Society (IFPS), along with others like the Fluid Power Distributors Association (FPDA) and journals like Hydraulics & Pneumatics magazine, Fluid Power Journal and Diesel Progress, we've got a wealth of information out there for people to dig into!

Below are some links that may help you if you are looking for information on hydraulics and pneumatics;

Fluid Power Industry Associations: Here is the short list of the primary associations;
National Fluid Power Association (NFPA)
Fluid Power Society (IFPS)
The Fluid Power Educational Foundation (FPEF)
Fluid Power Distributor Association (FPDA)
Fluid Power Network International (FPNI)

Fluid Power Products: Find fluid power distributors in your area that provide hydraulic and pneumatic components, as well as complete fluid power systems. Another great tool is the Fluid Power Product Locator found here.

Fluid Power Engineering: Whether you are a student looking for solid fluid power education or someone looking for technical help from fluid power consultants, you've come to the right place. Click here for a list of fluid power schools and The Fluid Power Educational Foundation

Fluid Power Energy

5 Critical Mistakes in a Job Interview

2010-01-18T09:57:00.007-06:00

Major Mistakes That Ruin Your Chances at a Job Interview

However, it’s quite common for a valid, potentially hirable job candidate to get into an interview and “fumble the ball.” If you’re not careful, you can easily make some minor mistakes that will ruin your chances at a position. So before going on your next interview, take a look at these mistakes that could definitely ruin it.There’s no doubt that going on a job interview is a critical portion of a job candidate’s application process. If you were lucky enough to have a resume that got you through the door, the interview will provide you with an opportunity to further prove that you’re right for the position.

Don’t Arrive Late (or Too Early)

One fatal error that could hurt your chances of acquiring the position you desire is to arrive to the job interview late. The time of the hiring manager is very valuable, and you’re showing disrespect and confusing his plans. If you show up late, you give an indication of what the employer could expect from you as an employee – not a good thing.

However, it’s also good to keep in mind that arriving too early could work against you too. While arriving 15 minutes prior to the interview is perfectly acceptable, arriving 30 minutes early could also through off the interviewer’s schedule and is generally frowned upon.

Don’t Trash a Previous Employer

If you had a bad experience with a previous employer, don’t tell the prospective employer about it. If you left your last employer because you constantly clashed with your boss, simply say that your goals weren’t in line with your old company. But to say that the manager “sucks” will likely leave a bad taste in the interviewers mouth.

Don’t Get Too “Familiar”

Some hiring managers have complained that job applicants often get too familiar or friendly with them during an interview. If you’re talking about your bad kids or mentioning the wart on your back, you may not get called back for the position.

Don’t Dress Inappropriately (or Sloppy)

We all know that wearing a t-shirt or provocative attire is unacceptable during an interview, but many employers also frown upon attire that looks cheap, or even you not ironing your suit or having scuffs in your shoes. Remember, if there’s ever a time to look your best, it’s during a job interview.

Don’t Question Pay and Benefits Too Soon

You may be anxious to know whether the position you’re interested in will pay will or offer health insurance benefits, but the time to ask is not when you walk through the door for the interview. If during the interview, you’re offered the position then it’s good to be prepared to negotiate. Hold your tongue until that point, though, if you don’t want to appear to have a sense of entitlement.

If you think in terms of what you should and should not do in an interview, you can strengthen your chances of getting the position you want. Besides, what’s the point in working so hard on a resume if you’re just going to sabotage the efforts in your interview?

About the author: Need a job? Be sure your resume is the best it can be. Review resume writing services and choose the best one for you and your situation. Do it today at http://www.ResumeLines.com.

Ringing in the New Year

2010-01-16T16:00:00.008-06:00

Happy New Year! Belated Happy New Year to you all! It's time to wipe the mud off our boots from 2009 and step into 2010 with our chins up and a smile on our face...we've got a lot to be proud of and thankful for!

Ring, Ring, Ring. The 'ringing' in this new year has been our phones. Yes, the candidates who have been put out on the street continue to call and send resumes, but the better news for all in our industry is that hiring managers are calling! Now, not to say things are back to normal, that will take more than a few years from what we can tell--however the level of employer confidence to hire is up. Very good news.

You are out of a job and saying "where are all these companies that are hiring?" Well, much of the activity is still talk--but they are planning on making changes in these first two quarters. The jobs will come, but you must be prepared for the competition.

Polish your resume. It is the first look that a hiring manager has and first impressions mean everything. Ask us for a free evaluation of your resume, and we'll tell you how to stand out in the crowd.

Hone your skills. Interviewing, whether face-to-face or on the phone, is what will get you the fluid power job you are wanting. We have many articles on interviewing and offer our candidates free advice on how to best prepare to meet the hiring manager and any others in the hiring process. It does make a difference, we're here to help.

Fluid Power Jobs and Bosco-Hubert & Associates, LLC are continually working to find the best talent in our industries, including; fluid power, motion control, power transmission, and automation. If you have experience working for a fluid power manufacturer or distributor, we can give you an objective view of the conditions in the industry that can directly affect your income and lifestyle!

Our candidates and employers work in these areas: mobile hydraulics, industrial hydraulics and pneumatics, robotics, motion control, power transmission, bearings, and fluid sealing. Typically, they are selling, designing or manufacturing components and systems comprised of pumps, motors, valves, cylinders, manifolds, seals, hose and fittings, or filtration.

A unique benefit of pursuing a career in fluid power is that our industry encompasses many fields. These include construction, agriculture, entertainment/simulation, automotive, material handling, biomedical, automation, machine tools, utilities, wood processing, packaging machinery, plastics machinery, military, marine and offshore, and aerospace.

From Our Family to Yours...Merry Christmas!

2009-12-21T15:49:00.003-06:00

Wishing you a Blessed Christmas & a Happy and Holy New Year!

How to Master the Art of Interviewing

2009-12-19T13:18:00.002-06:00

By Bill Radin

Career Development Reports

In addition to empathy, there are four other intangible fundamentals to a successful interview. These intangibles will influence the way your personality is perceived, and will affect the degree of rapport, or personal chemistry you’ll share with the employer.

[1] Enthusiasm -- Leave no doubt as to your level of interest in the job. You may think it’s unnecessary to do this, but employers often choose the more enthusiastic candidate in the case of a two-way tie. Besides, it’s best to keep your options open -- wouldn’t you rather be in a position to turn down an offer, than have a prospective job evaporate from your grasp by giving a lethargic interview?

[2] Technical interest -- Employers look for people who love what they do, and get excited by the prospect of tearing into the nitty-gritty of the job.

[3] Confidence -- No one likes a braggart, but the candidate who’s sure of his or her abilities will almost certainly be more favorably received.

[4] Intensity -- The last thing you want to do is come across as “flat” in your interview. There’s nothing inherently wrong with being a laid back person; but sleepwalkers rarely get hired.

By the way, most employers are aware of how stressful it can be to interview for a new position, and will do everything they can to put you at ease.

The Other Fundamentals

Since interviewing also involves the exchange of tangible information, make sure to:

• Present your background in a thorough and accurate manner;

• Gather data concerning the company, the industry, the position, and the specific opportunity;

• Link your abilities with the company needs in the mind of the employer; and

• Build a strong case for why the company should hire you, based on the discoveries you make from building rapport and asking the right questions.

Both for your sake and the employer’s, never leave an interview without exchanging fundamental information. The more you know about each other, the more potential you’ll have for establishing rapport, and making an informed decision.

Basic Interviewing Strategy

There are two ways to answer interview questions: the short version and the long version. When a question is open-ended, I always suggest to candidates that they say, “Let me give you the short version. If we need to explore some aspect of the answer more fully, I’d be happy to go into greater depth, and give you the long version.”

The reason you should respond this way is because it’s often difficult to know what type of answer each question will need. A question like, “What was your most difficult assignment?” might take anywhere from thirty seconds to thirty minutes to answer, depending on the detail you choose to give.

Therefore, you must always remember that the interviewer’s the one who asked the question. So you should tailor your answer to what he or she needs to know, without a lot of extraneous rambling or superfluous explanation. Why waste time and create a negative impression by giving a sermon when a short prayer would do just fine?

Let’s suppose you were interviewing for a sales management position, and the interviewer asked you, “What sort of sales experience have you had in the past?”

Well, that’s exactly the sort of question that can get you into trouble if you don’t use the short version/long version method. Most people would just start rattling off everything in their memory that relates to their sales experience. Though the information might be useful to the interviewer, your answer could get pretty complicated and long-winded unless it’s neatly packaged.

One way to answer the question might be, “I’ve held sales positions with three different consumer product companies over a nine-year period. Where would you like me to start?”

Or, you might simply say, “Let me give you the short version first, and you can tell me where you want to go into more depth. I’ve had nine years experience in consumer product sales with three different companies, and held the titles of district, regional, and national sales manager. What aspect of my background would you like to concentrate on?”

By using this method, you telegraph to the interviewer that your thoughts are well organized, and that you want to understand the intent of the question before you travel too far in a direction neither of you wants to go. After you get the green light, you can spend your interviewing time discussing in detail the things that are important, not whatever happens to pop into your mind.

Don’t Talk Yourself Out of a Job

I’ve got a friend who’s the hiring manager of an electronics company. He told me once that he brought a candidate into his office to make him a job offer. An hour later, the candidate left. I asked my friend if he had hired the candidate.

“No,” he said. “I tried. But the candidate wouldn’t stop talking long enough for me to make him an offer.”

Don’t misinterpret me. I’m not suggesting that an interview should consist of a series of monosyllabic grunts. It’s just that nothing turns off an employer faster than a windbag candidate.

By using the short version/long version method to answer questions, you’ll never talk yourself out of a job.

The Prudent Use of Questions

Beware: An interview will quickly disintegrate into an interrogation or monologue unless you ask some high quality questions of your own. Candidate questions are the lifeblood of any successful interview, because they:

• Create dialogue, which will not only enable the two of you to learn more about each other, but will help you visualize what it’ll be like working together once you’ve been hired;

• Clarify your understanding of the company and the position responsibilities;

• Indicate your grasp of the fundamental issues discussed so far;

• Reveal your ability to probe beyond the superficial; and

• Challenge the employer to reveal his or her own depth of knowledge, or commitment to the job.

Your questions should always be slanted in such a way as to show empathy, interest, or understanding of the employer’s needs. After all, the reason you’re interviewing is because the employer’s company has some piece of work which needs to be completed, or a problem that needs correcting. Here are some questions that have proven to be very effective:

• What’s the most important issue facing your department?

• How can I help you accomplish this objective?

• How long has it been since you first identified this need?

• How long have you been trying to correct it?

• Have you tried using your present staff to get the job done? What was the result?

• What other means have you used? For example, have you brought in independent contractors, or temporary help, or employees borrowed from other departments? Or have you recently hired people who haven’t worked out?

• Is there any particular skill or attitude you feel is critical to getting the job done?

• Is there a unique aspect of my background that you’d like to exploit in order to help accomplish your objectives?

Questions like these will not only give you a sense of the company’s goals and priorities, they’ll indicate to the interviewer your concern for satisfying the company’s objectives.

Give It Some Thought

Here are seven of the most commonly asked interviewing questions. Do yourself and the prospective employer a favor, and give them some thought before the interview occurs.

[1] Why do you want this job?

[2] Why do you want to leave your present company?

[3] Where do you see yourself in five years?

[4] What are your personal goals?

[5] What are your strengths? Weaknesses?

[6] What do you like most about your current company?

[7] What do you like least about your current company?

The last question is probably the hardest to answer: What do you like least about your present company?

I’ve found that rather than pointing out the faults of other people (“I can’t stand the office politics,” or, “I don’t get along with my boss”), it’s best to place the burden on yourself (“I feel I’m ready to exercise a new set of professional muscles,” or, “The type of technology I’m interested in isn’t available to me now.”).

By answering in this manner, you’ll avoid pointing the finger at someone else, or coming across as a whiner or complainer. It does no good to speak negatively about others.

I suggest you think through the answers to the above questions for two reasons.

First, it won’t help your chances any to hem and haw over fundamental issues such as these. (The answers you give to these types of questions should be no-brainers.)

And secondly, the questions will help you evaluate your career choices before spending time and energy on an interview. If you don’t feel comfortable with the answers you come up with, maybe the new job isn’t right for you.

Money, Money, Money

There’s a good chance you’ll be asked about your current and expected level of compensation. Here’s the way to handle the following questions:

[1] What are you currently earning?

Answer: “My compensation, including bonus, is in the high-forties. I’m expecting my annual review next month, and that should put me in the low-fifties.”

[2] What sort of money would you need in order to come to work for our company?

Answer: “I feel that the opportunity is the most important issue, not salary. If we decide to work together, I’m sure you’ll make me a fair offer.”

Notice the way a range was given as the answer to question [1], not a specific dollar figure. However, if the interviewer presses for a exact answer, then by all means, be precise, in terms of salary, bonus, benefits, expected increase, and so forth.

In answer to question [2], if the interviewer tries to zero in on your expected compensation, you should also suggest a range, as in, “I would need something in the low- to mid- fifties.” Getting locked in to an exact figure may work against you later, in one of two ways: either the number you give is lower than you really want to accept; or the number appears too high or too low to the employer, and an offer never comes. By using a range, you can keep your options open.

Some Questions You Can Count On

There are four types of questions that interviewers like to ask.

First, there are the resume questions. These relate to your past experience, skills, job responsibilities, education, upbringing, personal interests, and so forth.

Resume questions require accurate, objective answers, since your resume consists of facts which tend to be quantifiable (and verifiable). Try to avoid answers which exaggerate your achievements, or appear to be opinionated, vague, or egocentric.

Second, interviewers will usually want you to comment on your abilities, or assess your past performance. They’ll ask self-appraisal questions like, “What do you think is your greatest asset?” or, “Can you tell me something you’ve done that was very creative?”

Third, interviewers like to know how you respond to different stimuli. Situation questions ask you to explain certain actions you took in the past, or require that you explore hypothetical scenarios that may occur in the future. “How would you stay profitable during a recession?” or, “How would you go about laying off 1300 employees?” or, “How would you handle customer complaints if the company drastically raised its prices?” are typical situation questions.

And lastly, some employers like to test your mettle with stress questions such as, “After you die, what would you like your epitaph to read?” or, “If you were to compare yourself to any U.S. president, who would it be?” or, “It’s obvious your background makes you totally unqualified for this position. Why should we even waste our time talking?”

Stress questions are designed to evaluate your emotional reflexes, creativity, or attitudes while you’re under pressure. Since off-the-wall or confrontational questions tend to jolt your equilibrium, or put you in a defensive posture, the best way to handle them is to stay calm and give carefully considered answers.

Whenever I hear a stress question, I immediately think of the Miss Universe beauty pageant. The finalists (usually sheltered teenagers from places like Zambia or Uruguay) are asked before a live television audience of three and a half billion people to give heartfelt and earnest responses to incongruous questions like, “What would you tell the leaders of all the countries on earth to do to promote world peace?”

Of course, your sense of humor will come in handy during the entire interviewing process, just so long as you don’t go over the edge. I heard of a candidate once who, when asked to describe his ideal job, replied, “To have beautiful women rub my back with hot oil.” Needless to say, he wasn’t hired.

Even if it were possible to anticipate every interview question, memorizing dozens of stock answers would be impractical, to say the least. The best policy is to review your background, your priorities, and your reasons for considering a new position; and to handle the interview as honestly as you can. If you don’t know the answer to a question, just say so, or ask for a moment to think about your response.

Wrapping It Up

At the conclusion of your interview, you can wrap up any unfinished business you failed to cover so far, and begin to explore the future of your candidacy.

During your interview wrap-up, it’s a good practice to make the interviewer aware of other opportunities you’re exploring, as long as they’re genuine, and their timing has some bearing on your own decision making.

The fact that you’re actively exploring other opportunities may affect the speed with which the company makes its hiring decision. It may even positively influence the eventual outcome, since the company may want to act quickly so as not to lose you.

However, your other activity should be presented in the spirit of assistance to the interviewer, not as a thinly veiled threat or negotiating tactic. I’d advise you to play it straight with the interviewer.

And remember to maintain a positive attitude. In today’s job market, you’d be surprised how often victory is snatched from the jaws of defeat.

The better your interviewing skills, the greater your chances of getting the job.

A new job for Christmas?

2009-12-15T19:23:00.001-06:00

Click on the image to view job openings
Call us for details: 785-437-3737
Email resumes to:
jobs@fluidpowerjobs.com

Hang in there, keep your chin up, fluid power industry!

2009-12-07T16:29:00.011-06:00

Since 2009 has been a year most of us want to forget, we wanted to pass on some cheerful Christmas laughter for you that we received recently...

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Hang in there!

"Good news is that I truly out did myself this year with my Christmas decorations. The bad news is that I had to take him down after 2 days. I had more people come screaming up to my house than ever.Great stories. But two things made me take it down.

First, the cops advised me that it would cause traffic accidents as they almost wrecked when they drove by.

Second, a 55 year old lady grabbed the 75 pound ladder almost killed herself putting it against my house and didn't realize it was fake until she climbed to the top (she was not happy). By the way, she was one of many people who attempted to do that. My yard couldn't take it either. I have more than a few tire tracks where people literally drove up my yard."

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We have many more positions than our job board shows. If you have industry experience in valves, pumps, motors, cylinders, hose and fittings, or filtration, and are looking for a position, send us your updated resume. Here is a chart showing the number of jobs with the keywords "fluid power" which could include hydraulic, pneumatic, motion control, or power transmission. The positive increase in the number of jobs available has been fairly consistent since July...let's hope the spike continues!

Applied Industrial Technologies Named to Selling Power Magazine’s 2009 "50 Best Companies to Sell For"

2009-12-03T15:47:00.004-06:00

WEBWIRE – Thursday, December 03, 2009

Companies featured completed an extensive survey requesting key data important to prospective employees looking to enter the sales profession. The Selling Power research team compiled, analyzed and scored the data with a concentration on three key categories: compensation, training and career mobility. Each company was given an overall score and a comparison rating to other selected companies. Applied received 76 out of a total of 77 possible points on both the 2008 and 2009 lists. This prestigious ranking is primarily focused on large companies with sales organizations of 500 or more salespeople.

CLEVELAND, OH (December 3, 2009) – Applied Industrial Technologies (NYSE: AIT) has been named to Selling Power magazine’s annual list of “The 50 Best Companies to Sell For” in the U.S. Their top 50 is split into two lists: “The 25 Best Manufacturing Companies to Sell For” and “The 25 Best Service Companies to Sell For.” Applied, the highest ranked distribution company on the list, maintained its number three ranking in the service company category after making its debut within the standings in 2008.

“This is a great compliment to our company in a year that has been exceptionally challenging to so many sale organizations,” said Ben Mondics, President & Chief Operating Officer for Applied. “Ours is still a people business, built on the relationships, knowledge and talents our sales people put forth every day to maintain a high level of customer service. We recognize that it takes an investment in training and technology to maintain this status.”

With approximately 460 facilities and 4,700 employee associates across North America, Applied Industrial Technologies is an industrial distributor that offers more than 3 million parts critical to the operations of MRO and OEM customers in virtually every industry. In addition, Applied provides engineering, design and systems integration for industrial and fluid power applications, as well as customized mechanical, fabricated rubber and fluid power shop services. For its fiscal year ended June 30, 2009, Applied posted sales of $1.9 billion. Applied can be visited on the Internet at http://www.applied.com.

10 Tips For a Reader-Friendly Resume

2009-11-14T13:38:00.002-06:00

Your resume must capture the reader’s attention within the first 15 seconds or risk being lost in the reject pile. One key success factor for your resume is its readability, that is, how easily and quickly the reader can absorb your information without loosing interest. To help you gain maximum attention, here are ten tips to keep eyes focused on your resume.

1. Avoid small font. Nothing in your resume should be smaller than 11 point. If your reader has to squint, he’ll end up skimming over the important parts of your resume.

2. Keep your font simple. They may not be the snazziest, but the two easiest-to-read fonts are Arial and Times New Roman. Anything in your resume that causes eye strain de-motivates the reader to keep reading.

3. Don’t write large blocks of text. A resume reader’s attention span just isn’t up to more than three consecutive lines of text. Beyond four lines and your block of text gets ignored completely.

4. Use white space to separate bullet points. The purpose of bullet points is to visually separate text so that your information stands out in easy-to-digest bits. Without white space your list of bullet points takes on the look of an extended block of text.

5. Don’t try to squeeze too much onto the page. A densely packed resume carries a 0% motivating factor-nobody wants to read it! Never sacrifice readability in order to keep your resume to a certain page length.

6. Write concisely. The best way to insure your resume isn’t too dense is to keep your words to a minimum. Keep the fluff out so that your important key words stand out loud and clear.

7. Keep your bullet points to two lines each. Bullet points are a shortcut method of giving your reader a lot of information quickly. If your bullets are longer than two lines you’re probably trying to give more information than necessary.

8. Use bolding to visually direct the reader’s eye. Not only does bolding break up the gray space, it helps draw attention to specific critical skills and quantified information. It also helps slow the speed of reading to avoid fast skimming of your information.

9. Use lines to separate resume sections. Simple lines work as a visual break between the different types of information within your resume. They help the reader make the transition between sections without taking up too much valuable white space.

10. Don’t get fancy with design elements. Multiple styles of bullet points, line thicknesses and font styles can detract the reader’s attention away from what you want to say. Additionally, with electronic document transmission, you can never tell if your design elements will be read correctly or if they translate into non-readable coding.

Once you’ve implemented these ten strategies your resume will gain stronger interest from potential employers and recruiters as they actually spend more time reading your resume. The result is more interview requests. Improve your resume’s readability and improve your odds of getting hired quicker.

Deborah Walker, CCMC is a career coach helping job seekers nationwide. Her clients gain skills in resume writing, interviewing and salary negotiation. See her sampleresumes and read more job search tips at: http://www.AlphaAdvantage.com.

Questions to Ask an Interviewer

2009-11-06T11:05:00.000-06:00

Job seekers usually ask themselves what interview questions to bring when preparing for their interview. These may be a crucial part in giving the impression that they are interested in the job position and well-informed about the company. Ask intelligent questions.

Take note that an interview is a two-way process. Employers often allow the applicants the time to ask few questions during an interview. Be prepared with some questions of your own that you feel will help you better understand the job, the company, their policies, compensation terms and other necessary details.

Make sure it is associated to the job, company, to what the interviewee offer the company when considering what interview questions to prepare. You could write it down on a sheet of paper of remember it. It could be your guide during the interview. You could revise it as you go along, depending on how the conversation turned out.

What Particular Questions to Ask

A particular job and industry will greatly help the applicants decide what interview questions to ask the individual they are meeting with when talking about the job. So, the following are some good queries to prepare which will help the applicants make a short list together.

Interview Questions To Ask About the Job

The applicants may ask about the qualities of the perfect candidate for the job position, the usual workday for the position, the special skills this position needs, and the special skills would the perfect candidate must have.

The interviewee may also ask about the people he will be working with and the people he will be handling if applicable. He may also ask if the position is newly created or just looking for a replacement, how his performance on the work be measured, and how much travel time he would need to reach the office.

They may also ask about the better things did by the company than its competitors, the goals of the department they will be working in, the company goals, and the reason why the group was matched into the company’s organizational structure.

The applicants may also know the things about the company’s biggest challenge, its competitive advantage, and the interviewer’s most want about the company.

Interview Questions to Ask the Hiring Manager

The applicants may also ask about the specific objectives made for the position in the first 6 months or 12 months, challenges he could expect to fulfill these and which were stated in the first question, and ask suggestions about making this role easier in the future.

The applicants may also ask if the company give employee training and what are the rules of the company on continuing education.

Interview Questions to Ask Before Leaving the Interview

And lastly, the applicants may also clarify if there are some questions that need to be answered about the background and qualification for the job position, if there are questions need further clarification, any concerns about interviewee’s suitability for the job position, qualities of the applicant compared with other candidates, and knowing what is the next step in the interview process.

Keep track of the flow of conversation because you might ask a question that has been previously answered during your dialogue. Try not to be redundant because it usually annoys the employer. It also reflects on your listening skill and attentiveness.

For more information on Job interview questions and Visa Interview Questions. Please visit our website.

Source: http://www.employmentdigest.net/2009/11/questions-to-ask-an-interviewer/

Fluid Power Market to Experience Increased Demand in 2010

2009-10-30T00:00:00.016-05:00

By: Jacqueline Holman, Engineering News Online, 16th October 2009

The fluid power markets will likely see increased demand sometime between late 2009 and early 2010, states growth consultancy firm Frost & Sullivan in its economic outlook for the global fluid power industry.

Analysts' expectations are that the rest of 2009 will show flat growth to slightly positive growth, resulting in strongly negative growth for 2009. Sales are expected to increase towards the end of the first quarter of 2010, and then slowly increase throughout the remainder of the year.

"Though the general economic recovery will be well on its way at that point, it is expected that many key end-user groups may delay new capital expenditure owing to a fear of a false start to the recovery," the consultancy reports.

Many of the high-performing markets for fluid power are expected to remain positive during the economic crisis. Though growth rates have declined in these areas, it is expected that the agricultural equipment, food and beverage, construction equipment, materials handling, metal and mining and aerospace markets will experience the quickest growth recovery in 2012.

"Areas of lower growth potential or slow penetration, such as marine and industrial machinery, are expected to suffer the greatest declines and likely to be the most difficult markets for swift recovery," the firm states.

Frost & Sullivan analysts point out that, for the first half of 2009, the fluid power industry experienced negative growth of between 25% and 30%, with some companies having reported negative growth of 40% over the same period in 2008; however, many of companies are reporting a slowing in the negative growth being experienced and are receiving more business inquiries. New orders are still slow.

Frost & Sullivan states that during the economic downturn, end-users are expected to be less likely to invest in new equipment and more likely to rent equipment. This will place a higher demand on idle equipment and create a need for rental companies to repair or replace older model products in their fleets.

There is an expected increase in demand for replacement components, as end-users continue to maintain existing equipment, while waiting for capital funds and increased product generation from manufacturers. Manufacturers are producing less, based on the reduced overall demand.

"There was a huge inventory that needed to be consumed before customers placed new orders and, while much of that inventory has been depleted, customers are still being cautious about expenditure," reports the consultancy.

The North American fluid power markets have been heavily affected by the recession, but demand from construction, agriculture and materials handling applications is expected to drive fluid power business in this region.

In South America, agricultural applications are expected to show strong growth owing to increasing demand for alternative fuel sources. The mining markets should sustain the growth of equipment that uses fluid power components.

In the Middle East and Africa, infrastructure and construction projects are expected to continue. Strong demand from the oil and gas segments in Saudi Arabia and the United Arab Emirates is expected to continue.

There is a strong demand in the replacement markets in Europe and continued demand in the agriculture markets. Continued construction throughout Europe, resulting from government stimulus, will drive the replacement market.

Source: Engineering News Online http://www.engineeringnews.co.za/article/fluid-power-market-to-see-increased-demand-in-2010-2009-10-16

10 Common Hiring Mistakes and How to Avoid Them

2009-10-29T16:05:00.000-05:00

Ten Stupid Hiring Mistakes
By Nick Corcodilos

Employers make lots of mistakes in the process of recruiting, interviewing and hiring new employees. I've seen some of the worst. I hope this article helps your company ratchet its own hiring practices up a notch or so. If you've got cautionary examples of such problematic practices, I invite you to submit them. I also urge you to share hiring practices that reveal your company to be a cut above the rest. I'd like nothing more than to publish a column of the ten smartest hiring practices.

So without further ado, here are ten culprits that make hiring a problematic experience for lots of companies.

1. Overly-narrow job specifications
Every manager is in a rush because his project is behind schedule and unanticipated problems have cropped up. When a manager needs to add staff, it's usually because he needs the right help and he doesn't have time to baby-sit whoever he hires. The manager needs specific skills now.

This attitude is at the root of overly-narrow job specifications, and it can spell doom for the manager, for the new hire, and for the work.

People are thinking and problem-solving machines. They see, they analyze, they learn and they marshal their skills, abilities and knowledge to tackle and do a job. This is what you're paying for when you hire a good worker: his abilities, not his specific knowledge of a technique or a tool. Almost by definition, a good worker can learn to use any tool you hand him, and he might even introduce a few tools you were unaware existed. When a person lacks some specific skills, a little guidance and a stack of manuals go a long way.

You need specific expertise now? The odds that you'll find it are small, especially in a tight market. The cost of leaving the work undone until you find exactly what you want grows by the minute. The value of hiring a talented worker and giving him the space to learn while he works increases with time, from the first minute he is on your staff.

There's nothing wrong with clearly defining the work you need to have done. Just don't make the mistake of overly-narrowing your definition of who can do it, and don't make the mistake of turning a project management problem into a hiring blunder. A manager who hires narrowly may be viewed as one who doesn't understand the broader requirements of the technology and products he's working with -- and enough hiring blunders can cost him his own job.

2. Human Resources does the recruiting
Consider that the person who first talks to a prospective hire is your company's front line of communication with your professional community. What does an HR representative -- even the best one in your company -- really know about the work your department does?

As an example, if your company is in the electronics industry, an engineer needs to see your company's technical and management credibility immediately. The closer to the recruiting process the engineering manager is, the more powerful is the attraction for the engineer. Don't make the prospective technical candidate step through bureaucracy before you have a chance to make your pitch. In today's market, you could lose him to an employer who makes a full-court press from the onset of the recruiting effort.

What does this mean to your recruiting process? Turn your managers and team members into recruiters. Let them be the people who make the first contact with the candidate. Let your team create the candidate's first impression of your company. Show the candidate that hiring the best people is as important a function to your team as designing the best products (or having the highest sales, or applying the smartest budget management practices).

3. Hiring "what comes along"
The traditional recruiting and hiring process is based on a faulty selection model. When you run ads and hold job fairs, you create what's referred to in the research world as "selection bias". That is, the process you use biases the outcome of your search for new employees. You get to hire only the people who come along, not those you would like to hire.

Since when is your company's motto, "Hire What Comes Along"?

When you retain a headhunter, you change the nature of your hiring strategy. You pursue the best workers who are most suited to your needs; you're not restricted to "what comes along". Of course, regular readers of this column know that there's no mystery to "being your own headhunter" -- so this is not an advertisement for headhunting services. The message here is that you should be keenly aware of the consequences of the process you use to recruit and hire. You're probably limiting yourself more severely than you suspect.

A special caution: today we're told the best job candidates are part of a "hidden candidate pool". That is, they're not looking, but they're available. (It kind of sounds like the flipside of that other employment industry phantom, the "hidden job market," doesn't it?) The popular oxymoron applied to these rare folks is "passive job hunter". In trying to describe that group of talented workers who are not actively looking for new jobs, the media (and their associated recruitment advertising services) imply that these people really are available through conventional means, and that they're the right people for you. All you need is access to their vitals, which just happen to be in a data base which you can use for a fee. The problem is, these data bases -- no matter how specialized -- introduce the same selection bias into your hiring efforts.

Bottom line: either you are identifying and pursuing those individuals you would like to hire, or you're shooting at the fish that are conveniently -- and rather naively -- swimming in a little barrel. So, run ads if you will. But, be aware that employers who identify, hunt down and entice the workers they really want have a jump on you.

4. Failure to prep the candidate
The typical job candidate arrives at the job interview knowing only what's printed in the want ad, and what your HR representative told her. What a great way to evaluate a prospective employee -- make it as much a "blind date" as possible! If she asks to speak with the hiring manager in advance of the interview, tell her "that's not done" and that "the manager is very busy -- you'll learn all you need in the interview". In fact, when she asks the name of the manager she'll be meeting next week, you might as well do what a lot of companies do: decline to give it to her.

What nonsense. It's in a hiring manager's best interest to help the candidate prepare for the interview -- at least to the extent the candidate is interested in doing so. In fact, a candidate's lack of interest in the prep material or information you offer should signal that this is probably the wrong candidate to devote interview time to.

What kind of preparation should you offer and encourage? That's up to you. But consider this: a candidate who makes good use of whatever resources you bestow prior to the interview will likely make as good use of the tools your department provides once she's on the job. It's a very telling test.

Here are some suggestions for prep materials. Prior to bringing the candidate in for an interview, offer her non-confidential information about:

your products and technologies
relevant but not-so-obvious web pages that might be useful
the problems and challenges your team is facing
industry issues that impact your business
the tools your team uses
methods you employ in project management
competitors and vendors you deal with
articles about your company that illuminate how you run the business
historical information about your products and your company's growth
organizational information about how various departments work together
financial and profitability data, if your company is public (or maybe even if it's not)
the names and telephone numbers of members of your staff (why not?)

Treat the job interview as an open-book test, and give the candidate the book before the interview. Let her talk with you on the phone; let her talk to some of your team members; let her ask questions in advance. If you offer and she doesn't bother, you've learned something important. If she takes advantage of the information, imagine how fruitful the interview could be. You could talk about things that really matter -- like how the candidate can use what she has learned to make your business more profitable.

5. Failure to leverage the interview into other useful contacts
Human resources reps sometimes ask job candidates to recommend or refer their professional associates for other possible jobs; but it's different coming from the hiring manager. Hiring managers should learn to do this all the time.

Here you are, meeting with a member of your professional community "from out there" in the industry. This is a person who knows lots of other sales reps, programmers, technicians, accountants, engineers, productions workers -- lots of the kinds of people your company is seeking to hire. If you're not discreetly mining this information, you're wasting a valuable opportunity in the interview.

Suggestion: don't just gather these names. Invite the candidate and his buddies to your next company event. Don't have an event coming up?Start having them. Lots of them. Whether it's a barbecue, a picnic, a bag lunch featuring a presentation by a company expert, a hospitality suite at the next product fair, or beers at the local watering hole after work on Friday -- this is how you enlarge your circle of professional contacts. And it's how you identify more of the kinds of people you want to hire before you need to hire them.

6. Talk, talk, talk
The single biggest mistake to make in an interview is to spend it all talking. Talk is cheap, and it's a waste of time by itself. Instead, take the candidate on the company tour. Introduce him to other employees. Explain how the marketing manager does his job and let the candidate chat with him. Tour the manufacturing floor and let the candidate demonstrate how he would inspect the production line. Show him the tools he'll be using if he's hired. Ask him to show you how he'd use a particular piece of equipment, or ask him to draw some pictures on your whiteboard showing how he'd plan his day and how he'd tackle a project.

You've heard of "the behavioral interview"? It's one of the biggest jokes in the HR community, because "the behavioral interview" is all talk. What I'm suggesting to you is a Working Interview™.

A job is about doing, not talking. Make sure the interview is about doing the job. Take this all a step farther and learn about The New Interview™, and learn how to hire right.

7. Inadequate reference checks
In too many companies, reference checks are entirely inadequate. HR usually conducts them, using a carefully orchestrated, one-sided protocol. Yes, there are legal issues, and these must be addressed. But it's the hiring manager who should conduct these checks, after being taught how to do it right.

A reference call from one manager to another is very different from a call from an HR rep. Managers can delve into more detail, and they have both the expertise and the prerogative to pursue lines of questioning that HR lacks. Peers are more likely to be open and blunt with one another.

There's one critical question that comes across as much more profound when the hiring manager asks it, at the end of the reference call: "If you could have Joe work on your team again, would you hire him?" While the answer matters, it's the hesitation or the enthusiasm of the respondent that's critical. Manager to manager, this one question can reveal more than any other kind of reference check.

When you're hiring, don't pay lip service to the importance of reference checking. Involve the people who will work with the new hire.

8. Unreasonably long decision process
Headhunters know something that job candidates hate, and that most employers are too busy to think about. The longer an employer takes to make a decision about a particular candidate, the less likely the candidate is to be hired. The advice I regularly give job hunters: judge the company on how it sticks to the decision schedule it gives you. If they fail more than once to meet the notification deadlines they themselves have set, start talking to other employers, because there's likely a profound management problem that you can't see.

Companies lose good candidates when they hesitate to make decisions. Granted, the interview and decision process takes time. But there is no excuse for not having a decision schedule and sticking to it. The price you pay for treating your hiring process indecisively and your candidatesdisrespectfully is a bad reputation.

Set a hiring and decision schedule and stick to it. If you can't decide on a candidate, then call the candidate and tell him you have no plans to make an offer at this time. (Only the hiring manager should make this call -- there's no excuse for having an intermediary in HR do it, unless the hiring manager is in the hospital. How would you feel if your fiancé had a friend call to tell you the wedding was off?)

Bite the bullet. Be honest. Be responsible. Afraid you'll lose the candidate? Then, why are you hesitating to hire him? Don't blame bureaucracy or other factors: either you're ready to hire or you're not, and either this is the right candidate or he's not. Hire him or cut him loose on schedule. You'll keep his respect.

9. Unreasonably long job offer process
If your company does not have a streamlined, fast-track job offer process, create it! Time and again Ask The Headhunter readers have shared stories of promised job offers that took weeks to come through. I'll let an ATH reader say it:

"My #1 pick went along [like this]: interviews scheduled, then cancelled. The manager wants to see you, then he does not need to. An offer is coming. No really, we mean it. We want you to work for us! We will have the offer to you soon. And so on.

"Personally, I took this to mean the HR section of the company was mired in bureaucracy. Since they were hiring me to a position where I would be hiring others I took this as a bad sign.

"Rather than let the lining of my stomach erode any further I talked once again to one of my other two choices. They had a solid offer in my hands in 2 hours, $5,000/yr less than the mythical offer from the other company. I took the job without hesitation.

"I am glad I made the decision I did. The company I work for is smart, nimble and ethical. When I need to hire people I can have an offer to them in a day or so and get them into work the day after that!"

When you drop the ball with one of your customers, it costs you the customer, it costs you your reputation and it costs you revenue and profit. So, you go out of your way to be a responsible vendor. If you're not managing your hiring process at least as well as your sales and customer service, you're slitting one wrist while bandaging the other.

Were you "company #1" in the scenario recounted above?

10. Leaving your team out of the loop
Before I send candidates to interview, I coach them to request meetings with members of the team they'd be working in; with managers of departments they'd be interfacing with; and always with the heads of marketing and service. Why? Because a candidate's ability to succeed in the job (if he's hired, of course) depends intimately on the way these people act, think and work. No worker -- and no job -- is an island. Why treat them that way when hiring?

Time and again, people who have just started a job share tales of woe. "The rest of the team is quitting one by one. There's no cooperation between departments. Sales aren't what they said they were.The job isn't what I was told." Within weeks if not days, the new hire is interviewing for another job with another company.

As a manager, you're not hiring a person to work on an island. His work, his behavior and his attitudes will impact everyone in your department, and everyone he interfaces with throughout the company. Given the opportunity, each of these "interfaces" will reveal aspects of the candidate you would never see yourself. Don't leave them out of the interview loop.

It's not necessary to schedule formal interviews for the candidate with all these people. You can easily engage in a little "interviewing by wandering around". While on the cook's tour of the facility, arrange a little "face time" in relevant areas throughout the company. Leave the candidate to chat for a few minutes with the people you encounter on your tour. Arrange a product demonstration, or let the candidate sit in on a project meeting for a few minutes -- and have the other team members ask his opinions. Make it easy and casual, but make sure the people you involve in this process are prepared to conduct mini-interviews and report back to you.

Eliminate one blunder
Is your company making some of these mistakes when hiring? If it is, don't plan on changing the system overnight. Eliminate one blunder at a time and enjoy the payoff as you move on to improve another part of the process.

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