Greater Milwaukee Jobs

Federal labor ruling divides owners, workers on small business model 2 GREATERmilwaukeeJOBS • December 17, 2015 business I was starting to build websites. I liked doing this stuff but I had no resume to back it up. TapQA said, 'That's the kind of people we want.' So I fell into it. It turns out it's something I love to do, which I never in a million years would have expected." The role of quality assurance testing, Birk- holz said, is to make sure there are no defects or bugs in a company's soft- ware before they release it. Birkholz began his career doing manual test- ing but quickly moved into automated testing. "Automation comes in because having people manually test requires too much time and costs a lot of money. It's faster for a computer to do it. A good example would be if you search for 'TV' on Amazon, there are a mil- lion different combina- tions. We write software that can do all that testing overnight. It would take a hundred people to do that manually," he said. Automation is also growing because of the proliferation of mobile devices. "The more browsers, the more differ- ent phones, the greater the risk of having a defect in your software," Birkholz said. "Automation is chang- ing the landscape. It used to be about hiring manual testers at a cheap price. Now the demand is going up. There are more jobs than people to do them. If you were trying to find a job with a stable long- term outlook, that would be it." Q: Does TapQA still hire entry-level QA people? A: A huge part of our business growth is finding people who don't have a ton of experience but want to get into the industry. We'll find people who have a little bit of experi- ence like I did and couple that with someone who says, "I have no experi- ence but I just really want to learn it." Q: How do you recog- nize potential? quality . . . from page 1 What to do when boss hogs all the credit & A Q A. Build your visibility on a broader base across the organization, building a net- work of allies who will endorse your work. There are managers who forget their primary responsi- bility, which is to the success of their team. My message to those folks? Recognize that the best reflection on you will come from your ability to develop your team. When your company's senior lead- ers are looking for leadership talent, they'll focus on people who can help others succeed. Eventually, a self-centered approach will likely come back to haunt you. If you work for this kind of manager, though, future pay- backs aren't much help. Instead, take a practical look at the situation to figure out exactly what you can expect from him. Consider, for exam- ple, if there are ways that you can promote him, and gain visibility in the process.While it may not seem like he needs your help in the promo department, it could actually help you - you'll be associated with the accomplishment and he'll appreciate your efforts to build his profile. Also identify specific ways you'd like him to help you. Make them concrete; for example, ask him to get you assigned to a certain project or introduce you to someone in another area. If you leave it vague, as in "help me get more visibility," he is less likely to follow through. Now turn your attention to more self-driven success strategies. Make a list of people you've worked well with, then stay connected with them and find ways to help each other. Also notice the people who are most influential and map out con- nections you may be able to make with them. In the aver- age organization, there are many ways to get linked in with people if you think cre- atively. For example, there may be employee interest groups you could join - volun- teering is a great way to showcase your talents, energy and organizational commit- ment. Likewise, taking advan- tage of internal training courses not only provides new skills, it can build bridges with people you might not otherwise meet. Take this approach even more broadly, getting involved in professional organizations. As you take your expertise beyond the organization, you build your profile internally, as well. With both your boss and others, be clear about your hopes and personal vision. If there is help you hope they will provide, be willing to take the risk of asking for it. You may not get what you're looking for on the first ask, but just the act of asking is an act of power. Finally, do for others what you'd like done for you. Don't let the poor management you're experiencing become contagious.This is a real risk, and that would be the ulti- mate fail. Mentor others, be a strong leader for any direct reports you have, and build a reputation as a person with a talent for leadership. In the end, taking a strategic high road will help you achieve your goals. Q. My manager is a bit of a glory seeker and focuses more on self-promotion than on recognizing the contributions of his direct reports. How can I be sure I have visibility in the organization so I can continue to advance? 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. A publication of Conley Media 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 15 December 17, 2015 To place an ad: Call us at 262-306-5008 or fax us at 262-338-5271 deadline: Noon on Wednesdays 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. Liz Szabo has spent many summers craving a healthy smoothie. Dri- ving around Pittsburgh, the most common were sugary, calorie-ridden concoctions sold at gas stations and fast food joints. In a burst of free- market inspiration, the lifelong Pittsburgher decided to start her own business selling what she loves. Szabo, 29, inked a deal with a Louisiana- based purveyor of fruit- blended drinks with more than 600 locations across the country. Szabo's story is similar to those of the hundreds of thousands of fran- chise locations nation- wide. But just how inde- pendently she can make decisions in her new business was thrown into question in August after federal labor regulators determined franchise employees could negoti- ate directly with the parent company. Put another way, com- panies that have expand- ed quickly through fran- chising stores and restaurants – think McDonald's or Burger King – can be held responsible for the con- ditions that workers at those locations face on the job. Business groups have argued the ruling threat- ens a model that for decades has promised a relatively quick and simple entry into local small business ownership for middle-class Ameri- cans. Workers unions have praised it, claiming By Daniel Moore Pittsburgh Post-Gazette (TNS) see FEDERAL . . . page 7 see QUALITY . . . page 7

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