Month: March 2020

5 Questions to Ask Your Professor in an Online Class

If you are registered for an online course this semester, you may still be acclimating to a learning experience that is much different from a traditional, in-person class. Perhaps the largest difference is that you likely have not met your professor in person, and the vast majority of your interaction throughout the semester will be solely online. Just because you are not meeting with your professor face-to-face on a frequent basis, however, does not mean that you cannot ask him or her questions. Here are five important questions that every student in an online course should ask his or her professor:
  1. Why did you choose this specialty?
If you have not yet done so, you may wish to contact your professor to introduce yourself and to tell him or her why you are interested in this class. It is equally important to ask your professor how he or she became interested in the field. This may provide you with more insight into what will be emphasized in the course, and it can help you make a great impression on your professor.
  1. What are your expectations in this class?
It is also wise to ask your professor about his or her expectations during the course. You can ask how often you will receive assignments and take tests—this may also be outlined in the syllabus. You can likewise inquire about how often your professor expects you to communicate with him or her, as well as anything else that you may need to know to succeed in the class.
  1. How can I prepare for success?
It is important to show your interest in success, as well as your commitment to working hard. Ask your professor about the typical characteristics of successful students in his or her course, and then try to emulate these characteristics.
  1. Is additional help available?
At same point during the semester, you may find yourself struggling with the material. It is always smart to ask early on in the course what types of assistance are available, and to ensure that they will be sufficient for you. If the professor is not offering extra help, ask what additional resources he or she can recommend for success in the class.
  1. What can I do to improve?
Once the course is underway and you have turned in your initial assignments, it is a great idea to ask your professor what you can do to improve. If you are writing papers, for example, you can ask for suggestions about how to better develop your revision or research skills. Ask this question early so you can begin improving, but also continue to ask it throughout the class to build on your progress throughout the semester.
As with any other course, the key is to form a strong relationship with your professor. It is important to demonstrate to your instructor that you are committed to the course, interested in the subject, and willing to work hard in order to do well.
Catherine Martin is a contributing writer for UniversityTutor.com, the world’s largest global marketplace for finding independent tutors.

What Does Sustainable Agriculture Mean to You?

Laurie Reese uprooted her life in the Pacific Northwest to learn how to become a farmer. The 54-year-old grandmother resigned from her office manager job and drove cross-country with her 76-year-old father last spring to join UVM’s Farmer Training program.
The granddaughter of a California almond farmer, Reese grew up in a suburb of Los Angeles, where her parents had chickens, gardens, and goats. Her own children grew up with horses, gardens, and other animals. In her 50s, she finally decided to take things a step further and pursue sustainable agriculture. (Read our recent profile of Laurie).
“This is my dream, and I now know it’s never too late to realize it,” she says.
Laurie created a video for a class project highlighting all that she loves about the UVM Farmer Training Program and what sustainable agriculture really means.

So what does sustainable agriculture mean to Laurie? Watch the video to find out:

UVM Farmer Training Program is a six-month, farm-based program where students learn by managing UVM’s Catamount Farm, taking classes from local experts, and experiencing diverse, local farms in the Burlington area

Health Care Reform: How Did We Get Here?

By Betty Rambur, R.N., Ph.D.
Health care reform can be difficult to understand. But if you consider the history of health care coverage in the United States, it becomes easier to grasp how the current approach became unsustainable and why health care reform is necessary.
There are three main approaches to universal access, and, with the implementation of the Affordable Care Act of 2010, the United States will have tried them all, in one way or another:
Access via an employer mandate: The United States’ employer-based system originated in the early 1900s, when many people did not want to use hospital services or – even if they did – could not afford to pay. In 1929, Baylor Hospital had a novel idea: ask teachers to pay $6 a year for a pre-set number of potential hospital services. Other hospitals adopted this approach, and soon the American Hospital Association formed Blue Cross, which included more participating hospitals and, thus, more choice. Physicians followed with Blue Shield. Over time, employer-based insurance remained voluntary in the United States, although some states, such as Hawaii in 1974, adopted mandates requiring employers to offer health insurance. However, employer-based insurance leaves out the unemployed and retirees. To solve this conundrum, the U.S. enacted Medicare and Medicaid in 1965. Now, nearly 50 percent of U.S. health care is publicly funded through Medicare, reimbursing care for Americans over 65; Medicaid, which provides for low-income populations and individuals with disabilities; and Tri-Care, for military personnel.
Public funding through taxes: Medicare and Medicaid are examples of publicly funded systems. Because these approaches have only one payer, the federal government, they also may be called single-payer systems. One of best-known national examples of a single-payer system is Canada’s.
Requiring citizens to have health insurance: Sometimes called an individual mandate, this approach has been used in Switzerland and the Netherlands and soon will be implemented in the United States. Supporters of individual mandates recognize that everyone uses health care at some point in their lives and thus should pay into the system.
Over time, the United States’ combination of employer-based insurance, Medicare and Medicaid resulted in soaring health care costs. These approaches operate in a fee-for-service reimbursement environment: the more you do, the more you are reimbursed. When it comes to health care, however, more is not always better, and fee-for-service reimbursement can lead to over treatment.
Even so, the United States’ tradition of employer-based insurance, Medicare and Medicaid is reflected in the Affordable Care Act, also known as Obamacare. The new system, however, provides the opportunity for experimentation with different models of organization and reimbursement and includes both individual and employer mandates. States have the opportunity to test models that may work better for their individual populations.
Under the new law, you will have the opportunity to compare the pros and cons of different health insurance packages.
And though it is not clear what the U.S. health care system will look like in 2020, one thing is certain: It is likely to be funded and delivered differently than it was in 2010

The Top 5 Things to Remember When Taking Online Classes

Taking an online course can be a welcome change of pace from a traditional, in-person class, no matter whether it is your first or fifth experience with online education. However, if you are about to take your first online course, you may be nervous about how to do your best. If you are, take note of the top five things to remember when learning online:
  1. Research the class and school
Before you enroll for an online class, it is important to research the course and the host university. Occasionally, students who are in need of college credits will select a school other than their home institution, but they may do so blindly, based only on the available classes. At the very least, you should ensure that the school you choose is accredited. If it is not, the credits you earn may not be transferable. You should also be cautious when selecting courses. Different online classes fulfill different requirements, and not all courses are equally useful. Speak with your academic advisor or registrar before you commit to any class.
  1. Complete coursework on time
Once you enroll in an online course, it is time to turn your attention to your classwork. In an online course, you may have fewer deadlines, and there may be no set class sessions. It may thus be very easy to procrastinate, and you may soon find yourself overwhelmed with work. To avoid this outcome, establish deadlines for yourself that will enable you to complete the coursework gradually over the semester.
  1. Set a reasonable class schedule
Just as procrastinating can swiftly lead to an overwhelming situation, so, too, can a class schedule that is too busy or a single course that is too difficult. Many students underestimate the difficulty of online classes—this is one reason why it is important to conduct research prior to enrolling. If possible, review the curriculum, and ask others who have taken the course for their opinions. Treat online classes like regular in-person courses when arranging your schedule, and avoid overburdening yourself.
  1. Communicate early and often
Because online courses are held in the virtual world, students often forget that their instructor and peers exist in the real world—and that the success of the class partially depends on their participation. Remain in constant contact with your professor, checking in weekly if you can, to ensure that you understand the material and have submitted all assignments to date. Communication is key, even if it is done digitally.
  1. Be original
In any course, it is important that your work is your own. Even when a class is online, it is not okay to present others’ material as your own. It is also not okay to cheat on exams, even if you are not being supervised in the ways that you would be in a brick-and-mortar classroom. Eventually, you will be caught. Ultimately, the simplest way to ensure that an online course goes smoothly is to treat it just like you would a regular class.
Does an online degree sound like the right fit for you? Check out the online degrees we offer at Bryant & Stratton College and get started on your new future

Four Types of Bad Team Players

Being a good team player is an employability skill that nearly all employers require and it’s not hard to figure out why. Have you ever been part of a dysfunctional team? Perhaps you had to tackle a big cross-departmental project at work and your team spent the time aimlessly tackling unimportant tasks. Or maybe you had a school assignment and your group struggled to get it done between bickering about the topic. Equally as bad, maybe one person (you?) got so frustrated he or she did the whole project by themselves. If you’ve ever faced this or a similar situation then you know the importance of good teamwork and being a team player
But, not all team projects have to be difficult and just by correcting bad teammate behavior in yourself, you could dramatically improve the experience next time. To help we’ve listed the four most common types of dysfunctional team members. Do you recognize yourself in any of the descriptions below?
The Talkinator – It’s easy to get excited when starting a group project, but this type of person often forgets the word “group” in this situation. Working together is dependent on everyone being heard and feeling encouraged to share their idea. If one person dominates the conversation then resentment may build in other group members, resulting in them opting out of participation.
The Wallflower – The opposite of the Talkinator, a wallflower is a teammate that sits on the sidelines and doesn’t participate. Being part of a group project is an active duty role. If you’re a shy person or an introvert try to participate in another way, take notes during meetings, ask questions or vocally agree with someone. Also if you’re part of a group that has a wallflower type, try engaging them directly during meetings by asking them what they think of an idea or start off by having everyone go around the room to provide a status update on their part of the project.
The Snail – These are the people who are slow to change course or just plain resistant. When working on a group assignment it is important to be flexible. Priorities, focus and even deadlines can change and these elements are often out of the control of the group. By not adapting this person can slow progress and create frustration in the group. If you have a snail on your team, try talking to that person about their concerns. You may be able to help them understand the need for change or they may raise valid points of objection.
The Heel-Digger – A variety of opinions is great during a group project, as long you can eventually reach a consensus. But sometimes you’ll find a team member that believes he or she is so right that they refuse to agree with the group and waste time arguing. This person has yet to learn the lesson of picking the right battle so you might have to do it for them. Don’t let one person hold up progress on inconsequential matters. However, if your team is arguing about something that impacts the entire project, work hard to understand everyone’s point of view and find a compromise.
Bryant & Stratton College Online aims to help students maximize their employability for career success through its Employability Series and Career Resources. This set of core competencies is integrated in to the College’s online degree programs, to complement occupation-specific training and help graduates get hired.
Interested in learning more about the online degree programs offered by Bryant & Stratton College Online? Call 1.888.447.3528 to speak with an admissions representative.
https://www.youtube.com/channel/UCCzOJDJZHoBttdHAjJsnN9w?sub_confirmation=1

A NEW STUDY FINDS BAD MANAGERS AREN\’T THE MAIN REASON EMPLOYEES QUIT

Good management is important. We all know this. In fact, multiple studies have shown that not getting along with a manager is often the strongest influence on employee engagement—and eventual departure. Or, at least, that\’s what we thought.
According to new research from IBM on why employees quit, the old HR adage \”people don\’t leave companies, they leave managers\” is being called into question. After surveying 22,000 people, IBM found out the following:
  • 14 percent leave because they are unhappy with their manager
  • 40 percent leave because they are unhappy with their jobs
  • 39 percent leave for personal reasons (e.g., spouse relocation, child care, health, etc.)
  • 20 percent leave because they are unhappy with the organization
  • 18 percent leave due to uncertainty in the organization, following a change
Even with the ability to pick multiple reasons for leaving, only 14 percent named their boss as a reason for leaving. Of course, this doesn\’t mean that we don\’t need good managers. But it does mean that HR and the senior staff should think more holistically about why people quit before pinning it on individual managers. Let\’s take a closer look.

40 Percent of People Are Unhappy With Their Job

Is it the work? Is it the pay? Is it the coworkers? All of these things can weigh in on an employee\’s mind. If we don\’t have interesting, challenging work and growth opportunities, people will go elsewhere. If we allow toxic employees to torment their co-workers, people will go elsewhere. While the work needs to get done (and some work just will never be interesting), we need to make sure that we\’re offering the best that we can.

39 Percent Leave for Personal Reasons

Can you fix personal reasons? Maybe and maybe not. If a spouse is in the military and gets transferred, your employee will need to move. If you can\’t bear to see the employee leave, consider the option to let people work remotely. If the employee doesn\’t accept, then you\’ll know it\’s probably a bigger issue with the role than \”personal reasons.\”
Childcare is also an important consideration when it comes to personal departures. Subsidizing daycare, allowing more flexible schedules and part-time work, and ensuring that overtime never comes as a surprise will make it easier to retain working parents.

20 Percent Are Unhappy With the Organization

Unhappiness with the organization, or sensing organizational uncertainty, is an issue that stems from the top. Are leaders being honest with employees, or are they making unexpected and unexplained changes?
While it\’s easy to say, \”people leave because they don\’t like their managers,\” that answer often lets everyone else in an organization off the hook. By facing the fact that there are several other reasons people quit their jobs, company leaders can improve retention by evaluating a range of potential issues. If you want to retain your best employees, it\’s time to start looking at the big picture.
https://www.youtube.com/channel/UCCzOJDJZHoBttdHAjJsnN9w?sub_confirmation=1

A NEW STUDY FINDS BAD MANAGERS AREN\’T THE MAIN REASON EMPLOYEES QUIT

Good management is important. We all know this. In fact, multiple studies have shown that not getting along with a manager is often the strongest influence on employee engagement—and eventual departure. Or, at least, that\’s what we thought.
According to new research from IBM on why employees quit, the old HR adage \”people don\’t leave companies, they leave managers\” is being called into question. After surveying 22,000 people, IBM found out the following:
  • 14 percent leave because they are unhappy with their manager
  • 40 percent leave because they are unhappy with their jobs
  • 39 percent leave for personal reasons (e.g., spouse relocation, child care, health, etc.)
  • 20 percent leave because they are unhappy with the organization
  • 18 percent leave due to uncertainty in the organization, following a change
Even with the ability to pick multiple reasons for leaving, only 14 percent named their boss as a reason for leaving. Of course, this doesn\’t mean that we don\’t need good managers. But it does mean that HR and the senior staff should think more holistically about why people quit before pinning it on individual managers. Let\’s take a closer look.

40 Percent of People Are Unhappy With Their Job

Is it the work? Is it the pay? Is it the coworkers? All of these things can weigh in on an employee\’s mind. If we don\’t have interesting, challenging work and growth opportunities, people will go elsewhere. If we allow toxic employees to torment their co-workers, people will go elsewhere. While the work needs to get done (and some work just will never be interesting), we need to make sure that we\’re offering the best that we can.

39 Percent Leave for Personal Reasons

Can you fix personal reasons? Maybe and maybe not. If a spouse is in the military and gets transferred, your employee will need to move. If you can\’t bear to see the employee leave, consider the option to let people work remotely. If the employee doesn\’t accept, then you\’ll know it\’s probably a bigger issue with the role than \”personal reasons.\”
Childcare is also an important consideration when it comes to personal departures. Subsidizing daycare, allowing more flexible schedules and part-time work, and ensuring that overtime never comes as a surprise will make it easier to retain working parents.

20 Percent Are Unhappy With the Organization

Unhappiness with the organization, or sensing organizational uncertainty, is an issue that stems from the top. Are leaders being honest with employees, or are they making unexpected and unexplained changes?
While it\’s easy to say, \”people leave because they don\’t like their managers,\” that answer often lets everyone else in an organization off the hook. By facing the fact that there are several other reasons people quit their jobs, company leaders can improve retention by evaluating a range of potential issues. If you want to retain your best employees, it\’s time to start looking at the big picture.
https://www.youtube.com/channel/UCCzOJDJZHoBttdHAjJsnN9w?sub_confirmation=1

A NEW STUDY FINDS BAD MANAGERS AREN\’T THE MAIN REASON EMPLOYEES QUIT

Good management is important. We all know this. In fact, multiple studies have shown that not getting along with a manager is often the strongest influence on employee engagement—and eventual departure. Or, at least, that\’s what we thought.
According to new research from IBM on why employees quit, the old HR adage \”people don\’t leave companies, they leave managers\” is being called into question. After surveying 22,000 people, IBM found out the following:
  • 14 percent leave because they are unhappy with their manager
  • 40 percent leave because they are unhappy with their jobs
  • 39 percent leave for personal reasons (e.g., spouse relocation, child care, health, etc.)
  • 20 percent leave because they are unhappy with the organization
  • 18 percent leave due to uncertainty in the organization, following a change
Even with the ability to pick multiple reasons for leaving, only 14 percent named their boss as a reason for leaving. Of course, this doesn\’t mean that we don\’t need good managers. But it does mean that HR and the senior staff should think more holistically about why people quit before pinning it on individual managers. Let\’s take a closer look.

40 Percent of People Are Unhappy With Their Job

Is it the work? Is it the pay? Is it the coworkers? All of these things can weigh in on an employee\’s mind. If we don\’t have interesting, challenging work and growth opportunities, people will go elsewhere. If we allow toxic employees to torment their co-workers, people will go elsewhere. While the work needs to get done (and some work just will never be interesting), we need to make sure that we\’re offering the best that we can.

39 Percent Leave for Personal Reasons

Can you fix personal reasons? Maybe and maybe not. If a spouse is in the military and gets transferred, your employee will need to move. If you can\’t bear to see the employee leave, consider the option to let people work remotely. If the employee doesn\’t accept, then you\’ll know it\’s probably a bigger issue with the role than \”personal reasons.\”
Childcare is also an important consideration when it comes to personal departures. Subsidizing daycare, allowing more flexible schedules and part-time work, and ensuring that overtime never comes as a surprise will make it easier to retain working parents.

20 Percent Are Unhappy With the Organization

Unhappiness with the organization, or sensing organizational uncertainty, is an issue that stems from the top. Are leaders being honest with employees, or are they making unexpected and unexplained changes?
While it\’s easy to say, \”people leave because they don\’t like their managers,\” that answer often lets everyone else in an organization off the hook. By facing the fact that there are several other reasons people quit their jobs, company leaders can improve retention by evaluating a range of potential issues. If you want to retain your best employees, it\’s time to start looking at the big picture.
https://www.youtube.com/channel/UCCzOJDJZHoBttdHAjJsnN9w?sub_confirmation=1

How Important Are Customer Service Skills?

If you have a retail job or are have your heart set on a career in the hospitality and restaurant industry then you know customer service should be in your set of employability skills. But what if you’re not earning a hospitality management degree? Basic customer service training is still important.
Almost every job has an aspect of customer service to it and even if you’re not dealing directly with external customers, your boss, people in other departments and your direct co-workers are all like internal customers. Understanding what good customer service takes can help you out if you’re a restaurant manager and a customer is complaining about the way his food was prepared or if you’re a graphic designer meeting with your client about their latest project. To help you prepare for any situation we’ve outlined a few essential customer service soft skills you should have below.
Have respect
Respecting a customer is the absolute number one rule in customer service. No one wants to, or should, be treated as if they matter less than the next person. Showing customers (and your co-workers) respect will make them see you are there to help with whatever they need. This will also help cool hot tempers if you’re dealing with someone who is unhappy. After all, the golden rule of treating others as you would like to be treated still applies.
Be professional
This employability skill is certainly tied to the idea of carrying respect for others. But maintain a professional demeanor is more than just being respectful. Professionalism entails everything from being reliable, showing up on time, under promising and under delivering, owning up to mistakes, etc. Having a professional demeanor is not only a great way to keep your cool during stressful and tense situation but you’ll also stand out to your employer which may mean you’ll be considered for promotions more quickly.
Empathy
If you’re interested in serving customers better, try putting yourself in their shoes. Understanding a situation from the customer’s perspective will go a long way to make sure you they get a good impression of you and your employer. This is important to employers because each person that interacts with a customer serves as a type of brand ambassador, so every positive experience the customer has the more likely they are to become a repeat customer.
Creatively solve problems
While a lot of customer service is making sure patrons have a positive experience, there are times when you’ll be called upon to fix an issue for a customer. In these situations creative problem solving skills are key. Employees who are good at customer service know that it is better to try to help a customer rather than passing them on to someone else, as customers often resent that game of “hot potato.” Listening carefully to the customer (respect), understanding their perspective (empathy) and thinking through all of the options you can offer are all part of creative problem solving.
Strong communications skills
Whenever you are dealing with people frequently on the job, verbal and written communication skills become very important. Being able to effectively communicate your ideas, a company policy or a resolution to an issue helps the customer feel like they are being cared for well and you have their best interest in mind.
The good news about the customer service skills on this list is you can start to develop them now. Practice flexing your employability muscles in your online courses by being respectful of your classmates, integrating professionalism into your classroom behavior, having empathy for your instructors (yes, they are people too!), creatively thinking through challenges you face in preparing for a test and carefully communicating ideas about assignments. If you start developing these skills now, you’ll have no problem showing an employer how valuable you can be after graduation. If you’re interested in earning a hospitality management degree or in another field with a high concentration of customer service, contact an admissions representative at Bryant & Stratton College by calling 1.888.447.3528.
https://www.youtube.com/channel/UCCzOJDJZHoBttdHAjJsnN9w?sub_confirmation=1

In observance of Memorial Day, a messege to our military students and families

Bryant & Stratton College Online would like to take a moment to thank those in our student community that currently serve, have served, and those who support our military as the Memorial Day weekend comes to a close.  We greatly appreciate the commitment, dedication and service of our military students, and we are proud to have them as part of the Bryant & Stratton College Online community.

“For me, Memorial Day is an important tribute to those men and women that made America what it is today through their sacrifices,” said Ed Dennis, Military Relations Manager.  “Although we are an online campus, I have gotten to know some of our military students very well and continue to be impressed with how they balance their school work with their military service.”
“I couldn’t possibly list all the achievements of our students, but would like to recognize a few,” Ed went on to say.  “Jennetta, one of our spouse students, is a great student that is not only a mother, but a full time student who consistently receives an A in her courses.  I had the pleasure of meeting her, and was truly impressed by her drive to excel in school.  Ryan, who is currently serving in Afghanistan, provides inspiration for others by truly leading by example.  He is not only an NCO responsible for completing his duties, but made the choice to move from being a part time student to full time this semester while serving active duty.  Lauren provides a great example of our National Guard Soldiers that continue to manage their families, work, and college.  She is on track to be our first National Guard Online Campus Graduate.  A couple weeks ago, I was able to meet Shay, a veteran and student, for the first time in person.  She is very passionate about achieving high grades in the classroom and setting up our Student Veterans Group.  Anyone who has the chance to talk with her will quickly realize that she is very driven and wants to be a force for positive change.  It is an honor to get to know each of you.”
From all of us here at Bryant & Stratton College Online, THANK YOU for your service!
Christopher Allen, Tanesha Anderson, Mariana Ayala, Brunika Bagley, Danielle Barthel, Constance Beringer, Valdeen Burris, David Callari, Steven Cano, Benjamin Corpus, Sarah Crawford, Pensrikimoni Diston, Kirbie Duff, Amanda Gaudet, Edward Gelster, Angelina Hall, Andrew Hatchette, Lusan Hogue, Takoa Hogue, Karell Joyner, Luke Langlois, Darcie Larsen, Shay Leech, Brandon Lewis, Lauren Martin, Cassandra Maske, Alosia Mason, Brittany McDonald, MaryAnn McKeever, Christopher \”Chrissy\” Miller, Tia Perry, Lan Pham, Tawain Pompy, Sharee Santiago, Stefanie Strosky, David Wienk, Dolly Crabtree, Ryan Dahl, Michael Demello, Stephanie Langenfeld, Lauren Martin, Ehren Murrow, David Zimmerman, Jessica Schaffer, Kawanna Harvey

https://www.youtube.com/channel/UCCzOJDJZHoBttdHAjJsnN9w?sub_confirmation=1

What to Say (or Not) When Building Your Network on LinkedIn

Two of the most powerful strategies for building your professional presence on LinkedIn are networking with others on the site and having people recommend your work and/or your skills. But how you reach out to people for networking and recommendation requests can either help you establish a great professional relationship with them or give the impression of carelessness and laziness.
LinkedIn logo
Requesting Links and Recommendation
Links are network connections you establish with others on LinkedIn that enable you to share information, contacts, and updates in your careers and/or job status. Generally, you send link network requests to people you know or have met or have something in common with.
Recommendations, on the other hand, show up on your profile next to the job entry they’re related to – in other words, if your supervisor at your previous employer writes a glowing recommendation for you, it will show up next to that company’s entry in your job history.
Don’t Default to the Defaults
LinkedIn has automatic defaults for both of these request types to make it easier for you to reach out and touch someone, but the smart move is to ignore the default requests and instead tailor your requests to each individual and his or her place in your life or career. So, for example, if requesting that someone “link” with you, you have this default message: I’d like to add you to my professional network on LinkedIn.
Instead, you want to send a request that notes what you have in common and why you’d like to connect and stay in touch, such as:
  • [Name], I’ve just gotten started on LI and would like to connect with you so we can stay in touch now that we no longer work together – would you like to link?
  • [Name], I really enjoyed meeting you at/during [event], and would like to stay connected – would you like to link?
  • [Name], I really enjoyed the class I took with you and appreciated your support and interest in our success as students. I’d like to stay connected with you – would it be okay for us to Link?
  • [Name], I’ve really enjoyed your posts in the [name of LinkedIn group] group; I’d like to connect with you if you’d like.
Note that you’re addressing the person by his or her name, which makes it clear that you’ve taken the time to personalize the message, and you’re not just blasting everyone in your Outlook address book with a mass invitation to link. Its human nature: people appreciate feeling special. And you want the person you’re reaching out to feel that your connection is important enough to you to make an extra effort.
Recommendations work the same way. Here’s the LinkedIn default message:
 I’d like to add you to my professional network on LinkedIn.
Instead, address the person by name, and always format your requests for a favor as a reciprocal relationship – this is what makes it okay to ask for a favor. Also, be specific, if you can, about what strengths you’d like them to mention (and when you do a recommendation for them, be equally specific).
Some possible language:
  • Name], I’m working on building my LinkedIn presence, and wondered if you’d be willing to write me a brief recommendation based on our work together at [project, organization, company]. Specifically, if you feel comfortable doing so, could you comment on my [strengths]? I’d be happy to write a recommendation for you as well; if so, is there any area of expertise you’d particularly like me to comment on?
  • …based on my work for you at [project, organization, company]
  • …based on my work as a student in your [title] class
Your goal with the recommendations you’re requesting is to continue to position yourself as a professional others would want to work with, and to provide evidence of why you should be hired.
Reach Out and Touch Someone
Not sure who to link to or request recommendations from? For links, think as broadly as possible: former colleagues, friends, people who you know through volunteer work, members you’ve gotten to know through professional associations, classmates, former classmates, teachers, administrators who you’ve gotten to know in college, and others whose paths you’ve crossed and liked enough to want to stay connected with.
For recommendations, you’ll want to be a bit more selective – a positive recommendation from a co-worker is always great to have, but a glowing recommendation from a boss or company executive tends to carry the most weight with prospective employers. Best case: you’ll have at least one or two positive recommendations from someone who can speak highly of your skills and/or expertise for each job listed in your LinkedIn profile.
Although it takes a bit more time to personalize your networking request for a link or recommendation, the payoff in terms of the impression from your LinkedIn professional network is well worth the effort. For more help on how to translate your Bryant & Stratton degree into a successful career check out our Career Life Prep services.
https://www.youtube.com/channel/UCCzOJDJZHoBttdHAjJsnN9w?sub_confirmation=1

Health Care Reform: How Did We Get Here?

By Betty Rambur, R.N., Ph.D.
Health care reform can be difficult to understand. But if you consider the history of health care coverage in the United States, it becomes easier to grasp how the current approach became unsustainable and why health care reform is necessary.
There are three main approaches to universal access, and, with the implementation of the Affordable Care Act of 2010, the United States will have tried them all, in one way or another:
Access via an employer mandate: The United States’ employer-based system originated in the early 1900s, when many people did not want to use hospital services or – even if they did – could not afford to pay. In 1929, Baylor Hospital had a novel idea: ask teachers to pay $6 a year for a pre-set number of potential hospital services. Other hospitals adopted this approach, and soon the American Hospital Association formed Blue Cross, which included more participating hospitals and, thus, more choice. Physicians followed with Blue Shield. Over time, employer-based insurance remained voluntary in the United States, although some states, such as Hawaii in 1974, adopted mandates requiring employers to offer health insurance. However, employer-based insurance leaves out the unemployed and retirees. To solve this conundrum, the U.S. enacted Medicare and Medicaid in 1965. Now, nearly 50 percent of U.S. health care is publicly funded through Medicare, reimbursing care for Americans over 65; Medicaid, which provides for low-income populations and individuals with disabilities; and Tri-Care, for military personnel.
Public funding through taxes: Medicare and Medicaid are examples of publicly funded systems. Because these approaches have only one payer, the federal government, they also may be called single-payer systems. One of best-known national examples of a single-payer system is Canada’s.
Requiring citizens to have health insurance: Sometimes called an individual mandate, this approach has been used in Switzerland and the Netherlands and soon will be implemented in the United States. Supporters of individual mandates recognize that everyone uses health care at some point in their lives and thus should pay into the system.
Over time, the United States’ combination of employer-based insurance, Medicare and Medicaid resulted in soaring health care costs. These approaches operate in a fee-for-service reimbursement environment: the more you do, the more you are reimbursed. When it comes to health care, however, more is not always better, and fee-for-service reimbursement can lead to over treatment.
Even so, the United States’ tradition of employer-based insurance, Medicare and Medicaid is reflected in the Affordable Care Act, also known as Obamacare. The new system, however, provides the opportunity for experimentation with different models of organization and reimbursement and includes both individual and employer mandates. States have the opportunity to test models that may work better for their individual populations.
Under the new law, you will have the opportunity to compare the pros and cons of different health insurance packages.
And though it is not clear what the U.S. health care system will look like in 2020, one thing is certain: It is likely to be funded and delivered differently than it was in 2010
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How Social Media has Influenced Marketing for Hospitality and Tourism

In earning a hospitality management degree you have the ability to further develop your skills and knowledge in working directly with customers or behind the scenes to ensure positive guest experiences. It used to be that guest experiences were shared with family and friends in person. Thanks to social media, an individual can now share their experiences with hundreds of people in their network—with just a quick click of a mouse—which has the potential to have a tremendous impact. You’ve probably noticed already how social media can quickly spread positive or negative reviews from guests as well as how social media and hospitality are linked together as hospitality businesses use social media to improve their visibility.
According to research from BrightLocal (PDF), people are reading fewer reviews, but trusting the opinions of other customers at a higher level. Because of this, those working in the hospitality industry doing hotel marketing or restaurant social media marketing strategies should understand how social media could be used to ensure a positive guest experience.

Start listening to hospitality social media

The first and most important step for social media marketing use in the hospitality industry is identifying social networks where people are talking about your employer and closely monitoring the conversations. These sites should include Facebook, Twitter, TripAdvisor and Yelp, but additional research might show that other channels should also be monitored. Listening to what has already been said by customers will give your employer a good idea of the organization’s reputation and give you a clear snapshot of strengths, as well as areas for improvement.

Extend customer service to social media

If during social media listening it is found that people are mentioning that they recently used your employer\’s services or plan on doing so in the future, this could be acknowledged with “thank you” or “we look forward to seeing you.” This is a quick way to engage with customers and personalizes their experience.

Offer apologies if needed

Not every customer will have a stellar experience, but the way a negative experience is handled can speak a thousand words. If a customer or guest shares via social media that they were unhappy with their experience or post a negative review; it is important for your employer to respond as soon as possible with an apology. If possible, it is also a good idea for them to offer a gesture to make up for their dissatisfaction, like a discount for their next visit.

as part of your social media strategy Share positive feedback

People don’t only share negative experiences, but positive ones as well. Reposting or highlighting posts where customers or guests speak well about your employer and their experience is always a good idea. As shown in the survey by BrightLocal, reviews can have a big impact and sharing those positive recommendations can help manage your employer’s reputation.
Social media can be a huge asset and tool for those working in hospitality management and, if used correctly, can help improve and enrich guest experience. Understanding how social media impacts the industry will help you in providing quality customer service and will impress any future employer.
Want to know more about social media and hospitality management? Contact the Admissions office to find out about our hospitality programs.
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DON’T BE AFRAID TO SAY, ‘YOU’RE FIRED’

When people get promoted into a management role, the going phrase is that you now have “hire and fire” power. Almost everyone enjoys using his or her hire power — it’s great to build your own team and see each individual employee grow. But fire power? Unless you’re a cold-hearted person, you generally don’t enjoy using your fire power — ever.
But should you?
If you think the answer is “no,” consider the hiring and firing operations of the federal government for a moment — you’re more likely to die than to be fired in a government job. Then, think about the level of service provided by most government organizations: Do you want to run your business with the efficiency of a DMV? Then don’t fire anyone. But if you want to be better than that, you need to be willing to let people go when it’s warranted.

When “Fired” Is the Right Choice

This doesn’t mean you should just start firing people whenever you feel like it. So, when should you let someone go? Here are three of the most common reasons to warrant a fire:
1) The employee is a toxic person: A toxic employee may be a skilled high-performer, but is also someone who causes problems right and left. This person makes the whole office miserable. Your best employees don’t want to work with a bully and will move on. Do you want to replace your good (and kind) employees when they quit?
In addition to the bully, you may have a gossiper, a harasser or a generalized jerk. You don’t need these people in your office if they impact company culture and workplace relationships, no matter how good they are at the technical side of the job.
2) The employee is a poor performer: Everyone needs training time. But, if that time has long since passed and your employee still performs below his peers, firing should be considered. How much time and money are you losing because your employee can’t do his job properly? How much time are your other employees spending fixing his mistakes?
Perfection isn’t a standard that any boss should require and mistakes will aways be made — no matter how great you are at your job — but, if you have someone who consistently under performs after considerable coaching and mentoring, it’s time to let that person go.
3) The employee lacks the skill set you need: If someone lacks the skills to do the job and the skills are not something that you can provide through training — or you’ve given ample training and the employee simply can’t grasp the topic — it’s time to let her go. This is often the most difficult fire for a manager to make, especially if the employee is a great teammate.
If you’re in this situation, you should let the person go, but it shouldn’t be a standard “firing.” It should be classified as a layoff, which means you’re eliminating the position that she was doing and replacing it with a different job description. Offer help in the job hunt, give a great reference and a fair severance package.

The Right Way to Fire People

When you decide that you need to let someone go, make sure that you do it properly. The most important thing you need is documentation. For instance, if you want to fire someone for poor performance, but you’ve never documented anything about the person’s need to improve, you shouldn’t fire him or her. Likewise, you can’t fire someone for being a bully if you’ve never documented a problem.
Most importantly, if you do fire someone, communicate the reason to your remaining staff as honestly as you can. Some managers are afraid that if they fire someone, the rest of the staff will be fearful that they’re next. This is only the case if you’re not clear about why the employee was let go.
Firing someone is never an easy thing to do (and rightfully so), but the best managers understand that it’s an important skill set to have if you want to maintain a positive and productive workplace. You will have the opportunity to hire new people with the right attitude, performance and skills for your department, and the end result will be better performance all around.

Explaining cousins

From time to time I’ve noticed fellow bloggers expressing confusion about distant cousins. They will write something like “my second cousin twice removed (whatever that means).” As a professional historian who also assists with genealogical research, I am here to end your confusion.

People who share the same mother and/or father are brothers and sisters. People who do not share a parent but share at least one grandparent are first cousins. (Often, when we say “cousins,” we are referring to first cousins.) People who do not share any grandparents but share at least one great-grandparent are second cousins. People who do not share any great-grandparents but share at least one great-great-grandparent are third cousins. Tracing the human line back to Adam and Eve (or at least as far back as Noah), all people on earth are cousins to some degree, whether they are first cousins or thousandth cousins.

As for the distinction of “once removed” and so on: my first cousins’ children are my first cousins once removed. My first cousins’ grandchildren are my first cousins twice removed. My second cousins’ children are my second cousins once removed. My second cousins’ grandchildren are my second cousins twice removed. And so on. In other words, the levels of removal are differences in generation, even if (as is the case with me) you are closer in age to your first cousins once removed than you are to their parents, your first cousins.

The generational removal can go the other direction as well, but only if the kinship is not closer. For example, the parents of my first cousins are my uncle and my aunt, not my first cousins once removed. But, since the grandchildren of my first cousins are my first cousins twice removed, I am also their first cousin twice removed.

I hope this information is helpful. J.