What should job hunters highlight for a contract job?

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

What special steps do job hunters need to take if a company is contracting?

If a company is looking to hire contract consultants, their main focus is to make sure the candidate will hit the ground running. People are normally searching for contracts because:
1) They are behind in their delivery schedule and are looking to quickly make-up the time with additional resources with no need for training or learning-curve costs.
2) They don’t have the expertise in-house to accomplish the task – and do not have the time or budget to training in-house expertise
3) They discovered an unexpected need for an additional resource with a certain skill sets and they don’t have any available people at this time.
In all three cases, the contractor will have a limited time to produce. Therefore, they need to emphasize that they have the ability to produce at the get-go. Therefore, in your resume, highlight past products and services that are comparable to the current position needs. Illustrate the design to market speed rate of your past contracts. Include satisfied client testimonials on your professionalism and productivity.
In my Professional Toolkit, I provide worksheet, templates and guidance on how to accomplish these things.  For more information on how to get this toolkit, please contact:

vConferenceOnline.com/Bits on the Wire, Inc.
6420 E. Broadway, Suite A300
Tucson, AZ 85710
520-760-2400 or (877) 853-9158
info@vconferenceonline.com

Try it and let me know what you think.

How to handle jealousy in the office

I received the below great question a few days after my Art of War for Product Managers and High-Performing Professionals.  I thought you might be interested in the answer as well.

Q: Many senior employees work under my lead. In this case, many other senior employees think that what a lucky me. Jealousy is coming up from them. Do you have any tips for me as new entrant in product management to face this kind of condition?

Thank you for writing me. And congratulations for getting such an amazing position! You deserve it.
I do understand about jealousy. Jealousy is more about your senior employees’ confidence level in themselves. If one is competent, well-balanced and talented – there is no need to be jealous or even feel a need to defend ourselves. Even understanding this, you still may have some conflicts in the office.

3 tips to reduce:

  1. Take on the attitude of service. They are senior employees and know a great deal about their area of expertise. Give them their due respect in their field. Acknowledge that, even though you feel they are working under your lead, you are actually in a service position. They know way more about their jobs than you do. But you know way more about directing traffic than they do. Acknowledge that without their piece, there would be no product release. Acknowledge that their position and experience is very valuable and critical to the product success. Continue to openly appreciate their position in the stream of things (tell them how much you admire what they do). Continuously remind them that the purpose of your position is to be of service to them. (All great leaders take on the attitude of service.)  Continue to ask them what they need from you to help them achieve their goals. Explain to them that you admire what they do (they are the drivers that will get the product released). And that you see yourself as the traffic cop whose job is it to keep the traffic moving smoothly, in the right direction, and avoid traffic jams to get the product out the door on time.
  2. If someone seems particularly envious or jealous, maybe they want to be a product manager. Ask them if they really want to be a product manager? Do they want you to put in a good word for them in your department? Help them get the job that they really want. If they really want to get into the product management arena, start introducing them to the staff and management of the team. Share the type of tasks and experience that they need to do the job. Share what a day in the life of a product manager looks like. Take them to lunch with some of your department staff. Keep that service attitude – and ask them what you can do to help.
  3. Sun Tzu (author of Art of War) would say: “Keep your friends close and your enemies closer”. Make these people your friends. Periodically bring in breakfast or snack treats to their staff meetings or labs (where ever they gather in a group), make public announcement of appreciation when they do something that you have been asking the team for; write thank-you email to them and their managers – when they turn in their status reports early, show appreciation when they are doing what they are supposed to be doing (and make sure their managers get a copy of these things to show that you are on these people’s side); and acknowledge acts that make your job run smoother and easier. Keep your manager and their manager aware of the good things that are going on in the group (this shows the individuals that you are on their side to get them a good performance review). Take the most troublesome folks out to lunch and ask them for their advice on some things OR -better yet – say that you want to understand better what they do. People love to talk about what they do and give their opinions on things. Asking about them is another way of showing respect and interest in them. The more time you spend understanding them, the more they will take the time to understand you. The more you understand how they work, the better you can devise processes that naturally blend with the way they already work. Treat them with the respect that senior employees are due. Consider their insight, feedback and advice. Choose the path that feels right for you (which probably will include some of their ideas and your ideas). Don’t do what they say, just because they say it. But use their insight to improve your product process so that it better fits into what they are already doing.  The more things you implement that naturally fit the way things work – the easier your life with be.

You can’t change how people treat you. But you can 100% control how you treat others. Make your “service attitude” more public – to show them that you’re there to help them achieve their goals. Continue to remind them that you know that they are doing the significant, heavy lifting in the product design and implementation. Your role is to help the team achieve their common and shared goal. If you approach this with the service-attitude, you are more likely to reduce much of the negativity.

p.s. Keep all your “thank-you” notes and notes of appreciation in your Achievement Folder….so that if something comes up in your performance review, you can show tangible evidence that your intend was not to agitate. Document everything as you go along — so that at the end of the year (performance review time) – you don’t have to remember what you did all year.
Try it and let me know what you think.

Even when everyone does everything right….

Victor Hugo’s Les Miserables story shows that even when everyone is doing what they are supposed to be doing, there will be conflicts and oppositions.  Set in the backdrop of the French Revolution, the characters both implodes and explodes because of these diverse principles.

The story is more rich than this quick summary depicts; but these are just quick examples of how even when people are doing what they feel they must do – there are conflicts and opposition.

 

  • Jean Valjean steals bread to feed his sister’s family, and is sentenced to jail.  He was trying to do what he was supposed to do, in providing for his family.  Jean Valjean completes his sentence, but is on parole forever.  Because he has a criminal record and is on parole, society ostracizes him.  He cannot find  ‘honest’ work.   He soon realizes that he cannot provide for anyone under the title of convict/parole.  So he breaks parole to start a new life.

 

  • M. Myriel, the kindly bishop of Digne, provides Jean Valjean with the means to start a new life.  Even though the bishop was ‘breaking the law’ by harboring a criminal – he was doing what he was supposed to do by saving a soul.  At that point Jean Valjean committed to use the riches to enrich other people.  With his new life, Jean Valjean becomes a benevolent business owner and major.  He supports and watches over his entire town.

 

  • Fantine (single mother) tries everything to provide for her daughter, Cosette.  Because she is a single mother, society ostracizes her and it’s difficult for her to get ‘honest’ work.   As a last resort, she sells her hair, teeth and finally herself to send money to her daughter.  She was trying to do what she was supposed to do – in providing for her daughter.
  •  Javert, Montreuil’s police chief, is duty-bound to hunt criminals and people that break parole.  His job is to capture Jean Valjean if/when their paths cross.

 

The character list continues as the above.  Most characters have very good reasons for doing what they do.  As you look at each character separately, they are doing exactly what they are supposed to be doing.  Set during the pre-ample of the French Revolution (an even larger conflict), each of these characters are met with situations that challenges their core principles.  The colliding of these diverse (yet reasonable) principles both implodes (by Javert’s suicide) and explodes (revolution).

 

This concept is great for any personal or professional interaction.  Give others the benefit of the doubt in the office boardroom, meetings, and project schedule conflicts.  Most people are actually trying to do the right thing.  If you can pause and view the situation from their perspective, you may be able to recognize other alternatives in which everyone can win.

 

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.

Should I hire over-qualified people?

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_-/

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