Use Their Name, It's Important.

Why is it that when someone uses our name, we instantly jump to attention, our ears prick up, our antennae switches to high alert, and we pay a bit more attention? It’s because it’s the 157one thingthat we totally associate with ourselves and no one else.

Yes there are many people with the same first name as you in the world, but when someone actually says the word in your vicinity, you instantly respond and pay more attention, they are talking toyou.

Last week, I dropped my car off with the valet at the airport to get it cleaned whilst I was away for the day. Nothing special there, but when I approached the kiosk and handed my keys over, the gentleman behind the desk asked, “hi, can I take your business card please?” I handed over my card, and he said “thank you Linda, and how is Blue Banana treating you today?” Huh, my name! Instantly I thought “how on earth does he know, and how cool is that?” Of course, my business card followed by my Visa card gave him all the information he needed, but because so few people take the time and effort to actually use your name, it really stood out for me, he made me feel important, not just another number at the deli counter of life.

The taxi driver on the same day greeted me by name as the firm I was working with that day had booked him and filled him in with my name and where I was going. Nothing new there, but after we chatted during the journey, he wished me a safe flight home and once again used my name at the end in farewell. Nice.

People like to feel important; it’s human nature and by using someone’s name at the right time and in the right manner, it goes a long way to achieving this. It’s easy to do, and yet so few of us do it.

I was waiting in the reception area of a possible client recently, and noticed another chap waiting too. A staff member came out, approached the chap and inquired “Andrew?” “Paul” came the reply, and off they went together. At no time did the staff member apologize for getting his name wrong, and poor old Paul must have been thinking “if he can’t be bothered to get my name right, my interview / pitch is doomed from the start, I may as well leave now!” That’s an insult in anyone’s book.

So how can you use someone’s name just a little more and make them feel important?

Here are some everyday examples of how you can do just that:

• Jot down the telephone callers name as soon as they introduce themselves and say “hello (insert name here)”. Make sure you say good-bye (insert name here) at the end of the call, even if it’s a telephone marketer that has interrupted you.
• Use it at the beginning of your email rather than just launching into your message.
• Why not add it into the beginning greeting of your text? With predictive text and an ample keypad, many people don’t use text language anymore, but full and proper words.
• Replying to tweets or comments, you are still communicating person to person, just virtually so use their name here too.
• Use the person’s name that you have just met by saying “hello (insert name here) good to meet you”. Saying it quickly after they have introduced themselves is a great way of remembering it.

So stand out a little from the crowd and be remembered because you remembered to use their name. It’s the single thing we all so love the sound of.

How do you use people's names easily, do you have any tips to add?

Photo: David H. Lewis/E+/Getty Images

The 6 Keys To Being Awesome At Everything

I've been playing tennis for nearly five decades. I love the game and I hit the ball well, but I'm far from the player I wish I were.I've been thinking about this a lot the past couple of weeks, because I've taken the opportunity, for the first time in many years, to play tennis nearly every day. My game has gotten progressively stronger. I've had a number of rapturous moments during which I've played like the player I long to be.
And almost certainly could be, even though I'm 58 years old. Until recently, I never believed that was possible. For most of my adult life, I've accepted the incredibly durable myth that some people are born with special talents and gifts, and that the potential to truly excel in any given pursuit is largely determined by our genetic inheritance.
During the past year, I've read no fewer than five books — and a raft of scientific research — which powerfully challenge that assumption (see below for a list). I've also written one, The Way We're Working Isn't Working, which lays out a guide, grounded in the science of high performance, to systematically building your capacity physically, emotionally, mentally, and spiritually.
We've found, in our work with executives at dozens of organizations, that it's possible to build any given skill or capacity in the same systematic way we do a muscle: push past your comfort zone, and then rest. Aristotle had it exactly right 2000 years ago: "We are what we repeatedly do." By relying on highly specific practices, we've seen our clients dramatically improve skills ranging from empathy, to focus, to creativity, to summoning positive emotions, to deeply relaxing.
Like everyone who studies performance, I'm indebted to the extraordinary Anders Ericsson, arguably the world's leading researcher into high performance. For more than two decades, Ericsson has been making the case that it's not inherited talent which determines how good we become at something, but rather how hard we're willing to work — something he calls "deliberate practice." Numerous researchers now agree that 10,000 hours of such practice as the minimum necessary to achieve expertise in any complex domain.
There is something wonderfully empowering about this. It suggests we have remarkable capacity to influence our own outcomes. But that's also daunting. One of Ericsson's central findings is that practice is not only the most important ingredient in achieving excellence, but also the most difficult and the least intrinsically enjoyable.
If you want to be really good at something, it's going to involve relentlessly pushing past your comfort zone, along with frustration, struggle, setbacks and failures. That's true as long as you want to continue to improve, or even maintain a high level of excellence. The reward is that being really good at something you've earned through your own hard work can be immensely satisfying.
This blog was originally posted at HBR.org and is republished here with permission.

Pursue what you love

coco rose

Passion is an incredible motivator. It fuels focus, resilience, and perseverance.

Do the hardest work first

Fayes4Art via Flickr

We all move instinctively toward pleasure and away from pain.
Most great performers, Ericsson and others have found, delay gratification and take on the difficult work of practice in the mornings, before they do anything else. That's when most of us have the most energy and the fewest distractions.

Practice Intensely

SAS-2009 Oxford via Flickr

Practice intensely, without interruption for short periods of no longer than 90 minutes and then take a break.
Ninety minutes appears to be the maximum amount of time that we can bring the highest level of focus to any given activity. The evidence is equally strong that great performers practice no more than 4 ½ hours a day.

Seek expert feedback, in intermittent doses

The simpler and more precise the feedback, the more equipped you are to make adjustments.
Too much feedback, too continuously, however, can create cognitive overload, increase anxiety, and interfere with learning.

Take regular renewal breaks

Robert Anthony Provost via Flickr

Relaxing after intense effort not only provides an opportunity to rejuvenate, but also to metabolize and embed learning.
It's also during rest that the right hemisphere becomes more dominant, which can lead to creative breakthroughs.

Ritualize practice

Crystal via Flickr

Will and discipline are wildly overrated. As the researcher Roy Baumeister has found, none of us have very much of it.
The best way to insure you'll take on difficult tasks is to ritualize them — build specific, inviolable times at which you do them, so that over time you do them without having to squander energy thinking about them.

It takes several hours of daily practice to achieve excellence, so prioritize

U.S. Army via Flickr

I have practiced tennis deliberately over the years, but never for the several hours a day required to achieve a truly high level of excellence. What's changed is that I don't berate myself any longer for falling short. I know exactly what it would take to get to that level.
I've got too many other higher priorities to give tennis that attention right now. But I find it incredibly exciting to know that I'm still capable of getting far better at tennis — or at anything else — and so are you.
Here are the recent books on this subject:

• Talent is Overrated by Geoffrey Colvin. My personal favorite.
• The Talent Code by Daniel Coyle
• Outliers by Malcolm Gladwell
• The Genius in All of Us by David Schenk.
• Bounce by Mathew Syed

Read more: http://www.businessinsider.com/the-6-keys-to-being-awesome-at-everything-2010-11?op=1#ixzz2QOUVsyz8

Resignation Letter WOW

James,
After careful thought and consideration I have concluded that my core values are not aligned with the dysfunctional organizational culture at [redacted]. It is time to move on to maintain my health, sanity, and overall happiness.

This letter is to officially inform you that I resign from my position as Senior Recruiter, effective immediately. This letter also serves as my exit interview.

During my fourth and final interview for the position, [redacted], VP of HR, asked me what I needed to be successful. I replied, “clear direction and strong leadership.”

I received neither.

Originally, I believed the biggest challenge at [redacted] would stem from a lack of systems. However, I quickly realized that inflated egos, office politics and administrative incompetence would prove to be bigger obstacles. These dynamics are not conducive to innovation and productivity.

Due to ambiguous policies and procedures and the inconsistent application and enforcement of both, I was deprived of fair and equitable treatment. I did not receive fair pay for the work I was held accountable for, even after three requests for reevaluation of the job title and description against what was actually required out of the position. Additionally, I have been reprimanded for fabricated, unsubstantiated claims regarding my performance and behavior. I hardly think that a statement from one person constitutes a fair and thorough investigation.

Fortunately for me, I know my worth and I am very well aware of the value I bring to a team. I refuse to settle for any form of disrespect or maltreatment, particularly from individuals whose only credibility resides in their job title as opposed to demonstrated excellence and leadership.

I’m positive my experience isn’t an isolated one. The turnover rates and lack of employee engagement and satisfaction are further evidence of [redacted]’s inability to attract, develop and retain talent.

I had a goal to brand [redacted] as an employer of choice in our community. Unfortunately, it became abundantly clear to me that I would be out of integrity to attempt to attract employees to such a toxic and dysfunctional work place. I refuse to convince professionals to work for a 50 year old company that operates like a start-up “mom-n-pop shop” rampant with nepotism and cronyism.

I could share more for the purposes of an “exit interview” but I have little faith that information gathered would be compiled to formulate a retention strategy.

I am returning my company credit card, fob, Verizon “MiFi” and office key with this letter.

Regards,

Fancy Frenchwood

10 things] to do every workday

I’ve always been focused on performance. I’m a list person. I love the feeling of crossing things off. It makes me feel productive. Plus, consistent productivity has the wonderful byproduct of accomplishing more. Jeff Haden’s recent article on Linkedin summarizes the value of having a daily to-do list beautifully: You don’t wait to do the work until you get the dream job - you do the work in order to get the dream job.

I’ve never shared this list with anyone until now.

It’s the list of ten things I try to do every workday. Yes, there are days when I don’t get them all done, but I do my best to deliver. It has proven very effective for me. They are:

1. Read something related to my industry.
2. Read something related to business development.
3. Send two emails to touch base with old colleagues.
4. Empty my private client inbox by responding to all career coaching questions within one business day.
5. Check in with each team member on their progress.
6. Have a short non-work related conversation with every employee.
7. Review my top three goals for my company that are focused on its growth.
8. Identify and execute one task to support each of my top three goals.
9. Post five valuable pieces of content on all my major social media accounts.
10. Take a full minute to appreciate what I have and how far I’ve come.

This list could be longer. BUT...

If it was longer, I wouldn’t be as good at getting them all done. This list is manageable to me. Of course, I do more than these ten things every day. But, these are the ten I choose to do with consistency. Why? Over the years, they’ve proven the best way for me to grow my career and my business. The collective results have made completing these tasks consistently; even when I don’t feel like it, well worth it.

What things do you do every day to advance your career or your business?

P.S. If you want to learn more about me and my work, I run this career site,CAREEREALISM, and this Job Search Accelerator Program (JSAP). Plus, to keep myself busy, I just launched this site for executives, C-Suite Insider.

The Conscious Lifestyle: Awareness Skills

Attention is important, because whatever you pay attention to grows. If you focus on your job, your relationship, or a favorite hobby, your attention nourishes that feedback loop. (The brain strengthens or weakens in specific areas depending on the input it receives, and paying attention provides concentrated input.) Attention can’t be faked or forced. When a schoolteacher scolds an unruly class with, “Pay attention, people!” he may get results for a few minutes, but the demand loses its effect very quickly. Asking a restless mind to settle down and pay attention is even more futile. The secret is to know how attention really works.

Attention is focused awareness. There are some basic requirements to be met. The first is being centered, the skill we covered to begin this series of posts. Distraction is self-defeating. Second, your awareness focuses naturally when you have a desire. We focus on what we want. Third, attention works best when combined with intention – envisioning a way to fulfill your desire. When the three ingredients come together – you are centered, you have a desire, you intend to fulfill your desire – attention becomes extremely powerful. The tale is told by anyone who has fallen in love at first sight; it’s the definition of laser focus. But for some people the same focused attention applies to ambition, money, and power.

Attention becomes more elevated when you focus on objects of inner desire. Almost everyone has wondered “Who am I?” but the people who actually find out are driven by a desire to know. This desire is as strong as other people’s desire for more money, status, and power. If you ask spiritual questions casually, they amount to very little. God could send you a telegram with the answers and it wouldn’t change your life. The path must be driven by desire. Let’s say that you experience a moment of inner peace that has arrived without expectation. It’s just there, appearing in the midst of an ordinary day.

You might casually notice it, or a train of thought could begin, as follows:

I’m at peace. How unusual. I like this.

I wonder where it came from.

I want to find out, because it would be good to be at peace more often.

I’m going to follow this experience up. It’s too valuable to forget.

This is a natural train of thought, and every self-aware person I know has followed it, not necessarily from a moment of inner peace. Some have experienced sudden joy; others felt protected and looked after; a few sensed a spiritual presence that caught them totally by surprise. What they had in common was that they really paid attention to their experience. The process can be simplified into three steps. The next time you have an inner experience of peace, joy, love, inspiration, or insight, pause for a moment.

Step 1: Notice what is happening. Sit quietly without distraction. Soak up the experience without commenting or interrupting it.

Step 2: As the moment fades, don’t rush away from it. Consider how significant it is. Put the significance into context, reflecting on how different you feel from your ordinary self.

Step 3: Make the experience valuable. Consider how transformed your life would be if you could repeat the experience. Even more, think about a life filled with joy, peace, and love. See it in your mind’s eye; feel how beautiful your life would become.

What Makes Us Human? Rabbit Hole

Courtesy of The Chopra Well

In these three steps you are activating the emotional brain and the cortex, or higher brain, the first by fully feeling your experience, the second by applying thought and reflection. This is how dreams come true. You combine a vision of possibilities with the kind of focused intention that creates new pathways in the brain. The world “in here” is connected always to the world “out there.” You can’t seize an opportunity without being aware of it; you can’t nourish a new possibility without wanting to. When awareness, desire, and intention come together, you are mastering the skill of paying attention.

Deepak Chopra, MD, Founder of The Chopra Foundation.

The Situation – Behavior – Impact Feedback

Providing Clear, Specific Feedback

Imagine that you recently gave some feedback to a member of your team. You told him that his meeting agendas looked great, but he needed to improve his presentation skills.
You follow up a few weeks later to find out why he hasn't made any changes. You discover that he didn't understand what he could do to improve – your feedback simply prompted more questions.
He was left thinking "What's good about my agendas that I can transfer to other documents?" and "What's wrong with my presentation skills?"
The Situation – Behavior – Impact (SBI) Feedback tool helps you deliver more effective feedback. It focuses your comments on specific situations and behaviors, and then highlights the impact that these behaviors have on others.

About the Tool

Developed by The Center for Creative Leadership, the SBI Feedback Tool outlines a simple structure that you can use to give feedback:

1. Situation.
2. Behavior.
3. Impact.

When you structure feedback in this way, your people will understand precisely what you are commenting on, and why. And when you show the impact of their behavior on others, you're giving them the chance to reflect on their actions, and think about what needs to change.
The tool also helps you avoid making assumptions that could upset the other person and damage your relationship with them.

Applying the Tool

Let's look at each part of the SBI Feedback tool, and discuss how to apply it.

1. Situation

First, define the where and when of the situation you're referring to. This puts the feedback into context, and gives the other person a specific setting as a reference.
For example:

• "During yesterday morning's team meeting, when you gave your presentation..."
• "At the client meeting on Monday afternoon..."

2. Behavior

Your next step is to describe the specific behaviors that you want to address. This is the most challenging part of the process, because you must communicate only the behaviors that you observed directly.
You must not make assumptions or subjective judgments about those behaviors. These could be wrong, and this will undermine your feedback.
For example, if you observed that a colleague made mistakes in a presentation, you should not assume that they hadn't prepared thoroughly. You should simply comment that your colleague made mistakes – and ideally you should note what the mistakes were.
Don't rely on hearsay, as this may contain others' subjective judgments. Again, this could undermine your feedback and jeopardize your relationship.
The examples below include a description of behavior:

• "During yesterday morning's team meeting, when you gave your presentation, you were uncertain about two of the slides, and your sales calculations were incorrect."
• "At the client meeting on Monday afternoon, you ensured that the meeting started on time and that everyone had handouts in advance. All of your research was correct, and each of the client's questions was answered."

Tip:
Aim to use measurable information in your description of the behavior. This helps to ensure that your comments are objective.

3. Impact

The last step is to use "I" statements to describe how the other person's action has affected you or others.
For example:

• "During yesterday morning's team meeting, when you gave your presentation, you were uncertain about two of the slides and your sales calculations were incorrect. I felt embarrassed because the entire board was there. I'm worried that this has affected the reputation of our team."
• "At the client meeting on Monday afternoon, you ensured that the meeting started on time and that everyone had handouts in advance. All of your research was correct, and each of the client's questions was answered. I'm proud that you did such an excellent job and put the organization in a good light. I feel confident that we'll get the account, thanks to your hard work."

Next steps

Once you've delivered your feedback, encourage the other person to think about the situation and to understand the impact of his or her behavior. (The Perceptual Positions technique can help them explore how other people may think.) Allow the other person time to absorb what you have said, and then go over specific actions that will help him or her to improve.
Also, where someone has done something well, help them think about how they can build on this.

Key Points

The Center for Creative Leadership developed the SBI Feedback tool to help managers deliver clear, specific feedback. SBI stands for:

1. Situation.
2. Behavior.
3. Impact.

To use the tool, describe the "when" and "where" of the situation. Next, describe the other person's behavior, only mentioning actions that you have observed. Then, communicate the impact of his or her behavior on you and others.

Finally, discuss what your team member needs to do to change this behavior in the future, or, if their behavior had a positive impact, explore how they can build on this.

If you’re not happy at work and trying to figure out why

How Strong Is Your Workplace? Ask Yourself These Questions

I recently read First, Break All the Rules by Marcus Buckingham and Curt Coffman. The authors did a study with the Gallup Organization to find a way to measure strong workplaces, ones that would attract and retain the most productive employees.

They came up with a list of twelve questions. Those employees who answered “yes” to them and were happier in their workplaces, tended to work in business units with higher levels of productivity, profit, retention, and customer satisfaction – which shows that there is a link between how employees feel and how they perform.

This is a good list to use if you’re a manager who wants to create a happier and more productive work environment, or if you’re a job seeker/holder who wants criteria by which to judge a workplace.

Also, if you’re not happy at work, and you’re trying to Identify the problem, take a look at this list. It suggests strategies for improving your situation. Not everything is within your control, of course, but perhaps you could identify for your boss what you need to change #2 from “no” to “yes” or to shift responsibilities so you get #3. Or can you make an effort to gain #10?

1. Do I know what is expected of me at work?
2. Do I have the materials and equipment I need to do my work right?
3. At work, do I have the opportunity to do what I do best every day?
4. In the last seven days, have I received recognition or praise for doing good work?
5. Does my supervisor, or someone at work, seem to care about me as a person?
6. Is there someone at work who encourages my development?
7. At work, do my opinions seem to count?
8. Does the mission/purpose of my company make me feel like my work is important?
9. Are my co-workers committed to doing quality work?
10. Do I have a best friend at work? [But don’t have an office affair!]
11. In the last six months, have I talked with someone about my progress?
12. This last year, have I had opportunities at work to learn and grow?

The first six questions have the strongest links to business outcomes (productivity, profitability, retention, and customer satisfaction).

I was also interested to see that the study suggested that people’s opinions of their workplaces are more determined by their immediate manager than by the overall company. It was their direct manager – not money, benefits, perks, or a charismatic leader at the top – that was the critical element for people.

If you'd like to read more along these lines, check out The Happiness Project, chapter five.

Good Discusion (Indonesia HRD Link)

Dear all.. Menurut rekan2, seberapa pentingkah hal2 berikut bagi orang2 HR : 1.Interview langsung/tatap muka. Apabila hal ini sangat penting, berarti org2 di luar jakarta hrs mengorbankan waktu, tenaga, dan biaya yg besar dong kalau setiap interview harus wajib datang. Apa ga bisa pake HP atau chat plus webcam? Apa mo lihat penampilan kandidat ya? Berarti kalo Bob Sadino yang diiterview, pasti akan lsg dianggap ga qualified ...pake celana pendek terus sih…

2. Bawa CV saat interview. Ini juga penting? Kan CV sudah di lampirkan waktu apply lamaran? kok disuruh bawa lagi? Go green dong boss…hemat2 pemakaian kertas.

3. Mengisi formulir pada saat akan interview Ini wajib yah? Yang harus diisi di formulir tersebut sama saja dengan yang ada di CV…kok harus nulis lagi ya? Apa mo lihat tulisan tangan kandidat? Berarti para dokter susah nyari kerja ya?...

4. sewaktu interview selalu yang ditanya : apa tugas dan tanggungjawab di perusahaan sebelumnya, alasan ingin resign, expected salary?…aduuuh boss…di CV sudah ditulis semua…apa mo lihat cara berbicara si kandidat? Berarti kalo Pak Habibie yg diinterview pasti langsung gagal dong?…bicaranya kan kadang (maaf) kurang jelas. Perlukah hal2 tsb ditanyakan lagi, walau sdh ada tertulis di CV?

5. Apakah pengalaman di suatu bidang usaha sangat penting? Buktinya, banyak iklan lowongan yg menuliskan pengalaman di bidang/bisnis tersebut dgn tambahan kata2: HARUS, MUTLAK, MUST, WAJIB, dll….Berarti Ciputra kalo ngelamar jadi manager di otomotif atau supervisor di manufacture pasti ga akan lulus ya?….seumur hidupnya Ciputra kan “cuma” punya experience di property developer?….

6. kenapa sih HR selalu nanya berapa gaji yg diinginkan?

Bukankah perusahaan sudah punya anggaran sewaktu akan merekrut?

Kl kandidat minta tinggi…pasti dinego sesuai anggaran….kalo kandidat minta rendah… langsung di “cap” kandidat yg ga yakin dgn kemampuannya…kan buang2 waktu interview aja…

Apakah tdk dimungkinkan kalo HRnya sewaktu akan mulai interview bilang “Gaji yg ditawarkan utk posisi ini sebesar Rp XX+YY+ZZ…Apabila anda setuju, berikan kamampuan terbaik anda saat interview ini…Apabila anda tidak setuju, kami akan langsung memanggil kandidat berikutnya”….Ga buang2 waktu kan? Mungkin hal2 tsb diatas bagi rekan2 HR terlihat “seolah2” bercanda…tp pertanyaan tsb belum bisa saya temukan jawabannya..mohon pencerahan dr rekan2 HR…thanks.

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1 hour ago

• Nurdin A. and Edi L.
• Prisca Novita, CCP, GRP BAGIAN PERTAMA Sebelum menjawab pertanyaan di bawah ini, perlu diketahui bahwa “recruiment and selection process is an art”. Seorang recruiter (to represent HR) tidak hanya akan mengambil kesimpulan atau keputusan berdasarkan “what you see” melainkan juga “what are the underlying reasons”. Mengapa? Karena tugas seorang adalah menemukan calon pekerja yang sesuai sekaligus memprediksikan keberhasilan seorang pelamar kerja dalam melaksanakan pekerjaan di masa yang akan datang, dan itu lebih banyak dipengaruhi oleh “what are the underlying reason”. (Saya lebih suka menggunakan istilah resume daripada CV karena yang banyak dipakai oleh para pelamar kerja biasanya berbentuk resume. CV biasanya lebih panjang dan detail, cenderung merupakan “riwayat hidup”. Dalam pekerjaan di bidang akademis, biasanya dipakai CV). Pertanyaan no.1. Logically, it can be done online, either by phone or webcam. Itu tergantung dengan persyaratan pekerjaan dan kepiawaian meng-interview. Pada tahap atau pekerjaan tertentu, interview langsung mungkin tetap penting karena banyak hal (job-related) yang bisa diobservasi dan digali saat bertatap muka. Semenjak menetap dan bekerja di bidang HRD di US, saya mengamati bahwa phone interview sangat menjadi andalan para recruiter dan hiring manager, dari tahap awal hingga terjadinya offer. Kalaupun terjadi interview langsung, biasa hanya untuk para pelamar yg sudah terseleksi dan sudah dalam tahap lanjutan. Untuk posisi-posisi engineering, banyak perusahaan mencari calon pelamar dari seluruh US dan bahkan memberikan paket relokasi yang cukup kompetitif. Apakah hal ini bisa diterapkan di Indonesia? Mungkin saja, kembali kepada persyaratan kerja dan kepiawaian dalam menginterview. Perusahaan yang sudah mapan di Indonesia cukup sering melakukan perekrutan di daerah2, ini bisa jadi salah satu solusi untuk menjaring calon pelamar sebanyak2nya dari luar daerah sekaligus memperingan beban di pelamar untuk harus datang ke kantor pusat. less 1 hour ago
• Prisca Novita, CCP, GRP BAGIAN KEDUA Pertanyaan no. 2 Tidak harus karena seharusnya si interviewer sudah punya resume si pelamar kerja. Namun demikian, saya pikir terlalu jauh untuk menghubungkan “going green” dengan membawa resume ketika interview, kecuali si pelamar membawa segepok fotocopi resumenya. To bring a copy of resume is not only useful for the interviewer but also for the interviewee himself/herself, sekalipun si calon pelamar mungkin sudah hafal isi resume-nya. Paling tidak, akan memberi kesan kesiapan si pelamar dalam menghadapi interview. Small and simple thing, but it can be a big impact on first impression. Pertanyaan no. 3 A resume doesn’t always have all information needed by a recruiter. Format resume pelamar bisa berbeda-beda. Format formulir yand disedikan perusahaan biasanya standard untuk mendapat informasi dasar tertentu yang biasanya tidak dicantumkan di resume, misalnya gaji terakhir, alasan keluar dari satu pekerjaan dll . Pertanyaan no. 4 Ini berkaitan dengan pertanyaan no 3 di atas. Do you think all job seekers will put everything in their resume? Resume yang baik justru sebaiknya hanya berisi informasi yang berkaitan dengan kualifikasi si pelamar kerja (spt pendidikan dan pengalaman) dan hanya memuat informasi pribadi yang relevan saja (spt alamat dan contact info). Pelamar cenderung akan menghindari untuk menuliskan alasan resign atau expected salary dalam resume. Hal ini bukan hal tidak baik atau hal yang tabu, it is acceptable karena tentu saja si pelamar tidak ingin hal itu menjadi bumerang sebelum punya kesempatan menjelaskannya kepada si recruiter. You can not expect all job seekers put this kind of information in a resume. I f you do expect it, qualified job seekers will tend to avoid your job vacancies less 1 hour ago
• Prisca Novita, CCP, GRP BAGIAN KETIGA Pertanyaan no. 5 Kembali ke job requirementnya, apakah itu memang benar2 diperlukan. Beberapa pekerjaan sangat mungkin meminta pengalaman kerja di bidang industri tertentu. It is not bad thing, even it is highly recommended if it is necessary. Sedangkan beberapa pekerjaan mungkin cukup dengan “preferable”. Bila Ciputra mau melamar posisi Safety Manager di manufacturing, maka pengalaman di industri yang sama (manufacturing) akan sangat penting dan “it’s a must” . Bila Ciputra ingin melamar posisi sbg “Business Development Manager” di manufacturing, maka sangat mungkin menjadi dia adalah pelamar kerja yang punya kualifikasi tepat meskipun dari industri yang berbeda dan persyaratan pengalaman di manufacturing mungkin sebatas sebagai persyaratan yang “preferable”.Pertanyaan no. 6 Wawancara tidak hanya dilakukan untuk mendapatkan informasi yang tersurat namun juga motivasi dan kualifikasi yang tersirat. Bertanya berapa gaji yang diminta adalah penting karena banyak implikasinya. Gaji yang diminta itu bisa lebih tinggi atau lebih rendah dari budget kita, namun belum itu harga mati dari si pelamar. Misalnya kalau ternyata hanya menemukan satu pelamar kerja yang paling pas kualifikasinya tapi ternyata gajinya di atas budget, banyak perusahaan yang bersedia membayar lebih dan bentuknya tidak harus dalam bentuk gaji tetapi bisa dalam bentuk bonus dan sekali lagi itu bukan hal yang taboo untuk dilakukan. less 1 hour ago

Good Discusion (Indonesia HRD Link)

Dear all.. Menurut rekan2, seberapa pentingkah hal2 berikut bagi orang2 HR : 1.Interview langsung/tatap muka. Apabila hal ini sangat penting, berarti org2 di luar jakarta hrs mengorbankan waktu, tenaga, dan biaya yg besar dong kalau setiap interview harus wajib datang. Apa ga bisa pake HP atau chat plus webcam? Apa mo lihat penampilan kandidat ya? Berarti kalo Bob Sadino yang diiterview, pasti akan lsg dianggap ga qualified ...pake celana pendek terus sih…

 

2. Bawa CV saat interview. Ini juga penting? Kan CV sudah di lampirkan waktu apply lamaran? kok disuruh bawa lagi? Go green dong boss…hemat2 pemakaian kertas.

 

3. Mengisi formulir pada saat akan interview Ini wajib yah? Yang harus diisi di formulir tersebut sama saja dengan yang ada di CV…kok harus nulis lagi ya? Apa mo lihat tulisan tangan kandidat? Berarti para dokter susah nyari kerja ya?...

 

4. sewaktu interview selalu yang ditanya : apa tugas dan tanggungjawab di perusahaan sebelumnya, alasan ingin resign, expected salary?…aduuuh boss…di CV sudah ditulis semua…apa mo lihat cara berbicara si kandidat? Berarti kalo Pak Habibie yg diinterview pasti langsung gagal dong?…bicaranya kan kadang (maaf) kurang jelas. Perlukah hal2 tsb ditanyakan lagi, walau sdh ada tertulis di CV?

 

5. Apakah pengalaman di suatu bidang usaha sangat penting? Buktinya, banyak iklan lowongan yg menuliskan pengalaman di bidang/bisnis tersebut dgn tambahan kata2: HARUS, MUTLAK, MUST, WAJIB, dll….Berarti Ciputra kalo ngelamar jadi manager di otomotif atau supervisor di manufacture pasti ga akan lulus ya?….seumur hidupnya Ciputra kan “cuma” punya experience di property developer?….

 

6. kenapa sih HR selalu nanya berapa gaji yg diinginkan?

Bukankah perusahaan sudah punya anggaran sewaktu akan merekrut?

Kl kandidat minta tinggi…pasti dinego sesuai anggaran….kalo kandidat minta rendah… langsung di “cap” kandidat yg ga yakin dgn kemampuannya…kan buang2 waktu interview aja…

Apakah tdk dimungkinkan kalo HRnya sewaktu akan mulai interview bilang “Gaji yg ditawarkan utk posisi ini sebesar Rp XX+YY+ZZ…Apabila anda setuju, berikan kamampuan terbaik anda saat interview ini…Apabila anda tidak setuju, kami akan langsung memanggil kandidat berikutnya”….Ga buang2 waktu kan? Mungkin hal2 tsb diatas bagi rekan2 HR terlihat “seolah2” bercanda…tp pertanyaan tsb belum bisa saya temukan jawabannya..mohon pencerahan dr rekan2 HR…thanks.

• Like (2)
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1 hour ago

• Nurdin A. and Edi L.
• Prisca Novita, CCP, GRP BAGIAN PERTAMA Sebelum menjawab pertanyaan di bawah ini, perlu diketahui bahwa “recruiment and selection process is an art”. Seorang recruiter (to represent HR) tidak hanya akan mengambil kesimpulan atau keputusan berdasarkan “what you see” melainkan juga “what are the underlying reasons”. Mengapa? Karena tugas seorang adalah menemukan calon pekerja yang sesuai sekaligus memprediksikan keberhasilan seorang pelamar kerja dalam melaksanakan pekerjaan di masa yang akan datang, dan itu lebih banyak dipengaruhi oleh “what are the underlying reason”. (Saya lebih suka menggunakan istilah resume daripada CV karena yang banyak dipakai oleh para pelamar kerja biasanya berbentuk resume. CV biasanya lebih panjang dan detail, cenderung merupakan “riwayat hidup”. Dalam pekerjaan di bidang akademis, biasanya dipakai CV). Pertanyaan no.1. Logically, it can be done online, either by phone or webcam. Itu tergantung dengan persyaratan pekerjaan dan kepiawaian meng-interview. Pada tahap atau pekerjaan tertentu, interview langsung mungkin tetap penting karena banyak hal (job-related) yang bisa diobservasi dan digali saat bertatap muka. Semenjak menetap dan bekerja di bidang HRD di US, saya mengamati bahwa phone interview sangat menjadi andalan para recruiter dan hiring manager, dari tahap awal hingga terjadinya offer. Kalaupun terjadi interview langsung, biasa hanya untuk para pelamar yg sudah terseleksi dan sudah dalam tahap lanjutan. Untuk posisi-posisi engineering, banyak perusahaan mencari calon pelamar dari seluruh US dan bahkan memberikan paket relokasi yang cukup kompetitif. Apakah hal ini bisa diterapkan di Indonesia? Mungkin saja, kembali kepada persyaratan kerja dan kepiawaian dalam menginterview. Perusahaan yang sudah mapan di Indonesia cukup sering melakukan perekrutan di daerah2, ini bisa jadi salah satu solusi untuk menjaring calon pelamar sebanyak2nya dari luar daerah sekaligus memperingan beban di pelamar untuk harus datang ke kantor pusat. less 1 hour ago
• Prisca Novita, CCP, GRP BAGIAN KEDUA Pertanyaan no. 2 Tidak harus karena seharusnya si interviewer sudah punya resume si pelamar kerja. Namun demikian, saya pikir terlalu jauh untuk menghubungkan “going green” dengan membawa resume ketika interview, kecuali si pelamar membawa segepok fotocopi resumenya. To bring a copy of resume is not only useful for the interviewer but also for the interviewee himself/herself, sekalipun si calon pelamar mungkin sudah hafal isi resume-nya. Paling tidak, akan memberi kesan kesiapan si pelamar dalam menghadapi interview. Small and simple thing, but it can be a big impact on first impression. Pertanyaan no. 3 A resume doesn’t always have all information needed by a recruiter. Format resume pelamar bisa berbeda-beda. Format formulir yand disedikan perusahaan biasanya standard untuk mendapat informasi dasar tertentu yang biasanya tidak dicantumkan di resume, misalnya gaji terakhir, alasan keluar dari satu pekerjaan dll . Pertanyaan no. 4 Ini berkaitan dengan pertanyaan no 3 di atas. Do you think all job seekers will put everything in their resume? Resume yang baik justru sebaiknya hanya berisi informasi yang berkaitan dengan kualifikasi si pelamar kerja (spt pendidikan dan pengalaman) dan hanya memuat informasi pribadi yang relevan saja (spt alamat dan contact info). Pelamar cenderung akan menghindari untuk menuliskan alasan resign atau expected salary dalam resume. Hal ini bukan hal tidak baik atau hal yang tabu, it is acceptable karena tentu saja si pelamar tidak ingin hal itu menjadi bumerang sebelum punya kesempatan menjelaskannya kepada si recruiter. You can not expect all job seekers put this kind of information in a resume. I f you do expect it, qualified job seekers will tend to avoid your job vacancies less 1 hour ago
• Prisca Novita, CCP, GRP BAGIAN KETIGA Pertanyaan no. 5 Kembali ke job requirementnya, apakah itu memang benar2 diperlukan. Beberapa pekerjaan sangat mungkin meminta pengalaman kerja di bidang industri tertentu. It is not bad thing, even it is highly recommended if it is necessary. Sedangkan beberapa pekerjaan mungkin cukup dengan “preferable”. Bila Ciputra mau melamar posisi Safety Manager di manufacturing, maka pengalaman di industri yang sama (manufacturing) akan sangat penting dan “it’s a must” . Bila Ciputra ingin melamar posisi sbg “Business Development Manager” di manufacturing, maka sangat mungkin menjadi dia adalah pelamar kerja yang punya kualifikasi tepat meskipun dari industri yang berbeda dan persyaratan pengalaman di manufacturing mungkin sebatas sebagai persyaratan yang “preferable”.Pertanyaan no. 6 Wawancara tidak hanya dilakukan untuk mendapatkan informasi yang tersurat namun juga motivasi dan kualifikasi yang tersirat. Bertanya berapa gaji yang diminta adalah penting karena banyak implikasinya. Gaji yang diminta itu bisa lebih tinggi atau lebih rendah dari budget kita, namun belum itu harga mati dari si pelamar. Misalnya kalau ternyata hanya menemukan satu pelamar kerja yang paling pas kualifikasinya tapi ternyata gajinya di atas budget, banyak perusahaan yang bersedia membayar lebih dan bentuknya tidak harus dalam bentuk gaji tetapi bisa dalam bentuk bonus dan sekali lagi itu bukan hal yang taboo untuk dilakukan. less 1 hour ago

Visi Misi (Kesungguhan sebuah Keinginan)

“Mendaratkan manusia ke bulan dan membawa mereka kembali ke bumi dengan selamat pada akhir dekade ini. “ Tebaklah siapa yang membuat pernyataan ini?

Benar! Itulah vision statement yang diajukan John F. Kennedy sebelum ia terpilih sebagai presiden Amerika Serikat. Dan Andapun tahu apa yang ia lakukan selama masa jabatannya. Dalam beberapa kesempatan ia berulang-ulang menyebutkan alasannya. “Kita memilih terbang ke bulan, bukan mendaki gunung karena itu sulit dan kita tidak ingin membiarkan Uni Soviet melihat bumi Amerika dari atas langit kita,” ujarnya.

Visi dan Misi kini telah menjadi jargon sehari-hari masyarakat, dan selalu muncul saat Pilkada sampai Pilkate (Pemilihan Ketua RT). Dan anehnya, tak satupun visi para pemimpin diingat masyarakatnya. Saya curiga, jangan-jangan para pemimpin sudah lupa dengan vision statement yang mereka buat sendiri karena terbukti hasil yang mereka capai jauh dari yang mereka janjikan dan mereka melupakan janji-janjinya. Lagi pula mengapa Visi itu cuma diucapkan selama pemilihan?

Jelas dan Singkat

Mungkin juga semua terlupa karena apa yang dibuat adalah pernyataan yang klise, asal-asalan, dan bahkan terlalu kompleks. Disebut klise karena Visinya terlalu umum, jauh sekali, mengambang, dan sulit dipegang.

Perhatikanlah janji Kennedy di atas. Ia mengungkapkan Visinya begitu spesifik sehingga mudah diingat dan membawa semua staf fokus ke satu tujuan yang riil, jelas dan menembus batas keragu-raguan. Sama seperti yang diucapkan almarhum Steve Jobs:” An Apple at every desk” (Satu Apple pada setiap meja).

Lantas bandingkanlah dengan vision-vision statement berikut ini. Presiden SBY:”Terwujudnya Indonesia yang Mandiri, Maju, Adil, dan Makmur” Di lain berita saya membaca visinya sebagai berikut:”Terwujudnya Indonesia yang Sejahtera, Demokratis, dan Berkeadilan.” Saya tidak tahu persis mengapa keduanya berbeda.

Namun secara umum dapat dikatakan Visi para pemimpin masih belum spesifik dan sulit dibedakan. Lihatlah apa yang menjadi Visi Ibu Megawati: ”Gotong royong membangun kembali Indonesia raya yang berdaulat, bermartabat, adil, dan makmur.” Atau pasangan JK-Wiranto:” Indonesia yang adil, mandiri, dan bermartabat.” Susah ya membedakan Visi mereka! Jangan-jangan para pemimpin benar-benar belum paham arti pentingnya mengelola masa depan secara strategis melalui Visi - Misi.

Di dalam bisnis, Visi – Misi adalah hal yang biasa. Kalau usaha Anda sekedar UKM, Anda belum memerlukan visi-misi. Sasaran utama Anda adalah sekedar survive. Seingat saya, perusahaan saya yang mati sebelum berkembang adalah perusahaan yang dipersiapkan sungguh-sungguh dengan visi-misi yang sangat ideal. Namun namanya juga usaha kecil yang masih baru dimulai. Ia masih sangat lemah dan belum jelas betul mau kemana. Pernyataan Visi – Misi itu dibantu konsultan. Ini namanya dokter diobati dokter. Usaha saya yang maju adalah justru yang dibangun dengan kerja keras tanpa pernyataan tertulis tentang Visi - Misi. Sekarang, setelah berkembang barulah saya memikirkannya. Maklum saja, karyawan mulai banyak, dan para eksekutif perlu diarahkan pada kesatuan bertindak.

Saya lalu membuka-buka berbagai visi Misi yang telah dilakukan tokoh-tokoh besar. Uniknya, semakin besar, vision statement mereka semakin simpel.

Mudah Diingat

Sekarang lihatlah apa yang dinyatakan oleh perusahaan-perusahaan besar. Mereka jelas mampu membedaan Visi dengan Misi. Disney misalnya cukup menyatakan visinya:“ To make everybody happy.” Canadian Cancer Society:” menciptakan dunia dengan tidak ada satupun warga Canada yang takut terhadap kanker.” Bill Gates: A computer on every desk”, sedangkan perusahaan-perusahaan (Microsoft) mengatakan :” Keajaiban software dengan kekuatan internet dengan piranti lintas dunia.” Atau Nokia:” Connecting people and very human technology.” Demikian pula Google: “ To develop a perfect search engine.”

Rumus-rumus Visi yang simple mudah diingat dan menggerakkan manusia. Andapun bisa membuat karyawan-karyawan Anda mudah menjalankan Visi Anda dengan kalimat-kalimat pernyataan Visiyang simpel. Saya punya banyak contoh vision statement perusahaan-perusahaan lokal, namun mohon maaf tidak muat saya tulis di kolom ini karena panjangnya minta ampun. Kalimat-kalimatnya tumpang-tindih, kelihatan pemimpin-pemimpin kita tidak artikulatif dan terperangkap menjelaskan usaha-usahanya yang banyak maunya.

Harap diingat vision statement yang baik mampu menjelaskan Visi pemimpin yang energizing, mudah diingat, realistik, dan membedakan Anda dari yang lain. Visi tidak bisa dipisahkan dari misi, tata nilai dan perilaku, serta action plan. Kalau setiap pemimpin memahami apa yang ia inginkan dan bisa menjelaskannya dengan baik, niscaya warganya akan mendukung dan rakyatnya sejahtera.

Rhenald kasali

Guru Besar Universitas Indonesia

http://rumahperubahan.com/index.php?option=com_content&task=view&id=120&Itemid=57

If you’re not happy at work and trying to figure out why

How Strong Is Your Workplace? Ask Yourself These Questions

 

I recently read First, Break All the Rules by Marcus Buckingham and Curt Coffman. The authors did a study with the Gallup Organization to find a way to measure strong workplaces, ones that would attract and retain the most productive employees.

They came up with a list of twelve questions. Those employees who answered “yes” to them and were happier in their workplaces, tended to work in business units with higher levels of productivity, profit, retention, and customer satisfaction – which shows that there is a link between how employees feel and how they perform.

This is a good list to use if you’re a manager who wants to create a happier and more productive work environment, or if you’re a job seeker/holder who wants criteria by which to judge a workplace.

Also, if you’re not happy at work, and you’re trying to Identify the problem, take a look at this list. It suggests strategies for improving your situation. Not everything is within your control, of course, but perhaps you could identify for your boss what you need to change #2 from “no” to “yes” or to shift responsibilities so you get #3. Or can you make an effort to gain #10?

1. Do I know what is expected of me at work?
2. Do I have the materials and equipment I need to do my work right?
3. At work, do I have the opportunity to do what I do best every day?
4. In the last seven days, have I received recognition or praise for doing good work?
5. Does my supervisor, or someone at work, seem to care about me as a person?
6. Is there someone at work who encourages my development?
7. At work, do my opinions seem to count?
8. Does the mission/purpose of my company make me feel like my work is important?
9. Are my co-workers committed to doing quality work?
10. Do I have a best friend at work? [But don’t have an office affair!]
11. In the last six months, have I talked with someone about my progress?
12. This last year, have I had opportunities at work to learn and grow?

The first six questions have the strongest links to business outcomes (productivity, profitability, retention, and customer satisfaction).

I was also interested to see that the study suggested that people’s opinions of their workplaces are more determined by their immediate manager than by the overall company. It was their direct manager – not money, benefits, perks, or a charismatic leader at the top – that was the critical element for people.

If you'd like to read more along these lines, check out The Happiness Project, chapter five.