Are You Management Material?

by Adam Piore, Portfolio.com


Career content provided by Portfolio.com: To answer that question, companies are relying more and more on psychological assessments to help them identify tomorrow's chief executives.

What if the board of Sunbeam could have gazed into the psyche of "Chainsaw Al" Dunlap before they hired him? Could they have predicted that he would alienate his entire senior management and drive the company into the ground? Was WorldCom's Bernie Ebbers destined for disaster? Could anyone have suspected that Enron's Kenneth Lay and his staff would enrich themselves while leaving their employees destitute?

Absolutely, say psychological testers like Robert Hogan, former chair of the psychology department at University of Tulsa and co-editor of "Personality Psychology in the Workplace," a book often referred to as the bible of the assessment industry. Hogan believes that Dunlap, Ebbers, and Lay were handicapped by what industrial psychologists call derailers -- fatal flaws in their personalities such as narcissism, rigidity, and aggression that are sure to wreak managerial havoc.

Lookout for Fatal Flaws

Hogan makes a living from finding such personality flaws. His firm, Hogan Assessment Systems, has sold his assessment tools to most of the companies in the Fortune 500, including Dell, PepsiCo, Bank of America, and Cisco. Since 1989, says Hogan, his business has grown at an annual rate of 30 to 40 percent.

With a spate of corporate scandals, as well as top executives' being pressured to reduce management turnover, corporate America is rethinking how it approaches hiring, training, and promoting its leaders, beginning with its C.E.O's. In recent years, a vast industry has sprung up in support of that effort, offering everything from psychological profiles to real-world simulations aimed at weeding out managers who choke under pressure. Though there is no accurate measure of the industry's size, according to some estimates there are currently as many as 2,500 such organizations of varying degrees of legitimacy, up from just a handful a little more than a decade ago.

Of course, performance, intelligence, and personality profiling isn't exactly new. Roughly 3,000 years ago, China gave civil service candidates intelligence tests. During World War II, the U.S. Office of Strategic Services, which later morphed into the Central Intelligence Agency, subjected its agents to psychological screening. It wasn't until the early 1990s, though, that psychologists finally reached a consensus on the traits that constitute personality. They termed them the Big Five: self-esteem, social potency (leadership), charm, integrity, and creativity (imagination).


New Assessment Techniques

Once these qualities were named, an entire industry grew up around creating the tools for assessing them. The scandals at Enron and WorldCom -- along with a growing overall awareness that management turnover is costly and increasingly common -- prompted more and more firms to take advantage of the new techniques. The repertoire among so-called talent management companies ranges from Hogan's "dark side" test to what's generally known as the 360, in which superiors, subordinates, and peers fill out anonymous questionnaires about a given manager. Costlier alternatives include elaborate "assessment centers," where potential leaders actually run a simulated office for a day, receiving distracting emails, phone calls, subordinate complaints, and real-time crises.

Then there is Myers-Briggs, perhaps the best known psychological test, and Development Dimensions International (DDI), a business assessment firm whose clients include Citibank, Microsoft, and Phillip Morris. One of the largest companies in the field, DDI has seen its value soar over the past five years. Doug Reynolds, vice president of assessment technology for DDI, estimates their management assessment sector's revenue to be $80 million last year. "We now have assessment centers around the world, and each center can test 10 to 15 executives at a time," Reynolds says. "There's been a tipping point where [companies] are understanding that they should use actual data to make decisions about people. If you rely only on your gut, you make a classic mistake."
Of course, screening can't predict all potential problems. One of DDI's clients, JetBlue, is still reeling from a recent series of public relations disasters when storms caused thousands of passengers to be stranded in airports or trapped on planes that were unable to take off for hours at a time. David Neeleman, JetBlue's founder and C.E.O. since 1998, stepped down recently. He will remain chairman, though, and denies the move is related to recent company problems.

Even so, JetBlue continues to tout its friendly workforce and to use the latest assessment techniques to help preserve it. When interviewing for management positions, JetBlue uses DDI's behavioral diagnostic questions to evaluate whether candidates will exhibit and promote the five qualities essential to the corporate culture -- "safety, caring, integrity, fun, and passion," according to Vincent Stabile, JetBlue's senior vice president of people. "We want to know whether or not those five values come naturally to that individual," says Stabile. "We're looking to see that an individual has the skills and experience for the job and can fit into our culture in a good way."

Bring in the Coaches

But JetBlue isn't just focusing on hiring and promotion. Like a growing number of other companies, it also uses personality assessments to develop the best and the brightest. Two years ago, the organization began using the Myers-Briggs test in its leadership training course, combined with a 360: Following the exam, managers sit down with coaches and put together development plans to work on their weaknesses. "There's much more of a focus on individual performance and psychology, on understanding how you can help them to become better leaders. People are understanding that it can have a tremendous impact," says Stabile.

Dell also uses diagnostics in their training. They give future leaders the 360 exam and then evaluate them on 20 to 25 competencies ranging from financial and business acumen to dealing with ambiguity, says Amy King, a company spokeswoman. "Then we identify opportunities to help them develop the skills and experience to get them on the right track," she says.

Had Dunlap, Ebbers, and Lay been subjected to such an exhaustive examination, corporate America might be a very different place. Then again, without them, the psychological testing industry may never have grown into the healthy business it is today.

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Ins and Outs of Landing a Government Job

by Robert DiGiacomo, for Yahoo! HotJobs


Finding out about government jobs may seem tricky to the uninitiated.

As with the private sector, the best place to look is online. For most federal jobs, you can research open positions and download applications through the government's official site, USA Jobs; career sites like Yahoo! HotJobs; or specialty sites like Federal Jobs Net.

However, the process requires more effort than simply emailing a resume. Applicants for federal, as well as many state and local positions, must follow a specific set of procedures, which could include taking a qualifying exam and/or completing a detailed questionnaire, according to Dennis V. Damp, a retired federal worker and the operator of Federal Jobs Net.

Below are tips on how best to navigate the red tape to apply for a public sector job.

Less Testing Required

Where most federal positions used to require a civil service exam, the opposite is now true, according to Damp, who this fall will publish the 10th edition of "The Book of U.S. Government Jobs."

Only 20 percent of jobs -- notably the Postal Service, Border Patrol, FBI and Foreign Service -- require an exam, while the remaining 80 percent use a questionnaire to screen applicants, Damp says.

Keywords Are Key

When applying for a position, don't make the mistake of cutting and pasting job descriptions from your private-sector resume.

Because each applicant is ranked -- and only the top scoring individuals are invited to interview -- you'll want to maximize your score by using similar keywords from the government job description to explain your experience.

"The application may be rejected if you don't submit all of the details required," Damp says.

Experience Counts

The government won't automatically discount an applicant who lacks a degree in a specific field, if he or she has work experience that matches a requirement in the job description, Damp says. "For example, there are many ways to get qualifications for engineering, other than having a formal four- or five-year degree."

Right in Your Backyard

Government jobs aren't just in Washington, state capitals, or big cities. Satellite and regional offices are situated in smaller locales around the country.

"I was hired into the federal sector in a town of 3,600 in the middle of Pennsylvania," Damp says. "You have to look in your own backyard."

Political Appointee vs. Professional Hire

While certain positions are reserved for people with campaign or other political connections, most government jobs go to those with relevant experience or qualifications, according to both Damp and Daniel Lauber, author of "The Government Job Finder" and operator of the web site, jobfindersonline.com.

If you're concerned about whether patronage is a factor for a particular job, Lauber suggests two criteria: Is the job posted for less than 30 days? Does the department head lack expertise in the field? If the answer to one or both questions is yes, you may want to reconsider whether it's the right professional opportunity.

"There's no consistency from state to state," Lauber says. "You do everything you can to find out if government is being run professionally or not."

The Personal Touch

Even though the government hiring process is largely rooted in the virtual world, there's still a place for the real-world informational interview.

"I'm a proponent of doing informational interviews, to get familiar with different agencies and to explore opportunities in your area," Damp says.

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Four Steps to Better Work Boundaries

by Heather Boerner, for Yahoo! HotJobs


Want to advance your career? Saying "no" may be the key.

"It's wonderful to be the go-to person to a point -- until you find you're totally overwhelmed, exhausted, resentful and in a time crunch," said Susan Newman, author of "The Book of No: 250 Ways to Say It -- And Mean It and Stop People-Pleasing Forever." "Setting workplace boundaries means you will be doing better work and not spreading yourself all over the lot."

Here's how to get there:

1. Track your yeses.

You can't set a boundary you don't know you have, so watch yourself for a week, Newman said. Where do you say "yes"?

    * Do you agree to lunch with that coworker on the day of a major presentation?
    * Do you accept another project on top of the eight you already have?
    * Do you volunteer to change the printer's ink cartridge for a harried coworker?
    * Do you work on the Saturday of your daughter's recital?

2. Figure out your priorities.

"Every time you say yes, you're giving up something," said Newman. So get your priorities straight:

Do you need to be everyone's best friend or be the last person to leave work each day? Or is it more important to choose projects that will advance your career and give yourself time to do them?

"You should always ask yourself, 'Are these things moving me forward and gaining me respect, or is it just one more piece of busy work?'" she said.

3. Share them with your boss and coworkers.

Now that you know, let everyone you work with know in a clear, friendly way, said Debra Mandel, author of "Your Boss is Not Your Mother: Eight Steps to Eliminating Office Drama and Creating Positive Relationships At Work."

"It's valuable to inform people that you're changing your approach to work," she said. "You can simply say, 'I know I've been overworking myself and so I'm going to start taking a little more time.'"

Scared to say it? You're not alone. Some changes may be easier than others. Declining lunch with a coworker may be less frightening than declining a project from your boss.

So invite your boss into the decision-making: Of the 10 projects on your plate, which are highest priority? Can you work late during the week in return for having your weekends to yourself? Keep reminding your boss that you're doing this to improve your work performance.

4. Keep doing it.

Now that you've set your boundary, your work is done. Right?

Wrong.

Expect your boss and coworkers to test you. Can't you come out for drinks after work just this once? Can't you take 10 minutes -- OK, maybe 30 -- to talk your coworker down from her latest crisis -- even though you have work to do? Can't you take on this one extra project? It's a one-time thing, your boss swears.

"Keep setting boundaries," Mandel said. "Usually people want to have healthier relationships, and they'll adapt."

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Five Steps to a Successful Phone Interview

by Joe Turner, for Yahoo! HotJobs


If your resume did its job and sold you for the position you want, the next step is usually a phone interview with the employer. This phone screen usually takes place with a company recruiter or HR staffer to prequalify you for an opening. Since your attitude and answers can either move you to the next round or signal "game over," you want to be ready before you get that call.

Here are the five required action steps to take during your phone screen to help move you forward to that all-important, face-to-face interview:

1. Brand yourself.

You're not the only candidate being called. A lackluster performance will get you quickly scratched. If you can differentiate yourself from the beginning, you'll rise well above your competitors. One of the surest ways to accomplish this is to develop a personal branding statement of your own. Also called a Unique Selling Proposition, this is a short sentence that describes who you are, your biggest strength, and the major benefit that you offer your next employer.

A personal branding statement (or USP) might be: "I'm a seasoned Project Manager whose strengths in identifying and solving problems have saved my employers over $10 million while completing over $35 million in projects during the past nine years."

A branding statement like this makes you memorable because it's focused and it offers a benefit (saving $10M). If you develop a branding statement, or USP, that clearly can identify who you are and what you can bring to an employer, you've caught their interest and separated yourself from the pack.

2. Show enthusiasm.

A positive attitude can go a long way in your marketing efforts. This is your opportunity to shine on the phone, so take full advantage. This is especially important if the call came at an "inopportune moment" and you feel caught off guard. If this is the case, remember, you're not the only candidate they're talking with. When the call comes, congratulate yourself, knowing that you were one of the few who did make the initial cut. Now it's time to put on your "game face"; join the conversation with pure enthusiasm and demonstrate the conviction that you are a top candidate for this job.

3. Listen and answer carefully.

One of the major complaints from employers and recruiters about candidates is that too often the candidate doesn't answer the question being asked. Since you're on the phone, this is especially critical because you don't have the advantage of visual cues such as eye contact or body language. Listen carefully to the question being asked and answer that question only. Don't ramble or try to anticipate the next question, or you may talk your way out of the next step -- a possible job interview.

4. Flatter them.

It pays to do some research on any company you apply to. After all, the question, "Why are you interested in us?", is going to come up. Therefore, it makes good sense to have your ducks in line before the call and to be ready to mention why this company impresses you. Don't be bashful. Mention the product line, their superior management, their unique marketing approach, etc. Make sure you have something positive to say about them.

5. Close.

At the end of the phone interview, if you would like to proceed and talk further with this company, take the initiative and ask what a good time might be for scheduling a face-to-face interview. If you feel uncomfortable asking that, then ask this simple question: "What's our next step?" This should eliminate any confusion and set the stage for your follow-up date, should you not hear back before then.

As a recruiter, Joe Turner has spent the past 15 years finding and placing top candidates in some of the best jobs of their careers. He makes it easy for anyone to find and land the job they really want all on their own in the shortest time possible. Discover more insider job search secrets by visiting his site.

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Six Ways People Get Employment Rights Wrong

by Caroline Levchuck, Yahoo! HotJobs


Most people who have jobs may be a little unclear about what rights they have and don't have on the job and in the workplace.

Attorney Margarita Ramos, an employment law expert and founder of Human Capital Consulting in New York, agrees. "Most employees naively believe that their own individual sense of fairness is what controls a work environment. But fairness has nothing to do with it. Just because something is unfair doesn't mean it's unlawful," she says.

Read on for six common misconceptions about employee rights.

You think: Your employer can't fire you without good cause.

Ramos says, "If you're employed in an at-will employment state, you can be fired for just about anything. The reason I hear most often is that a person is not a team player. That's a gray area, but it gets used all the time. Unless you find that it's really discrimination, there's not a lot you can do about it."

You think: You have a right to earn the same as a coworker who does the same job.

It's true that there are laws guaranteeing equal pay, but another person may have more experience or more seniority and thus may legally earn a higher salary. States Ramos, "I've managed people, and I've had some doing the 'same' job. However, what an employee may not realize is that the other person may be doing the same job but she may have more complex clients, handle a more complex region, or be taking on more responsibilities."

"Keep the focus on you and your value," she says.

You think: Your employer can't cut your pay.

Your employer may cut your pay at any time unless you're a member of a labor union, are part of a collective bargaining agreement, or have an employment contract.

Ramos explains, "Most of the cases involving a pay reduction are driven by the financial performance of a business. A good employer will manage your expectations before taking any actions. You'll know it's coming so you can take care of your finances."

You think: Your emails are your private property.

Emails you send using company servers or equipment are company property. Ramos reveals, "Today, most employers have policies around that issue. Unfortunately, most employees don't read through their handbooks when they start a job."

To safeguard your career, exercise extreme caution when sending and receiving emails and surfing the Internet.

You think: You're entitled to unemployment if you're fired.

It depends on the state in which you live, but if you are fired for misconduct you may not be eligible for unemployment. Ramos says, "If you've been fired for cause, most employers will contest your application for unemployment. And even if your employer doesn't contest it, the state still may decide to based on the information your employer provides when responding to your claim."

If you want to know what your employer considers misconduct, read your employee manual.

You think: Your employer can't snoop in your desk or office.

Your desk and your office are company -- not personal -- property. Ramos relates, "You should really assume that you have no privacy in the workplace."

Treat your desk, office, computer, and mobile device with extreme caution, she says, and keep them free of anything that could be considered even vaguely offensive or unsuitable for the workplace.

Ramos concludes, "People really should read their employee handbooks. As boring as they may seem, handbooks contain a lot of information. It used to be that they were vague and not well written, but that's changed. And ask questions if something is unclear."

Jobs Info , Career Sources , Employment

Meet the New Boss. Same as the Old Boss?

Tips for Adjusting to a New Manager
by Robert McCauley, Robert Half International


Change can be unsettling, especially when it involves your job. Welcoming a new boss as your manager transitions to a different role with the company is one adjustment almost every worker is likely to make at some point.

Even if you've heard good things about the incoming supervisor, doubts are likely to remain. Will you be able to establish rapport with him or her? What will your new manager expect of you? How will the person's work style differ from your previous supervisor's?

While it may seem like much of the transition is out of your control, you have a large role in how smoothly it goes. In fact, your attitude and approach will determine how productive and rewarding the relationship eventually is.

Here's how to start on the right foot with a new boss:

* Make the first move. Arrange a one-on-one meeting with your supervisor so the two of you can get to know each other. Use this time to discuss your role, learn about your supervisor's expectations and find out how you can support your boss's top priorities. The discussion should serve as the basis for ongoing communication with your new boss.

* Be a resource. Share any information that can make the person's transition a little easier, such as the names of your department's contacts in other areas of the company.

Many employees are reluctant to approach new supervisors with feedback or advice. But in a survey by Robert Half International, 40 percent of executives said it's common for managers to oversee projects for which they have limited experience. So, your input could be valuable. Just be sure to offer your opinions tactfully.

* Don't look back. Unless asked, it's generally best to avoid talking about the way things used to be done under the previous manager. Your new boss may have fresh ideas and solutions that benefit everyone.

* Aim to please. Pay attention to your supervisor's preferences. Does your boss seem more responsive when you stop by his or her office with questions than when you send emails? Does your manager want frequent updates on projects or allow employees plenty of autonomy? Adjust your work style, if needed, so you're in sync with your boss.

* Have an open mind. Above all, don't forget that your boss is new to the position and, in some cases, the company altogether. Like any new employee, he or she likely needs time to get accustomed to the role. Even if things aren't going as smoothly as you would like a couple of weeks or months into the transition, don't be too quick to judge, and maintain a positive attitude.

Working for a new manager can bring a great deal of uncertainty, but there also is potential for positive changes. Welcome your supervisor with an open mind and supportive attitude, and you will set the stage for a strong working relationship during the transition period and beyond.

Robert Half International is the world's first and largest specialized staffing firm with a global network of more than 350 offices throughout North America, Europe, Asia, Australia and New Zealand. For more information about our professional services, please visit rhi.com.

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