NEW ONLINE HIRING TOOLS FOR RECRUITERS (HINT: LINKEDIN ISN\’T ONE OF THEM)

The unemployment rate has been steadily falling (not always a good sign), but many recruiters will tell you that finding the right employees for job openings is as hard as ever. Josh Bersin, founder of Bersin by Deloitte, identifies on Forbes the hot new trends in online recruiting. Here are five of them:

1. Track a Candidate\’s Social Footprint

Forget LinkedIn. \”A whole barrage of exciting tools have been created to help companies better find and source key candidates,\” writes Bersin. \”These companies mine your personal code postings and other social information to create a profile and actual \’competency ratings\’ based on your social data.\”

2. Use \’Pre-hire\’ Evaluations

\”Today, driven largely by the power of the cloud, there seems to be an explosion of new assessment tools.\”

3. Limit Recruiters to Sourcing

\”The highest-performing companies are now pushing more and more responsibility onto the shoulders of hiring managers (training them how to interview) and letting recruiters focus on high-powered sourcing and initial screening.\”

4. Build & Communicate Your \’Talent\’ Brand

\”Today’s high-powered recruiters work directly with the SVP of Marketing to create a research-based, authentic employment brand and promote it on the front page of the company website (not only in the \’careers section\’).\”

5. Make the Most of Big Data

\”Our research shows that the most advanced thinkers in HR analytics start by measuring recruiting.  Do you know where your most effective candidates come from?  What backgrounds and experiences make the best sales people? Which sourcing or advertising channels are most effective and efficient?\”

NEW ONLINE HIRING TOOLS FOR RECRUITERS (HINT: LINKEDIN ISN\’T ONE OF THEM)

The unemployment rate has been steadily falling (not always a good sign), but many recruiters will tell you that finding the right employees for job openings is as hard as ever. Josh Bersin, founder of Bersin by Deloitte, identifies on Forbes the hot new trends in online recruiting. Here are five of them:

1. Track a Candidate\’s Social Footprint

Forget LinkedIn. \”A whole barrage of exciting tools have been created to help companies better find and source key candidates,\” writes Bersin. \”These companies mine your personal code postings and other social information to create a profile and actual \’competency ratings\’ based on your social data.\”

2. Use \’Pre-hire\’ Evaluations

\”Today, driven largely by the power of the cloud, there seems to be an explosion of new assessment tools.\”

3. Limit Recruiters to Sourcing

\”The highest-performing companies are now pushing more and more responsibility onto the shoulders of hiring managers (training them how to interview) and letting recruiters focus on high-powered sourcing and initial screening.\”

4. Build & Communicate Your \’Talent\’ Brand

\”Today’s high-powered recruiters work directly with the SVP of Marketing to create a research-based, authentic employment brand and promote it on the front page of the company website (not only in the \’careers section\’).\”

5. Make the Most of Big Data

\”Our research shows that the most advanced thinkers in HR analytics start by measuring recruiting.  Do you know where your most effective candidates come from?  What backgrounds and experiences make the best sales people? Which sourcing or advertising channels are most effective and efficient?\”

A STARTER GUIDE TO MILLENNIAL RETENTION

Who better embodies the old mantra — \”change is the only constant in life\” — in today\’s workplace than Millennials? The twenty-something demographic, which is projected to make up 36 percent of the American workforce by 2014, tends to baffle their older counterparts: how to talk to them, how to work with them, and how they are transforming everything the workplace has held sacred. Currently on the list of Millennial disruptions? The nine-to-five workday.
According to a recent study (\”The Cost of Millennial Retention\” by Millennial Branding and Beyond.com), Millennials are so against a rigid clock-in, clock-out schedule at work that nearly half (48 percent) of the companies surveyed are focusing heavily on \”workplace flexibility\” in order to retain Gen Y talent. Forbes reports that 45 percent of workforce Millennials would opt for flex-time over higher pay. 
The Millennial theme here is simple: Money means less, culture means more. How much more? Thirty percent of surveyed companies have lost 15 percent or more of their Gen Y employees in the past year. So how can employers find ways to turn those trends around? Here are some insights that may help keep an organization\’s young talent sticking around:

Mentorship Matters

The Millennial Branding study suggests that second to workplace flexibility as a retention tactic, many companies (40 percent of those surveyed) are also investing in mentorship programs. Mentorship is an important factor for Millennials. According to nonprofit career community Net Impact, 87 percent of current college students (as opposed to 78 percent of current workers) say that the ability to learn and grow is very important or essential to their job ideals. It\’s important to note that Millennials aren\’t looking for the traditional (of course) hierarchical type of mentorship, but simply a relationship with a trusted colleague from whom they can learn.
“A lot of mentoring programs have failed as they have tried to put structure to something that is basically a relationship,” writes Jeanne Meister, author of “The 2020 Workplace: How Innovative Companies Attract, Develop, and Keep Tomorrow\’s Employees Today” in InvestmentNews“Mentoring and coaching is an important form of development.”

Greater Purpose > Great Benefits

If it isn\’t clear by now, make sure this assumption is hard-wired into your HR organization: Traditional benefits are no longer enough to keep Millennials. According to the HR professionals surveyed, just 14 percent of Millennials inquire about healthcare options during the interview process. Money and traditional perks also take a back seat when compared to overall purpose at a job. Nearly three-fourths of students — opposed to roughly half of all workers — report that having “a job where I can make an impact” is essential to their overall happiness. 
“The Millennial generation has learned to be two things during the recession — resilient and nomadic,\” explains Rich Milgram, founder and CEO of Beyond.com. \”As the job market improves, the level of confidence will improve along with it and cause many in this age group to reevaluate their current situation, possibly seeing value in seeking greener pastures.”

Build a Great Social Enterprise, or Else

Millennials don\’t view the \”work-life balance\” debate the same way as Gen X or Boomers. (Not exactly a shocker there.) Why? Their intense interaction with social media has changed the game. Employers who can find ways to embrace and leverage social media in the enterprise will hold significant competitive advantages over competitors that don\’t. Be open with Millennials on social media. And lean into social media platforms to engage: Gen Ys are generally more comfortable (38 percent) making social media introductions than managers (19 percent).
\”Gen Ys are crucial to the development and growth of our economy,\” explains Dan Schawbel, founder of Millennial Branding. \”Yet managers have a negative impression of them and it’s creating workplace drama. Managers should be setting proper expectations, giving them career support and help them develop the skills they will need today and in the future.”

HOW TO WIN OVER THE CLOUD HATERS IN HR

Cloud computing has nothing to do with the weather, yet most people actually believe that storms can cause problems with the technology. It\’s a fair guess that HR managers make up a good chunk of the mis-believers — at least according to William Tincup, who argues on Human Capitalist that fear and ignorance of the cloud is still a major drag on workplace innovation.   
\”In almost every other aspect of our modern life we implicitly trust the cloud,\” Tincup explains. \”Facebook, cloud. Salesforce.com, cloud, LinkedIn, cloud. Almost everything delivered over our \’smart\’ phones touches the cloud. Then why do we question the cloud at work?\”
Institutional fear in HR, Tincup explains, is founded in its longstanding aversion to change. The way out of that jam? Tincup suggests it starts with a few simple lessons. 

Don\’t Believe the \’Boogie man\’

\”The boogie man uses code words that enable our fears. This just in: the boogie man and other nefarious characters are going to somehow harm us by impinging upon our data. Wait, bad people do bad things — news at 11. That logic is so flawed it’s hard for me to muster up a paragraph about it. Realize that those same bad people could do anything they wanted before the cloud. In some ways it was easier to steal stuff that was client-side.\”

Embrace the Uncertainty

\”Everyone hates change. You, me, the dude at DQ that hustles up my Blizzard… all.of.us. We hate it. Hate with a capital H. And the cloud represents two parts of change that are really difficult for most people…
  1. The status quo oftentimes referred to in a folksy voice, “if it ain’t broke, why fix it”
  2. Learning and/or re-learning stuff is hard.\”

Spread the Word

\”We don’t need to fear the cloud — in any way, shape and/or form. And, those of us that love the cloud have a responsibility to help those around us that might not get it and/or are completely inept (j/k). One of the ways I do this is by pointing out places and instances where the cloud has saved my ass. (Hello Dropbox.) Personalize the cloud experiences as you see fit.\”

HOW TO MANAGE YOUR \’PERMALANCER\’ TALENT

What\’s the hottest job of the future? It might very well be the \”permalancer\” — part-time contractors who can often appear to be regular members of an organization but aren\’t full-time employees.
The population of part-timers in the United States is growing fast, according to recruiters and government statistics: there are 27.4 million part-time jobs in the country, up 10 percent from 2007. By comparison, the number of full-time jobs during the same period has dropped by 4 million, to about 118 million. According to Adecco, a staffing firm, one full-time job will be created for every three or four permalancer positions in the coming year.
But the permalancer trend isn\’t driven just by companies looking to keep costs down and maintain a flexible workforce as business demands change. Many permalancers like the setup, for a multitude of reasons: most like having the freedom to choose when, where and for how long they work. \”Contract work gives [permalancers] exposure to many different companies, work environments and projects,\” Matt Rivera, the director of customer solutions at staffing group Yoh, told The Chicago Tribune. \”While it would seem like there\’s less stability because they\’re not working as a direct employee, for many workers with in-demand skills, it allows them to dictate the types of projects they work on and how much they work.\”
The growing trend poses some challenges for employers. The first one is legal: to prevent employers from exploiting workers, regulations protect independent contractors from being unfairly denied healthcare or other benefits. The second challenge is cultural: the size of the permalancer workforce means they make up a bigger share of a company\’s workforce. With that comes the need to ensure that they fit within the company. Here\’s how a handful of workplace experts recommend striking the right balance:
  • Make them feel included. According to creative consulting firm Cella, it\’s important to make your permalancers feel like they are a part of the team in order to keep and to give them the support they need to succeed. Include them in companywide meetings, celebrations or happy hour — whatever it is. Because of the legal concerns \”many companies take an extreme approach [with respect to how and when part-time workers are included], which can cause the talent to feel like an outsider unnecessarily,\” Cella\’s Laura Berry writes. \”The trick is to understand YOUR company’s specific regulations and communicate them openly.\”
  • Make contractor recruitment part of your hiring strategy. According to freelance network Elance, nearly 70 percent of freelancers claim they are happier and 79 percent are more productive working as a freelancer than as a full-time employee. The study also found that the average freelancer expected to earn 43 percent more in 2013 than they did in 2012. Companies should acknowledge this growing trend in the workforce and make room for it when hiring.
  • Expect they\’ll leave. Sometimes the need for the permalancer is no longer there: maybe the project ends or the budget changes. It is important to give your permalancer proper notice and also establish an understanding that they will do the same with you if and when they decide to move on.

HOW TO MANAGE YOUR \’PERMALANCER\’ TALENT

What\’s the hottest job of the future? It might very well be the \”permalancer\” — part-time contractors who can often appear to be regular members of an organization but aren\’t full-time employees.
The population of part-timers in the United States is growing fast, according to recruiters and government statistics: there are 27.4 million part-time jobs in the country, up 10 percent from 2007. By comparison, the number of full-time jobs during the same period has dropped by 4 million, to about 118 million. According to Adecco, a staffing firm, one full-time job will be created for every three or four permalancer positions in the coming year.
But the permalancer trend isn\’t driven just by companies looking to keep costs down and maintain a flexible workforce as business demands change. Many permalancers like the setup, for a multitude of reasons: most like having the freedom to choose when, where and for how long they work. \”Contract work gives [permalancers] exposure to many different companies, work environments and projects,\” Matt Rivera, the director of customer solutions at staffing group Yoh, told The Chicago Tribune. \”While it would seem like there\’s less stability because they\’re not working as a direct employee, for many workers with in-demand skills, it allows them to dictate the types of projects they work on and how much they work.\”
The growing trend poses some challenges for employers. The first one is legal: to prevent employers from exploiting workers, regulations protect independent contractors from being unfairly denied healthcare or other benefits. The second challenge is cultural: the size of the permalancer workforce means they make up a bigger share of a company\’s workforce. With that comes the need to ensure that they fit within the company. Here\’s how a handful of workplace experts recommend striking the right balance:
  • Make them feel included. According to creative consulting firm Cella, it\’s important to make your permalancers feel like they are a part of the team in order to keep and to give them the support they need to succeed. Include them in companywide meetings, celebrations or happy hour — whatever it is. Because of the legal concerns \”many companies take an extreme approach [with respect to how and when part-time workers are included], which can cause the talent to feel like an outsider unnecessarily,\” Cella\’s Laura Berry writes. \”The trick is to understand YOUR company’s specific regulations and communicate them openly.\”
  • Make contractor recruitment part of your hiring strategy. According to freelance network Elance, nearly 70 percent of freelancers claim they are happier and 79 percent are more productive working as a freelancer than as a full-time employee. The study also found that the average freelancer expected to earn 43 percent more in 2013 than they did in 2012. Companies should acknowledge this growing trend in the workforce and make room for it when hiring.
  • Expect they\’ll leave. Sometimes the need for the permalancer is no longer there: maybe the project ends or the budget changes. It is important to give your permalancer proper notice and also establish an understanding that they will do the same with you if and when they decide to move on.

HOW TO MANAGE YOUR \’PERMALANCER\’ TALENT

What\’s the hottest job of the future? It might very well be the \”permalancer\” — part-time contractors who can often appear to be regular members of an organization but aren\’t full-time employees.
The population of part-timers in the United States is growing fast, according to recruiters and government statistics: there are 27.4 million part-time jobs in the country, up 10 percent from 2007. By comparison, the number of full-time jobs during the same period has dropped by 4 million, to about 118 million. According to Adecco, a staffing firm, one full-time job will be created for every three or four permalancer positions in the coming year.
But the permalancer trend isn\’t driven just by companies looking to keep costs down and maintain a flexible workforce as business demands change. Many permalancers like the setup, for a multitude of reasons: most like having the freedom to choose when, where and for how long they work. \”Contract work gives [permalancers] exposure to many different companies, work environments and projects,\” Matt Rivera, the director of customer solutions at staffing group Yoh, told The Chicago Tribune. \”While it would seem like there\’s less stability because they\’re not working as a direct employee, for many workers with in-demand skills, it allows them to dictate the types of projects they work on and how much they work.\”
The growing trend poses some challenges for employers. The first one is legal: to prevent employers from exploiting workers, regulations protect independent contractors from being unfairly denied healthcare or other benefits. The second challenge is cultural: the size of the permalancer workforce means they make up a bigger share of a company\’s workforce. With that comes the need to ensure that they fit within the company. Here\’s how a handful of workplace experts recommend striking the right balance:
  • Make them feel included. According to creative consulting firm Cella, it\’s important to make your permalancers feel like they are a part of the team in order to keep and to give them the support they need to succeed. Include them in companywide meetings, celebrations or happy hour — whatever it is. Because of the legal concerns \”many companies take an extreme approach [with respect to how and when part-time workers are included], which can cause the talent to feel like an outsider unnecessarily,\” Cella\’s Laura Berry writes. \”The trick is to understand YOUR company’s specific regulations and communicate them openly.\”
  • Make contractor recruitment part of your hiring strategy. According to freelance network Elance, nearly 70 percent of freelancers claim they are happier and 79 percent are more productive working as a freelancer than as a full-time employee. The study also found that the average freelancer expected to earn 43 percent more in 2013 than they did in 2012. Companies should acknowledge this growing trend in the workforce and make room for it when hiring.
  • Expect they\’ll leave. Sometimes the need for the permalancer is no longer there: maybe the project ends or the budget changes. It is important to give your permalancer proper notice and also establish an understanding that they will do the same with you if and when they decide to move on.

WHY RECRUITERS ASK ILLEGAL INTERVIEW QUESTIONS: Q&A WITH CHRIS FIELDS

Recruiting is a balancing act. Hiring managers want to ensure that they select the right person for the right job — but that can mean veering dangerously close to questions that are inappropriate or even illegal. \”Do you have kids?\” or \”Are you married?\” Both questions break the law, notes Chris Fields, an HR consultant and job coach. Here, Fields talks about why these kinds of questions get asked and how candidates should respond.

Are candidates and recruiters generally aware of questions that are off limits?

Often candidates don’t know that these questions are illegal because they come up during small talk. Some employers point out a wedding ring — not because they really want to know but because they want to get the applicant talking. It\’s not so much a question as a conversation starter. But some questions that ask directly about any disabilities or pregnancies are outright illegal. Unfortunately, job candidates don\’t feel like they have a choice because of the competition, so they answer them.

Do some employers have motive for asking appropriate questions?

They’re trying to find out if someone can work their shifts without any personal distractions. When you hire someone, it’s a costly investment so you don’t want to make a poor decision. You can minimize the poor decisions by having metrics, asking relevant questions and vetting with background checks.

How can employers rephrase the questions in a legal way?

Don’t think about the physical attributes you\’re looking for, but what you need someone to do and base questions off the position you’re hiring for. If you need someone to work a holiday schedule, don’t ask if they celebrate Christmas or Hanukkah. Just tell them, “We need coverage during this time period. Is that a problem?” You don’t need to know why that’s problem; all you need to know is whether they can do it — yes or no. When you get into why they can’t do it, that’s when you get into trouble and start making judgments.

Tell us about a scenario when a job candidate was asked something inappropriate.

One woman I talked to had an interview where the interviewer complimented her wedding ring. “Wow,\” he said, \”you must really be loved. What does your husband do?” That’s not necessarily an illegal question, but it made her feel inadequate. She didn’t know if she was going to be judged on her ring.
You don’t want job candidates to come away thinking they did something wrong by wearing a wedding ring or wearing a nice outfit. When a recruiter says, “That looks like an expensive suit you’re wearing,” the candidate wants to know they look nice, but they don\’t want the interviewer to think they don\’t need the job. Also, they don\’t want to work for a company that would judge based on those things.
For an organization, integrity is important. It’s important to provide a good candidate experience because even if you don’t give someone the job, you want the person to have a good view of the company. You don’t want applicants to leave the interview feeling like they’ve been manipulated or compromised in any way.

WHY SUCCESSFUL SOCIAL LEARNING REQUIRES STRUCTURE

While training and employee development usually brings a big conference room and never-ending lectures to mind, learning doesn’t have to involve a formal setting that employees end up dreading. In fact, 80 percent of learning happens informally, but that doesn’t mean social learning doesn’t need structure or purpose, notes learning expert Bill Cushard on Human Capitalist.
“To implement social learning successfully, HR and other leaders need to be specific and deliberate about how they design it,” Cushard says. “The good news is that a social theory of learning provides a design framework that can guide how to implement social learning in an organization — no matter what technology is in play.”
A social theory of learning involves four trade-offs, says Cushard:

Participation vs. Reification

Conversation and available resources make up the elements essential for successful social learning and provide a balance between participation and reification. “One thing to consider when implementing social learning is to make sure you give people the ability to both participate in conversations and to access, share, and create resources.”

Designed vs. Emergent

“You can design social learning, but participants must have the power to decide where to take things, and management should avoid the impulse to control that.”

Identification vs. Negotiability

“In social learning, people should be able to decide for themselves their level of participation, role they want to play, and what value the social learning topic has for them. Management shouldn’t try to overly define roles and participation levels.”

Local vs. Global

“Users should be able to create private, subject-specific groups in their enterprise social network, but if they start to believe that too many groups outside of the ones they are specifically assigned to are closed to them, the organization won’t likely realize the full benefit of social learning.” 

7 Ways to Improve Your Resume in the New Year

Is changing your job or career direction one of your New Year’s resolutions? If so, then it’s time to update and refine your resume. But choosing which accomplishments and experiences to list and enhance on your resume can be difficult, especially if it’s been a while since your last job search.
What are the most current resume guidelines you should be following? Should your resume style be chronological or functional? What’s the difference between an objective and summary? Isn’t there a rule about keeping a resume to one page?
Career consultant Markey Read of Williston answers these questions and more.

Ways to improve your resume and stand out from the crowd

Chronological vs. Functional Resumes

The most popular resume format is the chronological resume, which includes a chronological listing — starting with the most recent — of all your employers and related accomplishments. Educational information is also included, as well as any certifications, community service work, and specialized skills.
Meanwhile, functional resumes highlight your skills as they relate to previous and current positions, such as managing, organizing, implementing projects, fiscal accountability, and any others that emphasize your professional talents rather than your chronological work history.
Read suggests using a combination of the two.
“The red flag for a functional resume is that when human resources sees it, they automatically think: This person is older and trying to mask how many years they’ve been in the workforce; this person is in transition and wants us to see their transferable skills; or this is a young person with very little experience,” says Read.
On the flip side, a chronological resume can seem like a long list of jobs held with no cohesive statement. Read recommends using a summary at the top (more on that later) to highlight your skills and abilities, much like you would in a functional resume.
“People forget that a resume is a marketing tool,” Read says. “It’s something that should promote your best self. You don’t need to have every single job on there, and you don’t need to go back more than 10 or 15 years.”

Summary vs. Objective

Read advises starting with a summary at the top of your resume that highlights three or four different themes describing your proficiency at both formally-trained and acquired skills and abilities. The remainder of your resume should reflect how those skills and abilities contributed successfully toward the outcome of workplace, team-driven projects, and independent assignments.
As far as listing an objective at the top of your resume, Read says don’t bother.
“Space is so valuable in a resume — don’t waste it on objective,” Read says. “Objectives are really old school. We used objectives 30 years ago when we didn’t send out our resumes electronically and were applying for just one job.”

One Page or Two?

Read’s general rule of thumb is that if you’ve had more than three professional jobs, your resume should be on two pages.
“There are people who are adamant about one page,” Read says. She suggests keeping your resume to one page if your second page is made up of six lines or less. “If your resume is on two pages, you should have at least a page and a half of text.”
Read says it’s fine to print your two-page resume on the front and back. Remember to include a note at the bottom of page one indicating more text is on the other side of the document.

Results vs. Tasks

Some career coaches will tell you to list all recognitions and accomplishments. Others will tell you to include what your job entailed and what you were required to do each day.
Again, Read recommends a combination.
“Just stating results doesn’t give a full picture,” says Read, who recommends using two to five sentences that are descriptive summaries of your job duties. “Just don’t ever use the word “duties” or “responsibilities” in a resume.” Instead, use words such as “managed,” “developed” or “strengthened.”
She also suggests using two to eight specific examples — with numbers or percentages — that detail project accomplishments (for example, include that you increased sponsorships by 50 percent or by $200,000 – whichever shows a greater impact).

Where to List Your Education

Not sure where to list your college degree? Does it go at the top or the bottom of your resume? That depends, Read says.
“How recent and how high is your degree?” Read says. “If your degree is within the last three years, put it at the top of your resume. If you have a master’s degree or higher, it should always go as the second element under your summary. Especially if a master’s is required for the job you are seeking.”
If you have an associate’s or bachelor’s degree and have been out of college for three years, Read suggests listing the degree at bottom of your resume.
“And after two or three jobs, your GPA on your resume should go away. If you’re resting your laurels on your GPA, you need to move on. GPAs or a Magna Cum Laud have little relevance in the workplace.”
And never include your high school education, emphasizes Read. “If you have a Bachelor’s degree, it is assumed that you graduated high school or an equivalency.”

Avoid these Common Resume Mistakes

Read says some of the biggest mistakes people make is not using strong verbs in their resume. “People rely on versions of the word ‘work,’ such as responsibilities and duties,” Read says. Again, try words like “managed,” “developed,” “monitored,” “created,” or “strengthened.”
Another mistake is that people don’t know how to promote themselves.
“Job seekers don’t always understand what they’re offering. They see a resume as just a list of jobs and that’s it,” Read says. “People need to understand that a resume is a powerful marketing tool.”
Job seekers may also wonder whether to tailor their resume to every job they seek. Read says some changes are acceptable, but it shouldn’t be a complete revamp every time you apply for a job.
“If you are significantly rewriting your resume for every job, then you are probably not being effective in your search – you may be trying too hard to fit a job,” Read says. “About 85 percent of your resume should basically stay same for every job. You should be pretty clear on what kinds of jobs you are looking for.”

Volunteering, Hobbies and Interests

Read says if you have extra space on your resume, then it’s fine to include hobbies and interests. Volunteering and community service are also important items to add. In some cases, volunteering and community service can show that you are well-connected and have access to influential networks, which can be valuable to prospective employers.
“It also shows your values,” Read says. “If your values are important, then you want them on your resume. Just remember that if you put that information on your resume, then it’s up for discussion.

Study in China and Gain a Competitive Edge

Finding a job in the United States is as challenging as ever. According to the Economic Policy Institute, unemployment remains high for young college graduates, and those 20-somethings that do find jobs will likely have to settle for entry-level positions.
How does a recent college stand out among thousands of other job applicants? If you studied abroad and gained international work experience while in college, you will have a competitive edge. Especially if you studied in China.

Discovering the Business Culture in 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. In a moment we’ll describe why this offers a terrific opportunity for UVM students.

But first, why should you consider China?

Fareed Zakaria, author, CNN host and editor of Newsweek International, has described China’s position in the world as such: “China’s rise is no longer a prediction. It is a fact…it is the powerful new force on the global scene.”
As the fastest growing economy in the world today, China will undoubtedly influence how we approach business in the future. China is one of the world’s top exporters and is attracting record amounts of foreign investment. Participating in a study abroad program in China can give students the opportunity to learn Chinese and engage directly with China’s business environment.
Gregory Dunkling, UVM’s Global Team Director states: “We have designed a semester abroad program experience that offers both language and cultural skills to work and live effectively in China. Through a semester-long internship, you will also gain valuable hands-on experience working in a Chinese company or organization. As a member of three-student team, you’ll work to solve a marketing challenge, a human resource issue, or some pre-defined project identified by a sponsoring organization. Our aim is to provide you with real experiences that will build your resume for future employment.”
Even if you have no previous Chinese language background, the UVM semester program will serve your needs.
As China positions itself as an economic superpower, understanding and speaking the Chinese language is a valuable skill and becoming increasingly important in the United States and beyond. Chinese is the language of nearly 20 percent of the world’s population, according to the China Education Center. Native Chinese speakers not only live in Mainland China, but also Taiwan, Hong Kong, Singapore and across the globe.
International students choose to study Chinese language with the expectation of fulfilling employment opportunities in business, education, finance, banking, travel, media and more.
Following give successful years of offering a summer course, “Doing Business in China” in Qingdao, UVM is building on valuable connections with the business and academic community in Qingdao by offering a full semester program with Ocean University.
The UVM China Semester Abroad program is open to any student interested in understanding China’s dynamic culture and economy, and how to work effectively in the Chinese business market.

Instructor Blog: Communicating with your Instructor

Instructors are an essential resource for students. As an instructor, I am always happy to provide clarification on a student regarding course content or feedback on a grade.  From an instructor perspective, I wanted to offer insight into different ways to reach instructors, and how to ensure a prompt response.
Email
Email is the most appropriate for questions regarding a specific grade, or for anything related to late work. Below are some tips for using email effectively:
  • All instructor emails are located in the “Meet Your Instructor” tab in Blackboard. Copy and paste the address into an email to ensure there are no misspellings.
  • Be sure you are using your BSC email. Emails from personal accounts may be sent directly to a spam folder. Even if they do reach the instructor, it is more difficult to identify the student.
  • Include the course name and section number (for example, ENGL 101 02) to help your instructor identify the course you are in. Many instructors teach more than one section.
  • If you have not heard from your instructor in 48 hours, send an additional email and mention that you are still waiting for a response. Instructors are not perfect, and sometimes emails just get missed. If a response is still not received, contact your adviser.
Ask Your Instructor Forum
If your question is not regarding feedback on an assignment or personal in nature, use the “Ask Your Instructor” forum.
  • Because it is a discussion forum it is easy to see that the post was successfully made, as opposed to an email which can be sent to the wrong email address.
  • Posts made in the “Ask Your Instructor Forum” are sent as an email to instructors, so they are just as fast as an email.
  • Other students can read the question and either provide guidance or benefit from the answer from the instructor.
  • Just like email, you should receive a response in 48 hours. If a response is not received, email your instructor directly.
Office Hours
An instructor’s Office Hours are located in the “Meet Your Instructor” tab in Blackboard. Instructors have different mediums for office hours, such as by phone, Skype, or another platform.  This is a time an instructor has set aside to be available for students, so you can expect an immediate response. This is a great option for more in-depth explanations on assignment expectations or course content. If you are not available during the scheduled office hours listed by your instructor, email him or her requesting an alternate time
During end of session reflections, I often have students say they wish they had asked for help on assignments. Reach out to your instructor by any of the above methods. We want to help you succeed

Instructor Blog: Getting Back Into Gear

It has been a cold winter.  Getting back into gear after such a long break is hard. Below are some strategies that I hope will help you get back on track.
Don’t wait for inspiration or “mood” Getting a great music playlist and quiet work space might do the trick, but it might not. In the coziness of winter, the desire to get moving may never arrive. The law of inertia states that an object not in motion will remain still until it is acted on by an outside force. In other words, a ball does not roll on its own. You may not be sparked into action when your textbooks arrive in the mail or when you are loaded into your next courses. However, procrastination now will lead to unnecessary stress when portfolio projects are due. Recognizing that inspiration may not strike may itself help you break through any reluctance to crack open the books.
What is your motivation? Spend a few minutes thinking about short-term and long-term motivation. Long-term, performing well in your courses will lead you to much stronger career. Short-term, think of your past experiences as courses ended. Were you stressed and wishing you had begun working on major projects sooner? Or were you feeling at ease and proud of yourself for working diligently throughout the session? Most portfolio projects contain a reflection portion for thinking of what advice you would give new students. Look back at what you wrote and take your own advice. No one knows what works for you as well as you do!
Anticipate distractions It is impossible to eliminate all distractions. Keep a notepad or calendar next to you when you are studying and working on assignments. When you remember something important that you need to do, you will be able to jot it down quickly and then get back to work. Even something simple as getting up to switch the laundry can break your concentration. Starting early is a great way to build in an extra cushion for what will come up, whether it is a sick child or a good friend unexpectedly in town.
Count the cost While it might seem harmless to get a slow start easing back into school, the approach can be more damaging than you think. Employers look for employees who are self-motivated and enthusiastic. Practicing the ability to break through inertia will be invaluable in life and in your career. Life is moving forward. Don’t get left behind!

DEAR REWORKER: I WAS DITCHED BY AN EMPLOYEE FOR A “DOCTORS APPOINTMENT”

Dear ReWorker,
I manage field sales reps. I flew in for a scheduled \”field ride\” with an employee and upon arrival she let me know that she had a \”doctor\’s appointment\” and wouldn\’t be available for the field ride.
I sat around the city all day long until meeting the employee for dinner at 6:00 that night, then I caught a flight that next morning. I never questioned the whereabouts or the all-day doctor appointment (maybe it is something serious, who knows?). Instincts tell me that the employee didn\’t have a \”doctor\’s appointment\” and is either working an additional job or has an interview with another company. Does that employee have to take an official day off?
Sincerely,
Stood Up
+++++
Dear Stood Up,
You are the nicest manager on the planet. You have a scheduled all day appointment for which you must fly in, and your employee waits until you arrive to tell you that–oops!–she has a doctor\’s appointment and won\’t be able to make it? And you\’re wondering whether to count this day towards PTO? The employee\’s behavior was 100 percent unacceptable. If it was a sudden emergency, she should have made that clear. Since she met you for dinner, we can pretty much rest assured that it wasn\’t a sudden burst appendix.
So, even if it were for a medical reason, a full day off counts as a sick day. She still gets paid but she has to use her paid time off bank.
But, the bigger question here is what to do about her total lack of respect for you. Youflew in to go on a ride along and she blew you off. It really doesn\’t matter what it was for (given that it wasn\’t an emergency). She should have told you before you purchased the plane ticket.
And this is the problem. You need to talk to your employee about her behavior, because it was unacceptable. I wouldn\’t get hung up on why she was gone, just that she was gone.
If she has medical appointments, that\’s fine, but she needs to notify you in advance. If she wants to take a vacation day to find a job, learn to dance or pretend she\’s a pirate, that\’s also fine. What is not fine is ditching a co-worker, which is what she did. The only exceptions would be for something that falls under the Americans with Disabilities Act (ADA) or the Family Medical Leave Act (FMLA). As her manager, you would know if she qualified for either.
So, your job: Tell her the behavior was not appropriate, she will be docked a PTO day, and if she ever cancels out for a non-emergency again, she\’ll be fired. Harsh? You bet. Realistic? That\’s why they call it work.
Your ReWorker,

DEAR REWORKER: I WAS DITCHED BY AN EMPLOYEE FOR A "DOCTORS APPOINTMENT"

Dear ReWorker,
I manage field sales reps. I flew in for a scheduled \”field ride\” with an employee and upon arrival she let me know that she had a \”doctor\’s appointment\” and wouldn\’t be available for the field ride.
I sat around the city all day long until meeting the employee for dinner at 6:00 that night, then I caught a flight that next morning. I never questioned the whereabouts or the all-day doctor appointment (maybe it is something serious, who knows?). Instincts tell me that the employee didn\’t have a \”doctor\’s appointment\” and is either working an additional job or has an interview with another company. Does that employee have to take an official day off?
Sincerely,
Stood Up
+++++
Dear Stood Up,
You are the nicest manager on the planet. You have a scheduled all day appointment for which you must fly in, and your employee waits until you arrive to tell you that–oops!–she has a doctor\’s appointment and won\’t be able to make it? And you\’re wondering whether to count this day towards PTO? The employee\’s behavior was 100 percent unacceptable. If it was a sudden emergency, she should have made that clear. Since she met you for dinner, we can pretty much rest assured that it wasn\’t a sudden burst appendix.
So, even if it were for a medical reason, a full day off counts as a sick day. She still gets paid but she has to use her paid time off bank.
But, the bigger question here is what to do about her total lack of respect for you. Youflew in to go on a ride along and she blew you off. It really doesn\’t matter what it was for (given that it wasn\’t an emergency). She should have told you before you purchased the plane ticket.
And this is the problem. You need to talk to your employee about her behavior, because it was unacceptable. I wouldn\’t get hung up on why she was gone, just that she was gone.
If she has medical appointments, that\’s fine, but she needs to notify you in advance. If she wants to take a vacation day to find a job, learn to dance or pretend she\’s a pirate, that\’s also fine. What is not fine is ditching a co-worker, which is what she did. The only exceptions would be for something that falls under the Americans with Disabilities Act (ADA) or the Family Medical Leave Act (FMLA). As her manager, you would know if she qualified for either.
So, your job: Tell her the behavior was not appropriate, she will be docked a PTO day, and if she ever cancels out for a non-emergency again, she\’ll be fired. Harsh? You bet. Realistic? That\’s why they call it work.
Your ReWorker,