Leadership and relationship skills can help graduates stand apart from the crowd in a tightening job market.
Barbara Fagan Professional development master coach
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Leadership and relationship skills can help graduates stand apart from the crowd in a tightening job market.
Barbara Fagan Professional development master coach
By Steven D. Strauss www.mrallbiz.com
The long-term fallout from the Great Recession is that work has changed, forever. Businesses are looking to do more with less, at less cost, and will continue to do so. Working smarter and cheaper is one aspect of the New Normal.
Another is that the days of full-time jobs with full-time benefits are ending. If you have one of those, count yourself lucky. Businesses will continue to cut costs by creating more part-time and independent contractor work.
Value learning over money.
Celestine Chua. Celes: The Personal Excellence Blog
Have the end in mind.
This is the same habit as Stephen Covey’s 1st habit, and with good reason. Everything starts with the end – the goal or the vision you want to fulfill. If you don’t know what the end is, then there’s no way of getting there, is there? Imagine getting into a cab. What do you first do when you get into the cab? Maybe you say hi to the taxi driver, then what? You tell the driver where you want to go, so that he can take you there. Similarly, you need to know what is the end you want to reach in order to get there.
Give compliments and admiration freely. Make sure they are genuine. Not genuine = Not generous. Keith Ferrazzi
Careers columnist and former HR executive Liz Ryan shares tales of clever job hunters who scored big-time by making networking mutually gratifying
By Liz Ryan Businessweek.com
Recently we wrote about cringe-inducing networking fiascoes. In each of those stories, someone made a mess of a networking opportunity by forgetting what networking is all about. Instead of going into the interaction with the attitude that “I want to find out more about you and share a bit of myself, too, so we can see where our mutual interests lie,” the individuals were searching haplessly for some business-type holy grail—a new client, an introduction, free advice—and damaged, if not destroyed, a new relationship in the process. Read More
Written By Martin Ford, contributor Fortune
February 15, 2011
If IBM’s supercomputer outperforms some of Jeopardy’s greatest minds, what does that spell for the rest of us working stiffs? As it turns out, workers may have some cause for concern.
This week’s showdown between IBM’s Watson supercomputer and the world’s top Jeopardy!
players raises several questions on the impact that artificial intelligence will have on the future job market. After all, if a machine can beat humans at Jeopardy! will computers soon be competing with people for knowledge-based jobs? To read the complete article, please click here
Jenna Goudreau and Vicki Salemi 11.16.10, Forbes.com
With the unemployment rate at 9.6% in October and a workforce still stunned by layoffs and increased workloads, employees across the country have been forced to redefine the meaning of security in today’s market. “Job stability today is not related to maintaining the same employer or even the same industry,” says career consultant Steve Langerud. Instead, workers must now create their own stability by building a strong set of transferable skills and thinking two steps ahead.
“The old notion that you get a job at Ford and work there for the rest of your life is long gone,” says Brendan Cruickshank, vice president of job-search site Juju.com.
How can a modern worker guarantee a stable career? Education is a good place to start, says Cruickshank. The unemployment rate of those with a four-year college degree or higher is half of the country’s average, at just 4.7%. To read the complete article, please click here.
Google’s recent 10 percent pay raise shows the accelerating split between knowledge work and everything else, says Chris Farrell
By Chris Farrell Viewpoint Business Week November 30, 2010,
The split between the haves and have-nots of the workplace couldn’t be more dramatic.
On Nov. 29, President Obama announced a two-year pay freeze for non-military federal workers. And on Dec. 3, the government is expected to confirm that the U.S. unemployment rate remains stuck at 9.6 percent, according to the median estimate of 57 economists surveyed by Bloomberg, which will translate to anemic pay gains. But not at Google (GOOG). The search-engine behemoth, looking to stem the defection of key workers to other hot Silicon Valley employers, announced last month that its 20,300 employees will get a 10 percent wage hike starting in 2011. (Imagine, when will the average employee feel it’s a reasonable gamble to walk into the boss’ office and demand a 10 percent raise or threaten to walk?) “Google has to preempt the desire for its talented employees to seek work elsewhere,” says Richard Florida, director of the Martin Prosperity Institute at the University of Toronto. “I’ve seen talented employees flee the previous employer of the moment for the next employer of the moment—just ask Microsoft (MSFT).”
March 2010
The Great Recession may be over, but this era of high joblessness is probably just beginning. Before it ends, it will likely change the life course and character of a generation of young adults. It will leave an indelible imprint on many blue-collar men. It could cripple marriage as an institution in many communities. It may already be plunging many inner cities into a despair not seen for decades. Ultimately, it is likely to warp our politics, our culture, and the character of our society for years to come.
How should we characterize the economic period we have now entered? After nearly two brutal years, the Great Recession appears to be over, at least technically. Yet a return to normalcy seems far off. By some measures, each recession since the 1980s has retreated more slowly than the one before it. In one sense, we never fully recovered from the last one, in 2001: the share of the civilian population with a job never returned to its previous peak before this downturn began, and incomes were stagnant throughout the decade. Still, the weakness that lingered through much of the 2000s shouldn’t be confused with the trauma of the past two years, a trauma that will remain heavy for quite some time. To read the complete article, please click here
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