LinkedIn Job Searching Mistakes to be Avoided

LinkedIn Job Searching Mistakes to Avoid

LinkedIn is a great tool that can aid your job search and help you reach your target employer. It’s great for networking and has a strong jobs section where you can apply directly for jobs and where you can find out more about various different companies. It is becoming an important integral part of the job seeker’s world, however, as you get more involved with using LinkedIn, there are some common mistakes that need to be avoided in order to stay ahead of the game.

Using a Profile Picture More Suited to Facebook

A photograph of you skydiving may seem more interesting than a professional headshot photo, however this is most likely to give the wrong impression. People work on a trust basis when finding and connecting with people online. They also look for professionalism given they are seeking people they can potentially work with and achieve important business goals with. A photograph which shows your face clearly and is unobstructed is likely to put you in a much better position than if you’re using your holiday photos.

Having an incomplete LinkedIn profile

Your LinkedIn profile is what you have to showcase your skills, experiences and talents. Don’t waste this prime opportunity by leaving key parts of it blank. Having said this, there’s no need to write essays either however make sure that the people who may come across your LinkedIn profile get the impression you want them to get of you. Make sure they find the key pieces of information and that they form the right picture of who you are and what you can do.

Playing the Numbers Game with Connections

Collecting up hundreds and thousands of connections on LinkedIn really isn’t the point. When creating new links and connections you need to be thinking about quality over quantity. You want to be building up a network of people who you trust and who trust you, and who you can turn to in order to help you with your career, and who you will also be happy to help and support. Find people related to your field and build strong relationships with them. Don’t simply send out invitations in order to build up your connections tally. There’s no point in having lots of people on the list but none of whom you can actually go to for help or to talk to or meet with in person. Find people who can be of real value to you and who you can be of value in return.

Join groups bit then not participate

On LinkedIn there is a group for almost anything. You may have browsed through the various groups around and have decided to join a few. This is great and can be a good way to connect with like-minded individuals. However, often we forget to really participate within the group or to join in with the discussions and activities going on in the group. Don’t neglect your group by not posting anything or responding to what’s going on within it. If you want to make some good connections and you want to get the most out of a specialist group, you must be involved. Become a part of the group, become more visible to other members and build your brand through the group.

Spamming People’s Inboxes

When someone has become a part of your network, it can be tempting to want to reach out and connect with them. You may feel that you have a lot to talk to them about or that they can be helpful to you. This is fine and in theory is good thinking, however, it is important not to abuse your connection or the fact that you are now able to contact them directly. Choose when you contact them carefully and make sure that you aren’t verging on ‘spamming’ them. If you don’t slowly build your relationship and instead bombard them with requests for help, you will soon lose this contact. You will be damaging your reputation with them and they may no longer want to be connected to you. Make sure you respect each contact’s space and that you value the relationship you have with them.

Here we have outlined a few things not to do in LinkedIn. Perhaps you are asking yourself, so “what should I be doing?” – well, in order to find out you should be doing, you can check out Position Ignition’s exclusive eBook 125 LinkedIn Job Search Tips–as recommended in Forbes!

By Nisa Chitakasem, Founder of Position Ignition, the UK’s leading Career Consulting Company. Nisa co-founded Position Ignition.com to provide career consulting to people looking for guidance and support through their career change, new career direction, job search and career development. Follow their Career Advice Blog for more help with your career.

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125 Twitter Job Search Tips – Free e-Book | Position Ignition

Known as the world’s favourite micro-blogging site, Twitter is a social media platform where users ‘tweet’ status updates of 140 characters or less. With 200 million registered accounts, Twitter is the “go-to” place for early adopters, professionals, sports stars, managers, directors, celebrities and organizations wanting to give out—and get—instant news, views and information.
Some people might see Twitter as nothing more than a massive time-waster, but used in the right way, this social media site can be the job seeker’s best friend. Whether you’re finding your first job, aiming to switch jobs, changing careers, or seeking out work experience or voluntary placement, this e-book will show you how to get to where you want to be with Twitter.

Find out in this great e-book the following
•    Getting to grips with the basics as a Twitter beginner

•    Following the right people and attracting the right followers

•    Knowing how to find jobs of interest

•    Making sure you aren’t spamming or being spammed

•    Using Twitter to showcase your talents

•    Mastering the art of tweeting

•    Learning the Twitter lingo.

Click here to download your copy of 125 Twitter Job Search Tips from Position Ignition

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How Networking can help you Become an Influencer at Work

By Nisa Chitakasem, creator of the 135 Networking Career Tips eBook and founder of career consultancy, Position Ignition.

A lot of us consider networking to only be a way of finding a new job or attracting external interest to our current employer. We don’t really consider how powerful networking can also be actually within the workplace. We all want to have influence at work, although the degree to which each of us wants this varies, of course. Networking with our colleagues, superiors and subordinates is a great way of consolidating and increasing our workplace influence.

So, how do we network with people we already see most days and know well? Well, we may think we know them, but do we really understand them? The more we make the effort to understand what makes our colleagues tick, the more successful we’ll be in connecting with them. Get to really know someone and their motivations by asking them questions about how their work is going and offering your help so you can spend more time around them. You may even ask if you can work-shadow them for a few hours or a day. By showing an interest in our colleagues, we not only learn more about what goes on inside their heads, but we also earn their trust and respect.

However, it doesn’t matter how much time you spend with someone if you aren’t real with them. Just as you ask them questions, be prepared to answer their questions—and answer them honestly. Get rid of all the management speak and office politics so many of us are prone to indulge in. Networking doesn’t work unless you’re genuine with it and workplace networking is no exception. Transparency is one of the single most important issues in today’s business world, and being transparent with the people you work with will earn you more leverage than you can ever imagine.

Of course, it’s  unrealistic to expect everyone at work to always get on swimmingly well with one another.

Although you desire more influence at work and more recognition for your achievements, do not make this into a competition. Real networking isn’t about working against everyone else’s goals and dreams in order to promote your own. Real networking is about sharing your  aims with others and supporting them  as they try to achieve theirs. Working in an organisation is, after all, about the team effort. The more willing you are to buy into the ethic of teamwork, the more your star will rise.

Of course, it’s  unrealistic to expect everyone at work to always get on swimmingly well with one another. There are going to be times when one or more of you are seriously stressed out. There will be times when misunderstandings or mistakes or errors of judgement set the whole team back. There may be times when people are looking to shift the blame to a scapegoat. Don’t let these tough times permanently upset the relationships you’ve worked hard to develop. When a potentially troublesome situation arises, be upfront about what’s going on and what needs to be done. This will encourage other people to do the same.

Once you’ve become a successful workplace networker, you’ll see your influence within the organisation begin to grow. And if you use this growing influence in the right ways, this can only benefit both your career and your employer.

By Nisa Chitakasem, Founder of Position Ignition, the UK’s leading Career Consulting Company, and co-author of the popular 135 Networking Career Tips eBook. Nisa co-founded Position Ignition to provide career consulting to people looking for guidance and support through their career change, new career direction, job search and career development.

ou can see our list of workshops and webinars for the first half of this year here on the WeAreTheCity Events Calendar

You can also see our list of eBooks here: http://www.positionignition.com/eBooks

 

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How to Get a Pay Rise and Aligning Salary to Market Value

By Nisa Chitakasem, Founder of Career Consultancy, Position Ignition and author of Up Your Game, Up Your Pay! eBook.

Whatever your current salary is, it may or may not reflect the value you’re currently contributing to your employer organisation. The truth is a lot of us don’t even know if our salary is aligned with our contribution. Do you honestly know what the value of your contribution is in the context of the wider labour market? It could be that we’re not bothered by not knowing this, instead trusting that we’ll be automatically offered a raise when the time is right. But we need to stop right there and change our thinking. We shouldn’t be expecting a more fairer compensation package to just drop out of the sky like that.

It is very likely that no one will bother to align your salary to your market value if you yourself don’t commit to doing so. You need to be reviewing your pay at least annually. If your company isn’t doing this with you, start doing it for yourself.

Start by forming an idea of what your market value is. The only way to find out what our ‘going rate’ is, as it were, is to do the research. How much are other people in the same role as yours and working the same hours as you earning?

Find this out by asking colleagues who are in similar positions to you and who are comfortable talking about money with you. If you’re all on the same pay level, why not check with your equivalents at rival companies to see how much they’re earning? This will give you great insight into whether your organisation’s pay structures are in line with the rest of the market.  If there’s no one with a similar role to you who you can talk about money with, call up an employment agency and ask them what salaries their clients are offering for posts like yours.

If we’ve done the research and come to the conclusion that we are entitled to a pay rise, how do we go about getting it? A good start is to be upfront and tell our boss what we want. At the same time we must be realistic in our demands.  Researching our market value not only allows us to work out whether we need a raise, but also gives us boundaries in terms of what to ask for. Respect these boundaries and your employer is more likely to respect your request and take it seriously.

Finally, you need to be clear on what you’re willing to accept. How much are you willing to compromise? If the alignment between your salary and your value is anything less than what you consider to be perfect, will you walk? Of course, in most contexts, perfection doesn’t really exist and the issue of pay negotiation may well be one of those contexts. So you probably need to be prepared to allow a little leeway. At the same time, there comes a point where you must be prepared to walk. If your current company refuses to pay you anywhere near what you’re worth, understand that there is an employer out there who will.

By Nisa Chitakasem, Founder of Position Ignition, the UK’s leading Career Consulting Company, and co-author of Position Ignition eBook Up Your Game, Up Your Pay!

Nisa created Position Ignition to provide a place for people to go when they are experiencing a career dilemma. It’s a hub for career changers, job seekers and professionals who are interested in developing their careers.

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Womens Network Survey: Take part now

Take part in this Women’s Network Survey: Be part of shaping and building a network that provides our females with practical solutions to challenges facing their career progression

Green Park Recruitment wish to engage and learn what executive women want from our business networks providing you with relevant market information, thought leadership and networking opportunities.

They have compiled a short survey to gather your opinions and thoughts on how the network can best deliver value to you.  They also wanted to explore the impact ‘gender-think’ might have on building a pipeline of future female business leaders.  The survey is broken into two sections, and should take no longer than 5-10 minutes to complete, your response would be greatly appreciated.

Complete the survey here

As a thank you for completing the survey, Green Park will publish the results alongside our first gender specific white paper looking at why businesses and Professional Services firms have failed to grow and retain the number of female partners they would have liked to.  They will also offset 3 tonnes of carbon in association with our partners CO2 Balance, for every 100 responses we receive, so please forward this link onto members of your network.  Also as a thank you to WeAreTheCity, Green Park will donate £500 to WATC Charity, Forever Angels.

We look forward to speaking with you in the future about the launch of the Green Park Women’s Network.

In the meantime, if you would like to keep up to date with the latest discussions and news from the network, please join their Linkedin Group:

www.linkedin.com/GPWomensNetwork

Green Park will not distribute your details or use your details for any other marketing campaign

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3Plus International – supporting, mentoring, sponsoring women

Research shows that when there are more than 3 (3Plus) women at any level – there are significant changes to traditional male focused dynamics.   More than 3 women at any level can achieve significantly more than one lone woman in a group.

3Plus services to individuals   – will support, promote and sponsor women in a network of like-minded world class professional women, to achieve and accelerate their chosen career goals creating access to gender balanced short lists in major organisations. Check out our website , join us on LinkedIn or follow us on Twitter

3Plus corporate services - will support organisations creating a talent pipeline of top level female talent via mentoring, sponsorship and career management and development programmes.

3Plus Mini- Mentoring Event - a signature mini-mentoring event has been created and designed to encourage women to feel at ease networking strategically.

3Plus Mission

3Plus ensures aspiring women achieve their greatest potential at each and every stage of their careers. We also fill the talent pipeline with high achieving high potential women for companies and industries who know more women equals better business results.  To these ends we provide support from an international network of independent mentors, sponsors and peers available on-line and in the real world. They are each and all women worth knowing.

3Plus Mentors and Sponsors

Professional women serving the 3Plus network are:

  • Qualified, trained and certified as mentors and sponsors by 3Plus International
  • Highly accomplished, reputed and educated
  • Experienced mentors

Our mentors and sponsors are from:

  • Fortune 500 companies, SMES and the public sector
  • International, multi-cultural, and multilingual backgrounds
  • A variety of industries, sectors and disciplines

3Plus Services

Individual and corporate subscriptions give 3Plus members access to:

  • Discussions and events with 3Plus network of peers, mentors and sponsors (on-line and in-person)
  • Regular and ongoing support from a 3Plus mentor/sponsor selected for and by each individual based on career-stage, aspirations, function, and personal chemistry
  • Webinars and chat rooms
  • Mentor/Sponsor profiles
  • A web-based library of the most up to date articles and research about development and  career advancement for professional women

Consultations for companies and professional associations to:

  • Develop in-house mentoring and sponsorship programs
  • Provide established programs with needed upgrades, such as
    • Systems for matching mentor/sponsors and mentees
    • Mentor/sponsor training, certification and/or professionally facilitated peer supervision
    • Mentee training – “How to Get the Most from Mentoring”
    • Customized training programs for women, including:
      • Building Strategic Networks and Alliances
      • Increasing Professional Power and Influence
      • Becoming a Great Negotiator
      • Creating Brand You
      • Paying it Forward – Helping Other Women Up the Ladder

Corporate Members also have access to portfolios of world class women-worth-knowing in the 3Plus Talent Bank. These career professionals have been mentored, sponsored, groomed, reviewed and qualified for management, executive and board positions.

Why We Are 3Plus

  1. Three or more women on the team changes the conversation and creates greater value for the organization
  2. We are 3 co-founders and the sum of who we are collectively is greater than 3
  3. Three is both stable and a powerful source of energy – as in the tripod and the pyramid; as are we and the women worth knowing in the 3Plus network

 

If you would be interested in hosting a mini- mentoring event in your organisation or any of our other corporate services or individual please contact:

[email protected]  or  [email protected]

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Some focus on keeping jobs while others make careers – where do you choose to be?

Everywhere one looks these days companies are downsizing, reorganising and implementing other cost saving measures in face of predictions of further economic uncertainty. For many employees this often translates into looking threats or real restructures, job losses, and extra workload for those that survived. It is little wonder that many choose to keep their heads down in order to ‘keep the job’.  For some, these challenging times present an opportunity to shine and put their knowledge of the business and talents to good use.  Too often however that is still not women and it should be! Challenging times are a seedling for radical rethink and bold leadership. By bold I do not mean out with the old and in with the new. Instead bold here means seeing things as they are, naming things and tackling root causes to create productive outcomes for self, others and the organisation. Most CEOs and senior managers continue to struggle with finding ‘talent’ – people that can take their business forward in a responsible and sustainable way. While there is little time or patience for what if ideas, well-thought-out business proposals will land on highly receptive ears, attract those key champions and offer the means to career opportunities as well as a sense of being appreciated and valued business shaper and contributor.

Working with talented women professionals as their coach and thinking partner, I am often taken aback by the similarity of challenges they face: being heard, getting the ‘right’ projects or receiving credit, work/life balance, office and/or corporate politics, and feeling fulfilled instead of tired and under appreciated.  Many are seriously contemplating leaving their posts, taking time off to study or go freelance and are held back by mare financial bottom lines.  These people crowding the morning commute trains, lunching an zillions of local cafes, becoming cynical at the thought that things could change for the better and that it is they, that could be that change. This is alarming for business in general and for people like me who are keen to uphold old-fashions good values like hard work, enthusiasm and passion for individual and collective achievement that adds joy to life and the world around us. I think something needs to be done about it. Many of these people are hard working women, passionate, capable and full of ideas. Many are men too.  Often they are tremendously impressive multi-taskers, who give up a lot of their personal lives to deliver top performance that is frequently overlooked. If you are such a woman, I want to inspire you to seriously reconsider. I work with entrepreneurs. But going independent is certainly not the only way to gain your freedom and be in control of your destiny. Before you decide to give up, or utter another gripe about your workplace, give yourself and your present organisation a real chance to be different. Be a leader!  Many people already do that and their impact is truly inspiring.

I would say that many senior leaders truly need to open their eyes and ears and really notice what’s happening in their organisations on the ground.

 

Over the next few articles, I have been invited to share with you some of my own perspectives on work-related issues women face and how to tackle them. I look forward to your comments and productive dialogue. To kick this off, I hope to inspire you to action and make your voice, time and ideas count where you work.

I spend a good deal of my time developing talent and leadership using down-to-earth practical approaches, having courage to name the difficult issues and identifying and multiplying options. I also get to see the situation from both angles and there is a gap that needs bridging. I would say that many senior leaders truly need to open their eyes and ears and really notice what’s happening in their organisations on the ground. Some do and many don’t.  And talented women need to have the courage to take their ideas forward. Again, some do but far too few. One of the key things I have learned in my roles as consultant, developer and coach is that what’s missing at both ends is courage and plain, well reasoned, honest conversations. What’s somehow been eroded from the workplace is the sense of courage to excel and be free to express true potential in fear of being taken down by others too afraid to do the same.

This is true at all levels. Senior leaders often lack the courage to rock the boat and investigate how things are in fear of finding too many problems and many talented people often lack courage to speak up. Caught in the organisational machine, managerial hierarchies and internal politics, many have clever ideas and could talk at great length about how they would reinvent this or that or how the current processes do not really work or how stupid half of what they are ‘asked to do’ truly is. And yet, while they will rant about it to their friends and trusted colleagues, or their coaches, they fail to take that message to people that can do something about it. And, at times when they do, it’s a half-baked message they claim landed on deaf ears. In my opinion, to succeed, ideas need to be well-thought-out business proposals that clearly and simply outline the problem, consider it’s impact,  identify possible solutions, show clear implementation plans and benefits, gather supporters and revive people’s enthusiasm and belief that things can indeed be different and better! These messages do require careful packaging and phrasing to engage the right listener and that in turn requires influencing and communication skill: an area where a good coach can pay huge dividends.

Given the current need for fresh ideas and bold leadership at all levels within organisations keen to create their competitive edge, whatever the role and wherever you sit within your respective organisation, YOU have a choice how things turn out.  I am reminded here of the opening paragraph from Charles Dicken’s novel , A Tale of Two Cities.

It was the best of times, it was the worst of times, it was the age of wisdom, it was the age of foolishness, it was the epoch of belief, it was the epoch of incredulity, it was the season of Light, it was the season of Darkness, it was the spring of hope, it was the winter of despair, we had everything before us, we had nothing before us, we were all going direct to heaven, we were all going direct the other way – in short, the period was so far like the present period, that some of its noisiest authorities insisted on its being received, for good or for evil, in the superlative degree of comparison only.

Well pitched ideas at this critical time can help secure promotions and opportunities that would normally be impossible to get or which would often go to men. Let’s face it. Managing challenges and putting in place well-thought out initiatives however risky with great deal of success has always been an arena where women do just as well, if not better than their male counterparts.

So my question and challenge to you is this. What are you doing to take your organisation forward right now? How are you making an impact?  And what is truly stopping you? Don’t let it be fear or excuses you tell yourself. Channel your passion and drive, develop confidence and skills you need to be successful and fulfilled in your job, hone in your plans and truly give yourself a chance to go for it! The world is always an oyster for those who are bold enough to believe it can be.

 

Written by Dr. Magdalena Bak-Maier
thinking partner, learning expert, strategist, writer and talent coach
www.maketimecount.com

About the Author

Magdalena Bak-Maier is an Organisational and Individual Development Specialist, Executive Coach, Trainer and Speaker with over 10 years experience in the field of consulting, training and developing people. Magdalena is also a highly trained neuroscientist. She uses her knowledge and interest in brain plasticity to develop and deliver highly effective learning solutions.

Magdalena has a BSc from NYU and a PhD in Neuroscience from Caltech.  She is an affiliate of the Chartered Institute of Personnel and Development (CIPD), member of the West-London CIPD committee, professionally qualified coach and full member of the Association for Coaching (MAC) and fully accredited NLP Practitioner and RSA Fellow.

 

 

 

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Breaking in: Getting your first project management job

Want to be a project manager? When even the most junior project management positions advertised require qualifications and experience it can be difficult to get your foot in the door. Here are some tips to maximise your chances of that first break.Experience is the Catch-22 of project management recruitment. Prospective employers want to see that you’ve got it, and you can’t get it unless someone gives you a job. This problem hits recent graduates more than those looking for a career change, but if you fall into either of those groups you’re likely to have difficulties convincing employers to take you seriously. The trick is to find ways of describing your existing experience to show that you have what it takes to be a project manager.

there are many other skills that you have, which can be highlighted on your CV. For instance, presentation skills, communication skills, teamwork, planning and organizing experience, problem-solving techniques and analytical skills.”

Matt Colarusso has been in the recruitment business for nine years and now works as branch manager at Sapphire Technologies, the IT staffing arm of Vedior North America. He believes that before you start applying for project management positions, you should be sure that is what you want to do.

“Project management work is about management of finances, resources and most importantly deadlines,” he says. “Make sure it is a PM role you are seeking and not a Business Analyst role. PM roles are more managerial and tend to be tied more to revenue while BA roles are tied more to cost savings and business efficiency,” he says. ”Project management roles are usually more stressful. No matter what the reason is behind the need for having a PM, a PM will always face the first line of criticism if the project is not running smoothly.”If that hasn’t put you off working in project management, you need to start thinking about what experiences you already have and how to show those in the best light. Even straight out of university you have something to offer a prospective employer. “For the recent graduate, it will be more about what they can show regarding their preparation to participate in project management and PMO activities,” explains Brian Hoffman, a partner in the IT division of recruitment giant Winter, Wyman. “Any coursework with ‘softer’ relationships to project management-centric activities – courses in human interaction, planning or budgeting, understanding business methods, requirements capture or analysis, report writing, and so on, can also be highlighted on the resumé and referred to in the cover letter.”

Anne Houlihan, founder of Golden Key Leadership and a business consultant specializing in HR, agrees. “If you haven’t had direct experience with project management,” she says, “there are many other skills that you have, which can be highlighted on your CV. For instance, presentation skills, communication skills, teamwork, planning and organizing experience, problem-solving techniques and analytical skills.” Balance your description of soft skills with some tangible examples of when you have worked as a team or on projects as part of your course. In fact, your examples don’t have to come from your studies. “If you have experience planning and organizing for a volunteer organization, that would be great, too,” she told me. You can also include team sports and other associations you are part of.

“Work experience is important but any experience outside of work you might have with managing people, resources or finances can help define you as a potential project manager,” says Colarusso. Some workplace know-how does make it that bit easier to craft a good CV. “In the event that you have project co-ordination experience and are looking to make your first leap into project management then you have something to draw from,” he adds. Pick out the skills most relevant to project management and make sure you have concrete examples of them. You can come up with your own list (it would be good practice for the interview), but the essential ones to cover are:

  • leading a team
  • communication skills
  • being able to plan and execute tasks to a deadline
  • problem-solving
  • handling a budget, or at least tracking how much of the work in hand has been completed.

Other things to be included on your CV? Employers also want an impression of you as a person, and a long list of work placements or soft skills isn’t always enough. It’s by no means compulsory to include hobbies and interests on your CV, but if you do, make them interesting. Once, after a recruitment fair in London, I got on the underground with my name tag still pinned to my suit. A young man noticed that I was recruiting for American Express and asked me to review his CV. Between the Docklands and Waterloo I flicked through the pages and gave him some feedback. It was nothing special. But eight years later I can remember that he collected African masks. I can’t tell you what subjects he did at university or even what job he wanted, but his interests made him interesting. If you don’t collect African masks you can still draw attention to yourself by what you do in your spare time. What sounds better: reading, or reading flash and fan fiction? Films, or watching film noir? Detail gives the interviewer something to ask you about.

Once your CV is prepared and you have drafted a concise but informative cover letter explaining what you can offer the company, then send it off. The recruitment process is straightforward: either they’ll like what they see and invite you to interview, or they won’t. If you do get a call go and meet them, try to have a few practice interviews with friends or your careers advisor first. Come up with some intelligent questions to ask, targeted to their company. Dress well, shake hands firmly and just be yourself.

Competition for project management roles can be fierce, so don’t be too disheartened if you don’t get accepted on your first try. Even the time of year can make a difference: straight after graduation the market is swamped with new entrants to the workplace, and employers can take their pick. During the interview, ask if you’ll be able to get feedback if you are unsuccessful. This can be really useful in helping you develop and increasing your chances next time.

It’s annoying to get knocked back because you don’t have enough credible experience. You could mope around and complain about how the interviewer didn’t see your potential and how unfair recruitment is. Or, like a professional project manager, you could embrace the setback and use your problem-solving skills to work out how to get better examples on your CV.

“There are project management learning seminars available in most cities, which can help you,” says Anne Houlihan, who is also the CEO of Satori Seal, which she runs from its head office in California. “If you have the time, you can work as an assistant to a experienced project manager and learn directly from them.”

You can also turn to the wealth of project management material already available from recognised organizations, so you are speaking the same language as your future employers. “A good starting place for anyone seeking a project management role would be to pick up a copy of the PMBOK and a copy of PMP Exam Prep,” says Matt Colarusso. “Also find information on ITIL, MOF, MSF, and CMM.” If you are currently working, he suggests getting involved in some projects your company is running. “Volunteer to participate for anything on the project you can without burning yourself out. Document every thing you do.” It’s all material for interview.

However you market yourself on paper, and however you respond at interview, make sure you are honest. Lying might get you a job (and I could give you plenty of examples) but it won’t let you keep it. You will be found out, through your references, inability to produce certificates or just through finding yourself in situations where you are way out of your depth. Your performance and credibility will suffer and your team mates won’t thank you for it.

But if you are enthusiastic, keen to learn, treat your colleagues with respect and have a great skill set to build on, you will be recognised for your talent and hard work, and you’ll get that project management job you’ve been working for.

A version of this article first appeared on www.projectsatwork.com.

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Redundancy Employment – Insolvency

We asked the experts about Insolvency

We asked Henry Doswell, Solicitor at ThomasMansfield Employment Law Specialists to provide our members with a summary of employment law in respect to Insolvency.

“I am concerned that my employer might go insolvent. What are my employment rights should this happen?”

It depends on the type of insolvency proceedings as to the effect on the contract of employment. If the company goes into administration then an administrator is appointed to run the company and promote its rescue. The contracts of employment would not automatically terminate. However, the administrator may take the option of making some or all the employees redundant. They would be required to follow a fair redundancy procedure which would need to take into account the existing Statutory Dismissal Procedures under the Employment Act 2002.

employees are owed their remuneration as a preferential debt. This is limited to four months wages prior to the company going into insolvency. It will include any contractual commission or bonuses, overtime pay and maternity pay (only up to 4 months).”

If the company goes into receivership then a receiver is appointed to control the company’s assets in order to pay back any secured debts. They are normally appointed by a court and the employee’s contracts of employment would automatically terminate. However, where the company enters into voluntary receivership there is no automatic termination.Finally, if the company goes into liquidation a liquidator is appointed to take managerial control with the focus on winding up and paying the creditors. Where the winding up is compulsory (made by order of the court) the contracts of employment terminate automatically. Where it is voluntary, the contracts continue until the business stops trading. There is often a cessation of business after a voluntary liquidation and so employees are normally made redundant.

Once a company becomes insolvent employees are owed their remuneration as a “preferential debt”. This is limited however to four months wages prior to the company going into insolvency along with contractual commission or bonuses, overtime pay and maternity pay (only up to 4 months). More significantly though, the limit on this preferential debt is currently only £800. Any amount over this is an unsecured debt and unlikely to be recovered in full.

The employee does however have the option to claim their remuneration from the Secretary of State. The remuneration is then paid out of the National Insurance fund. However, the limits on this are also very low with a current statutory limit of £330 on a weeks pay. There is a limit of eight weeks on unpaid wages along with a limit of six weeks on unpaid holiday. A statutory redundancy payment can also be recovered. Any amount over this limit is again an unsecured debt.

For further information should you feel you have been subjected to insolvency speak to an employment law specialist at ThomasMansfield on 0845 6017756 or visit www.thomasmansfield.com.

Disclaimer
The information given in this article does not constitute legal advice.

 

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Top tips for Inspirational Problem Solving

For the last two months, we have all been watching the Stock Exchange tumble, recover, then tumble to greater depths.

Women should perhaps be included on the trading floor, and, as we would suggest, in all male-dominated professions.”

We are fascinated by an article in the New York Time we came across with stated that:

“If a research paper published earlier this year is correct, traders have become prisoners of their endocrine systems — testosterone, the elixir of male aggressiveness, during a bull market; cortisol, a steroid that helps the body deal with stress, when the bears take over.

The study suggests that raging hormones might explain why the men who rule the global markets send them rocketing up when they’re on a roll, and swooping down when they get scared, exhibiting judgment that can remind you of the guys in an Adam Sandler movie”

Aquitude fans will recall our passion in understanding how our brain differentiates the average responses between men and women in situations. What this article re-affirms, and concludes, is that women should perhaps be included on the trading floor, and, as we would suggest, in all male-dominated professions. The logic for this is simple: the more gender (and cultural) diversity, the better a team becomes at finding innovative and sustainable solutions.

So, we thought that it may be useful to consider how to draw on our naturally calm dispositions by looking at the most important elements of you life, which, tend to have a calming effect on our lives and thus allow to engage in what we call inspirational problem solving. This is a way for solving problems by allowing our brain to create new connections through new, or different experiences. So we invite you to consider:

Is there some part of you life that you would like to pay more attention to? Perhaps draw in as a source of inspiration through these times of uncertainty?
Reaching out to special interest groups or starting a new hobby are great ways of tapping into new thinking processes, as well as calming any insecurities around what we are faced with.

Create a framework: be clear and realistic on what you would like to achieve with e.g. your new assignment or your new hobby; write down your level of commitment and visualise your outcome once you have achieved your goal.

Identify the number of stakeholders who support you in both your business and personal life: recognise that these individuals are supporting you because they see something powerful in you. They believe you can do the job, or be the best mother/wife possible, or a fabulous business partner. Take satisfaction in their belief, and perhaps consider how you can reward them (even more) for their support.

Is there a way that you can improve other people’s lives with your project or even your new business?
Women, on average, tend to have a great level of altruism and “giving back or contributing” to society is an empowering incentive. One of our coachees incorporated supporting a charitable cause as part of her work in an insurance company. How can you incorporate your charity of choice to your project or hobby?

What would you do if you were made redundant or your project failed?
Experiment with these thoughts in a non-alarmist way, to seek out the true impact of negative experiences. As women, we have had to fight for centuries and restore society when things were bad (during every conflict, it is women who have had to fight to restore normality when men had eclipsed)….

Our daily lives sometimes do take over, and we can be swamped in today’s negative emotions. We can tap into our natural altruism and holistic view to create our own, and by implication, our business’ survival strategy by tapping into inspirational problem solving.

About Aquitude
Aquitude is an organisational and personnel development consultancy with a passion – that companies must embrace and nurture gender and cultural diversity in order to attain competitive advantage. We bring out the best in your business and employees, leveraging innate strengths and qualities to achieve maximum performance. Want us to help you and your business?

Contact them on: [email protected]

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‘Why Women Mean Business’ – by Avivah Wittenberg-Cox and Alison Maitland

We asked one of our members, Elizabeth Harrin to review “Why Women Mean Business”. Elizabeth is a professional journalist and author, she also writes an award winning blog and has recently been nominated for our Project Manager of the Year award.

There’s a skills shortage. If you haven’t noticed it yet you will do when the baby boom generation starts to retire. There just aren’t enough people entering the workforce to keep up with demand, and meet the needs of my generation’s pension funds. Why Women Mean Business has the answer: women. We have better educational results but are under-represented in the workplace, especially at senior levels.

This book looks at the issues facing businesses today and presents ‘womenomics’ as a solution. It’s a book full of facts, research and real-life case studies based on extensive interviews, but it doesn’t rely on trotting out the old arguments. The authors say that in order to make the most of the talent that women represent companies need to understand the business imperatives of including them. It’s not about a slap-dash diversity programme and paying lip service to equality. It’s about bottom line financial results, and the customer and employee satisfaction that contributes to those results.

This book looks at the issues facing businesses today and presents ‘womenomics’ as a solution.”

There’s plenty of analysis to back that up: women in the US will control $22 trillion by 2010, and retailers missed out on £600m in 2007 by “failing to connect” with female customers. It’s in every company’s interest to make sure that a group with that much purchasing power is represented on the Board and at every level of management: you can’t serve your customers unless you know who they are. The authors say that companies need to become ‘gender-bilingual’ in order to succeed in challenging times, and that doing so will be better for men and women. Why Women Mean Business offers some practical guidelines for turning a company into a gender-bilingual organisation. For example, it talks about how recruiting practices unintentionally discriminate: roles that require an MBA are in the main filled by men because MBA courses need several years business experience, and by the time a women has that experience she could well be taking a career break to raise a family. That said, countries have a role to play too in supporting women at work through public policy. Wittenberg-Cox and Maitland dedicate a chapter to cultural differences and what countries can do to help businesses win the talent battle and retain women. Women are not offered paid maternity leave in the US, for example.

The first step to becoming bilingual is for companies to recognise that women are equal but different, and that the existing status quo might not be as unbiased as everyone thought. Recognising that men are a key part of addressing the leadership and business issues created by not using women’s talent in the workplace is also important. By doing this, companies will become employers of choice, be more successful and win a bigger slice of the pie.

This is an easy and interesting read, that will challenge your assumptions and open your eyes to differences in the workplace, as well as give you some practical tips for how to deploy successful gender initiatives in your company – or, if you aren’t responsible for that kind of thing, allow you to comment more effectively on what’s going on within your own organisation. It’s full of compelling arguments – let’s hope that the people who make policies are listening and that we start to see some gender initiatives with teeth.

Buy the book here

Elizabeth Harrin

Elizabeth Harrin is author of the award-winning blog A Girl’s Guide to Project Management (http://www.pm4girls.co.uk/), and the book Project Management in the Real World (available on Amazon and in bookshops).

Twitter: pm4girls

http://www.elizabeth-harrin.com/

Read associated article from Elizabeth, How to get in to Project Management.

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Top tips for… Building your Mentoring Mesh

The world of business is very challenging these days. Companies are being put under extreme pressure to satisfy shareholders, employees are been squeezed to the maximum in terms of performance. It is easy to just put your head down and “just get on with it”.

Throw experience into the mix, and we pick up very different skills with each role”

However, having been through double redundancy and having to reinvent myself a number of times, the number one thing to do is to maintain your visibility within and outside of your organisation. This is not about networking like crazy, networking in every event you get invited to. What I am referring to is utilising the power of your own board of directors, and build a mesh of mentors who can guide you through your career and personal transitions.

According to Rob Cross & Andrew Parker in, “The Hidden Power of Social Networks: Understanding how Work Really Gets Done in Organisations, “What distinguished high performers were larger and more diversified networks than those of average performers. This is consistent with other research findings, in which more diversified networks are associated with early promotion, career mobility, and managerial effectiveness”.

As with everything, having a diverse range of mentors, each with differing experience, view-points and contacts, is key. I was recently asked, once again, to mentor someone that I really respected. I got a fuzzy feeling inside, happy to have been considered as someone who could impart knowledge and guidance for this wonderfully successful woman. I am not alone. Just because we are all busy, does not mean we are not privy to the positive emotion when someone we care about is successful.

As with everything in life, our careers are fluid. Throw experience into the mix, and we pick up very different skills with each role and with each level of responsibility. The same is true for mentors. This is why we passionately believe in the power of having a number of mentors to guide you through your personal and professional journeys. We call this the Mentoring Mesh™.

So, how do you go about identifying the most appropriate mentors?

Be strategic: start by understanding yourself – what you are good at doing, and want to do more of? What roles are most suited to use these skills? Where you see yourself in 5 years time?

Set objectives: what is important for you to have achieved in the short term and long terms? What are the important milestones for you?

Identify individuals who could help you on your journey: think of who may have gone through a similar transition or challenge as you in order to get to where they are. How did they get there? What qualifications or experience did they have? Are those still relevant for entering the sector or part of the business you are looking to move into in the long term? There is only one way to find out: ask them!

Have courage: remember, if you don’t ask, you don’t get…

Be specific: What do you want to achieve? What is it you would like this person to advise you on? Why do you think they are relevant for you? What can you, also, help them with?

Be flexible: this is the most challenging part of the mentoring relationship. We often expect lengthy commitments. Senior executives have little time, so work in a way that fits in with their diary. If they can only give you 15 minutes, then arranging a conference call to discuss specific enquiry or issue it has to be. Meeting face to face is great, but not going to be very likely…

And remember: mentor others. Mentoring does not have to be a long-winded commitment. Mentor someone at a lower level to you over a coffee, and share your expertise and knowledge on their issues. You will not just feel good about yourself, but you will make an enormous difference to someone who is now where you were we few years ago. Remember how good that made you feel…

Want to follow Christina on Twitter for more insights? www.twitter.com/christinai.

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Top Networking Tips for those affected by Redundancy

Have you been made redundant or find yourself on gardening leave and need to kick start your networking? Have you worked extremely hard and performed well in your job over many years at the expense of your personal networking? My quick guidelines below will get you started but there are two points you need to bear in mind.

  • It is important to get the basics right when looking for your next job and
  • You will need to face your fears/barriers and get on with it.

1. You have got to get your thinking right:

a. Think of your career as a project and set up a daily routine – 2/3 days of your week should look something like this:

  • 9 am coffee with John
  • 11 am tea with Jane
  • 12.30 am lunch with Tim
  • 2 pm off to the business library to do some research
  • 5 pm quick chat with recruitment agency
  • 6.30 pm attend industry event of some sort (ok only do this once a week)

During the other days of the week, you should be making sure your web profile is top notch, doing some internet networking and on the hone with people setting up appointments (coffee) for the weeks ahead.

b. As in the work environment, each time you had to face a challenge, you psyched yourself up to keep yourself motivated. Working from home is no different.

c. Do all the difficult stuff first to get it out of the way.

d. Create a personal marketing budget, even if times are hard; invest in yourself and your future.

2. Get your CV into great shape with different versions for different markets.
Get your friends to go over it with a fine toothcomb because it has to:

a. Stand out from the crowd – it is crowded out there.

b. Make sure each version is selling your achievements and experiences to MATCH its particular market.

NB: Don’t spend too long on this. It is very easy to get caught up in the distraction of perfecting your CV but it is tens time more effective to be out there networking. Let me tell you when you have created a job opportunity your motivation to write your CV will be ten times higher than it is without one.

3. Write a list of who you knew – go back at least 3 years and categorise
your list in the following way:

a. Previous managers.

b. People that simply seemed to know everyone and everything – people
who had their fingers on the pulse.

c. Influencers – those who you know were well connected to important people.

d. HR professionals.

e. Friends, family and relatives.

f. Your peer group – people who do what you do.

g. Then everyone else

4. List all the ‘external’ networks:

a. Your last company: Were you part of their alumni? Do they have one?

b. Did you do an MBA or other qualifications through a college/university? Do they run alumni events?

c. Does your profession have a professional body? Check out their website.

d. Talk to your contacts and ask them what organisations they are members of and check out their web sites.

e. There are lots of women’s groups out there that are not expensive – join a few.

5. Online marketing, networking. Check out your online profile:

a. Do you have one?

b. Have you joined Linked In? Go buy “How to Really Use Linked In”, by Jan Vermeiren http://www.how-to-really-use-linkedin.com/en-home.html

c. Does it convey the right message about you?

d. Have you signed up to all the best online agencies?

e. Have you set up alerts from these sites?

f. Have you got your own web site?

NOW GET OUT THERE

Do not give up any networking memberships at all – not even £55 to stay a member of Women in Banking & Finance or City Women or any of the others that will offer you excellent support and the opportunity to connect.

You need to have somewhere to go, to get dressed up for, where you can meet people.

It is vital that you keep up to date, listen to current thought leaders and stay/ get connected.

It is so important you keep on talking about business, issues – yourself

You don’t get opportunities through sitting at home, you get them from being out there networking!

Written by Heather White, Networking Architect,
Smarter Networking – http://www.smarter-networking.com/
Tel: 0845 201 2021
Email: [email protected]

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Top tips for… Being a graceful challenger

So, you are in a meeting. Your team are discussing the latest project update. What does our experience highlight happens in these meetings? Women wait for their turn to speak. In most meetings, however, that turn never comes. Men, on the contrary, are very comfortable with the process of jockeying for position and speaking their mind. Lets imagine you have taken the reigns, and have jumped in with your views; research shows that when a man and woman are speaking, he is likely to do 96 percent of the interrupting. More often than not, she lets him have the floor…

In a very male culture, men prove the worth of their ideas by dominating the floor. Note that if they give up easily, other men assume they’re uncommitted to their own proposals. Us women, we believe others deserve air time…. women have been acculturated to surrender rather than fight for their point of view.

So, you might want to consider the following:

  • Speaking loudly enough to be heard.
  • Rather than waiting for affirmation by whispering your idea to the person next to you, put it out directly and confidently.
  • Dealing with interruptions by….ignoring them: keep talking in the same tone, without making eye contact with the interrupter nor changing the speed or volume of your presentation. Consider not being too forceful, when doing this, as there is a danger of passing into the aggressive territory…

Try these in your next meeting; avoid being the odd-one-out and begin being the Graceful Challenger.

Special Accessories for Your Personal Development

The Athena Factor: Reversing the Brain Drain in Science, Engineering, and Technology; Sylvia Ann Hewlett, Carolyn Buck Luce, Lisa J. Servon, Laura Sherbin, Peggy Shiller, Eytan Sosnovich, Karen Sumberg

Forty-one percent of highly qualified scientists, engineers, and technologists on the lower rungs of corporate career ladders are female. But more than half (52%) drop out. Why? To better understand the scope and shape of female talent, the Athena Factor research project studied the career trajectories of women with SET credentials in the private sector. It found 5 powerful “antigens” in corporate cultures. Women in SET are marginalized by hostile macho cultures. Being the sole woman on a team or at a site can create isolation. Many women report mysterious career paths: fully 40% feel stalled. Systems of risk and reward in SET cultures can disadvantage women, who tend to be risk averse. Finally, SET jobs include extreme work pressures: they are unusually time
intensive. Moreover, female attrition rates spike 10 years into a career.

Women experience a perfect storm in their mid-to-late thirties: They hit serious career hurdles precisely when family pressures intensify. Companies that step in with targeted support before this “fight or flight moment” may be able to lower the female attrition rate significantly. This study features 13 company initiatives that address this female brain drain. Some, for example, are designed to break down female isolation; others create on-ramps for women who want to return to work. These initiatives are likely to be “game changers”: They will allow many more women to stay on track in SET careers.

We invite you to discover more information on this fascinating publication by visiting: http://harvardbusinessonline.hbsp.harvard.edu/b02/en/common/item_detail.jhtml?id=10094&referral=2340

Article published with thanks to Aquitude

Aquitude is an organisational and personnel development consultancy with a passion – that companies must embrace and nurture gender and cultural diversity in order to attain competitive advantage. We bring out the best in your business and employees, leveraging innate strengths and qualities to achieve maximum performance. Want us to help you and your business?

Contact Aquitude on: [email protected].

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Top tips for Inspiring the Creative You!

It was with great joy that we are hearing that, as a result of the imminent redundancies and current economic upheavals, City men and women are signing up for new careers in teaching.

We are happy not because of the context, but because of workers embracing a new opportunity to learn, influence and make an impact to themselves and society at large. This comes as no surprise to women in the world – on average, we are naturally more altruistic in work selection, appreciating community engagement and social impact, as much as personal satisfaction. Remuneration takes second, even third, place.

how can you empower your team to bring in their passions to the workplace?

We would equate that personal satisfaction to what Maslow, in his Hierarchy of Needs, called self-actualisation – the point you realise your own potential. You complete your projects at the best of your abilities, fulfilling your desired expectations, and, we would add, tapping into your passions. If you want to leverage this time to identify what makes you tick for the benefit of yourself and the company you work for, we invite you to ask yourself: What is the one thing that I enjoy doing that if I could I would do incorporate in my working day? How could I make this a reality?What are the most important things for me in relation to my work? Is it the money; the satisfaction from solving problems or ensuring that problems do not recur; the fact that I am doing something that challenges me, or the fact that I can push the envelope; ….? Make a list and then number them in order of priority. This will give you an idea of what you place greater importance to in your work. Think of a way you could align your values-list to your role. Perhaps seek the support of your mentor to discuss how to make it a reality within your organisation.

Is there anything that I really would like to do something about in the way, e.g. we handle new customers. the deliver the sales fulfilment process, etc?

Are there improvements I think we can implement there? As Anita Roddick said: “Irritation is a great source of energy and creativity”

Finally, if you manage a team, how can you empower your team to bring in their passions to the workplace? Is there a way they can combine their professional role with their hobby?

You may think that this is new-age thinking and that your business will not appreciate or support you on this. Give your HR or senior managers the benefit of the doubt: our experience supports the wide array of research on employee engagement and creativity – the more we do what gives us satisfaction and fulfilment, the more innovative we become. Apple, Google and 3M are but three companies that have leveraged the fruits of the passion-led creativity. Here’s to inspiring the Creative You!

Recommended Accessories for Your Personal Development

Good in a Room by Stephanie Palmer
Former MGM Director of Creative Affairs reveals the techniques used by Hollywood’s top writers, producers and directors to get financing for their projects and explains how you can apply these techniques to be more successful in your high-stakes meetings. The strategies used to sell yourself and your ideas in Hollywood not only work in other businesses, they often work better. If you want to ask for a salary raise, grow your client list, launch a new business or find financing for a creative project, you must not only present your ideas in a compelling way – you must also sell yourself. Good in a Room shows you how to construct a winning presentation and deliver the kind of performance that will get your project green-lighted, whatever your industry.

About Us
Aquitude is an organisational and personnel development consultancy with a passion – that companies must embrace and nurture gender and cultural diversity in order to attain competitive advantage. We bring out the best in your business and employees, leveraging innate strengths and qualities to achieve maximum performance. Want us to help you and your business?
Contact us on: [email protected]

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