Greater Milwaukee Jobs

Silicon Valley startups lead way toward more women in the workplace Every two years, the Bureau of Labor Statistics releases its job forecasts. In growth, Taylor's field is projected near the top, up 46.1 percent by 2022, the nation's fifth-fastest-growing occu- pation, even though it is predicted to add only 29,300 jobs. By contrast, the occupation of personal care aides, growing at a rate of 48.8 per- cent, is projected to add 580,800 jobs. Americans consume a lot of foreign goods, DePalma said. User manuals in Korean or German need to be converted into English. Language services also are crucial in health care as diverse patients seek care for increasingly complex treatments. "When (patients) have limited profi- ciency in English, they can just nod and say yes, but in actuality, they have no idea," said Mary Walton, director for patient and family centered care at the Hospital of the University of Pennsylvania. "To provide the best care possible, we make them repeat what we said in their own words, and if we think they didn't understand us, we bring in the language service," she said. Patients also will need to understand how to care for themselves after they leave the hospital, so instructions have to be in a familiar language, Walton said. That's the kind of work that Dawn Taylor does, translating admission and discharge papers, as well as patient instructions. "I started getting so many requests that I had to tell myself to focus on my (studies)," she said. "I have to set boundaries. I've seen probably a 60 per- cent increase in workload in the past year and a half." Entry-level language service providers can earn between $30,000 to $50,000, while experienced ones can see earnings climb into six figures. "The more specialized and the more technical the content, the higher the pay," said Tony Guerra, president of the Delaware Valley Translators Association. Will machine translators help or dis- rupt the industry? Guerra, 63, who came to the United States from Cuba as a young boy and has been interpreting between Spanish and English, cautions against replacing humans. He recounted seeing the website of the City of Philadelphia translated into Spanish. Former Mayor John Street's last name became calle, the Spanish word for street. In professional transla- tions, names that are nouns aren't trans- lated. Humans would not have missed such a mistake, he said. Yet, technology can help. Translators can pay for access to online glossaries, so interpreters no longer need to be on-site. Ruth Karpeles, who owns Language Services Consultants, said she had seen a drop in demand for on-site interpreters but more need for interpreting over the phone, because it reduces costs. "As technology improves, on-demand telephonic and other remote-access inter- preting options are increasingly being considered as alternatives to more costly on-site interpreting," Karpeles said. Interpreting deals with voice commu- nication, while translating focuses on written documents. Translators often charge per word while interpreters charge per hour or event. Freelance translator Anne Connor, 55, who translates Italian and Spanish into 2 GREATERmilwaukeeJOBS • August 27 2015 multilingual . . . from page 1 Liz Reyer is a credentialed coach with more than 20 years of business experience. Her company, Reyer Coaching & Consulting, offers services for organiza- tions of all sizes. Submit questions or comments about this column at www.deliverchange.com/coachscorner or email her at lizdeliverchange.com. Boss not supportive? Speak up, and be clear on what you need. & A Q A publication of Conley Media Distributed by: Conley Distribution 262-513-2646 ©2004 by Conley Media, LLC Waukesha County Independent and Locally Owned GREATERmilwaukeeJOBS is published weekly by Conley Media – Waukesha County, 801 N. Barstow St., Waukesha, WI 53186. Contents of this publication may not be reproduced in any form without the written consent of the publisher. GREATERmilwaukeeJOBS assumes no liability for any error in copy or content. It is the advertiser's responsibility to be aware of the laws pertaining to employment advertising. Subscriptions are available for $34 (non-refundable) for a 6-month subscription. Call 262-306-5008 for information. Call Center Director: Cindy Shaske 262-306-5016 cshaske@conleynet.com Account Executive: Julie Sears 262-306-5008 jsears@conleynet.com Story Coordinator: Dan Muckelbauer 262-513-2626 dmuck@conleynet.com Production: Patricia Scheel 262-513-2690 GREATERmilwaukeeJOBS Volume 17 • Number 50 August 27, 2015 To place an ad: Call us at 262-306-5008 or fax us at 262-542-6082 deadline: Noon on Wednesdays A. Be clear on what you absolutely need from him, what you'd like and what you can get from others. Like most people, you've probably had an outstanding boss sometime in your past. This will have given you an example of how good a boss can be. The potential risk is that this can be a tough act to follow. Consider the aspects that met your most important needs as an employee and those that are just nice to have. Also, make a point of remembering the aspects that were less than perfect in this same individual. Most of us have also have examples of the other extreme – the nightmare boss. What do you take from that experience – what is com- pletely unacceptable to you in terms of boss behavior? And can you think of some positives for that boss? Now put it together to see where your cur- rent boss fits on the continuum. How good is he in general? More importantly, identify specif- ic positive characteristics and negative aspects. To what extent are behaviors that turn you off deal breakers? After all, there are downsides to even the best boss. Having set priorities regarding the support you'd like from your boss, make a plan to close the gaps. Keep in mind that you can't ask for changes unless you're specific. Thus, for the most important issues, write down exactly what happened, how you felt and the outcome. Then rewrite history – what changes would turn it into a positive story? None of this preparation is worthwhile unless it's paired with communication. Set up time to talk with your boss, or use a regularly scheduled one-on-one meeting. Be sure to be in a neutral state of mind so that you're not going into the conversation with an edge. Have a general topic of "ways we can work together even more effectively." Be ready with some of the positives of your working relationship. And then tee up your top priority item, using "I" statements; for example: "I feel confused when you want high-level updates sometimes and granular detail other times. Let's talk about your expectations with each project so I can give you what you need." The touchiest issue may be with feeling like your boss isn't looking out for you. Start by thinking through whether there are other interpretations and then be clear with him about the experience. If you're not comfortable having these con- versations, that's another matter.You need to learn how to ask for what you need; however, if you have reasonable cause to think that he'll react badly, you may need to look for a differ- ent boss. Finally, keep in mind that you may not get all of the support you need from one person. Consider options among peers for mutual sup- port, or pursue finding a mentor among others at your company. Bottom line: Be sure you're in the driver's seat with getting the backing you need. Q. My boss is hard to figure out. Sometimes he acts like he's not paying attention, other times he has me under a microscope. Even more confusing, I'm never sure he's going to have my back when issues come up. How can I get better support? By Liz Reyer Tribune News Service (TNS) As Silicon Valley struggles to add more women to its predomi- nantly male workforce – and to support their careers once they're there – some young technology companies are demonstrating how it's done. Benefits and working environ- ment differ from company to com- pany, but those that hire and pro- mote women in significant num- bers share one trait: total commit- ment from the top. Jon Bischke, chief executive of job recruitment platform Entelo, said to attract and retain diverse talent the adage of leading by example is "100 percent true." Talking about diversity and spending money on programs are nice, but people take direction from company leaders, "and if those people don't value it, you won't see it," he says. By "value it," Bischke doesn't mean words, he means deeds: If a company offers maternity and paternity leave, do employees lose their position on their return? If a company has an anti-harass- ment policy, is it strictly enforced or are managers quick to dismiss problems? If a company says it's a parent-friendly workplace, does it throw beer pong and keg parties at the end of every workweek, or does it try to accommodate people who have other interests or family commitments? Like many tech firms in Silicon Valley, fashion and lifestyle e- commerce site Joyus offers a com- panywide paternity and maternity leave policy. But its founders showed how serious they are about the policy: They themselves took the leave. see STARTUPS… page 6 By Tracey Lien Los Angeles Times (TNS) see MULTILINGUAL . . . page 6

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