Category Archives: Professional Career Development

On the Move? Things to Consider Before Relocating for Work

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Moving boxes in empty roomTraveling across the country for a new job may be just the adventure you’ve been waiting for. Like all adventures, relocating for work comes with its share of challenges. Being honest about the benefits and drawbacks of moving for work can save you time, money and family struggles down the road.

Show Me the Money

One big relocation incentive is a pay increase. But extra zeroes may not make much difference when the boxes are all unpacked. Ask yourself these questions regarding price vs. rewards before relocating:

  • Can I sell my home and break even or make a profit? If you can’t sell your house in a timely way and make enough from the sale for a down payment on another home in the new location, the difference in salary may not be worth the move.
  • Is the pay substantially better than where I am? Although the pay may look like enough to make moving worth the effort, some serious number crunching can help you get a clearer picture. Compare utility costs, fuel costs, taxes, as well as the cost of food in the new location. Are there added perks to the new job, like a car that could save you money? Take time to compare 401k plans, profit sharing and potential bonuses between your current job and the new offer. Adding everything together helps you get a clear picture of how much more you will make if you relocate.
  • Will the new company help with moving expenses? Moving across the country is expensive. Calculating how much the move will cost and whether your new job will to pay for it is an important part of your decision-making process.
  • Will the company cover temporary housing? If you are moving to a large city like, say, Phoenix, finding the right neighborhood for your family can take a lot of time. Many companies offer a short-term housing allowance to cover apartment rentals to give you and your family time to find the right house, neighborhood and school district.

The Relationship Factor

No matter how good the job offer, relocating can be difficult on relationships. Spouses, significant others, children and extended family are all part of the equation. Consider the impact your move will have on those you love by asking yourself these questions:

  • How will the move affect my spouse’s career? If your spouse has achieved certain career goals or is working toward them, relocating for your job may not be in her best interest. Be willing to say “no” to a new offer for the sake of your spouse.
  • What about the children? Moving can be harder on children than anyone in your family. Changing schools, making new friends, getting used to a new neighborhood can be devastating for children if not planned intentionally and strategically. Consider carefully how relocating will impact your children and, if they are old enough, get them involved in the conversation.
  • How will my extended family react? If you live near aging parents, consider how moving will impact them. Do they need help with their daily routine? Will moving mean multiple trips back and forth each year to meet their changing needs? Do your parents provide support like babysitting? How will your family replace this in a new town?

3 Steps to Managing Stress at Work

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Once you start working you will undoubtedly have stressful moments. Some jobs are more stressful than others. Most of us learn how to deal with it others lose their minds
One of the biggest mistake people make is confusing: “This MUST get done” with “I MUST DO IT”.
The company/manager isn’t concerned with ‘how’ a MUST DO gets accomplished; only that it gets accomplished. By working with your manager and team to figure out the most effective way to accomplish something reduces stress. But most employees, when given a task, assume that the boss is telling them that they need to do it. But the manager is really saying, “our department needs to accomplish this” and he is trying to figure out how his staff/team can do it.

 

Some successful techniques to reduce stress at work:
1) Be transparent with your manager and team on your progress and challenges.
Most new employees feel it’s a sign of weakness to show they are having trouble with something or are not making progress on something. Remember that the team goal is to have it accomplished — not that you have to do it on your own.
2) Live, eat and sleep the Change Management Process.
The only thing that is constant is change — therefore create procedures that effectively handles changes. Anytime a new task or assignment comes in, work with your manager to compare it’s priority against everything else on your plate. Discuss which item gets delayed, diminished, deleted or delegated to someone else (the 4 D’s). Managers typically don’t remember everything that you have been assigned.
3) Take YOU out of the equation.
Take your ego out of the equation. How would you get this task accomplished without YOU. This often opens your thinking to alternative resources and solutions. For instance, someone else may have done something similar; someone else may be equally qualified to do this; it may not really be a MUST DO; maybe the task can be split or descoped, etc.
If something is really a MUST DO — it will get done. If you are transparent with you manager and tell them that you can not handle this MUST DO task while still completing your other tasks (on time and with quality); you manager can and will handle the situation. If you keep your situation to yourself (for fear of looking bad), you are tying your manager’s hands and creating stress for everyone (which will absolutely make you look bad).

 

In my GoTo Academy: Soft Skill Tools for the GoTo Professional continuous online coaching series, I go into office etiquette on various real-world IT topics in detail.
If you are interested in more training in these areas, please sign-up for the continuing online coaching series.

Using other’s failures to set your pace?

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This is Laura Lee Rose, a business and life coach that specializes in professional development, time management, project management and work-life balance strategies.  In my GoTo Academy: Soft Skill Tools for the GoTo Professional continuous online coaching series, I go into office etiquette on various real-world IT topics in detail.

If you are interested in more training in these areas, please sign-up for the continuing online coaching series.

 

Over the holidays, I visited my family (as many people do).  During on conversation with my mother, I was offering to pick up a movie for mom to watch.

Mom: “Don’t bother.  All the movies are in discs these days.  I like videos and they don’t make them anymore.”

“Well, you have a DVD player in your reading room.  We could…”

Mom:”No,No.  It’s connected to the small TV.  I don’t like that TV.”

“No, problem.  We’ll just connect it to your big TV in here.  You are right … it’s much better watching this set.  We’ll just…”

Mom:  “Don’t bother.  Your sister tried it and she couldn’t do it.  Your cousin tried it and he couldn’t do it.  They both say that the TV is too old to be connected.”

“Well, it won’t hurt to…”

Mom: “Don’t bother.”  And I decided to drop it for now.

The next morning, while mom was still asleep, I took a closer look.  I took the DVD from the small set and successfully moved it to the larger set in the family room.  Since I knew mom already worked the VCR machine, I wrote out the instructions for the DVD as close to the VCR players instructions as possible.  When mom woke up, I played a DVD for her and she was very excited.

I realize that many people believe that “history repeats itself” as rationalizing for not trying things others have failed.  But you are not the same person that tried before.  They don’t know what you know.  They don’t have the same experience, background or resources that you do.  Even if you are the one that tried and failed before … you are currently a different person than you were last year, last month and even yesterday.

What past limitations are you using to hold you up?

 

Lincoln: The consumate project manager

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Over the holidays, I  saw the  Lincoln movie (released in Dec 2012) and was struck by what master project manager.   I have always had a great admiration for Abraham Lincoln, but frankly did not understand the depth of his character and convictions.

The movie opens at the beginning of Lincoln’s second term (after his re-elect and prior to his 2nd term).  And I wondered if the timing of the movie release was significant because in Dec 2012 (the movie’s first release),  President Obama was in the exact time-period prior to his 2nd term of office.

The movie focused on two of the most important events in the history of the United States — the passage of the 13th Amendment and the end of the Civil War. The movie does not focus on the life of Abraham Lincoln, but rather on his tremendous leadership in the final four months of his presidency.

Lincoln was a master project manager.

He was a caring father and friend, as well as leader of the United States.

He held certain principles as unalienable rights that all men are created equal under the law.

He also firmly believed that the United States could only sustain in history as a ‘united’ government versus separate states.

It was truly an inspiring sight to see the Congress, perhaps more divided than ours today, pass the 13th Amendment.  Only a few of the men realized that they were actually making history on that day.  It was inspiring to watch Lincoln manage his opposition.  His invaluable leadership and wisdom shines in this movie.

I could not help but leave the theater with a great appreciation for Lincoln’s amazing depth of thought and wisdom.
The movie was based on the book Team and Rivals
A lighter book on the topic is : The Wit and Wisdom of Abraham Lincoln

Who are your heroes in history?

How do they inspire you into principled based action?

How do they help you keep your non-negotiables?  To create a list of your non-negotiables, download the Non-Negotiable and Imperative Worksheet at http://eepurl.com/n3EpX

Top 3 Office Game Changers

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Top 3 Office Game Changers

Professional development series

This is Laura Lee Rose, a business and life coach that specializes in professional development, time management, project management and work-life balance strategies.  In my GoTo Academy: Soft Skill Tools for the GoTo Professional continuous online coaching series, I go into office etiquette on various real-world IT topics in detail.
If you are interested in more training in these areas, please sign-up for the continuing online coaching series.

As a Business Process Consultant and Efficiency Coach, I am a subject matter expert in the field of Process Improvement.  I work closely with the client to analyze both operational processes and financial metrics to assess project opportunities that positively impact the financial performance of the client business.  In that role, I see a few misconceptions in how to make office changes (or any change for that matter).  The most prevalent false premise is to “start where you are and take small steps”.  That may be the resulting action – but I don’t recommend we start there.

3 Top Office Changers are:

  1. Clearly articulate where you want to be, do and have.
  2. Educate or review the explicit and specific foundation pieces required to get there (i.e., business plan, resources, staff, funds,etc)
  3. Evaluate where you currently are against those specific foundation pieces.

 

Practice forgetting:

My recommendation is to practice forgetting how you got where you are today.  Many of those processes and procedures definitely assisted you to this point.  But now you are going to a different place.  Therefore, you need a different map.  You may find that many of your current procedures are still valid.  But that is not the goal.  So, forget those old procedures for the time being.  Focus on putting in place the ‘right procedures’ for your new goals and destination.

Conclusion: Consider your GPS.  When you have a new destination or goal, your GPS doesn’t try to force you to travel the same path as you did last week or last month.  Your past paths have no relevancy to your current GPS navigations.  Your GPS starts from scratch every time.  Depending upon the gap between where you currently are and your new destination, there may be some roads and routes in common.  But that’s not the GPS’s focus.  It’s just a consequence of time and space – not the goal.  Your Business Practices should be treated like that.

If you liked this tips, more can be found at www.lauraleerose.com/blog or subscribe to my weekly professional tips newsletter at http://eepurl.com/cZ9_-/

The weekly newsletter contains tips on:
1)      Time management
2)      Career maintenance
3)      Business networking
4)      Work life balance strategies

If you haven’t taken advantage of your introductory time management coaching session, please contact LauraRose@RoseCoaching.info

 

 

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Top 3 Office Game Changers

Professional development series

This is Laura Lee Rose, a business and life coach that specializes in professional development, time management, project management and work-life balance strategies.  In my GoTo Academy: Soft Skill Tools for the GoTo Professional continuous online coaching series, I go into office etiquette on various real-world IT topics in detail.
If you are interested in more training in these areas, please sign-up for the continuing online coaching series.

As a Business Process Consultant and Efficiency Coach, I am a subject matter expert in the field of Process Improvement.  I work closely with the client to analyze both operational processes and financial metrics to assess project opportunities that positively impact the financial performance of the client business.  In that role, I see a few misconceptions in how to make office changes (or any change for that matter).  The most prevalent false premise is to “start where you are and take small steps”.  That may be the resulting action – but I don’t recommend we start there.

3 Top Office Changers are:

1)     Clearly articulate where you want to be, do and have.

2)     Educate or review the explicit and specific foundation pieces required to get there (i.e., business plan, resources, staff, funds,etc)

3)     Evaluate where you currently are against those specific foundation pieces.

Practice forgetting:

My recommendation is to practice forgetting how you got where you are today.  Many of those processes and procedures definitely assisted you to this point.  But now you are going to a different place.  Therefore, you need a different map.  You may find that many of your current procedures are still valid.  But that is not the goal.  So, forget those old procedures for the time being.  Focus on putting in place the ‘right procedures’ for your new goals and destination.

Conclusion: Consider your GPS.  When you have a new destination or goal, your GPS doesn’t try to force you to travel the same path as you did last week or last month.  Your past paths have no relevancy to your current GPS navigations.  Your GPS starts from scratch every time.  Depending upon the gap between where you currently are and your new destination, there may be some roads and routes in common.  But that’s not the GPS’s focus.  It’s just a consequence of time and space – not the goal.  Your Business Practices should be treated like that.

If you liked this tips, more can be found at www.lauraleerose.com/blog or subscribe to my weekly professional tips newsletter at http://eepurl.com/cZ9_-/

The weekly newsletter contains tips on:
1)      Time management
2)      Career maintenance
3)      Business networking
4)      Work life balance strategies

If you haven’t taken advantage of your introductory time management coaching session, please contact LauraRose@RoseCoaching.info

 

What’s the difference between strong management and harassing behavior?

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One reader asked me: I’d like to get some insight about the fine line between behavior by a manager that is legitimately harsh and within normal management practices and behavior that could be considered harassment. For example, how do you determine whether reprimanding an employee in front of his or her peers is harassment? Questions: Are there certain criteria that apply to conduct that is considered to be harassment? Can yelling at an employee in front of his or her peers be harassment? What determines whether or not it is? How likely is it that an employee who is disciplined under legitimate circumstances will complain of harassment? How does an employer deal with this situation?
I think this issue can be greatly simplified by simply focusing on ‘appropriate behavior’.
Instead of trying to define the line between managing and harassing behavior — corporations should focus simply on appropriate behavior. Something can be deemed ‘inappropriate’ more easily than the legal definition of ‘harassing’.
If the company’s only goal is to avoid legal ramifications, then that is one thing. But if the company’s goal is to provide an appropriate atmosphere for employees to be productive and inspired — then focusing on ‘appropriate’ behavior will be more beneficial to both management and employee.
Appropriate behavior supports calm, confident, and flexible leadership.
If management is confident that he/she can handle any situation – then there is no need to yell, scream or curse at any time.
  • Inappropriate actions would include:
  • reprimanding an employee in front of his or her peers
  • blaming individuals or external environment for project status
  • defending one’s position on a particular solution against all other solutions
  • demanding that there is only one way to accomplish a shared goal.
If you focus on high-level appropriate reactions, then the legal line of harassment rarely comes into play.
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How do you handle a dishonest boss?

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A reader writes: As an employee, how do you handle a situation if you know your manager is being dishonest? A few employees have already approached HR, but they didn’t take the issue seriously. What do we do next?

There is normally a hierarchy for these things in most companies. And it would depend upon the severity of the accusations. Since the question said “A few employees have already approached HR”, I am assuming that it isn’t a single incident and it’s large enough issue that affects multiple people.

My first recommendation is to take a step back and recognize that you don’t exactly know what is going on.  What may seem to you as dishonest — may be something entirely different.  The face that your HR manager doesn’t see it the same way, illustrates that something else may be going on.  Focus on getting clarity (versus proving someone is being dishonest).   If you go in with the mindset that your boss is being dishonest, everything he does will look dishonest. And everyone that doesn’t see him as being “dishonest” will seem like the enemy.  Instead, focus on getting a better understanding of what exactly is going on.  Once you focus on getting clarity and more information, you will see several available options in front of you.
A few things to consider doing:
1)Revisit HR and ask them the status of this situation.  You may have misinterpreted HR’s interest in the matter at your first meeting. That you interpreted as “disinterest” could be HR ‘thinking’ about the appropriate next step.  HR probably could not promise you anything at that time because he/she wasn’t sure how to approach the topic.  Allow HR a few days to investigate on their own.   Then revisit HR after a few days to get status.   If you approach HR as a group (the group of employees that previously reported together), HR will recognize that this isn’t going away.
**Document this step with email to HR(and cc the employees that have already reported this to HR as well).  Keeping a log of your steps through email and email notification will give your situation more leverage and credibility.

2) If HR isn’t taking it seriously, it may be a sign that you and your co-workers may not know the entire situation. There may be extenuating circumstances or a gag-order in place or legal ramifications for the manager to tell his team what is actually going on. It could be that the HR manager understands this, but is under the same legal obligations to say and do nothing. That could be the reason HR seems to not be taking it seriously.  Call a meeting with the offending manager, the “few employees that have already approached HR”, and the HR manager.
Do not publish the meeting to people that are not already involved. Don’t make this a bigger deal than it should be. Limit this closed meeting to only those already talking about this.   The purpose of the meeting is to clarify any misunderstanding around this particular situation to stop the rumors and innuendos. Since the HR manager is already informed of the situation, having the HR manager present gives additional professionalism and balance to the meeting.  Allow the HR manager to invite and include anyone else he/she feels appropriate for this purpose.  Allow HR lead the meeting, and submit your own agenda and Q&A to be covered in the meeting (ahead of time).  If this is an honest misunderstanding, the manager, employees and HR (as a group) can quickly and openly clear up the issue.
**Document this step with email to HR(and cc the employees that have already reported this to HR as well).  Keeping a log of your steps (including phone and hallway conversations) through email and email notification will give your situation more leverage and credibility.Keep all your correspondence regarding this matter.

 

3) YOU calling the meeting and openly inviting the HR manager and manager — avoids HR inactivity. YOU providing the purpose, agenda and Q&A for the meeting (ahead of time), allows HR to meet the manager before the meeting to discuss the issue privately.  This illustrates that your only intention is to get clarification and not accuse or judge anyone.   Setting an meeting appointment is a reasonable forcing function  (for more information on Reasonable Forcing Functions, contact LauraRose@RoseCoaching.info

The item will be discussed — even if it’s to merely to say “We understand your confusing right now. There are some exciting things happening that we are not at liberty to discuss.” At this point, HR and your manager understands that by not attending the meeting and attending to this issue — only creates more confusion and a bigger problem.
**Document the fact that HR and manager refuses to meet with email to HR and manager (and cc the employees that have already reported this to HR as well).  Keeping a log of your steps through email and email notification will give your situation more leverage and credibility.

4) There is also a hierarchy in most organizations. If the HR and manager does not accept your invitation (document that), then tell them that you plan to take it to their managers or executive level — because it is affecting morale and productivity.  Being up-front with your next step plans allows HR to decide what to do next.  Having all your steps documented with the actual email dates and HR responses will be useful when approaching executive level.

5) Take it to the next line. If the HR manager is not providing the required service, then you request a meeting with the HR second-line manager and your manager’s second-line. Mention that there is an issue that is affecting morale on the office/production line that you would like to make the executive branch aware of. Mention that you require their consult on this issue.

Conclusion:   If your attitude is one of  “inquiry” versus an accusation, you will not need to take it past HR.  The only thing you are sure about is that ‘you don’t fully know what is going on’. The only thing you know for sure is that you are confused. Approach your talks to solve your confusion only. Don’t approach the situation as ‘trying to prove to people that your boss is dishonest’. When you approach it as your need to get clarity — people are more willing to meet with you. When you approach it with a chip on your shoulder, people are more likely to avoid you.

Giving everyone the benefit of the doubt is a diplomatic and honest way to approach many difficult issues.  Believing that everyone involved wants this issue resolved quickly and quietly will benefit you greatly.

For more information on Reasonable Forcing Functions and Handling Difficult Office Situations, sign up for my on-line laser coaching series: GoTo Academy: Soft Skills for the GoTo Professional.

In my GoTo Academy: Soft Skill Tools for the GoTo Professional continuous online coaching series, I go into these things in detail.
If you are interested in more training in these areas, please sign-up for the continuing online coaching series.

Should I hire over-qualified people?

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Should I hire over-qualified people?

(or will they leave as soon as something better comes along)

Professional development series

This is Laura Lee Rose, a business and life coach that specializes in professional development, time management, project management and work-life balance strategies.  In my GoTo Academy: Soft Skill Tools for the GoTo Professional continuous online coaching series, I go into office etiquette on various real-world IT topics in detail.
If you are interested in more training in these areas, please sign-up for the continuing online coaching series.

In the recent interview with Steve Wynkoop (founder of SSWUG.org) we covered the “hiring” topic (don’t miss another professional newsletter tip—signup for the free newsletter here). This article covers the topic in more detail.

I recently received this question from a reader:

I currently have several positions open, and the job descriptions clearly outline the experience necessary. I’m drowning in applications from overqualified people. I know with the unemployment rate so high, people often have noticeably more experience than the jobs they apply for require.

However, I fear that if I hire overqualified applicants, they will leave as soon as a better job comes along. So I prefer to hire candidates ready to move up or laterally. Is it worth considering overqualified candidates? Or can we add something to the job description to improve our applicant pool?

You are in a great position. My recommendation is not worry about the future if you hire an over-qualified person. Focus on hiring the perfect person for the job. And let “what if” take care of itself.  Let’s take the following examples:

 

  • Some people you feel are ‘over-qualified’ are actually looking for a lower-pressure position. They want something they can comfortably and expertly handle in 5-days/8 hour time slot. Because they are (as you describe) “over-qualified”, your position is perfect for them.  They may not be looking for their ‘next challenge’.

 

  • Don’t assume you understand someone’s reason for applying for your job. They may want a slight career change.  Although they may seem over-qualified for the specific task you have in mind; their interest is more in a change of industry or culture.  Maybe their next challenge is getting experience in this new industry or area.   Perhaps your job offers more travel (or less travel).  It can be any number of things that attract.

 

  • Understand why you are hiring.  If you are in a production spike and need someone that will ‘hit the ground running’, hiring an over-qualified person is your best option.  If your spike is temporarily, consider contracting or temp-to-hire, until your product needs levels out a little.

 

  • To ease your discomfort around this topic, be explicit in your expectations. Explicitly announce your expectations and intentions (including the minimum length of expected stay). It’s perfectly acceptable to include the expectations to stay in this particular job for 8 months, 1 year (whatever your minimum expectations are). You can also include a contract penalty for leaving the position early (1 week, 2 week pay, whatever). This will weed-out the people that are merely using your job as a jobs-gap (bridge to another position).

 

  • Continually outline future career opportunities and advancement routes in both the technical and management ladders.   This helps retain the high-performance employees.

 Conclusions:

Don’t wait until the top-performers leave your company to figure this out.  If you don’t invest in your current employees’ career development, then you will be left with only low to mediocre performers (which make your management job that much more difficult).  Avoid offering lateral positions merely to ease your discomfort with hiring ‘over-qualified’ candidates.  Offer lateral position when it comes with additional promotion or skills advancement opportunities for the employee that is making that change.

If you liked this tips, more can be found at www.lauraleerose.com/blog or subscribe to my weekly professional tips newsletter at http://eepurl.com/cZ9_-/

The weekly newsletter contains tips on:
1)      Time management
2)      Career maintenance
3)      Business networking
4)      Work life balance strategies

If you haven’t taken advantage of your introductory time management coaching session, please contact LauraRose@RoseCoaching.info

 

 

When to hire?

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When to hire?

Professional development series

This is Laura Lee Rose, a business and life coach that specializes in professional development, time management, project management and work-life balance strategies.  In my GoTo Academy: Soft Skill Tools for the GoTo Professional continuous online coaching series, I go into office etiquette on various real-world IT topics in detail.
If you are interested in more training in these areas, please sign-up for the continuing online coaching series.

In the recent interview with Steve Wynkoop (founder of SSWUG.org) we covered the “hiring” topic (don’t miss another professional newsletter tip—signup for the free newsletter here). This article covers the topic in more detail.

In today’s tight economy, many employers are under financial strain.  They need additional staff and resources to get the products and services out the door, so that they can expand and sell more products.  On the other hand, ‘right now’ money is tight to hire new employees.   Because of this dilemma, many  businesses wait much too long to hire and fail because of this.

 

So – when is the right time to hire?

The simplest answer to this complex question is: “When the important work isn’t getting done.”

There will always be an abundance of work on our plates.  But when we see that the MUST DO tasks are not getting done at the quality, accuracy or speed that our business needs to be successful – then we need to reevaluate where we are placing our resources.  We need to constantly focus on the business goals, mission and vision (versus being distracted from the everyday items).

For instance – if the ‘nice-to-have’ items are getting done; instead of the MUST DO – there are several things we can do:

1)      Reposition resources from the ‘nice-to-have’ items and onto the MUST DO.

2)      Train inside personnel to move onto MUST DO items

3)      Contract help for a short-term to close the gap on the MUST DO.  This is useful if it’s a temporarily blip or gap.

4)      Replace/retrain ineffective personnel (Performance Improvement Plan or PIP).  This is useful if the MUST DO is fully staffed but just not being executed effectively.

5)      Place ineffectual employee on a PIP plan and subsidize with a temp-to-hire personal.  If PIP fails, you can convert the temp-to-hire. (For more information on how to implement a PIP, contact LauraRose@RoseCoaching.info )

6)      Add additional staff, if you have the funds and time to interview.

7)      Outsource or hand-off to business partner/affiliate, if you don’t have the funds or time to interview/train.

Hiring isn’t always the silver bullet.

Quick steps to move forward:

1)      Identify the staffing gap (clarify the business goals that are not getting accomplished).

2)      Outline the skill set and time frame needed for the gap.

3)      Research alternative ways to fill that gap that fit your budget and time frame.

Conclusions:

Don’t wait until the last minute to hire a candidate that requires training.  Merely hiring someone will not solve the problem.   When you hire, you ultimately increase administration tasks, expenses and learning curves.  The delay caused by the inevitable learning curve places additional financial and morale strain at the workplace. Consider your natural business cycle with hiring.  If you are hiring in a spike consider more qualified candidates.  If you are hiring during the slow season and are ramping up for your next spike, then you have time to train someone less experienced. If you don’t have time or money to hire, consider outsourcing or handing-off to business partners/affiliates with a referral revenue plan.

If you liked this tips, more can be found at www.lauraleerose.com/blog or subscribe to my weekly professional tips newsletter at http://eepurl.com/cZ9_-/

The weekly newsletter contains tips on:
1)      Time management
2)      Career maintenance
3)      Business networking
4)      Work life balance strategies

If you haven’t taken advantage of your introductory time management coaching session, please contact LauraRose@RoseCoaching.info

 

 

Why do employees continue to job-search?

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Why do employees continue to job-search?

(Even when they already have a good job)

Professional development series

This is Laura Lee Rose, a business and life coach that specializes in professional development, time management, project management and work-life balance strategies.  In my GoTo Academy: Soft Skill Tools for the GoTo Professional continuous online coaching series, I go into office etiquette on various real-world IT topics in detail.
If you are interested in more training in these areas, please sign-up for the continuing online coaching series.

In the recent interview with Steve Wynkoop (founder of SSWUG.org) we covered the “hiring” topic (don’t miss another professional newsletter tip—signup for the free newsletter here). This article covers the topic in more detail.

Two recent surveys found that a majority of full-time workers continue searching out job opportunities, usually online and often through social media. What are the pluses and potential pitfalls of continually being on the search?

My first recommendation to employers is to not take “continually searching” personally.  There are many reasons individuals window-shop.  People often droop over the newest sports-car or gadget.  But it doesn’t necessarily mean that they are unhappy with their current toys.

There are often many reasons for job-window-shopping:

1) If workers are not satisfied with their current work environment, they will continually look elsewhere.

The advantage to this is that many people can handle a ‘bad working environment’ as long as they see a light at the end of the tunnel (a potential new position in the horizon). Conduct frequent one-on-one meetings to understand what is lacking in your employees career development plans.

2) People are always curious. This is an advantage to everyone.  Employees should be encouraged to bring these new desires and new knowledge to their manager to see if there are appropriate jobs opportunities in your current company that fits.  Management would be prudent to hold frequent career development one-on-one meetings, so that they understand what their talented employees are looking forward to doing.

3) Excellent employees are always forward looking.  If the employee sees no ‘next step’ within their current company, they will look more seriously at their next step outside of their current company.  Management would be smart to continually outline attractive and progression job roles for their best employees.

4) People need to feel valued and want to be continually challenged in their area of passion.  At a certain professional level, it is not ‘money’ that satisfies.  The best employees are attracted toward an increase of mastery and autonomy in the areas that they are passionate about.  If management isn’t listening, they are likely to lose their most valuable employees — because it is the talented that walk and the weak that stay.

5) If management uses this opportunity to negatively affect the employee’s advancement opportunities, then management is short-sighted. The employee is doing exactly what they need to do to create the most effective and efficient match between what they want to do with their careers and what they are actually doing with their careers. The employee is acting responsibly. Management would be acting responsibly by listening and reviewing current company’s opportunities to better match their employee’s talents and passion.

Conclusions:

Don’t wait until the top-performers leave your company to figure this out.  If you don’t invest in your current employees’ career development, then you will be left with only low to mediocre performers (which makes your management job that much more difficult).

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