Job satisfaction of working parents nose-dives in the five years after the birth of a first child. They sleep less, make more mistakes and spend up to half their time distracted.
90% of employed parents say they are stressed trying to balance responsibilities at work with those at home. Most also complain that their employer doesn't seem to care. What can you do?
Fortunately, there’s an answer that 85% of working parents say they want it and none of your competitors gives them. As a result you can:
- Grow commitment of working parents up to four fold and increase their focus on the job
- Build confidence and practical skills that make employees more productive
- Reduce the amount of time workers take off because of child-related issues at home
- Gain a distinct, competitive advantage in the battle for talent
- Help society too, by improving social mobility
To find out what this magic ticket is, listen to this 25 minute webinar and find out how to harness the power of working parents.
Speaker: Octavius Black, CEO of Mind Gym
New Testament Survey no.6 : John - His Gospel AccountClive Ashby
As part of the Course on the New Testament, Session 6 provides an overview of the writing of John - His Gospel on the life of Christ. (This is part of the New Testament Survey Course taught at Harare Theological College - 2016)
28 ABY En las misteriosas cuevas de Ilum, Anakin debe crear su sable de luz tras enfrentarse a los demonios de su pasado —y su futuro. Una vez completado el sable, Anakin se une a su maestro, Obi-Wan Kenobi, en una misión que le llegará a lo más hondo de su miedo, ira y poder.
Job satisfaction of working parents nose-dives in the five years after the birth of a first child. They sleep less, make more mistakes and spend up to half their time distracted.
90% of employed parents say they are stressed trying to balance responsibilities at work with those at home. Most also complain that their employer doesn't seem to care. What can you do?
Fortunately, there’s an answer that 85% of working parents say they want it and none of your competitors gives them. As a result you can:
- Grow commitment of working parents up to four fold and increase their focus on the job
- Build confidence and practical skills that make employees more productive
- Reduce the amount of time workers take off because of child-related issues at home
- Gain a distinct, competitive advantage in the battle for talent
- Help society too, by improving social mobility
To find out what this magic ticket is, listen to this 25 minute webinar and find out how to harness the power of working parents.
Speaker: Octavius Black, CEO of Mind Gym
New Testament Survey no.6 : John - His Gospel AccountClive Ashby
As part of the Course on the New Testament, Session 6 provides an overview of the writing of John - His Gospel on the life of Christ. (This is part of the New Testament Survey Course taught at Harare Theological College - 2016)
28 ABY En las misteriosas cuevas de Ilum, Anakin debe crear su sable de luz tras enfrentarse a los demonios de su pasado —y su futuro. Una vez completado el sable, Anakin se une a su maestro, Obi-Wan Kenobi, en una misión que le llegará a lo más hondo de su miedo, ira y poder.
Pastor Elio Marrocco's "Heaven and Hell" sermon at New Life Christian Church on August 17, 2014. You can learn more about New Life Christian Church here: http://www.newlifecc.ca
For Teenagers: Books of the Bible OverviewChris Yeo
Here the books of the Bible are presented in a way which clearly shows the structure and organisation of the Bible, making it easier for you to memorise the books of the Bible.
In Psalm 82, God (Elohim, singular) stands in the divine assembly of elohim (plural)– lesser, created, divine/spiritual beings. At least some of these elohim are condemned by God for not exercising justice when governing the nations. They were supposed to govern justly concerning the poor, needy, fatherless, powerless – but they didn’t do their job. Therefore God says these disobedient elohim will die like mortals. Then the Psalmist prays that the LORD manifests His justice over all the nations – for they’re all, ultimately, the LORD’s inheritance.
Imagine going to a physician for treatment and the doctor starts talking to you about your sins!
When Jesus heals the paralyzed man in Capernaum, He once again demonstrates His authority -- the authority to even forgive sin.
Seeing true faith -- faith that manifests itself in action, in spite of difficulties -- Jesus, the prophesied Son of Man from Daniel 7:13-14 (cf. Mk 14:61-62), does what only God can do.
The religious leaders present consider Christ's claim to forgive sin to be blasphemy. But Jesus provides eye-opening evidence of His divine authority and of the prophesied Kingdom of God He inaugurated.
Just as Jesus healed the man from His physical paralysis and freed him from his mat, He can heal us from our spiritual paralysis and free us from our sin.
For the audio, video and more from this lesson, please visit: https://catchforchrist.net/mark-2-1-12-bible-study/
This is a series of ten lessons on the attributes of God. These lessons are not meant for seminary study, but for the everyday believer who wants to gain a practical understanding of the subject for their own personal growth and reading; for small group bible studies, or for teaching and edification in church.
This is a study of Jesus as the giver of abundant life. What this means is explained by several authors. We know it is the life we all dream of having, and can have only through Jesus.
Whether you’re a first time tenderer or an old hand, our experts can help at every stage of the process. From policies and bid writing through to your final presentations, winning that bid is easier with us.
Pastor Elio Marrocco's "Heaven and Hell" sermon at New Life Christian Church on August 17, 2014. You can learn more about New Life Christian Church here: http://www.newlifecc.ca
For Teenagers: Books of the Bible OverviewChris Yeo
Here the books of the Bible are presented in a way which clearly shows the structure and organisation of the Bible, making it easier for you to memorise the books of the Bible.
In Psalm 82, God (Elohim, singular) stands in the divine assembly of elohim (plural)– lesser, created, divine/spiritual beings. At least some of these elohim are condemned by God for not exercising justice when governing the nations. They were supposed to govern justly concerning the poor, needy, fatherless, powerless – but they didn’t do their job. Therefore God says these disobedient elohim will die like mortals. Then the Psalmist prays that the LORD manifests His justice over all the nations – for they’re all, ultimately, the LORD’s inheritance.
Imagine going to a physician for treatment and the doctor starts talking to you about your sins!
When Jesus heals the paralyzed man in Capernaum, He once again demonstrates His authority -- the authority to even forgive sin.
Seeing true faith -- faith that manifests itself in action, in spite of difficulties -- Jesus, the prophesied Son of Man from Daniel 7:13-14 (cf. Mk 14:61-62), does what only God can do.
The religious leaders present consider Christ's claim to forgive sin to be blasphemy. But Jesus provides eye-opening evidence of His divine authority and of the prophesied Kingdom of God He inaugurated.
Just as Jesus healed the man from His physical paralysis and freed him from his mat, He can heal us from our spiritual paralysis and free us from our sin.
For the audio, video and more from this lesson, please visit: https://catchforchrist.net/mark-2-1-12-bible-study/
This is a series of ten lessons on the attributes of God. These lessons are not meant for seminary study, but for the everyday believer who wants to gain a practical understanding of the subject for their own personal growth and reading; for small group bible studies, or for teaching and edification in church.
This is a study of Jesus as the giver of abundant life. What this means is explained by several authors. We know it is the life we all dream of having, and can have only through Jesus.
Whether you’re a first time tenderer or an old hand, our experts can help at every stage of the process. From policies and bid writing through to your final presentations, winning that bid is easier with us.
My First 90 Days - Strategies for SuccessSuresh Kodoor
Your First 90 days in a new organization are critical in laying a strong foundation for sustained long-term success. Plan to follow a defined framework to make your transition to the new Company a success for everyone involved!
Learn the Top 10 Employee Management Mistakes and How to Avoid Them in this informative ebook. This is an excellent resource for small business owners and managers.
5 Strategies to Combat the Great ResignationCBIZ, Inc.
COVID-19 has led to the Great Resignation — millions of people, from frontline workers to senior executives, voluntarily quitting their jobs. Looking forward, 23% of employed Americans plan to resign by November 2022.* This article details how your organization can avoid being hit by the mass exodus.
Employee Retention Strategies to Survive the Great ResignationKashish Trivedi
Onboarding reflects what your company is and ultimately leaves the first impression on new employees. A report indicates a 2.6 times increase in job satisfaction among new employees when they have a positive onboarding experience.
You can rely on learning management tools that streamline difficult or time-consuming procedures for companies to hire new employees. Leveraging a comprehensive learning platform allows you to create personalized onboarding experiences for new employees.
Extra steps need to be taken to make sure employees joining remotely feel integrated into their team. To achieve this, you could implement a virtual onboarding program that may utilize internal bots to help facilitate a more seamless connection within your team. Check for chatbot pricing and integrate an employee engagement bot within your onboarding activities to encourage icebreaker conversations.
IT Interview Tips: Your Guide to an Exceptional InterviewModis
Securing a job is important, but you can't land a new opportunity until you ace your interview. We've put together some great tips and tricks to make sure that your job interview goes smoothly. From social media, to Q&A & even to salary negotiations, this slideshow has the information you need to succeed when interviewing and going through the hiring process.
You may be at the stage where you're clear about the career path you want to take and have already done your research. Or you may be overwhelmed by the amount of options out there. Don't worry. Everyone's transition is different so don't be concerned if you're still unsure. More details of stages and questions are contained in our online transition guide – Your Transition – 3 Steps to Success.
Hiring and firing is a crucial topic for the selection and termination of employeee and the preferencess totally changed regarding selection of employees after covid-19
The Future of Employee Benefits: Trends to Retain and Attract Top TalentAggregage
https://www.compandbenefitstoday.com/frs/23182614/the-future-of-employee-benefits--trends-to-retain-and-attract-top-talent/email
The employee benefits landscape has changed significantly since the pandemic. As a result, benefits products and services have evolved and will continue to do so. Employee preferences are also evolving. How do you find the balance between equity, diversity, alignment, and affordable benefits? The key to employee retention and attraction in this new era is a holistic approach to your total rewards strategy.
Join Sharell Thomas-Hodge, total rewards director and consultant, for this engaging and informative conversation.
Learning objectives:
• Examine the latest benefits trends and innovations
• Review what best practice actually looks like and how your organization can achieve it
• Explore cost-effective options that provide competitive benefits that will retain and attract talent
Build it | Glenn Elliott & Debra Corey | A guide to the best Employee Engagem...Muhammad Nizam Uddin
Build It: The Rebel Playbook for World Class Employee Management by Glenn Elliott (A software engineer by training and MBA drop out by choice, it took a ten-year corporate career for him to understand how employee disengagement feels.) & Debra Corey (Author, speaker, global rewards director and employee engagement rebel).
As a pioneer in the staffing industry, and in the study of workforce preferences, Kelly takes a high-level look at collaboration as it pertains to the global worker today. In addition to analyzing worker preferences and psychographic insights based on survey data from the 2015 and 2014 Kelly Global Workforce Index™ (KGWI), this report pulls insights from Kelly Free Agent research (2015) survey data and other research sources. Unless otherwise noted, all statistics come from recent Kelly workforce research data.
Maßnahmen gegen den Fachkräftemangel in Europa in den Bereichen Mathematik, Informatik, Naturwissenschaft und Technik: Warum eine Strategie der Inklusion entscheidend ist.
Wenn wir den massiven Fachkräftemangel in den MINT-Berufen (Mathematik, Informatik, Naturwissenschaft und Technik) in Europa lindern wollen, müssen wir schleunigst damit beginnen, mehr Frauen einzustellen. Und wir müssen dabei an einem Strang ziehen. Zur Optimierung des MINT-Talentepools durch größere Diversität bedarf es jedoch mehr als nur ein wenig zusätzlicher Mühe bei der Personalanwerbung. Vor allem gilt es, ein Klima der Inklusion zu schaffen, das die Einstellung und Bindung von Frauen in der MINT-Branche begünstigt. Gleichzeitig müssen Unternehmen die Beseitigung von Vorurteilen und Barrieren zur Priorität erheben und zur Chefsache erklären; Führungskräfte müssen aktive Unterstützung leisten und institutionelle Verantwortung übernehmen. Des Weiteren ist es von wesentlicher Bedeutung, Frauen in diesen Berufen ein besseres Mentoring zu bieten und die Diversität weiter zu erhöhen. Denn es steht eine ganze Menge auf dem Spiel – und das betrifft nicht nur Ihr Unternehmen, sondern die Zukunft der Branche in ganz Europa.
Als Pionier auf dem Gebiet der Personaldienstleistungen und der Erforschung von Arbeitnehmervorlieben bietet Kelly Services eine umfassende Analyse, die verdeutlicht, weshalb es so wichtig ist, gegen die Unterrepräsentation von Frauen in Europas MINT-Branche anzugehen. Dabei untersuchen wir auch, welche Faktoren Unternehmen berücksichtigen müssen, um diese Spezialistinnen langfristig zu binden.
Neben der Analyse von Arbeitnehmervorlieben und psychographischen Einblicken auf Grundlage der Umfrageergebnisse aus dem Kelly Global Workforce Index von 2014 und 2015 werden in diesem Bericht auch Erkenntnisse aus der Kelly Free Agent Research-Studie von 2015 und sekundären Quellen berücksichtigt. Sofern nicht anders angegeben, stammen alle Statistiken aus aktuellen Arbeitsmarktstudien von Kelly.
The Kelly Global Workforce Index (KGWI) is an annual global survey that is the largest study of its kind. In 2015, Kelly collected feedback from 164,000 workers across 28 countries across the Americas, EMEA, and APAC regions and a multitude of industries and occupations.
This study is taking a high level look at:
- Work-Life Design as it pertains to the global worker today.
- Women in STEM Talent Gap - a study that at the gap of women talent in STEM – Science, Technology, Engineering and Math – fields.
- Career Management – specifically the emerging trend of do-it-yourself (“DIY”) career development – as it pertains to the global worker seeking to be as resilient as possible in today’s uncertain environment
- Collaborative Work Environment as it pertains to the global worker today.
Here is our second global report on the topic Women in STEM.
This comprehensive program covers essential aspects of performance marketing, growth strategies, and tactics, such as search engine optimization (SEO), pay-per-click (PPC) advertising, content marketing, social media marketing, and more
New Explore Careers and College Majors 2024.pdfDr. Mary Askew
Explore Careers and College Majors is a new online, interactive, self-guided career, major and college planning system.
The career system works on all devices!
For more Information, go to https://bit.ly/3SW5w8W
Want to move your career forward? Looking to build your leadership skills while helping others learn, grow, and improve their skills? Seeking someone who can guide you in achieving these goals?
You can accomplish this through a mentoring partnership. Learn more about the PMISSC Mentoring Program, where you’ll discover the incredible benefits of becoming a mentor or mentee. This program is designed to foster professional growth, enhance skills, and build a strong network within the project management community. Whether you're looking to share your expertise or seeking guidance to advance your career, the PMI Mentoring Program offers valuable opportunities for personal and professional development.
Watch this to learn:
* Overview of the PMISSC Mentoring Program: Mission, vision, and objectives.
* Benefits for Volunteer Mentors: Professional development, networking, personal satisfaction, and recognition.
* Advantages for Mentees: Career advancement, skill development, networking, and confidence building.
* Program Structure and Expectations: Mentor-mentee matching process, program phases, and time commitment.
* Success Stories and Testimonials: Inspiring examples from past participants.
* How to Get Involved: Steps to participate and resources available for support throughout the program.
Learn how you can make a difference in the project management community and take the next step in your professional journey.
About Hector Del Castillo
Hector is VP of Professional Development at the PMI Silver Spring Chapter, and CEO of Bold PM. He's a mid-market growth product executive and changemaker. He works with mid-market product-driven software executives to solve their biggest growth problems. He scales product growth, optimizes ops and builds loyal customers. He has reduced customer churn 33%, and boosted sales 47% for clients. He makes a significant impact by building and launching world-changing AI-powered products. If you're looking for an engaging and inspiring speaker to spark creativity and innovation within your organization, set up an appointment to discuss your specific needs and identify a suitable topic to inspire your audience at your next corporate conference, symposium, executive summit, or planning retreat.
About PMI Silver Spring Chapter
We are a branch of the Project Management Institute. We offer a platform for project management professionals in Silver Spring, MD, and the DC/Baltimore metro area. Monthly meetings facilitate networking, knowledge sharing, and professional development. For event details, visit pmissc.org.
Exploring Career Paths in Cybersecurity for Technical CommunicatorsBen Woelk, CISSP, CPTC
Brief overview of career options in cybersecurity for technical communicators. Includes discussion of my career path, certification options, NICE and NIST resources.
Making Your Move: How to make a smooth transition to a new job.
1. DAN TRUPP AND RAY BROWN
HOW TO MAKE A SMOOTH
TRANSITION TO A NEW JOB
MAKING
YOUR MOVE:
2. /02
Whether you’re in your first job out of college or a
mid-career engineering professional looking to make a
change, when it’s time to make a career move, there are
many things to consider besides landing a new position.
Let’s face it: the time surrounding a career move is one of upheaval, from resigning
from your old job to integrating properly into your new company. And without proper
guidance, this upheaval, though exciting, can feel overwhelming. After all, you don’t
want to burn any bridges when transitioning out of one position into a new one where
there are a lot of unknowns.
This ebook is structured to guide you smoothly and effectively through the process of
transitioning to a new job by making informed decisions and taking appropriate actions.
INTRODUCTION
KEY HIGHLIGHTS
In this ebook, you’ll
learn how to:
• assess your motivators
for wanting another job
• resign amicably
• make the most of the
onboarding process
• integrate into your new
company’s culture
4. Before looking for another job, it’s wise to spend some time reviewing exactly why you
want to move on from your current position. Set some time aside to find out what your
precise pain points are, because by analyzing the reasons you want to leave, you’ll be
better equipped to accept a new position that doesn’t have the same drawbacks and
meets more—or even all—of your requirements.
The reasons for wanting to find another job can vary from person to person, but the 2014
Kelly Global Workforce Index shows there are a number of commonly cited causes, including:
• Dissatisfaction with salary, benefits, and other financial incentives. This pain point
is cited by 60 percent of engineers as a reason to look for another job with a different
employer. Dissatisfaction can easily occur if you’ve been with your employer for a
couple of years and have been given more responsibilities—but your compensation
hasn’t increased correspondingly. At the same time, you might learn about
comparable positions that simply pay more or have better incentives.
• Lack of opportunities for advancement. Almost half of all engineers would leave
their employer if there were no more room for growth with the company. A lack of
opportunities for advancement can occur for any number of reasons, including
limitations due to the size of the company, corporate hiring practices, or in-house
competition for promotions. Whatever the reason, it’s usually preferable to move on
than to stagnate.
PART I: MOTIVATORS FOR MAKING A MOVE /04
60 percent of
engineers cite
dissatisfaction with
salary, benefits, and
financial incentives
as a reason to look
for another job.
DISSATISFACTION
WITH SALARY
60%
5. /05PART I: MOTIVATORS FOR MAKING A MOVE
• Inferior work-life balance. Increasingly more workers are looking for a good work-life
balance, meaning they’re looking for more flexible work arrangements, less overtime,
and, in general, a better time distribution between their professional and personal
lives. As a result, 38 percent of engineers cite an inferior work-life balance as a reason
to make a career move.
• Current management. Almost a third of all engineers mention current management
as a reason for changing jobs. Whether it’s the inability to see eye-to-eye or issues with
the way a department is being managed, problems with management can be a major
pain point.
• Poor staff morale. Low employee morale can result from many things including
constantly changing goals, misunderstood expectations or lack of communication.
And, according to 31% of engineers, it’s a powerful motivator to look for another job.
38 percent of engineers
cite an inferior work-life
balance as a reason to
make a career move.
INFERIOR WORK-
LIFE BALANCE
38%
6. /06PART I: MOTIVATORS FOR MAKING A MOVE
• Stress. Work can be stressful for any number of reasons, varying from being
overburdened or participating in difficult projects to friction with colleagues or the
company suffering financially. Almost a quarter of engineers name stress as a reason to
look for another job.
• Lack of training and development programs. In our rapidly changing society where
innovation and the adoption of new technologies occur at a rapid pace, it’s imperative
for workers to continue to develop professionally. That’s why it’s unsurprising that
almost a fifth of all engineers cite a lack of training and development programs as a
reason to leave their current job.
• Lack of global or international opportunities. With increased globalization, 20
percent of engineers state a lack of global or international opportunities is a reason
to change jobs.
20 percent of
engineers state
a lack of global
or international
opportunities is
a reason to
change jobs.
LACK OF
OPPORTUNITIES
20%
8. Once you’ve decided to make a move from your current employer, it’s crucial that
you don’t just take the first opportunity that comes up simply because you need a
change. You need to make sure you’re making a better move that will advance your
personal and professional goals.
Keeping your current pain points in mind, make a detailed wish list for your new position
that considers aspects such as compensation, company culture, room for growth, work-
life balance, and opportunities to work internationally or in cutting-edge fields. Decide
on which points you’re prepared to compromise and which are non-negotiable, and use
this list as a guide when evaluating potential positions.
Once you begin the job search process, refer to the Kelly Engineering Resources®
ebook
—Weighing Your Career Options—to guide you through the steps necessary to properly
evaluate job offers and select the one that’s best for you.
PART II: MAKING A BETTER MOVE /08
BY ANALYZING
THE REASONS
YOU WANT TO
LEAVE YOUR OLD
JOB, YOU’LL BE
BETTER EQUIPPED
TO ACCEPT A
NEW POSITION
THAT MEETS
MORE—OR EVEN
ALL—OF YOUR
REQUIREMENTS.
10. /10
The resignation process is one of the most sensitive aspects of transitioning to a
new job. Even if you’ve signed a contract with your new employer and have agreed
on a start date, it’s crucial that you handle your exit from your current organization
professionally. Remember: you don’t know when you’ll need a reference from your
current boss or an old colleague, so do everything you can to ensure an amicable
resignation process. Here are some do’s and don’ts to bear in mind:
• Do know exactly why you’re resigning. Especially if you find it difficult to say
goodbye, use the pain points list you created in Part I of this eBook to remind
yourself why this position is no longer good for you. If you’ve already accepted
another position, make a list of why you prefer this new job and how good it will be
for your career.
• Don’t use your resignation as a way to leverage a counteroffer from your current
manager. You can read more about this in the following chapter, but overall, when
announcing your resignation, you should be 100 percent certain that you will be
leaving your current employer, as well as prepared to leave immediately in the
unfortunate event you’re asked to.
• Do make an appointment with your manager to resign in person. During this
meeting, inform your manager that you’re resigning and state the exact date
you’ll leave.
PART III: THE RESIGNATION PROCESS
You should be 100
percent certain that
you will be leaving
your current employer.
BEFORE RESIGNING,
BE CERTAIN.
100%
11. /11
• Don’t feel pressured to volunteer more information than necessary. Even if you
have a good relationship with your manager, providing too much information can
work against you in the event matters become disagreeable. It is likely that your
manager will be interested in the reason you are leaving, so give some thought to
this ahead of time so you are prepared with a respectful response.
• Do offer to help make the transition to your replacement as smooth as possible.
You can offer to train your replacement or, in the event your position involves highly
specialized work, be available for questions after you leave.
• Don’t inform your colleagues you’re leaving until you’ve told your manager. You
don’t want your manager or somebody in HR to hear about your resignation through
the grapevine.
• Do follow up your verbal resignation with a written letter to your manager and HR.
This formally indicates the termination of your employment and will be added to
your employee file.
PART III: THE RESIGNATION PROCESS
12. /12
• Don’t add more information than necessary to the letter. It should state your
resignation and the termination date of your employment (usually two weeks after
your resignation, unless otherwise specified in your contract or negotiated by your
employer). Other than that, omit information such as your reason for leaving or who
your new employer is. As a rule of thumb, keep your letter of resignation short and
to the point.
• Do thank your boss for the time you spent at the company. In your letter, state
again that you’re willing to help make a smooth transition to your replacement, and
also indicate your intentions to remain on good terms.
• Don’t include any emotional or unprofessional statements. Even if you can’t wait
to leave the company, keep your letter of resignation as professional and amicable
as possible.
Depending on the circumstances of your resignation, your last weeks at your current
company can be pressure-filled and very busy. Many employers take advantage of the
offer to train a replacement, so be prepared to work very hard for a while. But no matter
how busy you are, don’t forget to contact HR about things such as unused vacation days,
signing bonuses, pension, and any other matters that need to be addressed in order for
you to wrap up your old job and move on to your new position.
YOU NEVER KNOW
WHEN YOU’LL NEED
A REFERENCE, SO DO
EVERYTHING YOU
CAN TO ENSURE
AN AMICABLE
RESIGNATION PROCESS.
PART III: THE RESIGNATION PROCESS
14. When you announce your resignation, your employer could well make you a counteroffer
in an attempt to get you to stay. However enticing the offer may be, it’s almost never a
good idea to accept it, and here’s why:
• Counteroffers are often made to avoid inconvenience. It costs time and money to
find and train a replacement, so it’s only logical that your current employer will try to
get you to stay. However, what often happens is that the promises leveraged during
a counteroffer are merely a fast tracking of a salary raise and/or promotion you would
have coming anyway. This means that if you accept the counteroffer, you’ll merely have
temporarily speeded things up—but you’ll likely have to wait longer for any future
raise or advancement opportunity. Moreover, situations like these beg the question:
why didn’t they offer you the raise or promotion earlier?
• Oftentimes, a counteroffer is made as a temporary fix while your employer
searches for a replacement. This means that as soon as your employer finds a good
candidate, you could be cut loose. Remember: everybody’s replaceable, and your
employer knows it. It then becomes only a matter of time before your employer can
get your replacement up to speed.
PART IV: COUNTEROFFERS /14
15. • Your loyalty will likely be called into question. If you’ve indicated that you want
to leave, there’s one thing that often can’t be fixed: the trust between you and your
employer. In fact, it could be irrevocably damaged. You could find yourself locked out
of opportunities because your loyalty to the company is called into question.
• No matter how attractive a counteroffer, it usually doesn’t address the pain points
that caused you to look for another job in the first place. Getting a raise or being
promoted won’t address any issues you have with management or might not positively
impact your work-life balance. Bear your pain points in mind and assess objectively
whether a counteroffer can truly address them.
• You don’t want to burn bridges with your potential employer. If you’re really
interested in working for the company that made you the offer that caused you
to resign, you don’t want to burn any bridges. But if you accept a counteroffer,
you’ll most likely forfeit any future chances of working at the company that caught
your interest.
Statistics show that the majority of workers who accept a counteroffer find themselves
back on the job market within a year. This can either be because they’re let go by their
employers or because they resign due to pain points that haven’t been addressed. The
numbers don’t lie: it’s rarely a good idea to accept a counteroffer, so give any you receive
proper consideration.
/15PART IV: COUNTEROFFERS
STATISTICS SHOW THAT
THE MAJORITY OF
WORKERS WHO ACCEPT
A COUNTEROFFER FIND
THEMSELVES BACK
ON THE JOB MARKET
WITHIN A YEAR.
17. /17PART V: MAKING THE MOST OF THE ORIENTATION PROCESS
Your first months at your new company lay the foundation for the rest of your career
with your new employer. The sooner you can become productive, the better your job
prospects and the higher your chances of a successful career. That’s why it’s important
that you make the most of your orientation process and learn how to navigate the
company as soon as possible.
Your primary goal during the orientation process should be to get the resources you
need to do your job well and function within the company. Keep the following points
in mind:
• Be proactive. Your colleagues might think you know everything by the end of the first
week, but more often than not, you’ll still be in a learning curve. Be proactive and do
your best to find out all of the information you need by asking questions, requesting
assistance, and even shadowing others on specific tasks when necessary.
• Know the members of your team. Though this might seem like a logical step, it’s
not unusual for a new hire to walk into an office, only to be left to his or her own
devices on the first day because everybody’s so busy. Instead of waiting for people
to come to you, reach out to colleagues to introduce yourself. Ask your manager
to identify colleagues with whom you’ll be working most closely, and make a list of
their names and job titles. Then do your best to establish strong relationships with
these team members.
18. /18
• Get your equipment. Many companies provide laptops and/or phones to their
employees. Make sure you get any equipment as soon as possible so you can use
these tools to amp up your productivity.
• Find out who your trainer or mentor is. Whether you’re being formally trained on
the job or not, you’ll likely have a trainer, mentor, or go-to person who can answer
your questions and provide you with general direction. Make a point of finding out
who this person is as soon as possible and check in regularly with him or her. Use
your trainer or mentor as a resource to learn everything you need to know in order
to perform your duties well.
• Review your responsibilities with your manager. To ensure you know exactly
what tasks you’re supposed to be performing, review your responsibilities with your
manager. Establish a timeline to achieve certain things and check in with him or her
about completion.
• Learn how the company’s databases work. Locating information is key to
functioning properly in a new job, so it’s imperative you learn how to navigate your
company’s databases. Ask your manager or trainer to show you where to find and
store the data you need, and take note of any processes or procedures you’ll be using
on a regular basis. Remember to respect and employ all data security measures wisely.
PART V: MAKING THE MOST OF THE ORIENTATION PROCESS
19. /19
• Find out who the internal and external stakeholders are. Many projects have
internal and/or external stakeholders who are invested in a good outcome. As much
as possible, find out who these stakeholders are and why they’re invested in these
projects. The more you know about the value of the work you do for your company
and its partners, the better equipped you’ll be to make decisions that benefit you
and your employer.
During the first few months of your new job, it’s imperative that you keep reaching out
to your team for information and assistance. Remember: each appointment you make
and every relationship you build has the potential to be a step forward in your career.
YOUR PRIMARY
GOAL DURING THE
ORIENTATION PROCESS
SHOULD BE TO GET
THE RESOURCES YOU
NEED TO DO YOUR
JOB WELL AND
FUNCTION WITHIN
THE COMPANY.
PART V: MAKING THE MOST OF THE ORIENTATION PROCESS
21. /21PART VI: HOW TO SUCCESSFULLY INTEGRATE INTO YOUR NEW COMPANY
During the orientation process, you not only have to get what you need to do your job;
you also have to integrate into your new company. This might sound easy, especially
if you’re excited about your new position and are enjoying your work. However, each
organization has its own unique culture with specific methods, shared beliefs, and
common goals that everybody, from the newest intern to the most senior CEO, adhere
to. And unless you make a concentrated effort to fit in, you could wind up on the
sidelines and risk becoming unhappy in your job.
According to Forbes, 89 percent of hiring failures are caused by the candidate not
being a good cultural fit for the company. That’s a staggering statistic, and one
you don’t want to become a part of. Note that the longer you work for a company,
the more integrated you become with its culture. So if you were with your previous
employer for more than five years, it’s imperative that you discard entrenched beliefs
and methods and adapt to those of your new company.
89 percent of hiring
failures are caused
by the candidate not
being a good cultural
fit for the company
89%
22. /22PART VI: HOW TO SUCCESSFULLY INTEGRATE INTO YOUR NEW COMPANY
Here’s the good news: you can learn about your company’s culture and use your acquired
knowledge to help you integrate. All you need is an open mind and a willingness to learn
and adapt. Keep the following points in mind:
• Observe. Instead of assuming you know the best way, take a step back and observe
how your new colleagues do things. Don’t challenge them to do it your way: build
relationships by learning their ways of accomplishing tasks.
• Ask as many questions as you need to understand the why. It becomes much easier
to embrace new methods if you understand the reasons for doing things a certain way.
• Do your best to fit in. Get to know as many people as you can and show a real
interest in them. Find common ground. Becoming friendly with your colleagues is the
fastest way to integrate into the company’s culture.
Never make the mistake of observing and listening but not adapting. It’s easy to resist
change, but the consequences could adversely affect your career. Instead, if you’re
having trouble adopting certain methods, procedures, or beliefs, look for a way to
compromise. Determine what works for you, what works for the team dynamic, and how
to invite a relationship between the two.
23. /23PART VI: HOW TO SUCCESSFULLY INTEGRATE INTO YOUR NEW COMPANY
For example, if the company culture encourages individuals to solve problems on their own
and you’re used to addressing challenges as a part of a group, you could solve a portion of
the problem by yourself and then ask other people for their opinions about your solution.
This makes you work as an individual while still inviting group participation at a later stage.
Integrating into the group is a gradual process, and one that you should work on every day.
Be prepared to try new ways of doing things, and keep an open mind to different beliefs.
Because the sooner you’re fully integrated, the sooner you’ll be productive and able to
move forward with your career.
24. /24CONCLUSION
Transitions can be exciting, yet stressful.
Once you’re aware of your motivators for wanting to make a move, it’s key that
your next opportunity isn’t just a bridge to get you out of an unsatisfying situation.
Instead, it should address your motivators and advance your career. Of course, when
leaving one job and starting another, you oftentimes have to accomplish tasks you’re
unaccustomed to, such as writing a letter of resignation or navigating counteroffers.
But if, from the very beginning of this process, you ask yourself the right questions and
concentrate on strengthening relationships, you can maximize your career trajectory
while minimizing your stress.
25. /25
SOURCES:
2014 Kelly Global Workforce Index
http://moneyfor20s.about.com/od/yourjob/tp/How-Can-I-Tell-It-Is-Time-To-Move-On-To-A-New-Job.htm
http://www.forbes.com/sites/jacquelynsmith/2013/09/04/14-signs-its-time-to-leave-your-job/2/
http://money.usnews.com/money/careers/articles/2013/08/12/8-ways-to-graciously-quit-your-job
http://www.asktheheadhunter.com/haresign2.htm
http://career-advice.monster.com/in-the-office/leaving-a-job/sample-resignation-letter/article.aspx
http://jobsearch.about.com/od/resignationletters/a/resignationlet.htm
http://www.ere.net/2012/08/09/why-you-and-your-candidates-should-never-accept-a-counteroffer/
http://news.yahoo.com/why-shouldnt-counteroffer-133221049.html
http://www.articlesbase.com/career-management-articles/should-you-consider-a-job-counter-offer-395246.html
http://www.mribcs.com/counter_offer.html
http://www.kellyocg.com/Blogs/Onboarding_–_Make_the_most_of_a_new_hire_s_first_week/?terms=make%20the%20most%20of%20a%20new%20job
http://talent.linkedin.com/blog/index.php/2014/06/what-do-new-hires-want-from-onboarding-infographic
http://www.huffingtonpost.com/diane-gottsman/7-tips-for-a-productive-f_b_5226033.html
http://www.thedailymba.com/2010/06/21/your-first-90-days-at-a-new-job/
http://www.forbes.com/sites/erikaandersen/2012/04/25/the-most-important-reason-people-fail-in-a-new-job/
26. /26/26
Kelly puts a new employee to work every 33 seconds, and
every four minutes one gets hired directly by a Kelly customer.
Search for jobs on our Kelly Career Network
®
, sign-up
for our engineering career tips newsletter or visit
www.kellyservices.us/engineeringcareers to learn more.