WHY HIRING IS (MUCH) HARDER THAN IT LOOKS

Have you ever wondered why the hiring process is so freakishly slow? It should be easy—at the moment a manager has a vacancy (or knows there will be one), a recruiter should jump in and screen candidates, the manager should schedule interviews with a few promising applicants and, collectively, they should make a final offer to the best one.

That’s how it should go. From the outside, it may look like this process is happening in your organization. But here’s the catch: even if you’re following these steps, you’re likely following them at a glacial pace, and running into obstacles at every turn.

Why is hiring so much harder than it seems? Let’s take a look behind the scenes of the hiring process to understand the common hold-ups, and how to address them.

Step 1: Manager Has a Vacancy

First, ask why a vacancy occurred: Did someone quit? Was someone promoted? Has the workload increased and the team just needs a new hire? Second, evaluate your resources to actually fill this vacancy: What’s the budget? If the vacancy is due to someone quitting (or being promoted), is the current budgeted salary competitive enough to hire from the outside? Does the current job description still work?

As you can probably see, even the very first step in the hiring process is far more complicated than it looks. If you don’t have solid answers to the above questions, it will throw a wrench into the rest of the process.

Step 2: Advertise the Opportunity

For many jobs, putting up a job description and gathering applications is the easiest part of hiring. But what if it’s a position with a very specific skill set? Sometimes, the recruiter has to go out and hunt for someone with the right qualifications. These “head hunters” spend a lot of time and energy on this part of the hiring process, since they have to proactively find—and then convince—people to apply.

Alternatively, while an entry-level or general job should receive an influx of applications, it’s important to carefully define the job in step 1. Two weeks into the live job application, you don’t want the hiring manager to call up the recruiter and say, “I know we said we needed someone with X, but actually we need someone with Y.” Unless a good portion of the X applicants can also do Y (unlikely), you’ll have to start the process all over.

Step 3: Screen Candidates

Your relationship and communication with the recruiter will determine whether this step is productive or not. While some recruiters are well-versed in the role or department and know the right questions to ask, many others are general recruiters who are sourcing candidates across four or more skill sets. They may accidentally exclude someone who would be awesome in a position because they don’t fit the job description to a “T”.

Make sure to provide as many details as possible, and offer various examples of candidates that would make a great fit.

Step 4: Interview the Applicants

Most people don’t do a ton of hiring, and conducting interviews is not an easy feat—it’s one that takes a lot of practice, intuition and patience. That’s obstacle number one.

Second, people who apply for new jobs are typically applying for more than one. Scheduling by itself can take forever—especially if your leadership team prefers to have multiple people interview each candidate.

So, make sure you’re taking into account the candidate experience in this step—remember, not only is the hiring manager picking a candidate, but the candidate is picking a job. Your interviewer should be well-prepared, communication should be prompt and the process itself should run smoothly.

Step 5: Make the Job Offer (and Hopefully, Celebrate!)

There’s no guarantee that your offer will be accepted, or that you will be able to meet the candidate’s negotiation asks.

The key to this step is preparing for wiggle room—don’t post the job at the highest salary you can offer, and expect some pushback on things like flexible working hours or vacation time. If the candidate is employed, it’s likely their current company will come back with a counter-offer—and you need to be prepared to meet it.

If you’re able to meet the various challenges that crop up throughout the hiring process, you’ll be much more likely to find and hire the right candidate faster. When it comes to hiring, the secret is to never underestimate the collective power of details, communication and flexibility.

Instructor Sit Down: A Q&A with Tamryn Spruill

Tamryn Spruill was standing in a cranberry field, on an island off the coast of Finland, and thinking. She had headed to Europe as a reprieve after the economic collapse in 2007 forced her out of her job at a Manhattan law firm where she worked as a finance editor. She had climbed the corporate ladder there after beginning her professional life by earning a journalism degree at the University of South Carolina.

Now, with Wall Street in ruins, Tamryn stepped back and realized that this was her new beginning. And she embraced it.

“It became clear that when I returned to the U.S. I would get out of the rat race of New York City to pursue something that excited me creatively, intellectually, and spiritually. Like many who endured the hardship of layoff but found it to be a blessing in disguise,” she said.

Tamryn left New York City and headed to Vermont where she was accepted to the acclaimed MFA program at Goddard College. Never one to shy away from risk, or stray from her goal, Tamryn sent one application, to one school, Goddard. And it paid off. She was accepted and in her third semester taught fiction during a teaching practicum to local students in a charter school for the arts.

“I had sought creative, intellectual, and spiritual excitement and I found it – both in my graduate studies and in classrooms filled with talented young people,” she said.

Now as a faculty administrator, and English and literature Instructor for Bryant & Stratton College, Tamryn teaches two classes each session and supervises a group of about 20 adjunct instructors. Get to know Tamryn with our quick Q&A

Which classes do you teach?

ENGL101: Research & Writing I, a foundational English course which helps students to build the types of researching and writing skills that will help them to succeed not only in future courses but in the workplace as well.

ENGL250: Research & Writing II, a course devoted to workplace-specific writing which affords students the opportunities to draft common workplace documents like memos, professional letters, and proposals, and to sharpen their research and information literary skills which also are critical to the competitive workforce.

ENGL350: Research & Writing III, a course which fosters and challenges critical thinking as students create a primary research study related to a subject in their degree field, and includes a thorough research design (sample, data collection, and data analysis methods) and survey for collecting data.

LITR320: World Literature, a survey course of twentieth century literature from around the world that focuses on critical analysis of short stories and poems, development of cultural awareness through the act of reading literature, and application of cultural concepts to life, community, and career.

Do you continue to work in your career field outside the classroom?

I absolutely love my job! And I appreciate the ability to learn something new each session, with the goal of continual improvement. But all of this is to say that I do work in my career field outside of the classroom, as much as I can. But given the demands of my position with the college, I try to concentrate this work during breaks between sessions because I am a person who needs at least eight hours of sleep each night! In 2012, I founded an indie press that publishes poetry and hybrid/cross-genre or experimental literature. So far, seven titles have been published with another four set for release in 2016! I take great pride in sending highly imaginative and thoughtful literature out into the world, and I feel honored to work with so many talented writers.

What do you wish students understood about their time in college?

More than anything, I wish students understood and embraced that education is a precious opportunity. Of course, it is a means to an end; for example, it is a path toward gaining better employment in the future. But embracing the journey of education as a precious opportunity – rather than as something to be endured to achieve an end result – will allow students to get all they can from the experience. Instead of holding an attitude of doing as little as possible to pass a course, I would love to see more students seek to learn as much as they can. To treat a course like a milkshake and suck very hard on the straw to taste every last drop and not leave anything in the cup!

I realize this can be difficult because many students work and/or have families. These are real life demands that do not leave much time in the day for completing textbook readings and writing papers. But I know from personal experience that it is possible to immerse fully in learning despite these challenges. Often, a measure of sacrifice is required along with good organization and solid time management.

I encourage students to be introspective and consider: What are you willing to do to pass the course and earn the degree that will lead you to the employment you desire? For example, are you willing to give up watching TV for 7.5 weeks while you complete the course? (With Hulu and Netflix, students can binge watch the shows they missed during the session – as a reward for doing well in class!) For students who are very concerned with grades, my advice always is to instruct them to immerse themselves more fully in what they are learning. If they do this, they will gain the knowledge that will lead to the end result of good grades. If students focus on learning as much as they can – completing all assigned readings, listening to lectures and so forth – the grades will take care of themselves.

WHY COMMUNAL LEARNING (AND CAKE POPS) ARE THE FUTURE OF L&D

Just as the tradition of annual performance reviews is on the wane, the concept of one-and-done training sessions is becoming increasingly outdated. The pace of technology continues to accelerate each year, and HR professionals can no longer expect to train people once a year (or even once a quarter) to keep up to speed—instead, employees need opportunities to constantly learn and improve their knowledge.

But it\’s also clear that HR can\’t serve as the only source of this knowledge. According to a recent study from Deloitte, the gap between the importance of L&D and the ability to act on it grew by 211 percent over the past year. In order to bridge this gap, learning not only needs to be continuous, it also needs to be communal.

Source Knowledge from Inside the Company

For years, I\’ve been an advocate for a learning model that I informally refer to as “inside-out\” development. It takes \”build\” in the \”build vs. buy\” argument to another level: If you want to build a custom training program for your employees, do it by leveraging the skills, talents and expertise of those same employees. Don\’t limit your construction team to HR if you want a truly valuable and comprehensive learning program.

At Cornerstone, putting the \”inside-out\” model to practice has proved invaluable. Here, the L&D function isn’t necessarily defined by the number of employees officially on the “L&D team.” Our L&D team, with inside-out training, has a team of about 1,500 – that is, everyone in the company is in learning now.

And it shows: Cornerstone employees have completed 8,500 training hours in just a year and a half—all employee-generated, employee-designed and employee-delivered.

How can you apply the \”inside-out\” approach to your learning program? Here, four key lessons I\’ve learned about cultivating a community-led learning environment.

1. Focus on Culture First

While I wouldn\’t consider myself a traditionally creative person, I\’ve learned how to foster an environment where creative people thrive—and that\’s the key to inside-out development. You need to establish a company culture where trying new ideas is celebrated.

By empowering employees (regardless of title) to come forth and share their knowledge with coworkers, you\’ll create a more intimate organization where internal teaching will begin to occur naturally.

2. Identify Your Learning Champions

In order to make employee-led training work, you need employee advocates. Find people throughout the organization who are excited about the idea and willing to support you!

To start, conduct a basic needs assessment of your organization and identify the core opportunities for learning. Then, seek out potential presenters who excel in these areas and offer to help them develop a session or training course. You can coach them on presentation skills, ensure the content is relevant and accessible, and help them market the session—all of which are critical employee skills, regardless of department.

3. Embrace the Unexpected

If you want your learning program to be user-generated, it\’s going to be unique and unexpected. Remember: it\’s all about embracing new ideas.

The first time I sent around a survey asking people what they would be interested in teaching, I received more than a few outside-the-box responses: from a cooking lesson on cake pops to teaching people how to ride a bike. So, on our first \”Development Day,\” one of the sessions we had was on cake pops—it filled up almost instantly and was a great team-building experience. The cyclist also gave a great session on bike safety and commuting to work.

Don\’t let your expectations of what learning should look like get in the way of a new idea. Hosting the above sessions alongside lessons on coding, remote working and stress management rounded out our entire program.

4. Always Be Iterating

Finally, think about how you can continue to impress and surprise people. Don\’t do something just because it worked before—think of new things to try and new ways to curate and present information.

For instance, how can you embrace new technologies to increase engagement? How can you continue to update existing sessions and identify new ideas? It\’s important to take full advantage of the knowledge offered, and find ways to create ongoing conversations—whether that\’s through virtual communities or ongoing courses.

As you continue to experiment with inside-out development, you\’ll find that your company strength, trust and cohesion will be positively influenced—and all by finding great people within your organization and helping them shine.

Job-Seeking? Identify What Problem You Will Solve

One of the challenges of rethinking our careers these days is how to most effectively position ourselves with a potential employer for maximum opportunity (okay, first to get hired, then for maximum opportunity!). In other words, you and your outstanding skills are the solution to the problem or challenge they face.

Whether you’re writing a cover letter, tailoring a resume, or preparing for a job interview, think about how to demonstrate and document your problem-solving track record. career change arrow street sign

The problem or pain point could be as simple as “we need someone reliable who can learn our system quickly and replace the employee we just promoted.” Or it might be “we need someone who knows how to turn our print content into interactive media for our website.” Or perhaps it’s “we need someone who not only understands how healthcare clinics work but also speaks Spanish to help us effectively support the healthcare needs of our growing number of Latino patients.”

Your job is to learn, from the job posting and doing as much research on the organization as possible, what problem, challenge, or opportunity the organization is trying to address through the posted position, and then focus entirely on the value you bring that will help them successfully do so. Basically, your communications should showcase four things:

You have the skills, expertise, and track record necessary to fix the problem This can include education, credentials, work experience, and/or volunteer projects that relate to the challenge the company needs to address. Whether in your resume, cover letter, or interview, your communications need to be about the professional value you bring that lets you help the company resolve its “pain points.”

You deliver results: Prospective employers pay attention when you can point to quantifiable results from work you did (solutions you provided). Being able to say that you increased customer retention by 15% or contributed to a project that came in 20% under budget or achieved some other measurable positive result means that you have a track record of delivering actual results. How to frame this? Companies generally focus on three bottom-line benefits: an increase in revenue, a decrease in costs, or an increase in satisfied customers. If you’re able to point to achievable results in any of those areas, make sure potential employers know it. And if you’re a student without any applicable job history to point to, then be ready to discuss how you would become their solution based on the knowledge and insights you’re gaining in your program.

You learn fast Almost any new job is going to involve a learning curve where you’re trained on existing systems, processes, and practices. The faster you can master these and actually start producing value (that is, being the solution), the happier the company. So be sure to highlight any experiences that demonstrate how you quickly mastered new information and were able to apply that knowledge in previous situations. And if you’re a student, talk about what you’ve learned about how you learn in your classes that will enable you to “learn on demand.”

You’re easy to work with and will fit in with – rather than disrupt – their team In terms of being that great solution, think “seamless transition.” Make it clear that your great people and team skills have helped drive successful solutions in the past, and will do so now as well. So, what problems do your skills and expertise solve?

5 Must-Read Articles for the New Year

Is changing your job or career direction on the horizon for 2015? Maybe you want to set new goals or aim for a big promotion. Here are five must-read articles we found on Forbes, Fast Company, Inc., Harvard Business Review, and Mashable with tips and advice on succeeding in the New Year.

Must-Read Articles:

Make it a Good Year for Your Career

Want to create your very own career strategic plan? Forbes contributing writer Lisa Quast explains that achieving success requires more than luck and more than hard work — it actually requires a plan. Luckily, your plan doesn’t have to be difficult to create or complex. Read more in How to Turn 2015 into a Year of Career Success.

Are You Hindering Your Own Success?

Finding success is all about hard work and dedication. It’s also about avoiding a variety of pitfalls – envy, complacency, low self-esteem, to name a few — that will inevitably hold you back. Inc. contributor Larry Kim offers helpful reminders in his article, 7 Things that Will Keep You from Being Successful.

A Word of Caution about Complaining

A half hour of complaining every day physically damages a person’s brain, according to research from Stanford University. Whether you’re the one talking or you’re the one listening, it’s bad for you. Stephanie Vozza tells us why we should choose our words wisely when venting. Read Vozza’s piece in Fast Company on Why Complaining May Be Dangerous to Your Health.

How to Become the Boss’s Trusted Advisor

How does one become a member of the CEO’s inner cabinet? What traits must one possess? Jacques Neatby says it comes down to a few things, including loyalty, numbers, and humor. Read Neatby’s article in the Harvard Business Review on How to Break into Your CEO’s Inner Circle.

Signs You’re Derailing Your Chances for a Promotion

Getting promoted shouldn’t just be about you. It needs to be about what’s best for team or the company. Lily Zhang writes that before you keep charging blindly ahead to earn that coveted promotion, make sure you don’t derail your plans by making these common mistakes

J&K HC Dismisses PIL Against The Use Of Pellet Guns

In a very significant development, the Jammu and Kashmir High Court in a latest, landmark and extremely laudable judgment titled J&K High Court Bar Association v. Union of India & ors. in WP(C) (PIL) no. 14/2016 reserved on February 10, 2020 and pronounced on March 11, 2020 dismissed a Public Interest Litigation (PIL) that sought prohibition of use of pellet guns. How long can security forces restrain themselves if public becomes unruly and start pelting stones, bottles and what not? Why can’t the public be more disciplined and not always just shout of fundamental rights promised to them by the Constitution but also play a more responsible role like a good citizen by always complying with the fundamental duties as enshrined in the Constitution?

To start with, a two Judge Bench of the Jammu and Kashmir High Court comprising of Justice Ali Mohammad Magrey and Justice Dhiraj Singh Thakur sets the ball rolling by first and foremost listing the points made by the petitioner in para 1 which runs as follows: “This petition has been filed by the Jammu and Kashmir High Court Bar Association, Srinagar, through its Executive Member, Mr. Muhammad Ashraf Bhat, way back in July, 2016, with the following prayers:

“a) That the respondents, their agents and servants be prohibited by a writ of prohibition from using or caused to be used 12-Bore Pellet Gun and or of any other Bore and Cartridges containing pellets as a means of crowd control against any group of people, including protestors in the State of Jammu and Kashmir. The use of pellet gun be totally banned as a means of crowd control.

b) That all the officers, who took the decision of using the pellet guns at the protestors and non-protestors after 8^th July, 2016 and those who actually fired the pellet guns be prosecuted. Cases be directed to be registered against them for causing unlawful bodily injury, deprivation of eye sight etc.
c) That the respondents, their agents and servants be directed to compensate all those persons whose names are mentioned in the petition as well as those whose particulars will come to the notice of this Hon’ble Court during the hearing of this petition and the compensation be determined in the context of violation of Article 21 of the Constitution as made applicable to the State of Jammu and Kashmir, as these persons have either been deprived of their eye sight and or have suffered bodily injury, trauma, agony, mental pain etc.;
d) That the Director, SKIMS, Soura, Srinagar, Principal, SKIMS, Medical College, Bemina; Director, Health Services, Kashmir, and the Medical Superintendent, SMHS Hospital be directed to furnish to this Hon’ble Court details of all those persons who reported in the SKIMS, Hospitals, District Hospitals, Sub District Hospitals, Primary Health Centres for treatment on account of pellet injury and the treatment provided to them.
e) That the State of Jammu and Kashmir through Chief Secretary be directed to furnish report to this Hon’ble Court as to the circumstances and the time decision to refer pellet injury patients outside the State was taken. The respondents be also directed to bring competent and well trained surgeons from outside the State so as to provide treatment to those who are not willing to go outside for treatment or have no means for meeting the expenses of such treatment inside or outside the State. The Court may also determine negligence, if any, caused by any authority of the State in dealing with pellet injury patients.
d) Any other appropriate writ direction or order as the Hon’ble Court may deem fit in the facts and circumstances of the case be also passed in favour of the petitioner and against the respondents.””

After hearing the learned counsel for the parties and considering the matter as pointed out in para 2, it is then brought out in para 3 that, “As per the averments made in the petition, the immediate cause for filing of this writ petition has been the unpleasant events which had occurred from 08.07.2016 wherein, according to the petitioner association, people, including teenagers, watching clashes between protestors and security forces, had received pellet injuries in their eyes, skulls and throats. It is alleged that about 4000 persons were injured and about 100 persons were blinded. The petitioner in para 7(f) of the petition has given particulars of 46 persons whose eyes, according to him, were damaged by pellet injuries. Alleging excessive use of force against protestors, the petitioner in the petition has referred to various provisions of the Code of Criminal Procedure and other procedures to be adopted for dealing with and dispersal of assemblies. The petitioner association, profusedly, espousing a public interest, has filed this petition with the above prayers.”

Most crucially, it is then laudably pointed out elegantly in para 12 that, “Having considered the matter, in view of the above, we are of the opinion that so far as the constitutional tort is concerned, the State has fulfilled its obligation, inasmuch as they have made ex-gratia payments to most of the injured persons as mentioned above, and with respect to the remaining it is categorically stated that their cases shall be decided in tune with the Government policy in that behalf in due course of time. We think that in the event any individual person feels that he has not been adequately compensated commensurate with the injury he had suffered, nothing can come in his way to claim such compensation as he may wish from the State under the private law in an action based on tort through a suit instituted in a court of competent jurisdiction. This Court in this PIL, in its jurisdiction under Article 226 of the Constitution of India, cannot grant a relief to the satisfaction of every such individual allegedly injured in police action, especially so when there is a finding recorded by the Court in its order dated 21.09.2016 that almost every day, in the guise of protests, the security personnel, their camps and Police Stations were targeted by unruly crowds, and that, if the protest is not peaceful and the security persons are attacked by huge and violent mobs, they have to necessarily use force in their self defence and for protecting public property. Therefore, strictly speaking, it is not a case where compensation is being sought or claimed for wrong doing of any security force personnel, or for violating any fundamental right of any citizen by them, but for discharge of public duty by such security force personnel, or for violating any fundamental right of any citizen by them, but for discharge of public duty by such security force personnel who were being attacked by violent mobs during the relevant period. In any case, since the Government has discharged its obligation, nothing more needs to be done in this PIL.”

No doubt, each and every true Indian must be proud for what the Jammu and Kashmir High Court has held so explicitly and elegantly! How can security forces function smoothly if their hands are tied? How can public beating security forces be ever justified under the garb of “right to dissent”? Who will join security forces if the High Courts and Supreme Court justify attack on security forces, blocking of roads, burning of Constitution and national flags and chanting of pro-Pakistani slogans as “right to dissent”?

Mercifully, we see that the Jammu and Kashmir High Court Bench comprising of Justice Dhiraj Singh Thakur and Justice Ali Mohammad Magrey have commendably taken the right stand in this leading case which will send the right message to all citizens that, “You cannot on one hand spread hatred, violence and attacks and on the other hand demand that security forces just keep tolerating everything quietly without saying anything or without retaliating”!

How can attack on police station be ever justified? How can attack on security personnel and their camps be ever justified under any circumstances? How can violence by unruly crowds be ever justified?

How can they be allowed to do what they feel like doing? Have we not seen what the rioters did just recently in Delhi where more than 50 persons have died and the casualty is rising higher and higher with every passing day? Which High Court or even Supreme Court will ever try to justify it in the garb of “right to dissent”?

God help our country if ever Courts try to justify it on any ground whatsoever! Even God helps those who helps themselves! If our Courts try to justify blocking of roads under the garb of “right to dissent”, chanting of anti national slogans under this same garb and attacking our security forces and killing our police men as we saw most recently in Delhi when Head Constable Ratan Lal died of bullet injuries then we are certainly fit to be termed as a “lawless country” where everything is sought to be justified under the shameless garb of “right to dissent” just like Pakistan is fit to be termed as a “terror state” where terror groups operate with impunity with active blessings of Pakistani Army, Government and Judiciary!

Mercifully, again we have not descended to that niggardly level! This is exemplified most recently by this latest and extremely commendable judgment of the Jammu and Kashmir High Court where it has rightly refused any relief from pellet guns to those who attack police station and security forces camps! All courts must draw some lessons from this and advise people to stop justifying attacks on forces, chanting of anti national slogans and glorifying of Pakistan under any circumstances! India is India and it cannot become Pakistan ever! Pakistan split in 1971 when Bangladesh was born but India has remained united from 1947 to 2020 because we are a democratic country where people enjoy maximum freedom as my best friend Sageer Khan said way back in 1993 that, “Muslims enjoy maximum liberty in India. In Pakistan they are suppressed and that is why it split in 1971 and even now Indians who went to Pakistan in 1947 are still treated with contempt, are termed as Mohajjirs and discriminated against! Same holds true for Pashtuns, Balochis, Sindhis and people of PoK along with other regions! But in India Muslims enjoy polygamy even though it was banned among Hindus in 1955 yet Hindus never said a word. Triple talaq was banned in 1961 in Pakistan but we are still enjoying it along with Nikah Halala! Muslims enjoy all facilities in India and are allowed to become President also as also can occupy any other post and Muslim dominated Jammu and Kashmir enjoy so many rights yet they keep complaining but see how Hindus are treated in Pakistan where they have no right to life and are treated as “second grade citizens”! Muslims must learn tolerance from Hindus and treat Kashi, Ayodhya and Mathura as Hindu pilgrim sites just like we treat Mecca and Medina as Muslim pilgrim sites and never allow even a single temple anywhere not just in Mecca or Medina but in any other place in Saudi Arabia or any other Gulf country! Only then can our country become more powerful!”

Sanjeev Sirohi, Advocate,

s/o Col BPS Sirohi,

A 82, Defence Enclave,

Sardhana Road, Kankerkhera,

Meerut – 250001, Uttar Pradesh.

Why Travel to China? Exploring the Benefits of China

China has become one of the most popular study abroad destinations for students around the world because of its culture, language, history, and powerful influence in the global marketplace.

Beginning in the fall of 2014, the University of Vermont will offer an 18-credit China Semester Abroad program in conjunction with Ocean University in Qingdao. UVM also offers a Doing Business in China 4-credit summer session. We asked two UVM alumni who travel frequently to China to talk about what they’ve learned from a business perspective and why studying in China gives students a competitive edge.

James Candido, ’04, and Chris Bariberi, ’64

James Candido, ’04, of Williston, is the former director of Vermont’s EB-5 program and now works as a consultant for CrossHarbor Capital Partners, a private equity firm specializing in real estate development in China and around the world.

Chris Barbieri, ’64, led the Vermont Chamber of Commerce’s Asia Division for eight years and lived in Shanghai full time from 2003-2007. Barbieri, who lives outside of Montpelier, now works as a consultant helping Vermont companies conduct business in China.

1. What are some important business lessons you’ve learned in China?

James: Attention to detail is key. Every aspect of the deal needs to be carefully thought out and presented, and you must prepare for deep diving questions. Also, it seems as though business partners want to truly get to know you before making a significant business deal. Business dealings in the United States, from my experience, tend to be a bit more subjective.

Chris: It’s absolutely necessary to understand how China works. The culture, business practices, social norms, and history are entirely different than ours in the United States. Chinese people think very differently than we do. To succeed in China, you need to invest the time to dig deep and understand how things work. Chinese business culture is based on personal relationships, not on contracts. It’s all in the handshake.

2. What are some of the biggest cultural and marketplace differences you’ve seen between the US and China?

James: I don’t think that I ever been anywhere that feels as culturally different from the United States as China. I have only spent time in the metropolitan areas of the country, but it feels as if people are constantly moving together as one toward personal and national goals. It’s a trait that does not seem as apparent here at home. No matter what their situation is or their economic status, everyone in China seems to be trying to improve and make sacrifices to move the community forward.

This ties into the marketplace as well, as people seem to work incredibly hard regardless of their position. I have to admit it’s a little startling to come back to the United States after a trip and experience the difference in how service people – even at a McDonald’s or Subway – go about their jobs.

Chris: The cultural differences between China and the USA are very, very different. Marketplace differences are apparent as well and it’s critical for a foreigner to understand these differences in order to succeed in China. Here are a few basic differences:

Work ethic: Chinese workers are as hardworking as any country I’ve ever visited. Long hours and doing the job right dominates. Employees will work late because “I didn’t complete my assignment by quitting time.” This may change as Western business culture gets more exposure in China.
Personal responsibility: Chinese people take responsibility for their actions. The blame game is rare in China.
Business relationships are based mostly on the personal relationship of those involved.
Contracts exist of course, but often mean little as the legal system is still in its infancy.
Communications: Americans tend to get to the point and be straightforward in expressing their opinions whether delivering good or bad news. This is not so true in China.
Education is held in high regard and Chinese students are under great pressure to do well in their studies.
Crime rate and drug use are much lower than in the United States as a result of penalties and cultural norms.

3. What surprised you most about China?

James: As much as there is significant growth, the Chinese marketplace seems like a challenging place to operate. Anecdotally, I’ve heard of the difficulties of growing a business due to the necessity of having central government approval.

Real estate is being built in such magnitude that you often see massive malls and office buildings that are half – or in some instances – totally empty. You will also often see seven or eight people working in a store with almost no customers. It will be very interesting to see how the Chinese market evolves over the next 10 years.

What I found the most amazing about the economic marketplace in China is its scale. It’s impossible to adequately express how big it is. China has massive manufacturing areas, transportation hubs, and metropolitan areas with some cities having a population of more than 25 million.

Chris: What surprised me early on and has kept me coming back are the opportunities for Vermont, the work ethic, the food, the positive energy, the low crime rate, and the pure excitement of being there.

4. The University of Vermont will offer an 18-credit China Semester Abroad program in fall 2014. Why is studying abroad in China so important?

James: China’s marketplace is still one of the most important in the world. I think anyone who would want to be involved in the global economy would almost have to spend significant time there. I also think the perspectives learned can be used across the board in a variety of fields, even if those perspectives involve lessons learned on how not to operate.

Since China is such an emerging global power, there are many lessons to be learned from immersion in Chinese culture. Be it in the social or business arena, there are just so many fascinating differences in how the country operates that will give students incredible perspective.

Chris: If a student wants to understand where the opportunities will be in the future, then they must understand China. I will tell any young person who will listen that if they want an exciting and rewarding future, they should learn Mandarin and pursue a degree in international trade.

Personal relationships are everything in China. Hard work is rewarded and quality education counts. Personal responsibility and discipline count in business. China will soon be the world’s largest economy, and it has 1.4 billion people with rapidly increasing incomes. American products, services, education, and technology are held in high regard by Chinese people. China is where the action is, and students should remember that.

Tap into Nursing with the National Student Nurses Association Richmond Chapter

Nursing students can often spend 40 hours a week attending class, clinicals and internships. Who has time for extracurricular activities?

The National Student Nurses’ Association is not a typical activity. This club can help students further their career. Tiyana Thomas, president of the National Student Nurses’ Association chapter at Bryant & Stratton University’s Richmond Campus said the organization’s primary goal is to mentor and help professionally develop nursing students. Nurse helping patient in bed

And organizers start by making sure nursing students can join.

With little time to hold down jobs, the $35 national membership fee can be a burden. The Richmond chapter instituted a Play to Pay program. If students attend two meetings, and volunteer at a NSNA event, their fee is reimbursed. Thomas said the program has doubled the chapter’s membership after a single semester.

While the chapter does typical campus activities such as meetings, held during the day, fundraisers and campus health fair, the crux of their focus is to help nursing students succeed scholastically and professionally. The chapter offers educational resources by mentoring new students and offering fellowship opportunities not just with other students but with faculty members as well. NSNA members can engage in leadership opportunities by interacting with professionals in their field at the annual conference, hosted by the Virginia Nursing Student Association.

Each spring members of Richmond’s NSNA attend Legislative Day. Here, students mingle with politicians and learn to “be a powerful advocate for nursing and for the health of all Virginians,” Thomas said. The day is also a dizzying study in the critical issues the nurses, and the nature of healthcare, face at both state and national levels. Finally, NSNA’s Richmond chapter’s latest accolade may help its members pay for school. Last semester the chapter achieved constituency status, meaning chapter members qualify to apply for scholarships, grants and awards through the national organization.

Refugee Can Pursue Claim For Damages Against Government For Illegal Detention: UK SC

In a fresh development with far reaching consequences, the United Kingdom (UK) Supreme Court has most recently, most remarkably and most rightly held in a latest, landmark and extremely laudable judgment titled R (on the application of DN (Rwanda)) (Appellant) v Secretary of State for the Home Department (Respondent) [2020] UKSC 7 that was delivered on 26 February 2020 whereupon it minced no words to send across a simple, sensible and straight message that refugee can pursue claim for damages against government for illegal detention. No government can claim an unchecked and unrestricted right to hold a refugee in illegal detention! This is exactly the sum and substance of the extremely commendable judgment delivered by the UK Supreme Court which has to be applauded in no uncertain terms!

To start with, this notable judgment authored by Lord Kerr for himself and with whom Lord Wilson, Lady Black and Lord Kitchin agree first and foremost set the ball rolling by pointing out in para 1 that, “The appellant was born in Rwanda. He came to the United Kingdom in August 2000 and sought refugee status because of what he claimed was a well-founded fear of persecution if he returned to his native land. His claim was accepted on 26 October 2000 on the basis that he was a member of a particular social group (Hutu). He was recognized as a refugee pursuant to the 1951 Refugee Convention and granted indefinite leave to remain.”

While elaborating further, it is then pointed out in para 2 that, “Since he arrived in the United Kingdom DN has been convicted of a number of offences. He has also been cautioned twice. The most significant of his convictions occurred on 22 January 2007 when he pleaded guilty to assisting the unlawful entry of a non-EEA national to the United Kingdom contrary to section 25 of the Immigration Act 1971. The circumstances leading to the conviction were these: DN and his sister had travelled to the Netherlands where they met a niece. DN returned to the UK with his niece who used his sister’s travel documents in an attempt to obtain entry to this country. Although this was a serious offence, it was accepted by the trial judge that DN had no financial motivation for the crime.”

To be sure, it is then illustrated in para 3 that, “At the same court before which he had pleaded guilty to the immigration offence, however, DN was convicted, again on his plea of guilty, of three offences of obtaining or attempting to obtain a pecuniary advantage by seeking or taking employment in another’s name. He was sentenced to 12 months’ imprisonment for the Immigration Act offence and two months consecutively for each of the three pecuniary advantage offences making a total sentence of 18 months’ imprisonment.”

In hindsight, it is then unearthed in para 4 that, “On 2 July 2007 DN completed the custodial element of his sentence. On the same date the Home Secretary decided to deport him subject to a final decision on the issue of his refugee status. This was followed by a decision on 3 July that DN should be deported pursuant to article 33(2) of the Refugee Convention which allows the expulsion of refugees “whom there are reasonable grounds for regarding as a danger to the security of the country”. It was said that DN had been convicted of a “particularly serious crime” and that he “constituted a danger to the community”. The decision was based on section 72(4)(a) of the Nationality, Immigration and Asylum Act 2002. He was notified of the decision to deport him, and detained on foot of that decision on 2 July 2007, pursuant to paragraph 2(2) of Schedule 3 to the Immigration Act 1971, which provides that where notice has been given to a person of a decision to make a deportation order against him, he may be detained under the authority of the Secretary of State pending the making of the deportation order.”

Going forward, it is then stated in para 5 that, “Pursuant to powers conferred by section 72(4)(a) of the 2002 Act, the Home Secretary had made the Nationality, Immigration and Asylum Act 2002 (Specification of Particularly Serious Crimes) Order 2004. This specified several offences which were said to be particularly serious crimes. Assisting unlawful immigration to a member state contrary to section 25 of the 1971 Act was included among them. On that basis, the appellant’s conviction for the immigration offence was deemed to warrant his deportation. Section 72(4)(a) also provided that a person convicted of an offence specified in the 2004 order was rebuttably presumed to have been guilty of a particularly serious crime and constituted a danger to the community.”

As a corollary, what follows next is stated in para 6 that, “DN appealed the Home Secretary’s decision. His appeal was heard by the Asylum and Immigration Tribunal (“AIT”) on 22 August 2007. On 29 August the tribunal dismissed the appeal. It found that the appellant constituted a danger to the community of the United Kingdom, that his attempt to circumvent the immigration law in itself amounted to a danger to the community; that he could now be expelled pursuant to article 33(2) of the Refugee Convention; and that he had failed to rebut the presumption created by the 2004 Order that a person convicted of an offence specified by the Order was deemed to have been convicted of a particularly serious crime and to constitute a danger to the community of the United Kingdom. DN sought reconsideration of the decision. On 18 September 2007 that was refused. An application for a statutory review by the High Court of the AIT’s decision under section 103A of the 2002 Act was dismissed on 7 December 2007. On 31 January 2008 the Secretary of State signed the deportation order and made an order for DN’s detention pending deportation. That order was made pursuant to paragraph 2(3) of Schedule 3 to the 1971 Act which, although subsequently amended, at the time provided that “Where a deportation order is in force against any person, he may be detained under the authority of the Secretary of State pending his removal or departure from the United Kingdom (and if already detained by virtue of sub-paragraph (1) or (2) above when the order is made, shall continue to be detained unless he is released on bail or the Secretary of State directs otherwise).” (Emphasis added).”

Importantly, it is then brought out in para 7 that, “Before the deportation order was signed, no suggestion had been made on DN’s behalf that the 2004 Order was unlawful. After it was made, however, solicitors, who had replaced those who originally acted for DN, wrote to the Secretary of State making that precise case. On that account the Secretary of State was invited to revoke the deportation order. It was also claimed that DN’s detention since 2 July 2007 was unlawful. On 29 February 2008 the appellant was released on bail by order of an immigration judge. By that time, he had spent 242 days in immigration detention.”

No doubt, the simple and straightforward questions that need to be asked here are: How can the illegal detention of DN be justified under any circumstances? How can the 242 days that DN spent in immigration detention be glossed over? How can the claim for damages of DN be overlooked?

More importantly, we need to pay heed to what is stated in para 20 that, “The need for finality in litigation likewise does not warrant displacement of the Lumba principle. As Lord Carnwath says (para 38 of his judgment), finality and legal certainty are desirable objectives. But they cannot extinguish a clear legal right. In this case DN was detained on foot of an intended, and then actual, deportation order which proved to be unlawful. His detention was uniquely linked to that deportation order. The unlawfulness of that detention is inescapable. The desiderata of finality and certainty cannot impinge on that inevitable result.”

Equally important if not more is what is then stated in para 25 that, “If, and inasmuch as, Ullah suggests that paragraph 2(2) of Schedule 3 provides a stand-alone authority for lawful detention, no matter what has gone before, and irrespective of the fact that the decision to deport lacks a legal basis, I consider that the decision was wrong and should now be recognised as such. The giving of notice of the decision to make a deportation order, the making of the deportation order, and the detention on foot of it are essential steps in the same transaction. The detention depends for its legality on the lawfulness of the deportation itself. Absent a lawful basis for the making of a deportation order, it is not possible to breathe legal life into the decision to detain.”

Most importantly, it is then very rightly held in para 26 that, “I would allow the appeal and confirm that the appellant is entitled to pursue a claim for damages for false imprisonment. The prospects of success in that claim are not, of course, a matter for this court, particularly because lines of possible defence to the claimant’s case, not pursued (or, at least, not pursued with any vigour), might be canvassed on the hearing of the claim.”

All told, it is a no-brainer that all the courts in all the countries must always pay heed to what has been held by the UK Supreme Court in this extremely landmark case and hold the concerned Government accountable for false imprisonment of a refugee and for violating his/her human rights with impunity! Of course, it is a cardinal principle of law that even refugees have human rights which are sacrosanct and must always be accorded the highest esteem! If any Government fails to do so then they also must be ready to pay compensation for human rights violations as we see in this DN case of UK!

Sanjeev Sirohi, Advocate,

s/o Col BPS Sirohi,

A 82, Defence Enclave,

Sardhana Road, Kankerkhera,

Meerut – 250001, Uttar Pradesh.

Put Your Best Cover Letter Forward

Writing a resume is tough work, if you do it right. So, after doing all that work, why submit an awesome resume and then write a halfhearted cover letter, or no cover letter at all?

\”People who submit a cover letter along with their resume are more likely to get hired over those who don\’t,\” said Danyelle Little, Work/life Management Professional and editor-in-chief of TheCubicleChick.com.

The fact of the matter is, your cover letter may be the reason why a hiring manager will – or won\’t – read your resume. Here is how to grab his or her attention every single time.

Make it personal Employers are just like everyone else; they prefer personally addressed mail versus generic mail. Take time to research who, specifically, should receive your resume rather than addressing it with Dear sir or Dear madam or Dear hiring manager. You can easily find this on company websites, directories and social media sites and then pick up the phone to confirm the information is correct. Better yet, tap into your personal network so you can mention the referral in the first paragraph.

Be interesting Craft a narrative that sounds like you and that sounds like you are exactly what they need. Don\’t just say that your are qualified for the position, summarize how and cite two or three examples of your accomplishments and what you have to offer without re-hashing your resume. The trick is to paint a picture that makes it easy to imagine you in the job. Use the announcement as a guide and make it more about them than about you by customizing each letter to each employer.

Try a new format The typical format of three paragraphs might work, but maybe something a little more creative works better. Don\’t be afraid to try bullets, tell a brief story of your career evolution, use a two-column comparison to the requirements and how you meet them, or something else that shows creativity without going overboard. However, use a simple 10-12 font, no color, plenty of white space, and no longer than three quarters of a page. The point is to entice them to read the resume, so don\’t over complicate the language, overstate (or understate) your experience or be over-scholarly. Use strong, active language, but keep it simple and readable.

Make it error-free Proofread your cover letter and ask at least three other people to do the same. Ask one or two of them to read for content and general appeal and ask one or two eagle-eyed grammarians to check it for misspelling, typos, punctuation, grammar, etc.

Be proactive Don\’t leave the ball in the employer\’s court with Thanks for your consideration and I look forward to hearing from you. Instead, state your desire for the job and request an interview. Also, mention specifically how and when you will follow up to schedule an interview and do it!

HOW TO HELP EMPLOYEES STRUGGLING OUTSIDE OF THE OFFICE

With the festivity of the holidays behind us, the upcoming winter months can be difficult. Five percent of Americans suffer from seasonal affective disorder, and more than 14 million adults suffer from depression, which can be exacerbated by short winter days.

Some things are personal and it\’s best to stay removed, but if you notice that an employee is struggling with life outside of work, pay attention. Not only could it signal a serious problem, but it can also spill into work life, which will decrease productivity and increase the employee\’s stress level.

Here are some ways you can help employees who find this time of year particularly rough.

1) Encourage Use of the EAP

Most companies have an Employee Assistance Program (EAP). This is an inexpensive way for your employees to get the help they need, when they need it. EAPs can provide referrals for therapy, financial help or legal advice, and the first visit with a specialist is often free or offered at a reduced price. Many employees forget that this is available to them, and a friendly reminder that help is available can save lives.

2) Be Flexible With Schedules

Some jobs require strict adherence to schedules, but some jobs can be done at any time of day or night. If your company\’s area of business allows for some flexibility, now\’s the time to urge your employees to take advantage of it.

Seasonal illnesses are particularly prevalent this time of year, so remind employees that the company is understanding about doctor\’s appointments. Preventative care should be encouraged too, so let workers take time off for annual check-ups, dentist appointments or visits to a therapist. And keep in mind—your employees may also need time to take care of family matters, like meeting with a child\’s teacher, or seeing a lawyer about legal matters.

Working from home may alleviate some of the pressures workers feel. And the flexibility pays off—giving your employees the time they need to take care of personal issues means they will be more focused on their work responsibilities when they\’re at the office.

3) Be Kind

It\’s the beginning of the first quarter—time to start delivering on those lofty promises made during end-of-year plans. It\’s a busy time for many businesses, and it\’s easy to get caught up in the execution. But, projects will still get done if you take the time to check in and see how employees are doing, listen to their concerns and compliment their hard work. A little kindness goes a long, long way towards ensuring employee happiness.

Jobs You Can Get with a Human Resources Degree

Receiving your human resources degree is the first step towards entering an exciting career field. There are multiple jobs you can get that fall under the Human Resources (HR) umbrella. In a small company, you may be the sole human resource specialist. In larger companies, you will join a dynamic HR team. Today, most companies prefer their HR employees to have a degree with an emphasis in human resources and it is really how to get a good job in human resources at the entry level

Here are some of the many jobs you can enjoy with a Human Resources Specialist Associate degree from Bryant & Stratton.

Human Resources Assistant: An HR Assistant is the right hand to the head of HR. You can serve as a jack-of-all-trades, providing a variety of services for the HR department from administrative assistant responsibilities to maintaining accurate records of the company’s employees. You might also need to provide accurate employee reports for employee evaluations and promotions. It is the perfect training ground to put your human resources degree to work as you learn hands-on the various roles of the HR department. For more details on opportunities as a human resources assistant, click here.

Personnel Recruiters: If you love to travel, are highly-organized, and enjoy motivating people, you will make an ideal Personnel Recruiter. In addition to managing in-house applications and keeping applicants informed of their hiring status, a personnel recruiter may also have the opportunity to travel locally, nationally, and even internationally in a headhunting capacity. Companies often send their personnel recruiters to community and university job fairs to seek qualified candidates. You will also need to keep up-to-date with Equal Opportunity Act and other affirmative action-based legislation to ensure your company complies with current employment legislation. Staffing companies like Randstad also hire personnel recruiters so there are lots of opportunities. https://www.randstadusa.com/jobs/careers-at-randstad/recruiter/
Payroll & Timekeepers: Do you love the world of numbers, but also enjoy working with others? Payroll & Timekeepers get to enjoy the best of both worlds. As a Payroll & Timekeeper, you act as a liaison between employees and the payroll department. You are responsible for collecting and tracking employee time cards, as well as submitting the appropriate forms and/or electronic records to your payroll department. A Payroll & Timekeeper is also responsible for processing paperwork pertaining to social security, health insurance, and retirement benefits. For more details click here.
First-line Supervisor/Manager of Administrative Employees: The First-line Supervisor or Manager of administrative support employees is a default human resources specialist. In this position, you will provide the same type of services for your department that an HR specialist provides for the entire company. Keeping track of employee records and work performance, mediating employee relations, and interviewing perspective employees will fall under your jurisdiction. A human resources degree can help to provide the knowledge and skills you need to excel in your managerial duties.

According to the Bureau of Labor Statistics, Human Resource Specialists over the next seven years, employment opportunities will continue to increase by 5%, which is at pace with the national average.

Bryant & Stratton College’s AAS in Human Resources will provide the ideal foundation for your future in human resources. When you enroll in our human resources degree program, you will participate in a top-notch academic program designed to provide the academic knowledge and relevant skills you need to excel as an HR specialist. You will also learn the fundamentals of:

Accounting
Office and computer technology
Compensation and benefits
Local, state and national employment laws and ethics in the business environment
Employee Relations
And more.

Please contact Bryant & Stratton’s Admissions Office if you are ready to begin an exciting, successful career.

Webinar: “It Really Is a Team Effort – How Employees and Employers Create High-Performance Workplaces,” with Kim Dority

Are you striving to create a positive and performance-driven work environment?

\”Negative workplaces often frustrate managers, disengage staffers and generally demoralize the entire group, causing an uncomfortable and low-performance work environment,\” said Scott Traylor, Associate Campus Director for Online Education at Bryant & Stratton College.

Acclaimed career coach Kim Dority discussed in depth, multiple strategies to help managers and staff work together to improve workplace morale with acclaimed career coach Kim Dority. Kim is a frequent presenter for Bryant & Stratton College Online and has been writing about and teaching courses on career training for more than a decade. Registrants who attended this free event learned more about the best practices on how to improve the workplace, including assuming personal responsibility, engaging with fellow colleagues and creating strategic plans on both the individual and team level. This webinar will enable attendees to:

Create and take charge of their own professional growth agenda
Align their agenda with the strategic goals of their team, department and organization
Help managers create an environment that elicits and supports the best efforts of their diverse team members.

Watch Recorded Webinar Now

Kim\’s Resources from the webinar for High-Performance Contributors, Managers, and Workplaces:

Buckingham, Marcus and Donald O. Clifton. Now Discover Your Strengths and Go Put Your Strengths to Work: 6 Powerful Steps to Achieve Outstanding Performance.

Dorsey, Jason R. Y-Size Your Business: How Gen Y Employees Can Save You Money and Grow Your Business.

Goleman, Daniel. Emotional Intelligence: Why it Can Matter More Than IQ and Working with Emotional Intelligence.

Lencioni, Patrick. The Five Dysfunctions of a Team and Overcoming the Five Dysfunctions of a Team.

Pink, Daniel H. Drive: The Surprising Truth About What Motivates Us. Allen, David. Getting Things Done: The Art of Stress-Free Productivity.

Leeds, Regina. One Year to an Organized Work Life: From Your Desk to Your Deadlines, the Week-by-Week Guide to Eliminating Office Stress for Good. (The “Zen” organizer)

Levit, Alexandra and Julie Jansen. They Don’t Teach Corporate in College: A Twenty-Something’s Guide to the Business World.

Klauser, Henriette Anne. Write It Down, Make It Happen: Knowing What You Want and Getting It.

Tracy, Brian. Goals! How to Get Everything You Want – Faster Than You Ever Thought Possible. For more recorded webinars or to register for our next event click here!

Webinar: "It Really Is a Team Effort – How Employees and Employers Create High-Performance Workplaces," with Kim Dority

Are you striving to create a positive and performance-driven work environment?

Create and take charge of their own professional growth agenda
Align their agenda with the strategic goals of their team, department and organization
Help managers create an environment that elicits and supports the best efforts of their diverse team members.