Greater Milwaukee Jobs

2 GREATERmilwaukeeJOBS • October 29, 2015 Others are relaxing their strict screening requirements. Here's the hardest-to-hire list, with comments from the experts: ■ Data scientist: This job analyzes big data, a field that's difficult to define. The job varies by company and indus- try. CareerCast thinks 4.4 mil- lion such information technolo- gy jobs will be open next year. ■ Electrical engineer: Rand- stad US estimates there are 17 openings for every electrical engineering candidate. Experts see a geographical imbalance between job hunters and job locations, with too many qual- ified engineers in Los Angeles and New York and too many openings in Chicago, Houston and San Diego. ■ General operations man- ager: The demand for people who can run a business from day to day is expected to grow 12.4 percent over the next seven years. ■ Home health aide: A whopping 48 percent increase in demand is expected over the next seven years, largely because of aging baby boomers. But the low median salary of just $20,820 a year limits inter- est in the job. ■ Information security ana- lyst: The growth of cloud-based data storage is fueling immedi- ate demand for 2.7 million cloud computing workers, espe- cially those skilled in the fine points of data security. ■ Marketing manager: The National Association of Col- leges and Employers says mar- keting, especially digital or social media marketing, means fertile hiring ground for new college graduates (or anyone else with the skills). ■ Medical services manager: Health care is big business. The U.S. Bureau of Labor Statistics estimates 23 percent employ- ment growth for such profes- sional office management work. ■ Physical therapist: The American Physical Therapy Association thinks there will be 33,000 unfilled jobs next year, partly because more people have health insurance coverage for physical therapy. ■ Registered nurse: More than half a million registered nurses are expected to retire by 2022, and more than a million are needed to replace them and fill the growing need. ■ Software engineer: The Conference Board estimates there will be three jobs avail- able for every 2016 college graduate with a computer sci- ence degree. The 10 hardest jobs . . . from page 1 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. 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 18 • Number 8 October 29, 2015 To place an ad: Call us at 262-306-5008 or fax us at 262-338-5271 deadline: Noon on Wednesdays How to respond to new co-worker who's a persistent critic & A Q A. You'll need to be your own best advocate. Start by being specific about the behaviors you're concerned about. It'll be important to rec- ognize exactly which behaviors concern you so that you can react constructively and appro- priately. And so that you can decide which aren't really that big a deal; it's important to choose your battles. Then consider your level of personal confidence in your approach to your work. In partic- ular, identify aspects where you may feel more tentative or where your approach may be less developed. These are areas where any response you may have could drift more into defen- siveness, which won't benefit anyone. Understand the feelings or needs that might be behind her reactions. It can be challenging to move into a new role, and she may be trying to demonstrate her value by offering new ideas. She may also have a style that is different from yours – either more passive or more direct (depending on the behaviors). There's not necessarily a wrong or right when it comes to style; it's more a case for mutual adjustment and learning how to communicate. Based on your question, it doesn't sound like you're concerned about an overt power grab or sabotage, but that can be a dynamic that occurs, too. To counter this behavior, rely on clear, direct in-the-moment communication. If her dismissive- ness is passive (the ever-popular eye roll, for example), ask for her opinion of the idea you've just mentioned. Be calm and neutral in your tone, especially in a meeting with others. Don't call out the behavior, just ask her to weigh in: "Janie, we have not heard from you on this; what are your thoughts?" If she is making general state- ments expressing skepticism about your approach, then ask for specific concerns. If she says, "I don't think that will work," take her at face value and ask her why, and don't back down if she remains vague. Keep your tone respectful and push her to be solutions-oriented. If she is just posturing, it'll show up soon enough. She may have some legit- imate concerns and may be having trouble expressing them, so there could be a substantive win here. Remember, too, that you can't leave the management of your reputation to others. She may or may not change her behavior, and even if her reactions to your work efforts are not reasonable, she could influence others to have less confidence in you. This would be one of the worst possi- ble outcomes. Be sure that you're representing the value of your approach to your boss, to your business partners, and your internal or external clients so that they are seeing you in your best light. Through all of this, continue to articulate your commitment to achieving good teamwork and good business outcomes. This will prevent this from degenerat- ing into a turf issue and will keep you on the high ground. Q. I have a new co-worker who has a good background and is generally a good addition to the team. But she has a habit of being dismissive of my approach to doing our work. How do I deal with this? By Liz Reyer Tribune News Service (TNS) Liz Reyer is a credentialed coach with more than 20 years of business experience. Her company, Reyer Coaching & Consulting, offers services for organizations of all sizes. Submit questions or comments about this column at www.deliverchange.com/coachscorner or email her at lizdeliverchange.com. Women leave jobs for various reasons. Some women cite dispari- ties in pay, an inability to advance through the company or incompat- ibility with a particlar place of business as their reasons for seek- ing new employment, while others leave jobs to take time off for family obligations, only to reenter the workforce at a later time. The Bureau of Labor Statistics say the average person changes jobs 10 to 15 times (with an aver- age of 11 job changes) over the course of a career. Reports about employees in Fortune 500 compa- nies have found, while women make up nearly 50 percent of these companies, they represent just 7.5 percent of top earners. Dissatisfac- tion with their income encourages some women to look for greener pastures. Transitioning between jobs is common, but professionals can take certain steps to ensure their transition works out for them and does not burn any bridges along they way. • Have a definitive reason for leav- ing. It's foolish to change jobs on a whim. Be clear about why you are leaving and whether problems can be remedied by speaking up or if leaving for another company really is the best solution. Having firm reasons for your resignation will enable you to leave with more con- fidence and conviction. • Provide enough notice to the company. If you have been working in a particularly poor environment, it may be tempting to run out the door even before your written res- ignation has finished printing. This Switch jobs with grace and decorum see SWITCH JOBS . . . page 6

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