Tag Archives: career boosts

How to Repair a Damaged Relationship with Your Boss

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Hello, this is Laura Lee Rose – author of the books TimePeace: Making peace with time – and the Book of Answers: 105 Career Critical Situations.   I am a business and efficiency coach that specializes in professional development, career management, time management, and work-life balance strategies.

Today we are going to talk about How to Repair a Damaged Relationship with Your Boss

get back to work

Everyone wants to work well with their co-workers and boss. But sometimes it’s difficult because of personalities or the way people like to work.

Here are some different strategies to consider:

1) How can you tell if the relationship with your boss is repairable? The best way to see if the relationship can be repaired is to better
understand how you work and how your boss works. Taking a personality test like Opposite Strengths System <http://www.oppositestrengths.com>,or * Myers Briggs* personality test. <http://similarminds.com/jung.html>  provides an objective and 360 degree assessment.

By understanding the different way people work and how to better relate to those personalities – you are well on your way to repairing the relationship. Since you cannot change how other people react and respond to you – you will need to be willing to make the change. If you are not willing to put in the effort, then the relationship will not change.

2) What if the relationship cannot be repaired but you don’t want to quit?
The best way to change positions within the company is to start business networking with others in the department or area that you want to move into. Start marketing your expertise in their area by volunteering your services, sending helpful articles that point to solutions or new techniques, present Brown Bag Lunch talks on topics of interest, ask to be mentored/coach by others in the other departments, take others to lunch to find out about other opportunities in their area, and schedule an appointment with your HR representative for additional ideas.

Okay – after some soul-searching; you have decided to repair the relationship.  What now?

 

Here are some quick steps:

1) Acknowledge your part in the broken relationship. Make improvements in your performance, stay positive; don’t place him/her in difficult situations; bring solutions to problems; be open to feedback; don’t take things personally, do what you say you would do and keep him/her in the loop when you can not accomplish it and always stay calm and professional (that means no drama)

2) Understand your boss’ point of view: Go the extra mile; anticipate his/her needs; protect his/her time; and  understand his/her communication preferences,

3) Focus on your shared/common goals and interests. Includes some personal interchange. Get to know them a little and give your boss the benefit of the doubt.  Another good reference book is Don Ruiz book “The Four Agreements.”.  This is a great personal and professional relationship manual.

4) Tommy Thomas, PhD  and leader in the Opposite Strength System suggests the following:  To improve your relationship with your manager, the main point to remember is to have an attitude of equality. The mistake most people make in their relationships with people they report to is that they confuse the authoritative position that the manager has in the organization with the value the manager has as a person.

So be sure to blend respect for the manager’s position and authority with conveying an attitude of equality.

The IT Professional Development Toolkit, goes into the who, what, where, when, why and how to accomplish all of the above.  The IT Professional Development Toolkit is covers a comprehensive set of development tools and techniques in less than 10 minutes per practice.  It contains audios, videos, articles, webinars, presentations and practice exercises designed to be less than 5-8 minutes in length.  It can be used as a reference platform or a 12 week course program.

 

The toolkit comes in two forms:  DVD and online eLearning program.

elearning versionDVD version

 

For more information about the toolkit, click on the above buttons or please go to my website at www.lauraleerose.com

For more information about Opposite Strengths System and relationships, check out Tommy’s Relationship Guide. This is a report that will give you detailed; specific coaching on how to approach your manager based on who you are and who your manager is and do so with an attitude of equality. Go to http://www.oppositestrengths.com to learn more.

Finding Time for Professional Growth

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Hello, this is Laura Lee Rose – author of the books TimePeace: Making peace with time – and the Book of Answers: 105 Career Critical Situations.   I am a business and efficiency coach that specializes in professional development, career management, time management, and work-life balance strategies.

Everyone is busy. But if you don’t make the time to manage your career, your career will manage you. Today’s topic is how to find time for professional development.

Most people find comfort in the idea that they:

  • Don’t have time for professional or career development
  • Too busy with daily work to focus on future paths
  • Company doesn’t provide the time or funds for career development
  • Not interested in staying at this company
  • Company doesn’t have any growth opportunity for me

Whether these statements are true or not, they are irrelevant.

  • Your career and professional development is not your company or manager’s responsibility.
  • Your work ‘happiness’ is not your company or manager’s responsibility.
  • The company is not responsible for helping you keep your job.
  • You are in total control of your own career, your own time management strategies, your own personal and professional development.

Both personal and professional development can be accomplished with 10 minutes a day.  Audio tapes, short articles, online programs, discussion groups, pod-casts, as well as various mobile devices make it possible for you to study:

  • On the way to work
  • At your desk during a 10 minute break
  • Over lunch either with friends or alone
  • During your workout
  • Through a walking meditation
  • A 15 minutes distraction from television or video games
  • Standing in any type of line

Everyone has 10 minutes a day for things that are important to themselves.

Also, identify things you can blend into what you are already doing.  Some examples:

  • At meetings, search for possible mentors, learning and even promotion opportunities
  • Invite mentors, coaches and possible new employers to lunch or outside event
  • Take notes and gather data during your normal tasks with the goal of writing and submit a white paper to a conference.  While at the conference, you can participate in an abundance of other learning sessions.
  • Take notes at conferences so that you can easily turn them into reference materials.  Share them with your team and sibling departments through lunch-bag presentations or webinars.

If you incorporate these things as you go along (with the goal of continuous learning and developing), it doesn’t really add any time to your day.

Once you clarify your professional development goals, opportunities will automatically appear.  This isn’t because they magically appear out of nowhere.  It’s because your vision is now clear enough to see what was always there.

But – how is the best way to recognize opportunities

Quick Tips

  • Event that repeats …there an opportunity there.
    • Boss asks the same questions over and over again
    • Clients make the same mistakes or asks the same questions
    • A mistake is made – there’s a problem to solve – which means an opportunity
    • Whenever you are frustrated or overwhelmed – there’s an opportunity
    • Whenever you are disappointed … there is an opportunity

 

When you know what to look for – there are opportunities everywhere. This may bring an immediate feeling of overwhelm-ment and stagnant of indecision.   Jot your opportunities down as they occur (the IT Professional Development Toolkit calls this the Parking Lot Method).  Jotting them down will avoid being overwhelmed. Realize that this is merely a smorgasbord; you simply have to pick and choose.

 

Conclusion: Use your scheduled 10 minutes a day to fill your pipeline of knowledge.

Use your scheduled 10 minutes a day to shift and sort the opportunities that start appearing. Think about how which event can help you the most; which event you are most ready for; which event you can implement right now.

But all these things start with the desire and commitment to start.  Pause for 10 minutes a day and devote that to your professional, personal and career development.

The IT Professional Development Toolkit is covers a comprehensive set of development tools and techniques in less than 10 minutes per practice.  It contains audios, videos, articles, webinars, presentations and practice exercises designed to be less than 5-8 minutes in length.  It can be used as a reference platform or a 12 week course program.

The IT Professional Development Toolkit, goes into the who, what, where, when, why and how to accomplish all of the above.  The toolkit comes in two forms:  DVD and online eLearning program.

DVD version elearning version

 

 

For more information about the toolkit, click on the above buttons or please go to my website at www.lauraleerose.com

 

Or sign up for my weekly Time and Career Management Newsletter at: http://eepurl.com/cZ9_-/

 

How to deal with competition in the workplace

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Hello, this is Laura Lee Rose – author of the books TimePeace: Making peace with time – and the Book of Answers: 105 Career Critical Situations.   I am a business and efficiency coach that specializes in professional development, career management, time management, and work-life balance strategies.

Today we are going to talk about How to deal with competition in the workplace.

Examples:

  • Coworker was made lead to a high profile project while I was on surgery lead. When I came back I was placed on a lower profile project.
  • There’s only one open lead position in the organization and I am competing against 2 other people for the job.
  • My department budget only allows one person to attend this particular conference.  There are 5 people in my group that are vying for the trip.
  • My department gives a MVP award every year.  I want to win the award, but there are 5 other people  in my group.

 More often than not – the feeling of competition comes from the idea of scarcity.  When you believe there are only one spot on the high-profile project, one job available, and one seat on the conference table – then of course there is a feeling of competition.  The face is that there will be other high-profile projects around the corner (that’s not the only one that is ever going to present itself).  There will be other open positions in other departments and groups (this isn’t the last job available ever).  There are other ways to get to a conference (having your department send you isn’t the only option). The MVP isn’t the only award given, your department isn’t the only one that gives out awards, and this isn’t the only year that they give it out.

 

To eliminate the feeling of competition – create your own opportunities.

1)     Network and investigate other leads and job opportunities in other sister departments

2)     Increase your value to other departments, managers, executives and clients

3)     Meet with mentors and experts to get guidance on how to shore up you skill set and talent gaps to get the next high-profile project.

4)     Make yourself visible to high-profile clients to eventually become their pick as a liaison.

5)     Submit abstracts and papers to various conferences.    When you are a speaker at the conference, your admittance is paid for by the conference.  Your department budget isn’t affected.

6)     Offer to assist the marketing or sales departments to create additional opportunities for yourself.

7)     Publicize and clarify your goals to allow others to keep an eye and ear out for you.

 

The Personal Business Commitment plan, the Individual Development Plan and the Individual Network Strategy workbook (all found in the IT Development Toolkit), helps you outline the steps to accomplish the above.

 

Bottom line – There’s rarely only one way to succeed.  Get yourself out of the competition mode by realizing that you don’t only have 1 bite of the 1 apple.  Focus on your ultimate goal.

 

For example – If your goal is to get to the conference, then the goal is to get to the conference.  It’s not to get your department to pay for your conference expenses.

Your goal is to be considered a valuable employee and eventually lead on a high-profile project.  It’s not to be the lead on this particular high-profile project.

 

Once you focus on your real goal, additional alternative routes appear. Others will continue to focus on the more obvious routes.  But if you focus on the path less traveled, you will eliminate much competition.

 

The IT Professional Development Toolkit, goes into the who, what, where, when, why and how to accomplish all of the above. The IT Professional Development Toolkit is covers a comprehensive set of development tools and techniques in less than 10 minutes per practice.  It contains audios, videos, articles, webinars, presentations and practice exercises designed to be less than 5-8 minutes in length.  It can be used as a reference platform or a 12 week course program.

The toolkit comes in two forms:  DVD and online eLearning program.

DVD version  elearning version

 

For more information about the toolkit, click on the above buttons or please go to my website at www.lauraleerose.com

 

Or sign up for my weekly Time and Career Management Newsletter at: http://eepurl.com/cZ9_-/

 

 

How to keep a new employee

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Hello, this is Laura Lee Rose – author of the books TimePeace: Making peace with time – and the Book of Answers: 105 Career Critical Situations.   I am a business and efficiency coach that specializes in professional development, career management, time management, and work-life balance strategies.

Today we are going to talk about how to keep new employees at a company?

  • Why do new employees leave?
  • How can a company on-board them immediately?
  • How to create an environment that makes new employees want to invest in their future with the company?

Most new employees leave because of just a few reasons:

  • They are frustrated with the work that they are assigned;
  • They are offered a better job;
  • They are the wrong fit for this company/job.

To avoid some of these issues, do your homework:

1) Due-diligence in the interview process.  Understand their motives and career goals.  As best as you can, make sure their career goals, personalities and work ethic meets and matches your needs.

This reduces incidents of ”they are the wrong fit for the job”

2) Have copies of your company policies, orientation materials and task procedures (that they will be responsible for) for them.  Make sure your training and procedures are well documented with steps, the reason for doing it this way, and your success criteria (how they know it’s completed correctly).

This reduces the incidents of “they are frustrated with the tasks they are assigned”

Furthermore, give the new employee the responsibility of improving and maintaining the orientation and procedure materials that they are directly associated with.  This gives the new employee some additional creativity and leadership outlet.  Who better to improve your reference materials than the person it is supposed to be assisting.  It also keeps your documents accurate and relevant in your ever-changing environment.

3) Provide career support.  Partner the new employee with a buddy and a mentor.

The buddy is assigned to assist the employee with daily questions on procedures, introductions, and employee insights.  Having one person assigned as a buddy to the new employee avoids the new employee interrupting your entire department with mundane and tedious questions – while providing your new employee the support and information that they need to succeed.

The mentor (which is a different, higher-level person) helps them stay future career focused. The manager should assist the new employee in selecting a proper mentor for the new hire.  The mentor should be aligned with the new hires career goals.  This gives the new hire a window into the different promotional opportunities within the company.

Setup regular one-on-one meetings with the manager:  The meetings can be as frequent as once a week but no less than once every two weeks.  The meetings can be as short as 15 minutes but schedule at least 30 minutes in the calendar.  (Details on agenda topics and frequencies are outlined in the IT Professional Development Toolkit).  This gives them a known and regular time to meet with their manager.  This support encourages transparency and open communication.  The manager should encourage questions and status, because new employees are notorious for keeping problems and issues to themselves.  New employees have a need to ‘prove themselves’ in a new position.  Therefore, they often shy away from giving accurate status or progress information if they fear it will show them in a negative light.  They are under the false assumption that they were hired because of what they ‘know’ and not ‘how they perform’ (which are two different animals).

This reduces the incidents of “they are frustrated with the tasks they are assigned”.  Also – by building a good working relationship with their managers, mentors and co-workers, they will see this as “the better job” – reducing the “they are offered a better job” scenario.

The IT Professional Development Toolkit, goes into the who, what, where, when, why and how to accomplish all of the above.  The IT Professional Development Toolkit is covers a comprehensive set of development tools and techniques in less than 10 minutes per practice.  It contains audios, videos, articles, webinars, presentations and practice exercises designed to be less than 5-8 minutes in length.  It can be used as a reference platform or a 12 week course program.

 

The toolkit comes in two forms:  DVD and online eLearning program.

DVD versionelearning version

 

For more information about the toolkit, click on the above buttons or please go to my website at www.lauraleerose.com

 

Six tips to breeze through a phone interview

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1) Smile and carry yourself as though you are having this interview in person

2) Dress professionally as though you are having this interview in person

3) Look at a picture of your best friend and act as though you are talking to them.  The ease and confidence will come through the phone.

4) Carry on a “give and take conversation” versus a Q&A interview.
For instance, if they ask you how you conduct XYZ – after you have briefly and concisely answered the questions, ask them “what type of tools or procedures do you follow?” or “What do you find to be a pain point in your procedures?” This allows you to learn just as much about them as they do about you.  It also gives you additional opportunities to show skills that directly aligns with their procedures.  For example: After you have bounced the question back to the, you find out that they use ProductX to keep track of their steps.  While you didn’t use ProductX in your last job, you used it in a previous job.  And now you have an opportunity to mention your experience with ProductX.  If you had not bounced back the question at that time – you would not have been able to supply that additional experience that adds value to your background.

5) Take notes.  When you are on the phone, your mind is tempted to wonder directly to an answer, before you even heard the entire question.  Quickly jot down a note if something is triggered while they are speaking.  Then return to listening to them.  You can return to that note afterwards.

6) Avoid the brain-dump.  Because you can not see the interviewer, it’s tempting to catch diarrhea of the mouth.  

It’s easy to assume that you understand the question and feel that you have to give a full biography of everything that you know about that subject. And as you are speaking, you think of more and more things to share.  This comes off more as rambling than informative.   Before you fly-off, pause and paraphrase what you think they are asking – to make sure you are answering the question (and in the level of detail) that they are interested.  If the question is vague, ask for clarification in stead of rambling off in several directions.

Example:  Interviewer: “How did you accomplish that?” – You could go into minute detail of how you coded something.  But if you answer: “That project had many different levels.  Would you like to know the high-level general process? the team, client and executive interactions? or more about the specific coding challenges?”  This shows the interviewer that you are aware of the different levels involved – and want to answer the question that they are interested in.

When you are interviewing in person, you can read body language to see if you are interested in your answer.  But when you are on the phone – you can’t tell if they are shifting in their seats, pacing or rolling their eyes.  So keep your answers concise and brief.  Pause and ask them if they need would like more detail.  Pause and ask them if this is what they were interested in.   Pause and ask them if you have fully answered their questions.arrow2

 

For a detail conversational-interview practice flowchart, please email me at LauraRose@RoseCoaching.info

What should you say and not say during an exit interview?

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Although there are many reasons for leaving a job, it’s a good rule of thumb to leave it on good terms (even if the work environment was difficult).

Some things to consider:
1) When asked “Why are you leaving”, avoid saying anything negative about the position or people that you are leaving.  Focus on the fact that this current position has prepared you for this new opportunity.  Appreciate all the learning experiences and skill set that this current position afforded you.  Without this current position, you would not have been able to advance to the next level.

2) Leave with an attitude of service.  Offer 1 week of limited phone or email consult.  Even though your last two weeks at the current job should be training and handing-off to your replacement; many organizations don’t actually rehire until after you have gone and they may have some questions after you leave.  Offering some availability, illustrates your desire for the department to succeed after you leave.   It’s is not likely that they will call.  But it’s a nice offer to make.

3) When asked “Is there anything we should change, to better retain good employees like yourself?”  be prepared with procedural improvements that support the business mission and goals.  Avoid emotional and personal comments on managers and co-workers.  Focus on steps that will increase the company’s revenue, customer satisfaction, and efficiency.

4) Avoid losing contact.  Keep in touch with all your significant co-workers, managers, mentors and clients from this job.  Business network with these people after you leave.   Things change. Their positions will change; their needs will change; your position will change and your needs will change.  Opportunities will rise because of these business networks.

5) Leave with a strong handshake and smile.  Exit a job just as you would leave a job interview.  Promise to keep in touch and wish them well.

 

ITDevDVDThe Professional Development Toolkit DVD and e-course goes into the who, what, where, when and why of all of the above.

For a limited time only – the first 20 people to register for the course will get in free.   Just enter the coupon code “Open Enrollment” at

https://www.udemy.com/it-professional-development-toolkit/

 

How to handle difficult clients

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How best to manage relationships with clients who can be difficult or trying.

I am a business and professional development coach. My professional website is www.LauraLeeRose.com and my company is Rose Coaching.

Whether you work in the corporate staff environment or own you own business,  you will bump into a dissatisfied customer once and awhile.  Below are some quick tips to diffuse and handle the situation.

1) Understand what your client is trying to accomplish. Most focus on what the thing the client is reporting and not on what the client is trying to accomplish. If you achieve the essence of the client’s goal, he will be appeased – even if the thing he is reporting isn’t fixed.

2) Illustrate that you are on the client’s side. Paraphrase what the client is trying to accomplish and acknowledge that he is frustrated with the current situation. Most difficulties arise when you defend your position against a difficult client. It’s a tricky situation because you don’t want to ‘bad-mouth’ your company. But you do want to acknowledge that this is a frustrating situation.

3) Take responsibility for fixing the situation. Handing-off to a manager or someone else exudes a dismissive attitude. If you can not answer the question, include someone else but stay engaged in the solution. The client wants one point-person to see this crisis through with him. Handing-off to others shows that you don’t really care.

4) Ask the client how they would like it fixed. Since every client is a unique person, you may not be able to read his/her mind. Therefore, ask them how they want this situation to be fixed. If they are invited to be part of the solution, they will not be finding more problems. Some clients will get stuck with the “what is” problem. But guide them into “Although this is a regrettable situation, this is where we are now. What can I do from this point to help you get what you need.”

5) Go above and beyond to make amends. When you make a mistake, go above and beyond to make amends. This may include additional products, services or gifts.

An example that ties all this together. Client is there to purchase an advertized a 2-piece product. You have the first piece but ran out of the second piece (which isn’t supposed to happen). This was your store’s inventory mistake. You ask how the client wants you to fix this, and they state, “I want you to honor your advertizing.” You locate another sibling store that carries both pieces. That store is an hour travel time away. You want to keep the commission so you tell the client to pay for the product here, and pickup the 2nd piece at the other store. (Not taking responsibility for fixing the problem).

Understand what the client is trying to accomplish: Client wants the full product but doesn’t want to add the time and travel to receive it. If the client has to travel another hour to pick up the 2-piece product, they are more inclined to give the commission to the 2nd store. They don’t want to pay you for passing them off to someone else. Offer to ship the product to their home with no shipping charge. Put a rush (next day) delivery from the 2nd store directly to their home – with no charge to the client.  You should also include an additional gift for the inconvenience and shipping delay.

How to Repair a Damaged Relationship with Your Boss

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Hello, this is Laura Lee Rose – author of the books TimePeace: Making peace with time – and the Book of Answers: 105 Career Critical Situations.   I am a business and efficiency coach that specializes in professional development, career management, time management, and work-life balance strategies.

Today we are going to talk about how to improve your working relationship with your boss.

Everyone wants to work well with their co-workers and boss. But sometimes it’s difficult because of personalities or the way people like to work.

Here are some different strategies to consider:

1) How can you tell if the relationship with your boss is repairable?
The best way to see if the relationship can be repaired is to better understand how you work and how your boss works. Taking a personality test like Opposite Strengths System <http://www.oppositestrengths.com>,or * Myers Briggs* personality test. <http://similarminds.com/jung.html>  provides an objective and 360degree assessment.

By understanding the different way people work and how to better relate to those personalities – you are well on your way to repairing the relationship. Since you cannot change how other people react and respond to you – you will need to be willing to make the change. If you are not willing to put in the effort, then the relationship will not change.

2) What if the relationship cannot be repaired but you don’t want to quit?
The best way to change positions within the company is to start business networking with others in the department or area that you want to move into. Start marketing your expertise in their area by volunteering your services, sending helpful articles that point to solutions or new techniques, present Brown Bag Lunch talks on topics of interest, ask to be mentored/coach by others in the other departments, take others to lunch to find out about other opportunities in their area, and schedule an appointment with your HR representative for additional ideas.

Okay – after some soul-searching; you have decided to repair the relationship.  What now?

Here are some quick steps:

1) Acknowledge your part in the broken relationship. Make improvements in your performance, stay positive; don’t place him/her in difficult situations; bring solutions to problems; be open to feedback; don’t take things personally, do what you say you would do and keep him/her in the loop when you can not accomplish it and always stay calm and professional (that means no drama)

2) Understand your boss’ point of view: Go the extra mile; anticipate his/her needs; protect his/her time; and  understand his/her communication
preferences,

3) Focus on your shared/common goals and interests. Includes some personal interchange. Get to know them a little and give your boss the benefit of the doubt.  Another good reference book is Don Ruiz book “The Four Agreements.”.  This is a great personal and professional relationship manual.

4) Tommy Thomas, PhD  and leader in the Opposite Strength System suggests the following:  To improve your relationship with your manager, the main point to remember is to have an attitude of equality. The mistake most people make in their relationships with people they report to is that they confuse the authoritative position that the manager has in the organization with the value the manager has as a person.

So be sure to blend respect for the manager’s position and authority with conveying an attitude of equality.

The IT Professional Development Toolkit, goes into the who, what, where, when, why and how to accomplish all of the above..  For more information about the toolkit, please go to my website at www.lauraleerose.com

For more information about Opposite Strengths System and relationships, check out Tommy’s Relationship Guide. This is a report that will give you detailed, specific coaching on how to approach your manager based on who you are and who your manager is and do so with an attitude of equality. Go to http://www.oppositestrengths.com to learn more.

Try it and let me know what you think.

Beating the winter time office-blues.

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wintertimebluesWinter is coming, and it often brings about a negative mood swing.  Doctors have officially recognized the winter blues as a named, medical condition called Seasonal Affective Disorder, or SAD.  Couple that with the increasing number of disengaged employee base, and we have a SAD office place.

A recent Gallup Poll disclosed startling statistics about the state of disengaged employee base. The survey found 54.7 percent of workers are “not engaged” and another 17.5 percent are “actively disengaged” with their jobs. That means that less than 30% are considered to be engaged with their work. The majority of those less engaged tend to be baby boomers and Gen Xers and tend to be with employees who have been at their company between 3 and 10 years.
There may be several reasons for the disengagement.

1) Employees are not taking full responsibility for their own career and professional development

2) Their current position is not aligned with their professional passions and goals; but are afraid to leave the job.  They are convinced that they can not get the job of their dreams.  Therefore, they disengage.

3) They listen to the news about the job market and feel that they need to stay where they are and not rock the boat.

Disengagement is directly associated with the feeling (or lack of feeling) of autonomy and empowerment.    Most people have more power then they recognize.  Most people have more options than they realize.  But if you don’t believe that you have these choices available to you – then you feel trapped and then you disengage.
Partnering with a mentor(s) or success coach unlocks those limiting thinking.   Look around the office to witness who, in your organization, seem energized and excited.  Ask them “Why, What, Where, When and How”.  Find local heroes and those you admire.  Start up a mentor program of your own (both mentor someone and ask someone to mentor you).   Designing an accountability partner (someone in your corner) is a good defense against winter time blues.

Employers that interview but never hires.

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This is Laura Lee Rose, a business and efficiency coach that specializes in professional development, time management, project management and work-life balance strategies.  In my Professional Development Toolkit package , I go into professional development and real-world IT topics in detail. If you are interested in more training in these areas, get signed up

 I know the usual reasons for not hiring a particular individual, such as under-qualification or just-not-a-fit; but what are the reasons employers interview and then decide not to hire anyone?

There are often different reasons why employers interview and then don’t hire.  Because reasons are normally asynchronous to the hiring process, they are less evident.

Since the interview process takes time and money (from advertizing for the position, filtering and sorting incoming resumes, initial candidate screening and the interview meeting),no company goes into this process with the idea that “they do not intend to really hire anyone”.  They enter this process with the full intention of finding good candidates and eventually a good employee.

But because this process takes time, things can change during the interview process itself.  The longer it takes to find someone, the higher the risk of something changing.
Some things that they may realize during the interview process are:

1) The longer it takes to find the right person, the higher the risk that they realize that this position isn’t as critical as first thought.  They may feel that they are doing fine without the extra hand.  After viewing several candidates, they realize that they rather train and promote from within. Or they find that they have actually completed the project that they were trying to hire.
2) The position disappears because of an re-organization or business strategy change. It could be combined with some other role or eliminated altogether.
3) A new project management strategy is instituted such that either the schedule is extended to allow the current resources to handle the added tasks; or the project scope is diminished such that the current resources are satisfactory.
4) A hiring freeze was just initiated.
5) A different way of subsidizing the resources is implemented instead. This could be a short-term contractor, an affiliated partner is providing the service (outsourcing), the company decides to eliminate that service altogether (and refer clients to their referral partners)

It’s important for job seekers to not take it personally, and work hard to stay on these potential employer’s radar.  Things change – which means things will change again.  If you stay on their radar (through continued business networking techniques), when things change back again, you are on the top of their Rolodex.

In the Professional Toolkit, I provide worksheet, templates and guidance on how to accomplish these things.    The Book of Answers: 105 Career Critical Situations  contains 105 work-life scenarios like the above.  The scenarios show how to accomplish your goals in similar situation.

For more information on how to get this toolkit or the “Book of Answers” email LauraRose@RoseCoaching.info