ContingentWorkforce.Org

News and insight about working in and with today's contingent workforce.

Workforce news and insight from Sean Rehder, a former Recruiter, 1099 Independent Contractor Compliance Manager, and Supplier Qualification Program Manager turned web developer.

Member of the Human Capital Institute Organization, found at www.humancapitalinstitute.org

Member of the Linked In online community found at www.LinkedIn.com

Tuesday, January 28, 2003

General Benefits
News Postings

Talking Your Boss into Flexible Work Hours
More than half the work force wishes for some kind of change in their hours on the job, according to research by the Families and Work Institute, New York. Unless your employer is among a minority that has adopted and truly embraces clear, fair alternative-work policies, surmounting obstacles to changing your work setup can be a mystifying challenge.

HIPAA Privacy Regs: Six Steps to Compliance
As the April 14, 2003 compliance deadline for HIPAA privacy regulations draws ever nearer, a quick compliance readiness self-audit and road map can help you stay on track and make the entire process a lot less overwhelming.

Burton Calls for Mandatory Health Insurance
California employers would be required either to provide health insurance to their employees and their dependents or to pay a fee that would be used by the state to provide health insurance through a state health insurance pool under a proposal by state Senate President Pro Tem John Burton, D-San Francisco.
posted by Sean Rehder at 9:07 AM, (Permalink)

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Wednesday, January 15, 2003

General
News Postings

Working Fathers Not Recognised through Workplace Benefits
A report published today by the Equal Opportunities Commission (EOC) indicates that dads who work in Britain look after approximately one third of all childcare but don�t get the flexibility they need at work to help them do more.

WorkSharing Lets Companies Cut Hours, Not Jobs
A computer consultancy. A travel agency. A manufacturing firm. Companies like these are among a growing number of Massachusetts businesses that have turned to an obscure state program in hopes of weathering the uncertain economic climate without resorting to layoffs.

Creative Rewards for Employees
In many companies, employees are rewarded for hard work in traditional ways: Christmas bonuses, benefits, paid vacations. However, employers are searching for new ways to reward their employees. They're sensitive to the need to value their employees more as the pool of quality workers shrinks, yet reluctant to spend money on expensive trips.

Strong Medicine
It's time to face the harsh facts of life: This is the way it is. Now choose one of these four strategies for getting on with your work life.
posted by Sean Rehder at 8:57 AM, (Permalink)

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Tuesday, January 14, 2003

Interviews: Turn Your Weaknesses into Strengths
from Wet Feet.com

Sometimes, interviewers will pelt you with questions that require you to analyze your weaker traits. The types of questions you are likely to encounter in this style of interviewing include:

"Do you find it difficult to work with some people?"
Indicate that you get along well with people and work hard to understand other points of view. You can name one or two traits that disturb you, but make sure they're not overly broad, and give preference to those that a manager would also find hard to accept�such as dishonesty, incessant talking, or unreliability.
"What are your weaknesses?"
You can say you don't know of any that would prevent you from doing an excellent job in the position you are discussing. If pressed, you can turn this into an opportunity to talk about the kind of workplace you hope to enter. You might say that you prefer not to work in an environment where there's no teamwork or where you don't have a sense of why your work matters. Another good answer along those lines, which turns your "weaknesses" into strengths: "I work better in a team environment, despite the fact that I'm a self-starter and think well independently."

Bad answer: "Well, I often oversleep, and I'm a terrible procrastinator." (You may get a few points for candor, but your interviewer will almost always assume that you're worse than what you say.)

If you're asked to name your strengths as well as weaknesses, follow the same principles:

Good answer: "I think my strengths are in my ability to understand the intent of a project, master the details, and organize and pursue a well-developed project plan. My weakness might be that I can be a little impatient with people who don't keep their commitments, although I'm learning that I get better results by being tactful and persistent in asking questions, rather than making demands." (Shows coherence and a learning attitude; turns a weakness into another strength.)

Pretty good answer: "I'm a good detail person. I do what needs to be done, and I get it done on time. I don't know of anything that would prevent my doing a good job." (Less compelling, but fairly believable.)

Bad answer: "I'm good at numbers, as long as I'm left alone to get the work done. I can't think of any weaknesses." (Turns a strength into a weakness! Refuses to think about weaknesses or opportunities to learn.)
"What would your most recent boss say about you?"
Say that you believe he or she would confirm whatever you have claimed as your strengths or your accomplishments.
"Has your work ever been criticized, or have you been told to improve your performance?"
If you say no, be prepared to back it up with a statement such as "I've always received excellent reviews." (And be sure your references will confirm this, or you will lose credibility completely.) If you can't say this confidently, answer honestly�but it's best to choose a situation in which your idea was criticized, not your behavior. All the better if you can explain why the idea made sense to you.

Good answer: "I received some criticism when I introduced the idea of a customer satisfaction survey in the placement agency where I worked last year. It wasn't a popular idea with my boss, who feared the results. But I felt that if we were ever to correct our shortfalls, it would be important to know what mattered most to our customers."

Bad answer: "I received a lot of criticism from my last boss, who was pretty insecure. When I suggested a customer satisfaction survey to deal with our loss of customers, he flew off the handle. Eventually, with the help of top management, he came around to my point of view." (Just a bit arrogant sounding, isn't it?)
"What would you do if you were asked to do something that didn't make sense to you?"
Indicate that you would say something like "Perhaps I'm missing something, but I'm not immediately seeing why that would be the best way to handle the situation. Could you help me understand?" If you can, provide an example of how you faced such as situation and successfully resolved it.

Good answer: "That happened to me when I was working on a cruise ship and the activities director wanted me to shut down the entertainment early to save money. I felt that the several passengers still in the lounge and all the others had paid their fares and deserved their full value. When I realized that I wasn't able to influence her, I took it on myself to find a dignified solution. I explained to the passengers that the band really wanted to rest up for the tremendous party I had planned for the next evening, and I hoped they would plan to be there, because I would see that they got special treatment. I offered, instead, to play a terrific video that none of them had seen. All was accepted in good spirits, and my boss was grateful that I handled the situation well." (Shows resourcefulness in finding a solution that had integrity without undermining management.)

Not-as-good answer: "My boss asked me to get up on the roof to fix a sign that had been knocked about by a windstorm. I have a fear of heights, told him so, and suggested he call the sign company. He did, and they did a better job of fixing the sign than I could have done myself." (Although the suggestion was sound, it would be better to have pointed out the hazards involved and to have suggested that the sign company was better equipped to deal with them.)

Another mediocre answer: "My boss at the newspaper told me to cover a traffic accident nearby. When I reported what I had seen, he asked me to delete the part about the driver being cited for driving while intoxicated, because he was the son of one of the paper's executives. I went along, but didn't feel good about the decision." (There's no quality being illustrated here except following orders. Better to choose another illustration that allows you to demonstrate skills in creativity, resourcefulness, communications, diplomacy, mediation, or some other valuable attribute.)

Bad answer: "I'd take advantage of the company's open-door policy and make an appointment to see the CEO." You also don't want to give an example in which you didn't handle the situation to your boss's liking or in which the result was to discredit your employer.
"What kinds of work do you find difficult to do?"
Mention things that would run contrary to your values or your employer's best interests. For example: "I'd find it difficult to promote a product that I knew had flaws that weren't disclosed" or "I wouldn't want to do anything that I thought could harm the company�although, of course, I'd try to be sure I really understood the situation." Don't say something like "I really hate clerical work." Though that may be true, it makes you sound like a prima donna.
"If you encountered an unreasonable deadline, what would you do?"

Good answer: "I'd prioritize, then seek out best methods to employ, communicate with the manager about what was going on, and go all out to achieve everything that was agreed to be feasible�and more, if possible."

Pretty good answer: "I'd try to get my manager to set the priorities, because I'd want to be sure the most important work got done."

Bad answer: "I'd tell my manager the deadline was impossible to meet and would have to be changed." (Shows unwillingness to work hard or seek solutions.)
"What else should we know about you?"
Here's your final chance for a sales pitch. Don't waste it on talking about your pet parakeet or your passion for limericks. This is a good place, however, to talk about some traits that would be valuable in the workplace: You have always been a person others have come to for advice, or people seem to like your ability to deal with stress using humor. For example, you could say "I'm the person who goes out at five a.m. to get a watermelon when we're pulling an all-nighter. " Or if you know of the interviewer's interest in model trains, for example, this could be the place to reveal that you're an enthusiast yourself.

If this is the close of your interview, however, you should use the opportunity to make your closing statement to summarize your qualifications and ability to add value in the position you've been discussing and then inquire about the next steps in the process.
posted by Sean Rehder at 8:14 AM, (Permalink)

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Monday, January 13, 2003

Is the employment problem just in NYC?
Latest Employment Figures Make A Strong Case For New York City Receiving Special Aid From Albany And Washington
By Jonathan Bowles

The Center for an Urban Future today argued that the latest federal employment figures make a strong case for New York City deserving special financial support from Albany and Washington. The Center, a non-partisan Manhattan-based policy research institute, pointed out that while many local governments across the state and throughout the country are also struggling with budget problems, the city's economic and fiscal problems are of a much greater magnitude�- largely because of the September 11 terrorist attacks. So far, according to the Center, proposed state and federal budgets have not taken this into account. The Center said the latest employment figures released by the U.S. Bureau of Labor Statistics (for the period ending in December 2002) show that New York City has taken a much greater economic hit than every other part of the state and almost every other part of the country. For example:

New York City accounted for 43,400 of the 44,800 jobs lost in the state between December 2001 and December 2002�96.8 percent of the total employment decline.

New York City accounted for 175,700 of the 197,100 jobs lost in the state over the past two years (from December 2000 to December 2002)�- accounting for 89.2 percent of the state's total employment decline over the past two years.

The percentage declines far exceed the city's share of total state employment. In fact, only 42 percent of all jobs in the state are located in the five boroughs.

The city accounted for an incredible 17.6 percent of the 246,000 jobs lost nationwide over the past year (December 2001 to December 2002). The city only makes up 2.8 percent of all jobs in the U.S.

The city accounted for 10.6 percent of the 1,652,000 jobs lost in the U.S. over the past two years.

The city also accounted for 96.2 percent of all jobs lost in the New York metropolitan region over the past year and 98.5 percent of all jobs lost in the region over the past two years. "State and federal officials need to come to grips with reality and finally acknowledge that New York City's current economic and fiscal woes far exceed what other localities are facing," said Jonathan Bowles, research director of the Center for an Urban Future. "So far, the budget proposals unveiled by the governor and the president treat the city as if 9/11 had no impact on the city's economy or fiscal situation. The truth is, the city is in a dire situation and deserves help now."
posted by Sean Rehder at 7:41 AM, (Permalink)

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Saturday, January 11, 2003

How to Help a Spouse
In the Search for a Job

By KEMBA DUNHAM
Staff Reporter of THE WALL STREET JOURNAL

Patrick Riccards is trying to help his wife, Jennifer, find work.

Mr. Riccards, who works for Widmeyer Communications Inc., a Washington public-relations firm, has been reaching out to his colleagues and contacts, searching through job Web sites and newspaper ads and flagging jobs for his wife. He even helps her set a daily schedule, making sure she is devoting a block of time each day to job hunting, and judges which jobs she should pursue. Mrs. Riccards, who is 29 years old, has been looking for work in the education-policy field since she took a buyout from her previous employer in November. For the most part the two have worked together well, but they admit there has been some tension. "Some things I thought she was perfect for, she didn't think she was qualified for," says Mr. Riccards. "She's also a little less aggressive than I am when following up on a letter or after an interview."

It's natural for spouses to want to lend a hand when their partners lose jobs. But the well-meaning helper can do as much harm as good if he or she becomes too controlling. If the helper is employed, it can even rub salt in the wound.

And the risks cut both ways. Melissa Burns, who works at a public- relations firm in San Jose, Calif., recently helped her technologically challenged husband, Brice Filippini, look for a job by searching online for opportunities and even e-mailing his resume to different employers. But she worried he was taking her for granted.

"I felt like I was expected to help him and that if I didn't, that I was not a supportive partner," she admits. "At one point, Brice actually said to me, 'you're not even supporting me.' ... How can you say that when I was spending such a huge chunk of my time on this?"

Here are some tips for helping out your spouse without putting your marriage on slippery footing:

Set initial ground rules. At the beginning of the process, both parties should sit down and make sure they are on the same page. Agree on the candidate's acceptable salary range, potential for relocation, benefits, and company size and stability. "This can remove a great deal of stress from both parties," says Lisa Flavin, a principal at a Concord, Mass., search firm.

She adds that the parties should agree to revisit these elements in three to four months.

Make a list of the contacts you have in common. Both parties should use their professional, neighborhood and special-interest associations to come up with a list of "at least 200 names," suggests Emory Mulling, head of an Atlanta outplacement and executive-coaching consulting firm.

Mr. Riccards said that reaching out to his connections on behalf of his wife was a positive experience. "I definitely received more concern and attention from folks when pitching my wife than when pitching a friend or former colleague or even myself," he says.

Resist "report-carding." Asking a spouse on a daily basis about job-hunting progress will make him or her snap at some point. "Understand that there will be days of total unproductivity for an unemployed person," says Bradford Agry of CareerTeam Partners, a New York career- consulting company. "Accept this and resist the temptation to manage your spouse the way a boss would."

Mr. Agry adds that unemployed spouses will respond better to: "Anything I can do to help on the job front?" than the belittling, if occasionally tempting: "What did you accomplish today?"

Employ positive reinforcement. During this tough time, remind your partner that his or her skills are valuable and unique.

"You need to give your spouse extra hugs and let them know they are loved -- with or without a job," says Kathi Mishek, an advertising executive from Minneapolis who found that her husband needed extra nurturing while the two recently worked together to land him a job.

Realize when it's time to back off. When tensions flare up, Fort Lauderdale, Fla., business coach Joyce K. Reynolds suggests "time outs" for couples who are teaming up in this effort. But if the problems persist, you should simply let your partner seek the assistance of a career coach. Meanwhile, it might be helpful for you to find friends whose spouses are in the same situation for moral support.

� E-mail your comments to Kemba.Dunham@wsj.com. To see prior Jungle columns, please go to CareerJournal.com.

posted by Sean Rehder at 7:22 AM, (Permalink)

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Thursday, January 09, 2003

Federal IT Outsourcing

Although 35 senators oppose Bush�s outsourcing plan known as competitive sourcing initiative, saying that the competition is in favor of contractors and will hurt government employees, the private sector may benefit from the larger domestic market.

This certainly seems to be the case with sourcing companies that have netted government contracts. Computer Science Corp. reported higher 3rd quarter profits due to "The demand for IT services within the U.S. federal government, (which) remains solid, as does the global demand for commercial outsourcing, including infrastructure, business process and applications services," said Van B. Honeycutt, CSC's president and chief executive officer. Much of Lockheed�s fourth quarter growth of 20% was attributed to an increase in government outsourcing contracts.

Input, a government IT market-research firm, predicted federal spending on IT outsourcing, which stood at $6.6 billion in fiscal 2002, will soar to $15 billion in fiscal 2007, for an annual growth rate of 18%.
posted by Sean Rehder at 9:59 AM, (Permalink)

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Tuesday, January 07, 2003

"Making Networking Work for You: The Art of Relationship Management and Market Research" with Cindy Freelander Martin

Cynthia Leeds Friedlander (clfcs@aol.com) is a management consultant, career and communication coach, educator, lecturer, trainer, counselor, and group facilitator. She has maintained a private career consulting and executive coaching practice since 1979, Cynthia Leeds Friedlander Consulting Services.

Networking is:
- career management or a life management skill
- we all get a lot from engaging with other people
- a resource directory--the first place you go, like a friend
- critical part of work and personal life.

Networking is NOT telling folks what to do. Most people do it poorly, even coaches. Goals: fun, informative (tools and techniques) get group to do it. Communication. Adapt networking to your own style--make it authentic, notmechanical or plastic. It's all about marketing--you are a product, so think about branding.

To get someone to help you with networking:
- Say your name (some folks in 60 seconds of fame forgot to)
- Don't use "trying" when you want someone to hear your message. (as in "I'm trying to get into a new field." If you aren't convinced, how can someone else be?)
- People don't like networking because they feel like you're asking for help or you want me to fix it.
- You don't want to feel needy, so try thinking "I want to let you know how smart I think you are so you'll want to help me make an important decision."
- "pick your brain" sounds like a vulture. It's not a good graphic expression "want to take something from you" avoid "I need" Instead try: "I want to brainstorm with you." It's two-way, exciting and show's you bring something to the table.
- Go to people who have more than you do. But don't be needy or ask them to fix something

A scenario to avoid:
"Do you know of any work for me?" They'll ask for your resume, send it to HR, and you'll feel like you made progress, but not really.

Instead try:
"Last time we spoke, you gave me a list of resources, are there any other people you can recommend I speak with?"

Find real reasons to talk to people. The goal is to build relationships, not to get work. Getting work is just a by-product.

Cindy used an example of an obscure profession: trapeze artist. Keep asking. Someone will know somebody who will know somebody who is a trapeze artist.

Networking is:
- building relationships
- building rapport
- sharing info
- spreading a net
- extending the connection
- expanding the path beyond

Advice:
- bring info to gain info
- ask open ended questions.
Practice avoiding close ended questions. Not "can you?" It's closed--it can be answered yes or no. Use helping verbs: How, why, tell me about, describe.

Not: "Do you know anyone else I can talk to?"
Instead: "Who else can I talk to?" People start thinking

Not: "Do you have any questions?"
Instead: "What questions do you have?" Then wait for them to answer!

Ask for a meeting:
- We say we can't ask people for time, so we want to do things over the phone. We need to get over the discomfort. Put something on the table: Be prepared for meeting--it gives them a framework
- Ask for specific people you'd like to speak with
- Even better prepared: show a list of folks you'd like to talk to. Ask: "Who else would you put on this list? The List helps to trigger discussion. Plus we can only remember 7 +/- 2 things, but can look at more things on a list.

Relationship management and market research--that's what networking is. Companies wouldn't put products in the marketplace without research. Demonstrate that you've done your homework. Tailor your approach for each meeting. Make sure you fix all generic references in letters and e-mails.

Go about this assuming:
1) you don't need money
2) you have productivity in your life

Do what you love, the money will follow. Find your passion, like Chocolate that you can't walk by without eating. Find something you can't stop talking about, you engage people with, you're excited about.

Of course, don't tell people you're not looking for a job:
- Find legitimate and passionate reasons to meet with people
- Sincerity, enthusiasm and confidence work
- Self-doubt is a very natural thing--watch being desperate or needy or losing your confidence.

This job market is like musical chairs. Because the chairs are missing, there are some real needs. What you have to do is find innovative ways to fill the needs. After 9/11, people realize they need to have fun, and have a deeper commitment to work/life balance. Think about helping with a service business.

Everyone has risk-taking ability and creativity. Just find the scale that works for you. Compassion and understanding seems to work in this market. Don't forget we're in this together.

When listening, try to listen from the other person's point of view. Acknowledge sincerely and specifically for that individual. People want to be heard.

People acquire work through relationship management--you never know when a job offer will come through.

Some facts:
- 75-80% of jobs are hidden
- 20-25% of jobs are public
- 75-80% of competition is going after those 20-25% public jobs

Create a target list of people hire for the jobs you want. Someone you know knows these people. There are lots of ways to get access to people:
- Write an article and interview them
- Join an association
- Do a survey and promise to get back to them with the results
- Go to and/or speak at conferences and seminars
- Make e-mail brief (this works better with an introduction or reference from someone else which goes in the subject line)
- Manage communications carefully, especially watch e-mail at high levels
- Explain what you want and how you'll get back to them.
- Unless it's an open position, don't send your resume--it just gets forwarded to HR
- Use your connections--make them happen.
- Use introductions: contact the person directly and say who sent you.
- Instead of "so & so suggested I call" try "Tom told me what you've been doing . . ." or "Tom and I agreed you would be a wonderful person to talk to about . . ." Make sure the person giving the intro actually knows your target.
- Flattery works. Try "may I use your name?"
- You don't have to take people to lunch. Sometimes a business setting is actually better for a targeted discussion.
- Internet forums or discussion groups are a great place to establish expertise and relationships. Top people often show up and can lead to networking. These are a great resource base.
- Join a 5 o'clock club or other networking group.

Your personal marketing plan:
Is it a job interview or networking meeting? Know which one you're in and act accordingly. Start with a product definition: key success stories, areas of expertise, have examples and stories ready, bring brochures, product information, whatever helps to illustrate your strengths including selling points, mission statements. Make strong statements about yourself.

Get a coach or someone to help you. They ask transformative questions to help you change who you are into what you want to be.

Get someone to critique you on the language you use to ensure that you are understood.
posted by Sean Rehder at 8:20 AM, (Permalink)

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Saturday, January 04, 2003

Here are some common questions
asked in an interview.

Why did you decide to apply for this position?
What are your strengths and weaknesses?
List three of your most important/proudest accomplishments.
What kind of work environment do you prefer?
What motivates you? ALSO Have you used these motivators with others?
How are you qualified for this job?
What supervisory or mamgement experience have you had?
How would you characterise your supervisory style?
The person in this position needs to be innovative and proactive. Canyou describe some things you have done to demonstrate these qualities?
How would you rate your communication skills and what have you done toimprove them?
What else besides your school and job experience qualifies you for thisjob?
What have you read lately, and what are you reading now?
While this position involves some specific skills (language, computer,administration, etc.), it is more of a generalist position. How do you feelthat your background fits into this?
What are the personal characteristics and qualities that you wouldbring to this position that would be particularly helpful in fulfilling theresponsibilities of this position?
Tell us about yourself.
What professional groups are you a member of, and how active have youbeen in those groups?
Do you prefer to work independently or as part of a team?
What appeals to you about this position and/or this company?
What are some aspects of your present (or most recent) position thatyou like?
What are some aspects of your present (or most recent) position thatyou dislike?
What do you see yourself doing five or ten years from now?
Starting with your last job, would you tell me about some of yourachievements that were recognized by your superiors?
What are some things you would like to avoid in a job? Why?
What are some of the things on your jobs that you feel you have doneparticularly well?
What does success mean to you? How do you judge it?
Who or what in your life would you say influenced you most with regardto your career objectives?
What traits or qualities do you feel could be strengthened or improved?
What kinds of things do you feel most confident in doing? Somewhat lessconfident in doing?
What are some of the thing you are either doing now or have thoughtabout doing that are self-development activities?
Tell me about a time when you had work problems or stresses that weredifficult for you.
Customers frequently create a great deal of pressure. What has beenyour experience in this area?
What types of pressures do you experience on your current job? How doyou cope with these pressures?
Describe a time when you were under pressure to make a decision. Didyou reactimmediately or take time in deciding what to do?
What types of things make you angry? How do you react?
How do you react when you see co-workers disagreeing? Do you becomeinvolved or hold back?
Do you prefer to have a job in which you have well laidout tasks andresponsibilities, or one in which your work changes on a frequent basis?
In your current position what types of decisions do you make withoutconsulting your immediate supervisor?
What types of experiences have you had in dealing with difficultcustomers?
Describe a problem person you have had to deal with. What did you sayor do?
What have been your experiences in dealing with the general public?When have people really tried your patience?
What important goals have you set in the past, and how successful haveyou been inworking toward their accomplishment?
What things give you the greatest satisfaction?
How would you describe yourself?
In what ways do you think you can make a contribution to ourdepartment?
Describe your most rewarding experience.
What do you know about our company?
Why do you think we should hire you?
What will your last supervisor tell me are your two weakest areas?
If you were hiring someone for this job, what qualities would you lookfor?
What does the term two-way communication mean to you? When have yousuccessfully used two-way communication?
How did you organize your work in your last position? What happened toyour plan when emergencies came up?
Describe how you determined your priorities on your last job.
Describe how you schedule your time on an unusually hectic day. Give aspecific example.
Are you a person who likes to "try new things," or "stay with regularroutines"? Give an example.
If we had to contact your staff from your previous position, what doyou think they would say about you?
What do you do on your days off ?
If you had a million dollars what would you do? ( Do not say retire,or live on thecoast)
What would you do if your staff comes to work late regularly?
What makes you happy?
What was your greatest working achievement?

posted by Sean Rehder at 7:21 AM, (Permalink)

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