I am a Millennial

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Recently, I was sitting in a conference room full of people, and the presenter started talking about Millennials and how they don’t work hard, they feel entitled, and don’t understand how to be professional (I’m paraphrasing). Most of the heads began to nod, and there were audible affirmations and body shifts. As I looked around the room, I realized I was one of about five millennials in the room. So I sat back in my chair and thought, aren’t some of the millennials your children?

I am a Millennial — I am actually on the cusp of Gen-X, too, born in 1981. So while most of the generalizations about Millennials do not apply to me, I do understand. I can relate and see both sides. Relating and understanding others is hard one-on-one. It is even more complicated when it is an entire generation. I offer you these simple ideas, but they aren’t easy. I guess I am still coming to terms with my last article, “Simple and Easy are not the Same.”

My first idea is to stop talking about it all together because it just makes it worse. Classifying a whole generation of people into a few statements is silly. Talk won’t fix it — if it needs to be fixed at all. It does not help for speakers, presenters, managers, and co-workers to talk about people and what they are not doing if they will not teach, mentor, coach, or help them. Do something other than talk about it. Make something different happen.

Next, if you are a Gen-X or Boomer and you have children of your own, then go ahead and take a Millennial under your proverbial wing and start to teach them. If your own children have co-workers and managers who are Gen X or Boomers, then they may be talking about your child the same way you are talking about someone else’s. The same is true for Millennials. We can try to help create understanding, but we have to talk and offer alternative thoughts, so find someone in your organization who may be older and get to know them. I think you will find out you have more in common than you thought — at least that has been my experience.

Maybe they watched and took notes. Maybe they missed their parents at ball games, dance recitals, and karate matches, and they wanted something more out of life. Perhaps they listen to their parents and work hard at getting it right for themselves. Maybe they think it’s not worth it to give everything to one company or organization and get only security at the end. What if security isn’t what they want? Maybe it is the feeling that they tried new things, explored their options, and live a life without regret. Maybe, just maybe, the lazy and entitlement is the way millennials keep their power and control over their lives.

These are my thoughts, and I would encourage you to leave yours, too. I choose to show up as a Millennial who wants to understand and help bring people together.

Author:
Raushawna Price

6 Best Practices for Recruiting Both Active and Passive Candidates

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Female hiring executive seated at desk looking at her laptop screen

By Sarah Greesonbach

It’s a simple, frustrating truth that you can’t predict everything when it comes to recruiting for businesses. At some point in your role as a recruiter—perhaps more frequently than not—you’ll need to fill a position quickly and you’ll look for active recruitment strategies to do it. However, it’s not efficient or cost-effective to be in the active recruitment mode all the time. It’s important to also invest in building a passive candidate pipeline.

“Too many recruiters only offer an ‘apply or die’ approach to recruiting—either a candidate applies right now, or they might as well move on and not exist,” says Stanislaw Wasowicz, Chief Commercial Officer with Recruitd. “But if recruiters would give candidates the option to set an appointment in three months when their contract ends, it can start a conversation.”

There’s a strong case to be made for balancing the two approaches: recruiting active candidates for open roles today while actively building a passive candidate pipeline for future roles. But in order to do that, you need to strategically deploy different tactics that resonate with each candidate type.

Wasowicz defines an active candidate as one who is proactively searching for a job, and a passive candidate as one that’s happy with what they’re doing, not interested in changing jobs right now, but casually open to exploring other opportunities. But he’s quick to emphasize that, ultimately, the difference between an active candidate and a passive one is all context. A candidate can go from a passive one to an active one in a millisecond if they see an offer or an opportunity they’re interested in.

“Recruiters must remember that the passive and active candidate is the same person,” says Wasowicz. “When you see a report that 20 percent of the workforce is active and 80 percent is passive, that’s a number that switches over time because it’s tracking the mindset of those candidates. These are not different people—the same people can be active or passive at different times.”

Here are six tips that can help you build a recruitment strategy that attracts both active and passive candidates for the best possible mix.

Tactics for Reaching Active Candidates
Active candidates are hunting for a job and just as interested in finding a new role as you are in filling one. If you want to be effective in reaching the best possible active candidates for your job openings, keep these three things in mind:

1. Be Visible
First, make sure you’re visible to the candidates you’re interested in. Find out where they go online and invest your marketing budget in ads and outreach specific to your audience.

“You can’t just wait and hope that someone will fall into your lap,” Wasowicz explains. “No matter what niche audience you’re looking for, you can tailor your approach to different online spaces like forums on Reddit, social media platforms and membership sites like Kaggle.”

2. Look the Part
As you pursue visibility in the right places, make sure the message you’re putting out into the world is attractive to prospective active candidates.

“If you’re looking for software engineers, put some of your code on the job landing page and ask for feedback,” says Wasowicz. “Make sure active candidates see something they find attractive and relevant to their interests.”

3. Have Something to Say
A key part of your active candidate recruitment strategy needs to be refining your job description, messaging and intake content when a candidate finally reaches out.

“Once you have the attention of an active job candidate, you better have something to say,” says Wasowicz. “You can’t just have a conversation about basic benefits and perks, because every business has benefits and perks. You need to get your employee value proposition straight so candidates will know what you’re about.”

Tactics for Building a Passive Candidate Pipeline
Most passive candidates are already employed and do not want to—or contractually cannot—change jobs. That’s why the key to recruiting passive candidates lies in paving the way for a long-term relationship. Because while it might only be a matter of weeks before you fill a role with an active candidate, passive candidates average three to six months—and can require as many as 8–15 touch points to become active and decide to switch jobs.

Here are three key things to consider when making an effort to fill your talent pipeline with passive candidates:

1. Start with Forecasting
Recruiting is a notoriously reactive field in which recruiters are tasked with filling roles quickly and on short notice. That might work for active candidates who can hop on a company’s time table to fill a role, but passive candidates require more planning to make the timing work out.

“Some of the largest corporations in the world don’t know who they’ll need to recruit in a month’s time, whether they’re losing an employee to a planned retirement or a temporary maternity leave,” says Wasowicz.

“Looking at passive candidates means you have to play the long-term game and plan for your needs before there’s an opening.”

2. Research Your Target Audience
When you’re engaging passive candidates, don’t just blast inboxes with job descriptions out of context. Take the time to get to learn about the motivations and experiences of the candidates you want to recruit, then use that insight to create content, ads and visuals that will appeal to them.

“Sending an email blast to a passive candidate is like trying to kiss the first person you see when you walk into a bar,” jokes Wasowicz. “You need to make some eye contact first. For passive candidates, that means banner ads, simple GIFs, pictures and visuals to give them something light to engage with. When they react to that content, you’ll know there’s a mutual connection and you can retarget them with heavier content like videos and blogs, for example, until they’ll welcome a conversation.”

3. Track the Conversation
Once passive candidates start engaging with your content, keep an eye on what catches their attention. Use that information to inform your next move, which might involve adding more of a certain kind of media or rewriting or removing unpopular content.

“Are candidates clicking through to your website? Are they downloading your content?” Wasowicz asks. “If 90 percent of the candidates that land on your job site leave right away, it’s a clear sign you need to have the conversation somewhere else or rewrite your copy. The only way to get better at that is to measure all of those touch points and figure out what’s working.”

No matter how hard you work on forecasting your talent requirements, recruiting will inevitably remain a continuous business need that is difficult to plan for. Balancing active and passive candidate recruiting approaches allows you to fill the roles that need to be filled while slowly and purposefully building a cost-effective, long-term candidate pipeline.

Source: glassdoor.com/recruiting-active-and-passive-candidates/

You’re most likely to be single at 40 if you have one of these jobs

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People can be workaholics. Sometimes work becomes so hectic that people can block out everything else in their life—including love—in hopes of making a successful career for themselves.

There’s nothing wrong with that. In fact, being single longer is a trending topic in today’s society. There are plenty of benefits of staying single and marrying later in life.

Being financially independent, creating a successful career for yourself, and building a strong network of friends and coworkers are just a few of the things one can focus on if they’re not wrapped up in a committed relationship.

That’s not to say those things are impossible if someone is married, either. There’s just a lot of time that tends to be invested in those serious relationships that could be used for other things by single people.

Still, the thought of one being single later into their life made us wonder—what types of work are these people in that has them so wrapped up? We looked through some census data to see which jobs are most common for single people at age 40.

Top 10 jobs where you’re most likely to be single at 40

  • Bartenders: 74%
  • Tile installers: 73%
  • Food servers, nonrestaurant: 69%
  • Tour and travel guides: 65%
  • Parts salespersons: 64%
  • Personal-care workers: 63%
  • Flight attendants: 61%
  • Veterinary assistants: 61%
  • Postal-service mail workers: 60%
  • Food batch makers: 60%
  • Many of these professions seem to fall within industries with the highest turnover. A possible explanation for this could be that workers are so concentrated on their craft and making their careers as stable as possible that they cannot fit a serious relationship into their personal life schedule.

    A lot of these positions also offer the opportunity to travel for work, too, so people may believe that they’re better off traveling solo than bringing a partner along.

    Finally, a fair amount of the jobs listed have a commission aspect to them. There may be incentive to work longer hours with the opportunity to be paid more, again decreasing the opportunity workers have to enter a serious relationship.

    A logical reason why so many bartenders tend to remain single is that the majority of their income comes from their patrons’ tips—which can be increased with a little friendly flirtation. That’s definitely not a bad thing. Bartenders in some of the bigger cities are raking in six figures annually.

    Continue on to Fast Company to read the complete article.

    Adelfa Callejo sculpture, Dallas’ first of a Latina, expected to land downtown in Main Street Garden park

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    bronze statue of Adelfa Callejo

    The bronze statue of Adelfa Callejo, a staunch civil rights advocate believed to be the first practicing Latina lawyer in Dallas, will soon land in a downtown park — right next to the University of North Texas Dallas College of Law and the municipal court building.

    A Dallas City Council committee on Tuesday accepted the $100,000 sculpture as a donation with plans to place it in Main Street Garden. It would be Dallas’ first sculpture of a Latina, according to city staffers.

    Dallas city officials and the Botello-Callejo Foundation Board agreed to the new location after Mayor Pro Tem Adam Medrano quietly delayed the plan to place it in the lobby of the Dallas Love Field Airport, which is in his district. Medrano didn’t respond to requests for comment Tuesday.

    The Dallas City Council is expected to approve the donation at its Feb. 12 meeting. The board wanted to tie the sculpture’s public unveiling to the six-year anniversary of Callejo’s death, which was in January 2014, after a battle with brain cancer.

    The foundation’s board commissioned the roughly 1,000-pound piece by Mexican artist Germán Michel shortly after she died. It is currently being stored in a Dallas warehouse.

    Callejo’s nephew J.D. Gonzales said he was thrilled the sculpture will be downtown near the university, where it’ll be visible to students and attest to her trailblazing in education and law.

    “I hope that what Adelfa stood for, and what she did and what she accomplished lives on forever,” Gonzales said.

    Monica Lira Bravo, chairwoman of the Botello-Callejo Foundation Board, said she met with Medrano and Council member Omar Narvaez last month to discuss where to place the sculpture.

    Lira Bravo said she suggested Main Street Garden Park as an alternative after the two council members expressed concerns over the Dallas Love Field Airport option.

    Continue on to the Dallas Morning News to read the complete article.

    5 times it makes sense to include your high-school job on your résumé

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    young waitress in a restaurant taking an order on a notepad

    Whether it was bagging groceries, manning the fast food drive-through, or babysitting, many of us had jobs in high school. Entry-level roles give us our first workplace experience and help shape our work ethic. But do they belong on a résumé?

    According to a report by recruitment software provider iCIMS, 70% of recruiters identified past work experience as being more important than an entry-level applicant’s college major. But there is not a one-size-fits-all approach for knowing how far back to go on your résumé, says Amy Warner, iCIMS director of talent acquisition.

    Think about what you want to convey to the employer,” she says. “Highlight the roles or skills that are relevant.”

    Career experts often recommend going back about 10 years on your résumé. Here are five times when adding your part-time positions to your résumé could be helpful within or even after that timeline:

    1. If the experience is relevant

    If the role is relevant and you can connect the dots to the job you’re applying for, keep it on your résumé, says William Ratliff, career services manager at Employment BOOST, a professional résumé writing and career services firm.

    “For example, a job you had bussing tables or serving coffee in college won’t help much if you’re applying for a marketing management role five years out of school,” he says. “If you’re fresh out of college with no job history, those positions can help showcase your work ethic and customer service skills, but they lose relevance as soon as your professional career begins in earnest.”

    Be strategic in how you present your customer service-oriented roles. Ratliff recommends searching job descriptions for skills and traits that crossover, like team leadership, problem-solving, financial reporting, relationship building, or anything you else you can feasibly connect to the positions.

    “Focus your résumé’s content on those skills, how you used them, and the concrete result of their application,” he says. “That way, your résumé will include the right key terms while illustrating how you benefited your former employers in those roles.”

    2. If the job was in the same industry

    Listing high school and college jobs can be helpful if they demonstrate you’re familiar with the industry, says Dr. Wanda Gravett, academic program coordinator for Walden University’s MS in Human Resource Management program.”Listing that early experience could advocate for your foundational knowledge and learning from the bottom up,” she says. “Coupled with your education, this might be a good sell and get you in the door for a low- to mid-level position.”

    Candace Nicolls, senior vice president of people and workplace at Snagajob, an hourly job marketplace, agrees. “If you’re applying for a role that’s related to an hourly job you once had, list it,” she says. “If you want to get into merchandising, list your retail experience. Mention your restaurant experience if you want to work at their corporate headquarters. Nothing teaches hustle like hourly jobs.”

    3. If you were promoted

    If you started washing dishes and worked you way up, include your experience, says Louisiana restauranteur Chris McJunkins. “If you show growth, such as starting as a busboy and making it to manager, it is something I would want to show,” he says. “Your future employer would see that you started here and were respected enough to keep getting promoted.”

    McJunkins started in the restaurant business at age 15 bussing dishes and now owns his own independent restaurant, eight Walk-On’s Sports Bistreaux locations, and one Cantina Laredo. He says if you can do restaurant work, you can do anything.

    “You deal with people on every single level, he says. “If you’re in management, you’re dealing with employees of all different educational and financial backgrounds. And you’re dealing with all levels of people with customers. You learn to communicate with people.”

    4. If you want to demonstrate work ethic

    High school or college jobs often demonstrate your level of motivation, says Dena Upton, vice president of people at Drift, a conversational marketing and sales platform. “These jobs can be a great indication of your work ethic and drive—particularly if you are early in your career,” she says.

    For example, if you were a manager of a restaurant when you were in college, it can speak to leadership experience. Or if you were a retail salesperson, it can demonstrate your customer service abilities.

    If you had a part-time job and participated in extracurricular activities, this can be especially telling, says Upton. “You shouldn’t shy away from showcasing things like sports achievements or volunteering, as not only do they paint a fuller picture of who you are and what makes you tick,” she says, “but they can be a great indication of your leadership, time management, and teamwork skills.”

    5. If you plan to talk about the job in an interview

    Employers often ask behavioral-based questions during an interview, such as “Tell me about a time when you had to deal with a difficult customer.”

    Continue on to Fast Company to read the complete article.

    How to Write a Job Description

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    Young executives man asking questions to applicant

    By Judith Lindenberger

    Think of a job description as a “snapshot” of a job.

    The job description needs to communicate clearly and concisely what responsibilities and tasks the job entails and to indicate, as well, the key qualifications of the job—the basic requirements (specific credentials or skills)—and, if possible, the attributes that underlie superior performance.

    Following is a quick look at the categories that make up a well-written job description:

    –Title of the position
    –Department
    –Reports to (to whom the person directly reports)
    –Overall responsibility
    –Key areas of responsibility
    –Consults with (those who the person works with on a regular basis)
    –Term of employment
    –Qualifications (necessary skills and experience required)

    Educational requirements and experience requirements are the areas where inadvertent discrimination may occur. Educational requirements must be a real necessity for the job. If someone could accomplish the work with equivalent job experience but who lacks a specific credential, the job description should be modified. And to avoid age discrimination, experience should not include an upper limit.

    Sample job description:

    Title of the position: Senior Mailroom Clerk
    Department: Operations
    Reports to: Building Services Supervisor
    Overall responsibility: Supervise mailroom staff and interface with all levels of management regarding mail and supply deliveries

    Key areas of responsibility:
    –Maintain established shipping/receiving procedures
    –Sort and distribute mail on a timely basis
    –Maintain all photocopiers, fax machines, and postage meters
    –Order, store, and distribute supplies
    –Facilitate all off-site storage, inventory, and record management requests
    –Document current policies and procedures in the COS Department as well as implement new procedures for improvement
    –Oversee the use of a company van when needed
    –Ensure that water and paper is available for customers on a continuous basis

    Consults with
    -Building Services Supervisor
    -Mailroom staff
    -All levels of management

    Term of employment
    -12 months

    Qualifications:
    -Strong sense of customer service
    -Good organizational skills
    -Ability to lift a minimum of 25 pounds
    -Supervisory experience in a corporate mailroom environment
    -Good driving record

    Tips:
    Don’t rely solely on a job’s history as you’re putting together a job description for today. Focus instead on what the job needs to be in light of the organization’s current needs and long-term objectives.

    A task is what the person in the job will actually do. Qualifications are the skills, attributes, or credentials a person needs to perform each task. Clarify the actual tasks and responsibilities before you start thinking about what special attributes will be needed by the person who will be fulfilling those responsibilities.

    A well-written job description consists of more than a laundry list of the tasks and responsibilities that the job entails. It reflects a sense of priorities.

    Credentials (such as degrees and licenses) are absolute necessities in some jobs. The thing you want to make sure of, however, is that whatever credentials you establish have a direct bearing on the candidate’s ability to become a top performer.

    The job you describe must be truly doable. When you’re lumping several tasks into the same job description, make sure that you’re not creating a job that very few people could fill.

    Use specific language. For example: Warning! A job description is generally regarded as a legal document. Any references to race, color, religion, age, sex, national origin or nationality, or physical or mental disability is illegal.

    First-time leaders need to stick to these 4 truths to succeed

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    Confident Female Executive In Workplace

    Congratulations! You have just been promoted to a leadership role in your company. You have aspired to be a manager and leader throughout your career, and you have finally achieved it. Now, here’s the bad news.

    Research conducted by CEB shows that 60% of all new managers fail within the first 24 months of their new position. And the main reason they fail is that they were not trained properly on how to manage other people and be an effective leader in the first place. You don’t want to add yourself to that statistic, do you?

    As a first-time manager, your job is to focus on building trust, engagement, and culture within your team of direct reports. Effective management is about a lot of other things, too, but at the end of the day, culture and the way people work with each other on your watch is what has to come first. The people you work with have to trust you and believe in the culture you are building before they can believe in and ultimately execute the strategy you are giving them.

    In my own career, the people I looked up to the most or learned the most from were individuals who cultivated that sense of trust. They engaged with me, and other team members, on a personal level. They welcomed a direct connection. And they took it upon themselves to get to know me and see me as more than just someone they were managing.

    This past year, I took on a new role within SAP as head of Partner and Small and Mid-Size Business (SMB) Marketing. I am responsible for a team of 100 people across four or five levels within the organization, spread across four continents.

    After reflecting on what I appreciated most about my own managers, I wanted my new team to know I was always available for a one-on-one chat, whether the conversation was work-related or not. My belief, and what I have learned from my managers before me, is that in order to build trust if someone on your team needs to talk, that relationship needs to be a priority.

    Once you have trust as your foundation, you can begin helping your team adopt these four things necessary for them to be successful.

    Show (don’t just “tell”) people how to have an urgency for change

    Companies that succeeded in the past oftentimes struggle to find their next big leap forward.

    I have been at SAP for 14 years, and I have witnessed moments (just like any other company) where new strategies and changes are adopted immediately and effectively and other moments where new strategies and changes are forgotten and tossed by the wayside. When changes don’t get implemented, it is not necessarily because they are more difficult to execute. It is often because the environment, the team, is not prepared in order to internalize that change.

    In a metaphor, “change” is sort of like planting a tree.

    First, you have to prepare the ground (your team’s culture), so that it has the best chance of growing and flourishing the way you would like it. Second, you have to show people how and why the changes you are proposing matter. People need to see and understand for themselves the long-term impact—not just be given a task with minimal visibility of the larger strategy. And third, you as the manager need to make each and every person involved see how they fit into the bigger picture. Human beings need to know why their part matters, and how their individual efforts impact the efforts of the group.

    What tends to happen instead is new leaders take a seed, throw it onto rocky ground, and say, “Here’s our new strategy.” They offer minimal explanation into how or why it matters. They don’t help people see how their individual efforts matter. And then they get frustrated when nobody feels a sense of urgency to implement the changes into their daily responsibilities.

    You have to put people first, always

    The only asset we truly have is our people. Our people are who keep the company moving forward, our people are who keep our customers and partners engaged, and our people are who collectively create the entire energy and culture of the organization. This means it’s my job, and the job of all the other managers, to ensure our people feel happy, motivated, and like they’re making an impact. It’s our job to make sure they don’t feel like they are being lost in the shuffle of the company’s fast-moving environment.

    Celebrate as a team. If one person or a small group of people accomplishes something, allow everyone to be part of that milestone. This will make the success more meaningful for those involved and stand as motivation for everyone else.

    Support the efforts that don’t succeed. When team members go outside the scope of what is “normal,” try their hand at something new, and fail, their courage to be wrong is the quality that should be highlighted—not the failure itself. It’s the Thomas Edison principle. Your team might fail nine times out of ten, but that 10th time, you all may invent the light bulb together.

    Hold people accountable by acknowledging their intentions. At the end of the day, people are human beings. Sometimes, we’re wrong. The manager’s job then is to create a space where being wrong is okay—but to also hold people accountable to ensure the idea was given its best effort.

    Create a culture of openness and sharing

    Oftentimes, the best ideas will come from your team—not you.

    As a manager, you have to be the one to set the bar higher for your team. I’m not just talking about the goals team members set for themselves, but how they go about achieving them in the first place. Effective leadership is not just about “knowing the answer” but being able to facilitate conversations in a way that allows the best ideas and “answers” to unfold on their own. Every project and initiative your team takes on, ask yourself, “Have I raised the bar enough? Did we go beyond what was expected, and do something we can be proud of?” The more your team can lift itself because of the culture you have built and the expectations you have set, the less you will have to continually do it for them.

    Unfortunately, a lot of first-time managers (and even seasoned managers) don’t allow their teams to achieve their full potential, because they get wrapped up in their egos.

    They feel like unless they are the ones to come up with the idea, they aren’t going to have a job anymore. Or, they need to feel like they’re running the show and being seen as the leader, instead of taking a step back and letting the best idea (from whomever) emerge on its own. They say they want to collaborate but, in reality, they want to be the center of attention. As a result, the team reciprocates and feels like their efforts don’t really matter. They learn to just sit back and accept things as they are, instead of helping push the bar higher and uphold the team’s standard for excellence.

    As a manager, your number one job is not to be the smartest person in the room. Your job is to essentially organize the room, and make sure the right people are working on the right things, together. From there, your job becomes about having an open mind, listening, and deciding who needs who else in order to be most successful.

    Continue on to Fast Company to read the complete article.

    How to decide if your social circle needs an upgrade in 2020

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    Latino Business team going through some paperwork in office

    You’re the average of the five people you spend the most time with, motivational speaker John Rohn once said. If you’re not happy with your current situation at work, you may want to take a closer look at your inner circle.

    “We have to be really good at [deciding] who we allow into our life,” says Ivan Misner, author of Who’s In Your Room: The Secret to Creating Your Best Life and founder of the global business network BNI. “Imagine your life is one room and the room had one door. The door could only let people enter, and once they’re in the room, they’re there forever.”

    It’s a scary metaphor, but it’s true, says Misner. “Think about a person you let into your life and then had to let out because they were toxic, difficult, or angry,” he says. “If you can remember the emotions and what they did, they’re still in your head. If they’re in your head, they’re still in your room.”

    For this reason, it’s important to surround yourself with the right people from the start—or they’ll be in your “room” for the rest of your life.

    “When you realize that this happens, you can get better at screening out people before they get in and dealing with the ones you already let in,” says Misner.

    Letting people in

    Opening the door to the right people means getting clear with your values. “If you don’t know your values, you don’t know where to start,” says Misner.

    Start with deal breakers—behaviors that  you hate, such as dishonesty or drama. Look for people who demonstrate these behaviors, and don’t let them into your social circle.

    “Pretend your mind has a doorman or bouncer,” says Misner. “Train your doorman—your subconscious and conscious mind—to identify people with these behaviors. By understanding your deal breakers, you’ll be better able to start understanding your values.”

    A common mistake people make when letting others in is weighing too quickly “what’s in it for me” and disregarding the things that go against their values. When we make decisions based on short-sighted gains, we also choose values that don’t resonate with who we are.

    “In physics, resonance is a powerful thing,” says Misner. “It’s a phenomenon that occurs when an extra force drives something to oscillate at a specific frequency.”

    To understand how it works, imagine two pianos sitting side by side in a room. “If you hit the middle C key on one piano while someone presses the sustain pedal on the other one, the middle C of the other one will vibrate on that second piano, without [it] being touched,” says Misner. “That’s resonance. People are like that.”

    When you make a decision based on what you think we can get instead of your values, you invite values that don’t align with yours to resonate in your life.

    “Be mindful about creating relationships with resonance and get your values down,” says Misner. “Companies often recognize the importance of knowing your values, but people don’t always think about them. Values should be at the foundation of everything you do. Otherwise, you’ll create the wrong room.”

    Dealing with people you’ve already let in

    If you have people in your circle that are creating a bad environment, decide if they have to be there or if you can exit the relationship. If they must be there, it’s time to draw a line in sand.

    “Evaluating your social circle means recognizing that someone may be in your life but their baggage needs to stay out,” says Misner. “Draw a line in the sand by saying that you’re not letting their behavior continue around you.”

    For example, if you have a coworker who demonstrates toxic behavior such as frequent gossiping or complaining, establish boundaries. Say, “Starting now, if you start talking badly, I will walk away. I respect you and will talk to you again, but only if you can have a mature adult conversation.” Then follow through. It may take a while for the person to understand the new boundaries and rules, but once you draw the line in the sand, you can eliminate the toxicity from your circle.

    “Stand firm,” says Misner. “Part of that is learning how to say ‘no.’

    Continue on to Fast Company to read more.

    What Are the Highest-Paying Jobs?

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    collage image of a doctor and patient, dentist and patient and a professional woman with a lab coat on

    Let’s be honest—who doesn’t want to earn more money? While salary is far from the only thing that matters when considering a career path, it is definitely an important factor.

    Figuring out what a job pays will help you, in part, decide whether or not a field is right for you.

    Recently, the Economic Research team at Glassdoor sifted through the millions of data points on our site to identify which jobs pay top dollar.

    See below for a preview of the top 15 highest-paying positions.

    1 Physician
    Median Base Salary: $193,415
    Number of open jobs: 40,000+

    2 Pharmacy Manager
    Median Base Salary: $144,768
    Number of open jobs: 4,200+

    3 Dentist
    Median Base Salary: $142,478
    Number of open jobs: 11,600+

    4 Pharmacist
    Median Base Salary: $126,438
    Number of open jobs: 7,967

    5 Enterprise Architect
    Median Base Salary: $122,585
    Number of open jobs: 16,900+

    6 Corporate Counsel
    Median Base Salary: $117,588
    Number of open jobs: 4,900+

    7 Software Engineering Manager
    Median Base Salary: $114,163
    Number of open jobs: 21,500+

    8 Physician Assistant
    Median Base Salary: $113,855
    Number of open jobs: 41,800+

    9 Corporate Controller
    Median Base Salary: $113,368
    Number of open jobs: 7,400+

    10 Software Development Manager
    Median Base Salary: $109,809
    Number of open jobs: 50,100+

    11 Nurse Practitioner
    Median Base Salary: $109,481
    Number of open jobs: 19,500+

    12 Applications Development Manager
    Median Base Salary: $107,735
    Number of open jobs: 32,100+

    13 Solutions Architect
    Median Base Salary: $106,436
    Number of open jobs: $59,500

    14 Data Architect
    Median Base Salary: $104,840
    Number of open jobs: 21,700+

    15 Plant Manager
    Median Base Salary: $104,817
    Number of open jobs: 6,500+

    Methodology
    Glassdoor’s 25 Highest-Paying Jobs in America report identifies the jobs with the highest annual median base salary, using a proprietary statistical algorithm to estimate annual median base pay, which controls for factors such as location and seniority. Job titles must receive at least 100 salary reports shared by U.S.-based employees over the past year (7/01/18–6/30/19).

    The number of job openings per job title represents active job listings on Glassdoor as of 8/26/19. This report takes into account job title normalization that groups similar job titles. C-suite level jobs were excluded from this report.

    MBEs: Get Certified Today

    LinkedIn
    Young Hispanic couple, woman with laptop computer

    Why certify? Businesses that are certified as minority owned are subject to different laws and regulations than other businesses and as such are very different entities from typical enterprises. Unlike a standard business license or registration, a minority-owned business enterprise certification is not required to run a minority-owned business, although certification can provide many benefits for a company—especially in regards to government contracting.

    Below are some of the certification processes your company can expect to navigate when seeking minority-owned business enterprise certification. Also listed are the requirements that must be met by businesses that are seeking certification.

    • Manufacturers – Maximum number of employees must not surpass 500 or 1500, depending on the product being manufactured.
    • Wholesalers – Maximum number of employees must not surpass 100 or 500, depending on the product being provided.
    • Service providers – Annual sales receipts must not be higher than $2.5 or $21.5 million, depending on the service being provided.
    • Retailers – Annual sales receipts must not be higher than $5.0 or $21.0 million, depending on the product being provided.
    • General and Heavy Construction businesses – Annual sales receipts must not exceed $13.5 or $17 million, depending on the type of construction the company is engaged in.
    • Special Trade Construction businesses – Annual receipts must not be higher than $7 million.
    • Agricultural businesses – Annual sales receipts must not be higher than $0.5 to $9.0 million, depending on the agricultural product being produced.

    Business Requirements

    1) The company applying for certification must have a racial minority owner who owns at least 51 percent of the company.

    2) The same owner must hold the highest position in the company.

    3) The company must pay a fee based on company annual gross sales and also file an application that details basic company information, such as what year the business was founded.

    4) The company’s primary business locations must be available for site visits.

    Getting Bids

    Build Relationships. When it comes to winning bids in the government contracting marketplace, contacts are everything. Business owners are advised to take the time to make connections, build relationships and network extensively. The contacts a business develops are often the key to furthering their success in government contracting. Proactively networking with larger companies, agencies and even competitors can lead to subcontracting opportunities while also showing agencies that you are a trustworthy and reliable business partner.

    Subcontract. Building a reputation as a professional enterprise is crucial to the success of any business. Winning a government bid isn’t only about the monetary aspects involved with a contract; other factors are evaluated, too. An agency will often look at company financials, work history and reputation before selecting a winning organization. It helps to have contacts who can vouch for your company and the work that you do. By subcontracting, you build your reputation and gain valuable experience.

    You never know when the contacts you develop will come in handy. Therefore, you should make each and every relationship meaningful because in the long run, these are the relationships that will further your company’s success.

    Government RFPs are a great way for minority-owned business enterprises (MBE) to win spot and term contracts. Every year, the U.S. federal government spends more than $200 billion on goods and services, all of which are provided by private companies and many of which are minority-owned businesses. From federal to state, local and special districts, all levels of government have programs in place to increase their involvement with certified minority-owned business enterprises. Only companies who have gone through the MBE certification process are eligible for the money that is made available through such programs.

    Source: BidNet

    This is the most essential trait you need to land any job

    LinkedIn
    Hiring manager interviewing potential candidate for a job

    There’s no denying the value of having relevant experience and a winning personality when you’re looking to land a new job. However, a recent study conducted by TopResume confirms there is another quality that employers find even more attractive when making hiring decisions.

    When asked “Which of the following is most important in a candidate?” nearly half of the recruiters and hiring managers cited potential as the number-one factor, beating out experience (37%), personality (16%), and education (2%).

    But what, exactly, is potential, and how can you demonstrate this trait to prospective employers during your job hunt? While there are various definitions floating to describe a “high potential” (HiPo) employee, it ultimately boils down to two qualities: problem-solving skills and a willingness to learn.

    SOLVE PROBLEMS CREATIVELY
    Managers are always looking for people who will bring solutions, rather than problems, to their departments. These are the types of hires who will provide the most value to the company, no matter if the position is in customer service, public relations, or engineering. Employers across all fields want to find workers who will face challenges head-on and seek creative solutions, rather than avoiding the situation or ignoring it entirely.

    DESIRE TO LEARN AND GROW
    Thanks to the fourth Industrial Revolution’s rapid pace of change, expertise has a shorter shelf life than ever before. In fact, according to Dawn Graham, PhD, author of the book Switchers: How Smart Professionals Change Careers and Seize Success, most of us will be forced to become career switchers at some point in the future because of these constant changes. No wonder employers are interested in candidates who have the willingness and ability to grow and adapt to new circumstances and challenges in the workplace. The best employees are lifelong learners, people who actively seek out new experiences, knowledge, and feedback to increase their skills and add value to their organizations.

    THREE WAYS TO DEMONSTRATE POTENTIAL
    Our research confirmed that most employers evaluate these qualities in a candidate based on what they find on a person’s résumé and during the interview process. Here’s how you can show hiring managers you’ve got the potential they’re seeking in their next top hire.

    PREPARE PROOF POINTS
    Anyone can declare a knack for tackling problems or a love of learning on their job application or during an interview. However, if you want to convince recruiters you possess these desirable skills, you need to offer proof.

    Start by brainstorming a list of examples in your career when you demonstrated creativity in order to solve a problem, learn a skill, or meet a goal that benefited the company. For example, perhaps you gave yourself a crash course in blockchain technology to prepare a pitch for a potential client that your team successfully landed. Or maybe you delved into YouTube videos or took the initiative to complete an online course to quickly learn a new skill that was required to successfully complete a work assignment.

    Spend time fleshing out the stories that best illustrate your skills. Then, determine which of these stories can be woven into your résumé or your interview responses.

    MAKE SURE YOUR RÉSUMÉ LEADS WITH RESULTS
    Review your list and flag the stories that resulted in an achievement or a contribution that benefited your employer, such as lower costs, safer operations, greater profits, happier customers, etc. These will be the most appropriate examples to incorporate into your résumé.

    Use the bullet points under your résumé’s Work History section to highlight these successes. Where possible, begin each bullet point with the result of your efforts and then describe the actions you took to achieve such a result. This is known as the “result by action” format. The “action” part of this bullet point is your opportunity to specifically demonstrate how you leveraged a specific skill to provide value to your former employers.

    In the cases where you completed training programs, courses, or certifications to expand or deepen your skill set, be sure to include these professional-development activities in your résumé’s Education and Professional Development sections.

    PREPARE FOR BEHAVIORAL-BASED INTERVIEW QUESTIONS
    Employers often ask candidates to describe how they behaved during a particular situation in the past in order to gauge how they might perform in a similar situation in the future. The sample behavioral interview questions below are designed to help interviewers assess your ability and willingness to adapt, to think creatively, to solve problems, and to take initiative—in other words, your potential.

    Describe a time where you had to solve a difficult problem. How did you handle it?
    -Tell me about the first job you ever had. What did you do to learn the ropes?
    -Give me an example of a time when you had to think on your feet in order to delicately extricate yourself from an awkward situation.
    -Tell me about a situation in which you recognized a potential problem as an opportunity. What did you do? What was the outcome?

    Continue on to Fast Company to read the complete article.