Greater Milwaukee Jobs

Some job postings are outright scams, designed purely to steal personal identity infor- mation. Others are fish- ing expeditions without any real opening. Still others ask for informa- tion upfront that is either illegal or unnec- essary. It's not easy for job seekers to separate the real from the fake, the true opportunities from the ones not worth pur- suing. An applicant I'll call "Bob" encountered the latter experience. After preparing for an inter- view that he thought perfectly matched his experience, he was interviewed by someone in a company human resources department who didn't ask a single question relevant to the job he sought. "I later found out from an inside source that the company will sometimes post a gener- ic job to pull in appli- cants," Bob wrote me. "I prepped for hours for a job that didn't exist." Bob was out time and emotional energy. "Angel" could have been out more than that. A single mom search- ing for a work-from- home opportunity, Angel was ready to respond to an online posting that prom- ised incomes of hun- dreds of dollars a week with little time spent. But to get in on the deal, she was asked to buy a "starter package." Fortunately, Angel called to ask if I'd heard of the company. I didn't even bother to research it. The cardi- nal rule for job seekers is never pay to apply for a job. Legitimate employers won't ask you to pay for an inter- view or for any product before they have hired you. "Tom" called to hear my opinion about job applications that ask for Social Security numbers. My answer is Job hunters: It's a jungle out there, so be careful when applying By Diane Stafford The Kansas City Star (TNS) " 'I need the applicant to hit the ground running,' " many employers will say, Rushlander said. "A major- ity of companies have a 90- day rule." Robert Half called more than 2,200 chief financial officers in a random sample of companies in more than 20 of the biggest metropol- itan areas in the country. The Menlo Park, Calif.- based company released the survey in March. Job search giant Mon- ster.com says an increasing number of companies are using probationary periods for new hires as a hedge against poor hiring choices – and to save money since wage and benefits can be less for probationary employees. Job candidates who accept a tryout gener- ally view it as unavoidable. But making that good impression and succeeding at a new job begins before long before the first day, Rushlander said. Some simple questions during the interview can make all the difference before the typi- cal three-month probation- ary period expires. Rushlander advises appli- cants to help manage their supervisors' expectations. Start by asking questions, he said. "Let them know that you're open to constructive criticism," Rushlander said. "I want to succeed here; how can I succeed? What do I need to do in 90 days so you feel I've mastered what I need to do?" Building a book of busi- ness, which can be part of some sales jobs, may require longer than three months, so finding ways to measure progress along the way is a good tool in meas- uring performance. The applicant would do well to focus on measurable skills as much as possible, Rush- lander said. "Be on the same wave- length as the boss," he said. "Ask, 'Can we establish some common goals here?' "Don't just assume that you and your manager are going to be on the same wavelength." Here's some more advice for getting through proba- tion: Show up early to give yourself enough time to settle in and organize your day; check in weekly with your boss to get feedback on your progress and to discuss further training; invite colleagues to lunch or coffee to gain insights about the office culture; build trust with coworkers early. Consistently missing deadlines, frequent absences or tardiness can be a red flag for problems ahead, Rushlander said. Monster also advises pro- bationary employees to dis- cuss wages and benefits up front. Employers can delay benefits and compensation can be lower for probation- ary employees than regular employees, so it's neces- sary to budget accordingly. 2 GREATERmilwaukeeJOBS • June 2, 2016 good impression ... from p. 1 How to handle a co-worker's abrupt exit & A Q A. Keep your cool, pick up the pieces and be sure to have open communication. It's frustrating when these things happen. And, while it's understand- able that people are upset, it's a stage that needs to get addressed quickly so the work can be at the center of your attention. With that in mind, talk to the team members, let them vent, and then ask them to move forward. Be sure to find an outlet for yourself so that you're also prepared to move on. Develop a clear view of the situa- tion. Inventory her work, including all of the projects and tasks that were on her plate.Also include the internal and external people who are affected. Sometimes apparent disarray can just reflect a different work style.Transition still may not be easy, but it could be less of a disaster than you fear. And, if it is bad, you'll know the details and be ready to make action plans. Now spend time with the team members focusing on solutions, turning to them as partners so that they'll be invested in next steps. Determine the amount of effort each item will require, and priori- tize them based on urgency to your company or your external client. Then assess who can best take them on. Be creative. There may be others in your company that you can enlist so that your team doesn't take the full burden. Assess the assignments in the context of people's existing work. In order to keep quality of work high and to help restore morale, don't just pile on. What can be deferred from existing workloads? Are there items that can be taken off the list for good? With plans in place, get in touch with each person affected by this staffing change. Communicate calmly and do not overshare. There's no value in sharing your stress! Instead, let folks know their new contact person and the plan for addressing their needs. If possi- ble, reach out by phone so you can judge their response in real time and adjust the plan if needed. Once you've gotten through the crisis stage, determine your long- term solution.Will the position be refilled? If so, use this as an oppor- tunity to consider whether you want a new team member with the same skills or if your needs have changed. If not, debrief on what worked well, what could have been better, and let staff have a voice in allocating the extra work across the team. Finally, find time for individual and team stress relief. A team lunch with the afternoon off could be a good gesture once the workload wouldn't add stress. Or consider a treat in the office and some flex time off. Be sure your team members know that they're appreciated and make sure your customers know you're on top of things, and you'll get through this challenging situation. Q. A colleague left our company suddenly, leaving her work in disarray and the team upset. As the team lead, how do I handle this to prevent issues both internally and externally? 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 37 June 2, 2016 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 ©2016 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. see JOB HUNTERS . . . page 6

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