Month: March 2020

Prevent the Flu: It’s Not Too Late to Get Your Flu Shot

By Jan K. Carney, MD, MPH, Associate Dean for Public Health, Professor of Medicine, UVM College of Medicine
Influenza (the flu) is a contagious viral disease and spreads by tiny droplets created when people infected with the flu cough or sneeze. Someone with flu can spread it to other people from as far as six feet away. People can spread the flu one day before they complain of flu symptoms and up to a week (sometimes longer in children) after becoming ill. Flu symptoms may include fever, chills, cough, sore throat, muscle aches, stuffy nose, headache or fatigue, but not everyone gets all the symptoms. Sometimes people wonder if it is a cold or the flu, and the National Institutes of Health publishes some helpful distinctions.

What’s the worry? It’s only the flu, right?

Although some people may think “It’s just the flu,” more than 200,000 people are hospitalized in the U.S. each year with flu-related complications. These may include pneumonia, sinus or ear infections, or the flu contributing to worsening health in people with chronic conditions such as certain heart conditions or asthma. Some people are at higher risk of flu complications: people over age 65 or with chronic health conditions, pregnant women, and young children. And people do die from the flu: over the past 30 years, annual flu deaths have ranged from 3,000 to 49,000.

Types of Influenza viruses

There are two major types, A and B, causing seasonal flu epidemics in humans. Influenza A viruses have different strains, such as A (H1N1) and A (H3N2) and different subtypes based on hemagglutinin (H) neuraminidase (N) proteins on their surface. Influenza B viruses have different strains (called lineages) – B/Yamagata and B/Victoria.
How do we know when the flu is here?
The Centers for Disease Control and Prevention (CDC) tracks influenza in the United States and updates a publicly available map each week. Like more detail? (Or want to become a disease detective?) Check out the CDC’s Key Flu Indicators and weekly Flu View report. Regular updates are available in Vermont through the Department of Health’s website.

Why should I get a vaccine each year to prevent the flu?

Flu viruses change, sometimes in a minor way, called “antigenic drift,” and other times through major changes called “antigenic shift.” Because flu viruses are always changing, each year vaccine components are reviewed and updated as needed. In addition, people’s immunity may decrease over time, so for both of these reasons, an annual flu vaccine is recommended. Flu vaccination works by helping the body to make antibodies against the specific vaccine components, and usually takes about two weeks. Different types of vaccines are available.
It takes about 4-6 months to make an influenza vaccine in preparation for each year’s flu season, so decisions about what to include are made the previous winter, when experts study what types of flu viruses are causing disease and how well the vaccine actually protects against the flu. How well the vaccine works depends on both the age and health of the person receiving it, as well as the “match” between the types of flu virus circulating and what’s in the vaccine.
Who should get a flu vaccine?
The short answer is everyone 6 months of age and older, with a few exceptions. People should talk with their primary care provider if they have questions.
Benefits of flu vaccine include preventing influenza, especially in those with higher risk of complications; it may prevent more severe illness and lower the risk of being hospitalized, even if you do get the flu. Many studies demonstrate these benefits among people of all ages, older adults, people with chronic illness, and pregnant women and their infants.
Can I get the flu from the flu shot? No. Injectable flu vaccines are made from an “inactivated” virus or without virus (called recombinant vaccine). The flu nasal spray is made from a weakened virus, and cannot cause the flu.

Isn’t it too late to get a flu shot this year?

No. CDC reports low levels of flu across the United States, increasing in some locations, and it is still not too late to get a flu shot. Most illness occurs between December and February, but can start as early as October and last until May. Flu peaks are often seen sometime in December, so getting a flu shot now, if you haven’t already, is a good idea.

I also hear this year’s flu vaccine isn’t a great match, so should I bother?

Yes, get a flu shot if you haven’t already. The CDC reported on December 3 that about half of the influenza A (H3N2) viruses from October to November of this year were a good match to the vaccine, while about half were not, as a result of virus “drifting.” The H3N2 strains have also been associated with more severe flu seasons in previous years and more hospitalizations. So in addition to the glass half-full vs. half-empty perspective, the current vaccine may still provide some level of protection, even when not a perfect match, reducing more serious complications and deaths. This year’s vaccine also protects against other flu strains – H1N1 flu and B strains. See Vaccine Match for a detailed description of these benefits.
flu_infographic

The flu is familiar, but familiar doesn’t mean harmless, even in healthy people. CDC reminds us that “The most important thing is for all people 6 months and older to get a flu vaccine every year.”
National Influenza Vaccination Week is December 7-13, 2014. Need to find a flu vaccine? Check with your primary care office or see the Flu Vaccine Finder at www.flu.gov. Put in your zip code and you will see a list of nearby locations offering flu vaccine.
carney
Jan Carney, M.D., M.P.H., is associate dean for public health at the University of Vermont.

TALENT ACQUISITION PROFESSIONALS: TECHNOLOGY IS CHANGING YOUR JOB—AND THAT’S A GOOD THING

According to research from McKinsey, 50 percent of work activities are automatable using currently available technology—including a lot of tasks we talent acquisition professionals perform.
On first read, this might sound a lot like the “robots are coming for your job” rhetoric that is all too common today, but the reality is more aspirational. We can finally say goodbye to the countless hours we spend scheduling interviews, sorting resumes and working on many of the other rote mundane tasks that have monopolized our time for too long.
The rise of automation in our role has come at a critical moment. The unemployment rate is one pf the lowest it has been in the last decade (4.0 percent), meaning as talent acquisition professionals, we have to be more strategic in our approach to sourcing, recruiting and enticing talent if we want to stand a chance of filling one of the nearly 6.6 million open positions in the U.S. alone (that doesn’t even include the rest of the globe!).
With some extra time in our days…hopefully, we have the rare opportunity to rethink and rewrite what we do, how we do it and focus on the most critical aspects of our work that fills positions with top tier talent. Looking in my talent acquisition crystal ball I see three ways our roles will evolve to not only increase our impact across the entire organization (by filling roles faster, retaining talent longer, matching candidates to open positions and enhancing candidate experiences), but also ensuring we fulfill our role as strategic leaders.

1) Get to Know Your Data

Our jobs are changing thanks to technology, and so is the traditional resume—all for the better. The resume of the future will make all kinds of candidate data available to recruiters. Instead of a one-page resume filled with past job titles, recruiters will have a whole aggregated Dropbox-like digital portfolio of each candidate’s technical abilities, certifications, accomplishments, skills, social profiles and personality assessments. But what good will that do if we don’t know how to draw insights from the data about whether or not a candidate is a good fit for our organizations? Or what role they will be most successful in? It will be our job, to utilize A.I. to look at historical hires and use algorithms to figure out which qualities (soft skills, hard skills, credentials, certifications, performance) determine success in a role and which candidates have matching skills and experiences.
This will be even more important in the future because candidates won’t apply for a specific job. Rather, recruiters will be responsible for matching candidates of the gig economy to roles, projects, internships and apprenticeships they are the best fit for within the organization. As effective recruiters and strategists this includes forecasting which jobs are likely to open, based on historical data, growth and company goals, throughout the year at your organization and proactively building relationships and pipelining talent for those future roles.

2) Create Your Own Talent Pipeline

Candidates today don’t have the skills they need for the future. A recent McKinsey report found that around 14 percent of the global workforce will have to reskill as digitization, automation and advances in artificial intelligence (AI) disrupt the world of work. Not to mention, according to Manpower Group’s 2016-2017 U.S. Talent Shortage Survey, 46 percent of employers have difficulty filling jobs. How are we supposed to find qualified talent if they don’t exist?
Enter: collaboration with training and development. We will have to work strategically with our organization’s training and development team to create our own talent pipeline rather than waiting for the right talent to find us. Candidates might not come equipped with all the skills they need to be successful at a job, but it doesn’t mean they won’t have the potential to learn them. Talent acquisition will be responsible for identifying which critical skills promising candidates are missing using data from their resume. We will then work with the learning and development team to create customized training plans that ensure candidates get up to speed either before they are hired or right after they start. Developing a sophisticated upskilling training program and funneling the right candidates into it in a timely fashion will help ease talent shortages due to the skills gap.

3) Create Online Communities to Build a Talent Reserve

Recruiters are so busy right now they typically only have time to pursue candidates that fit roles they are actively working to fill. On average, each open corporate position receives 250 job applicants. But as technology and automation become more sophisticated we will be able to move from reactive to proactive recruiting. This means instead of starting outreach when it’s mission critical, we will be able to expand our ability to build relationships with candidates for predicted future open positions. With our focus over the past years on recruitment marketing we have become experts at connecting with people on Facebook, LinkedIn,Twitter and Instagram who display shared interests or relevant experiences. Instead of immediately marketing job opportunities, the focus will shift to building up relationships over time. By maintaining a community of engaged potential candidates on social media and within our community network, you will have a talent pool to tap into when the need arises and be able to fill positions faster.
As automation and new technology take over many of the tasks that used to be considered a necessary part of the talent acquisition role, we have the rare opportunity to decide for ourselves how we want to evolve and revolutionize our roles. By finding new and meaningful ways to use data, upskill talent and build communities we set ourselves and our organizations up for success in a challenging talent market.
This is by no means an exhaustive list. What aspects of talent acquisition would you would change if automation saved you a few hours each day? Together we can figure out how to make our work more thoughtful, strategic and impactful.

Why We Love Church Street Marketplace

Church Street in the heart of Burlington is one of the most popular destinations in Vermont. Visitors to the city’s brick and cobblestone pedestrian marketplace will find dozens of locally-owned restaurants, food cart vendors, shops, and cafes, as well as a variety of outdoor entertainment.
A perfect place to visit anytime of year, Church Street has something for everyone. Whether you’re a foodie, shopping enthusiast, fan of architecture or music lover, Church Street is a place worth visiting.
What makes Church Street so unique is its universal popularity among locals, students, and visitors.  Established in 1981, Church Street draws 3 million visitors a year to shop, dine, and stroll.

Here are just a few of our favorite spots in the Church Street Marketplace:

Leunig’s Bistro & Café

115 Church Street
One of the oldest continually operating restaurants in downtown Burlington, Leunig’s offers ambiance, delicious local food, Vermont cheeses and more. Serving lunch, brunch and dinner.  Visit leunigsbistro.com

Uncommon Grounds

42 Church Street
A comfortable place to enjoy coffee, tea and conversation, Uncommon Grounds is Vermont’s answer to Starbucks. Visit ugvermont.com.

Sweet Lady Jane

40 Church Street
Looking for high fashion in a rural state? Sweet Lady Jane offers stylish women’s clothing and accessories. Visit sweetladyjane.biz.

Ben & Jerry’s

36 Church Street
When you’re in Vermont, indulging on some Ben & Jerry’s is a must. Who can resist Cherry Garcia, Chocolate Therapy or Phish Food? So good. Visit benandjerry.com.
Eat well, shop, wander, and enjoy!

Developing Organizational Skills to Help You Land Your Dream Job

Many of the skills you learn and practice through your degree program at Bryant & Stratton College are designed to carry over to your professional life as well. Read about how organizational skills on your resume can help set you up for your dream job.
Did you know the same organizational skills you used to obtain your degree are equally helpful when it comes to landing your dream job? Reading and following directions, paying attention to detail, and time management are all examples of traits prospective employers are looking for. Your penchant for organization will be visible before you are ever hired. It is evidenced by a fabulous resume, a perfectly executed job application, a detailed business plan, and thoughtful responses to interview questions. In fact, your organizational skills will come into play repeatedly as you begin to apply and interview for future jobs. Here’s how:
Creating Your Resume
Your resume is often the first glimpse a future employer has of your abilities. This is especially true in an era when jobs are often applied for online, without any human contact. Each company is going to be looking for something a little different. It’s your job to tailor each resume in a manner that reflects how you are the exact person they’re seeking. Your organizational skills will allow you to keep track of what companies are looking for, the types of credentials and/or information they’re requesting from applicants, as well noting the company’s brand. Pay attention to the tone of a company’s website, and how they word their job descriptions. This will help you craft a resume more in sync with their business’ personality. Resumes that are more company- and industry-specific will grab HR’s attention.
Managing your time
There is a good chance your time management skills have already been put to the test in order for you to be successful at juggling work and family responsibilities while getting your online degree. Now, these skills can pay off as you start your job hunt. Once you have applied for jobs and submitted your resume, human resources departments who are interested in what you have to offer will contact you. Your calendar must be up-to-date so you can schedule interviews at a moment’s notice. In a competitive market, you must be clear about your availability, and you want to make sure you are always on time to every initial interview as well as callback interviews.
Being Prepared for the Interview
In addition to specific education, training, and skills required for a particular job, employers are also looking for three general skill sets. These include basic skills such as reading and writing, critical thinking skills, and personal qualities and abilities. Organizational skills fall under the subset of critical thinking. A list of organizational skills includes:
  • Your ability to think on your feet.
  • Knowing what responses to prioritize.
  • Being able to recall real-life scenarios demonstrating your abilities.
These skills can be the icing on the cake for an interested employer. When you sit in front of an interview panel and provide thoughtful, organized responses, it is noted. If you are asked to give an example of how you would deal with a particular situation and you reach into your portfolio to share a specific project or report from your internship experience and tie it into their questions, your organizational skills shine.
Bryant and Stratton can help you put the finishing touches on your organizational skills as you begin your future job searches. Our Career Services center will help you gain the skills you need to land your dream job. Not a student yet? Contact the Admissions office for information on how you can add new skills to your resume.

Career Ideas for Criminal Justice Studies majors

A Criminal Justice Studies degree can open the door to a number of career possibilities. Explore some of the career paths that can be pursued after earning a Criminal Justice Studies degree.
A passion for order and the legal system may pull you toward earning a degree in Criminal Justice Studies. Luckily there are many career paths that fit your love of the law. If you are considering going back to school and exploring the idea of majoring in Criminal Justice Studies, take a look these possible career paths.
Corrections Officer (Supervisor) – Being the first-line supervisor of correctional officers requires you to directly supervise and coordinate activities of correctional officers and jailers. Daily tasks could include enforcing institutional policies, responding to emergencies (e.g. escapes), resolving problems between inmates, and/or completing administrative paperwork, among other responsibilities. Most positions will require at minimum an associates degree. In addition to the right educational background having soft skills like being an active listener, social perceptiveness, being a good communicator and negotiator and reading comprehension will help you be successful.
Loss Prevention – As a Loss Prevention Specialist you may implement procedures and systems to prevent merchandise loss, conduct audits and investigations of employee activity, or assist in developing policies, procedures, and systems for safeguarding assets. When it comes to daily tasks you could be called upon to identify merchandise shortages, perform covert surveillance of areas susceptible to loss and/or investigate suspected internal or external theft. Individuals who work well on their own, are enterprising and understand the importance of following set rules and procedures will do well in this career.
Police Officer (patrol) – As a patrol officer you are assigned an area to enforce laws and ordinances, regulate traffic, control crowds, prevent crime and arrest violators. You may be required to render aid to accident victims, photograph or draw diagrams of crime or accident scenes, interview eyewitnesses, pursue suspects and perpetrators, and/or testify in court to present evidence or act as witness in cases. You will be dealing and interacting with the public often so skills like good communication, active listening, critical thinking, negotiation, and persuasion are important. Additionally, service oriented people who actively look for ways to help others may find police work satisfying. An associate degree can be helpful in increasing your ability to get hired but is not required.
Security Manager – Security managers direct an organization\’s security functions, including physical security and safety of employees, facilities and assets. As a security manager you may be required to respond to medical emergencies, bomb threats, fire alarms or intrusion alarms. Additionally, you will train subordinate security professionals, communicate security updates and resolve breaches. Many companies require a four-year degree for these types of positions. On top of a degree qualified candidates communicate effectively in writing and verbally, exhibit critical thinking skills, are quick thinkers and are apt at decision-making. Earning an associate degree in Criminal Justice Studies at Bryant & Stratton College will prepare you to enter the criminal justice field in one of these positions. If you are interested in learning about any of the online degree programs at Bryant & Stratton College, please call 1.888.447.3528 to speak with an admissions representative.
*Salary information from O*Net Online
https://www.youtube.com/channel/UCCzOJDJZHoBttdHAjJsnN9w?sub_confirmation=1

THE KEY TO MANAGING PEOPLE YOU DON\’T LIKE

When you get promoted to a managerial position, you don\’t automatically gain managerial skills that allow you to easily treat people fairly. You\’re still the same person you were the day before, and let\’s face that—that probably means you don\’t like everyone equally.
In fact, you may have direct reports that you really can\’t stand. How are you supposed to treat those people fairly when everything they do makes you cringe? How can you ensure you aren\’t playing favorites because you really do like other people better? It\’s not easy, but there is one key thing to do: Take a step back.
Personalities can often get in the way of evaluating someone purely based on talent. It\’s in our nature to think someone with whom you have a great rapport is doing a better job than someone who grates on you. But stepping back will help you to avoid this problem.

Make Evaluations Based on Results

When you step back, you make evaluations based on results instead of face-to-face interactions. Look at the numbers. Did Bob really handle clients better than Steve? Who has gotten more sales? Who has resolved more issues? It may mean asking someone else to look at work products to help you evaluate your employees\’ abilities more objectively.
Doing these things can help you take the personality out of your assessments, and assign work fairly. If someone complains that you are treating some people better than others, take it seriously. You may be. This person may be a whiner and a slacker but they might not be, and you need to evaluate that. Stepping back from the situation can help you determine that.

Get to the Root of Your Feelings

One thing that can help you clear your head is figuring out why you dislike this person. It could be strictly a personality thing, and it could be that your subconscious is picking up on habits that will negatively affect their career. So, take the time to sit down and figure out what bothers you.
If it\’s that you don\’t care for their sense of humor, but they aren\’t necessarily rude or inappropriate, then you need just to let it go. But if you don\’t care for their humor because the jokes actually are inappropriate, that\’s something you should address. \”Bob, your jokes push the limit of appropriateness for the office. I need you to stop telling race or gender-based jokes. Can you do that for me?\”
If it\’s that the person seems bossy, what makes the person seem that way? Is it that Sally cuts people off in meetings? Takes credit for things she didn\’t do? Again, if you figure out that\’s what causing your unkind feelings, you can address that with her.

Consider That You May Be the Problem

But, here\’s a caution: The problem may be you. You may not like Sally because she\’s smarter than you are. Don\’t punish her for that. You may not like Bob because he\’s a conservative and you\’re a liberal. As long as you\’re not an office manager for a senator, that doesn\’t matter. Just focus on the work.
Remember, your goal at work isn\’t to make friends, but to accomplish things. Step back from your own emotions, and you\’ll find that to be easier than you once thought.
https://www.youtube.com/channel/UCCzOJDJZHoBttdHAjJsnN9w?sub_confirmation=1

THE KEY TO MANAGING PEOPLE YOU DON\’T LIKE

When you get promoted to a managerial position, you don\’t automatically gain managerial skills that allow you to easily treat people fairly. You\’re still the same person you were the day before, and let\’s face that—that probably means you don\’t like everyone equally.
In fact, you may have direct reports that you really can\’t stand. How are you supposed to treat those people fairly when everything they do makes you cringe? How can you ensure you aren\’t playing favorites because you really do like other people better? It\’s not easy, but there is one key thing to do: Take a step back.
Personalities can often get in the way of evaluating someone purely based on talent. It\’s in our nature to think someone with whom you have a great rapport is doing a better job than someone who grates on you. But stepping back will help you to avoid this problem.

Make Evaluations Based on Results

When you step back, you make evaluations based on results instead of face-to-face interactions. Look at the numbers. Did Bob really handle clients better than Steve? Who has gotten more sales? Who has resolved more issues? It may mean asking someone else to look at work products to help you evaluate your employees\’ abilities more objectively.
Doing these things can help you take the personality out of your assessments, and assign work fairly. If someone complains that you are treating some people better than others, take it seriously. You may be. This person may be a whiner and a slacker but they might not be, and you need to evaluate that. Stepping back from the situation can help you determine that.

Get to the Root of Your Feelings

One thing that can help you clear your head is figuring out why you dislike this person. It could be strictly a personality thing, and it could be that your subconscious is picking up on habits that will negatively affect their career. So, take the time to sit down and figure out what bothers you.
If it\’s that you don\’t care for their sense of humor, but they aren\’t necessarily rude or inappropriate, then you need just to let it go. But if you don\’t care for their humor because the jokes actually are inappropriate, that\’s something you should address. \”Bob, your jokes push the limit of appropriateness for the office. I need you to stop telling race or gender-based jokes. Can you do that for me?\”
If it\’s that the person seems bossy, what makes the person seem that way? Is it that Sally cuts people off in meetings? Takes credit for things she didn\’t do? Again, if you figure out that\’s what causing your unkind feelings, you can address that with her.

Consider That You May Be the Problem

But, here\’s a caution: The problem may be you. You may not like Sally because she\’s smarter than you are. Don\’t punish her for that. You may not like Bob because he\’s a conservative and you\’re a liberal. As long as you\’re not an office manager for a senator, that doesn\’t matter. Just focus on the work.
Remember, your goal at work isn\’t to make friends, but to accomplish things. Step back from your own emotions, and you\’ll find that to be easier than you once thought.
https://www.youtube.com/channel/UCCzOJDJZHoBttdHAjJsnN9w?sub_confirmation=1

THE KEY TO MANAGING PEOPLE YOU DON\’T LIKE

When you get promoted to a managerial position, you don\’t automatically gain managerial skills that allow you to easily treat people fairly. You\’re still the same person you were the day before, and let\’s face that—that probably means you don\’t like everyone equally.
In fact, you may have direct reports that you really can\’t stand. How are you supposed to treat those people fairly when everything they do makes you cringe? How can you ensure you aren\’t playing favorites because you really do like other people better? It\’s not easy, but there is one key thing to do: Take a step back.
Personalities can often get in the way of evaluating someone purely based on talent. It\’s in our nature to think someone with whom you have a great rapport is doing a better job than someone who grates on you. But stepping back will help you to avoid this problem.

Make Evaluations Based on Results

When you step back, you make evaluations based on results instead of face-to-face interactions. Look at the numbers. Did Bob really handle clients better than Steve? Who has gotten more sales? Who has resolved more issues? It may mean asking someone else to look at work products to help you evaluate your employees\’ abilities more objectively.
Doing these things can help you take the personality out of your assessments, and assign work fairly. If someone complains that you are treating some people better than others, take it seriously. You may be. This person may be a whiner and a slacker but they might not be, and you need to evaluate that. Stepping back from the situation can help you determine that.

Get to the Root of Your Feelings

One thing that can help you clear your head is figuring out why you dislike this person. It could be strictly a personality thing, and it could be that your subconscious is picking up on habits that will negatively affect their career. So, take the time to sit down and figure out what bothers you.
If it\’s that you don\’t care for their sense of humor, but they aren\’t necessarily rude or inappropriate, then you need just to let it go. But if you don\’t care for their humor because the jokes actually are inappropriate, that\’s something you should address. \”Bob, your jokes push the limit of appropriateness for the office. I need you to stop telling race or gender-based jokes. Can you do that for me?\”
If it\’s that the person seems bossy, what makes the person seem that way? Is it that Sally cuts people off in meetings? Takes credit for things she didn\’t do? Again, if you figure out that\’s what causing your unkind feelings, you can address that with her.

Consider That You May Be the Problem

But, here\’s a caution: The problem may be you. You may not like Sally because she\’s smarter than you are. Don\’t punish her for that. You may not like Bob because he\’s a conservative and you\’re a liberal. As long as you\’re not an office manager for a senator, that doesn\’t matter. Just focus on the work.
Remember, your goal at work isn\’t to make friends, but to accomplish things. Step back from your own emotions, and you\’ll find that to be easier than you once thought.
https://www.youtube.com/channel/UCCzOJDJZHoBttdHAjJsnN9w?sub_confirmation=1

Beginning a Career in Human Resources

When you enroll in the AAS in Human Resources program at Bryant & Stratton College, you’re taking an important step towards an exciting and versatile human resources career. Immediately after graduation from our program, students are eligible to apply for a variety of entry level HR positions, and are well on their way towards higher earnings and career advancement.
The first thing you want to do is learn a little more about the types of careers available as a new HR professional. Some of the jobs you will be qualified for include:
  • Human Resources Assistant – HR assistants work directly with their HR managers creating and managing confidential employee records. They are responsible for tracking wages, benefits, and retirement earnings, as well as keeping records on employee performance evaluations and reviews.
  • Human Resources Specialist – In addition to managing employee records, HR specialists have the opportunity to recruit and head hunt for future employees. This can take them all across the county, state, or even the country, attending job fairs and other career seminars on the lookout for good candidates.
  • Payroll and Timekeeping Clerks – This is a specialized area of HR. In addition to compiling and recording employee time sheet and payroll data, you may also record production and commission, deductions, and print the paychecks.
  • Office or personnel supervisors – Many of the most efficient office or personnel supervisors have a background in HR, giving them the skills they need to hire new employees, facilitate an efficient and healthy workplace dynamic, and conduct employee reviews.
Obtaining your AAS in human resources is a strong first step to a new career but there are other things you can do to jumpstart your career in human resources. These include:
  1. Attending job fairs. Make it a point to attend job and career fairs. In addition to seeing what you might do if you end up choosing a human resources career, you will also begin making contacts with others in the profession, which can help you later on when you are ready to apply for jobs.
  2. Honing your social networks. There are several reasons why honing your social networks is important. The first: there’s a good chance your prospective employers will use your social media accounts as a screening device. Secondly, your social media accounts provide a means for you to network. Make sure your LinkedIn account is up to date as this is one of the leading social media sites for professionals.
  3. Obtaining a relevant job. We understand that many of our students are already full-time employees, and looking for a change; it’s the reason they’re applying to Bryant & Stratton. If you have the opportunity, try to get an entry-level support job working with HR or an internship even before graduating. In addition to exposing yourself to a variety of different positions, you may be able to use your experience to fulfill some of your educational requirements.
  4. Getting certified. There are several professional certifications that can increase your appeal to future employers, in addition to boosting your knowledge and skill sets. These include certifications in:
  • Human Resources Management
  • Accounting
  • Microsoft, QuickBooks or other computer skills-oriented certificates
If you are interested in learning more about how you can prepare for a human resources career, contact the Admissions Office at Bryant & Stratton College. We offer degree programs and certifications in HR that will help you prepare for your dream job
https://www.youtube.com/channel/UCCzOJDJZHoBttdHAjJsnN9w?sub_confirmation=1

Following Tragedy, One Mother Finds the Courage to Continue Her Education Online at Bryant & Stratton College Online

On April 1, 2011, The LA Times ran a special Online Education section produced by MediaPlanet.  We are very proud to have online student Marlena Unz, featured. In April, Marlena Unz will be a college graduate at age 46, earning her associate’s degree online from Bryant & Stratton College Online as a medical administrative assistant. While for many of her classmates a college education was a way to gain the skills and training required to get a job, for Unz it was also an opportunity to prove something to herself and her children. A stay-at-home mother, who ran a small in-home daycare, Marlena lost her husband just a few months shy of their 25th wedding anniversary unexpectedly. Since her husband worked to provide for the family, it was now her sole responsibility to create a financially secure future for her family. Click on the thumbnail below to read more about Marlena\’s courage.
https://www.youtube.com/channel/UCCzOJDJZHoBttdHAjJsnN9w?sub_confirmation=1

Why We Love Church Street Marketplace

Church Street in the heart of Burlington is one of the most popular destinations in Vermont. Visitors to the city’s brick and cobblestone pedestrian marketplace will find dozens of locally-owned restaurants, food cart vendors, shops, and cafes, as well as a variety of outdoor entertainment.
A perfect place to visit anytime of year, Church Street has something for everyone. Whether you’re a foodie, shopping enthusiast, fan of architecture or music lover, Church Street is a place worth visiting.
What makes Church Street so unique is its universal popularity among locals, students, and visitors.  Established in 1981, Church Street draws 3 million visitors a year to shop, dine, and stroll.

Here are just a few of our favorite spots in the Church Street Marketplace:

Leunig’s Bistro & Café

115 Church Street
One of the oldest continually operating restaurants in downtown Burlington, Leunig’s offers ambiance, delicious local food, Vermont cheeses and more. Serving lunch, brunch and dinner.  Visit leunigsbistro.com

Uncommon Grounds

42 Church Street
A comfortable place to enjoy coffee, tea and conversation, Uncommon Grounds is Vermont’s answer to Starbucks. Visit ugvermont.com.

Sweet Lady Jane

40 Church Street
Looking for high fashion in a rural state? Sweet Lady Jane offers stylish women’s clothing and accessories. Visit sweetladyjane.biz.

Ben & Jerry’s

36 Church Street
When you’re in Vermont, indulging on some Ben & Jerry’s is a must. Who can resist Cherry Garcia, Chocolate Therapy or Phish Food? So good. Visit benandjerry.com.
Eat well, shop, wander, and enjoy!
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WANT TO DIVERSIFY YOUR WORKFORCE? YOU MAY NEED TO RETHINK THE INTERVIEW

The data is clear: When an organization hires a diverse workforce—people who represent different races, income levels, nationalities and genders—it performs better. Bringing these varied perspectives to the table results in more creative thinking. According to a Boston Consulting Group report, diversity is a key driver of innovation, and companies with diverse teams produce 19% more revenue than their competition.
When it comes to increasing diversity at their organization, many HR teams look to diversify their candidate pool. But while this is an important step, it’s only part of the solution. Actually hiring those diverse candidates means adjusting the interview to make sure that it’s not putting them at a disadvantage.
Beyond determining who is most qualified, here are some ways companies can encourage diversity—and guarantee a quality hire.

Pay Attention to the Time 

Traditionally, recruiters conduct interviews during times when they are in the office. For most companies, that tends to be between the hours of 9:00am and 5:00pm.
There is a problem with this timing—it’s also when most of your candidates are working at their current job. Many senior executives with flexible schedules, they can say “I’m working from home” and disappear or shut their office door and instruct their administrative assistants to tell people they are busy. Easy enough.
But employees that are more junior have much less flexibility. So many of them end up calling in “sick” or lying to their current employer about having a doctor appointment, to make it to the interview. This increases a candidates stress level and detract from their ability to interview confidently.
These challenges are intensified when applied to candidates who belong to marginalized communities, including people of color, disabled workers and women. WayUp, a company that specializes in recruiting and screening, found that when they offered candidates the chance to interview as late as 11:00 pm, historically underrepresented groups took them up on this offer. Ninety percent of candidates who choose to do phone screens between 7 pm and midnight are Black, Hispanic or women. If you’re looking to make your workforce more diverse, those are probably some of the main groups you’re trying to target.

Reducing Unconscious Bias In the Interview Process

Another problem that can arise during the interview process is unconscious bias. While many companies have invested in unconscious bias training and are generally becoming more open-minded, these incidents still occur. Mitigating unconscious bias in the interview process could be as easy as changing up your technology. Instead of one-on-one, in-person interviews, asynchronous video interviews (where the manager records the questions and candidates can answer them at their own convenience) are a worthy alternative.
According to Sonru, one of the leading developers of automated video interviewing software, this technology helps decrease unconscious bias. As Adam Gretton, Regional Development Manager at Sonru, explains, every candidate gets the same experience. “Can you truly claim that with telephone or face-to-face interviews? Does each candidate get treated exactly the same? If someone has a different culture or background to the assessor, will they get as warm an experience as someone who is ‘just like them’? They may not consciously be aware of treating people differently, but it will be felt by the candidate, and they may not perform as well, as a result.”
Sometimes just changing a few things about how you conduct your interviews can have a significant impact on who you hire. You want to hire the best person for the job, but that person may not be able to get time off work to take your phone screen during the day. The best person may be someone who you would have subconsciously discouraged in a face to face interview.
This is not to say that you should conduct all interviews at 11:00 pm via video. People can feel awkward recording an interview, and daytime interviews are more convenient for many people. But giving candidates the option can be a gamechanger.
The key here is consistency and flexibility. Remember, the point of interviewing someone is to fill the position. If you can make it easier for the candidate to succeed, why wouldn’t you?

Where to Find Career Information and Advice

Information about career management is everywhere. But, what information can you trust and what\’s best to pass over?
You can think, getting advice from your mom, brother, aunt, friend or neighbor might seem like a good idea but these well-meaning, \”inner circle\” confidants may lead you astray. If you\’re looking for sound advice, it\’s probably best to trust experts. The career services department at your college can be a useful resource but you can supplement the information they give you in other ways. Reading blogs or following the tweets of career experts is a great way to get resume help, interview tips and other career management advice. A few great places to start are the CareerRookie blog managed by CareerBuilder, the \”News\” section of LinkedIn, Evil HR Lady or the blog at FlexJobs.com. Another avenue to try is visiting your local library (or Amazon.com) to check out career advice books. To get you started below are four of our favorites.
Best Answers to the 201 Most Frequently Asked Interview Questions – Matt DeLuca and Nanett DeLuca continue their popular series with this updated edition highlighting advice for interviews. The guide opens the door on the interview process to readers so they understand what is going to be asked and why the question is being asked.
Getting from College to Career – Career Expert and Global Spokesperson for LinkedIn, Lindsey Pollak packs in plenty of practical tips for anyone navigating the gap between graduation and that first job. She also answers that universal question of \”How do you get a job without experience and get experience without a job?\”
Me 2.0: 4 Steps to Building Your Future – Author Dan Schawbel is a noted expert on Gen Y and creating a personal brand and in this book he teaches readers how to use social media tools to find a job, change careers or get ahead at their current position. The book walks readers through discovering, creating, communicating and maintaining a personal brand that is key to being successful in the modern workplace.
StrengthsFinder 2.0 – Written by Marcus Buckingham and Donald O. Clifton, this follow-up to Now, Discover Your Strengths, builds on the authors\’ idea that it is more valuable to build on an employees strengths rather than focus on an individual\’s weaknesses. The book includes a personal online assessment, which helps readers identify their own strengths as identified by the \”Clifton Strengths Finder\” and actionable ideas on how to build on these strengths
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5 WAYS TO EVALUATE MOOCS ON A RESUME

Guillaume Dumas, a 28-year-old Canadian, made headlines recently when he announced that he had obtained an Ivy League education for free by sneaking in to classes at prestigious universities. His story — coupled with the skyrocketing costs of a college education — raised serious doubts about the value of a diploma. With tuition costs rising and more than a trillion dollars of student debt in America, alternate routes to achieving a top-tier education are increasingly attractive. The big question for HR: Should we start worrying less about an applicant’s degree and more about the knowledge an applicant brings to the company?
While a Dumas-style education is still an anomaly, hiring managers are likely to encounter candidates who have taken Massive Open Online Courses (MOOCs). According to Class Central, more than 2400 of these online lectures currently exist from more than 400 universities—including 22 of U.S. News & World Report’s Top 25 Universities.
The topics and structures of these courses vary widely. Students can sign up online to learn about anything from Roman Architecture to Web Application Architecture. Some MOOCs are free, some come at a cost. And some simply involve listening to lectures—with no way to verify that the student learned anything—while others provide assignments, tests and a certification for passing the course.
Here, 5 things to consider when a MOOC shows up on a resume:

1. MOOCs can be supplemental to traditional education.

Steve Petersen is a web developer in his early 30s, and most of his resume looks just like you’d expect. He has a Bachelor’s degree from Brigham Young University, a Master’s degree from the University of Maryland and great experience in web development, marketing and strategy. But his education also includes 4 MOOC certifications from prestigious institutions—for instance, a Gamification class from the University of Pennsylvania.
“MOOCs allow me to explore something interesting with a bona fide expert as a guide,” shared Peterson. As a hiring manager, it’s easy to evaluate his supplemental courses as having value. He’s achieved a traditional four-year degree and sought out supplementary knowledge—in this case, you should count MOOCs as a bonus.

2. MOOCs can be a stand-alone education.

Some candidates may not have a college degree at all, instead racking up a range of MOOCs since graduating from high school. How do you evaluate a MOOC in that situation?
First, ask about the qualifications behind a certification. Is it simply a certificate of completion, meaning your candidate listened to all the lectures? Or does the certification indicate some evaluation by the professor? Coursera, for instance, has special features ensuring that people who take their courses get proper credit for their classes. Udacity offers a series of tests along the way that allow course participants to show they’ve gained knowledge.

3. Skills from a MOOC – just like a degree – need to be demonstrated.

Remember to ask hard questions and test candidates on their skills. We all know someone who skated through college, cramming before tests and immediately forgetting the information afterwards. Someone who said they learned how to program in Python via a course from Udemy shouldn’t just be handed the job. But someone who says they’ve learned Python from a top-tier university shouldn’t be given the benefit of the doubt either.
Either way, be wary of automatically giving preference to the candidate with the brick and mortar diploma. Programming is a skill, and it doesn’t really matter how you gained that skill.

4. MOOCs demonstrate a thirst for knowledge in established workers.

If the resume on your desk is from a mid-career professional with great experience, a MOOC shows that the person is constantly working, learning and growing—qualities you certainly want in a candidate. While we all learn and grow through work in general, someone who has taken the time to seek out additional knowledge on her own is a bonus to your organization.

5. MOOCs offer opportunities to expand your own horizons.

As you see more and more MOOCs showing up on resumes, stop and consider if you should take one yourself. Want to learn about microeconomics? Check out Khan Academy. Want to learn more about organizational management? Coursera offers such a course from the University of Geneva.
When you’ve experienced a MOOC course yourself, you’ll start to understand the value of different kinds of online courses in the candidates you evaluate.

ASSESSING CLOUD VENDOR SECURITY? HERE ARE THE ACRONYMS YOU NEED TO KNOW

Security is obviously a top-of-mind concern for any business that wants to migrate data and processes to the cloud—especially when it comes to talent management, which requires protecting employees’ sensitive personal data. But what’s less clear is what to actually look for when evaluating vendors and assessing their security practices. It’s even more complicated when you encounter the many acronyms associated with security standards and certifications.
Here’s a quick overview of certifications that talent management cloud services providers should already have or be working to earn, what they mean and why they matter.

ISO/IEC 27001:2013

Published by ISO, an independent, nongovernmental international organization, ISO/IEC 27001:2013 is a standard that “specifies the requirements for establishing, implementing, maintaining and continually improving an information security management system within the context of the organization.”
In short, it’s a set of rules and controls intended to guide the way a company manages information security. While ISO/IEC 27001:2013 began as a standard for companies in Europe, it is now embraced by businesses globally. Many companies now require cloud vendors to be ISO certified—and maintain that certification—throughout the life of a service contract.
Keep in mind that being “ISO certified” and “ISO compliant” are different things. ISO certification shows that a company either meets all the requirements of ISO/IEC 27001:2013, or a specific subset of controls, and the status of those controls has been reviewed by an independent auditor. Certification is an ongoing process; auditors check requirements annually and look for improvement. Be sure to ask cloud services providers for an SOA (Statement of Applicability), a document showing which controls were in scope when the vendor was audited.
“ISO compliant” means a company claims to follow the requirements of the ISO standard, but they have never been officially certified. This is acceptable practice. However, businesses should take time to review the provider’s security measures, especially if the provider will be handling sensitive data.

ISO/IEC 27018:2014

Many cloud vendors are in the process of adding the ISO/IEC 27018:2014 code of practice to their ISO/IEC 27001 certification. A newer standard, ISO/IEC 27018:2014 “establishes commonly accepted control objectives, controls and guidelines for implementing measures to protect Personally Identifiable Information (PII) in accordance with the privacy principles in ISO/IEC 29100 for the public cloud computing environment.”
Like ISO/IEC 27001:2013, ISO/IEC 27018:2014 will probably become a specific requirement outlined in many cloud service provider contracts in the future.

SSAE 16 SOC 1 and SOC 2

The Statement on Standards for Attestation Engagements  No. 16 (SSAE 16), also known as SOC 1, (SOC is “Service Organization Control”) was finalized by the Auditing Standards Board of the American Institute of Certified Public Accountants (AICPA) in 2010. SSAE 16 describes service provider defined controls and is intended to help companies better understand the processes and procedures in place which helps build trust and confidence in the cloud providers service delivery process.
SOC 2, based on AICPA Trust Services Principles and Criteria, outlines very specific controls for security and privacy amongst others, and is another compliance standard more companies are adding to service contracts for cloud providers.
To demonstrate they are compliant with SSAE 16 and AICPA Trust Services Principles and Criteria, companies must present SOC 1 and/or SOC 2 reports. Request a cloud vendor to specifically present a “SOC 1, Type II” and/or “SOC 2, Type II” report, which confirms that controls have been tested. (Type I is simply a description of how a company runs controls.) Pay special attention to who audited the report; larger firms are generally more thorough with these types of audits.  It’s important to read the report carefully to evaluate any control failures or exceptions the auditors may have noted.

ISAE 3402 Type II

This is the European version of SSAE 16 SOC 1, Type II. Cloud vendors don’t typically need to have both attestations, but if they do it’s a positive.

FedRAMP

The Federal Risk and Authorization Management Program, or FedRAMP, “is a U.S. government-wide program based on the National Institute of Standards and Technology (NIST ) Special Publication 800-53 Revision 4 that provides a standardized approach to security assessment, authorization, and continuous monitoring for cloud products and services.”
The FedRAMP certification process is arduous, and it can take years for a vendor to achieve the “Authority to Operate” (ATO). So, if a cloud services provider is FedRAMP certified, it means their security practices and controls met a very high bar.
To see which cloud providers are FedRAMP certified, see this list on the program’s website.

CSA CCM

An emerging standard, the Cloud Security Alliance Cloud Controls Matrix (CSA CCM) is “specifically designed to provide fundamental security principles to guide cloud vendors and to assist prospective cloud customers in assessing the overall security risk of a cloud provider.” The matrix (available for download here) is a control framework designed by the CSA; controls are mapped to other leading security standards, such as those described above.
Cloud services providers are not required to use this framework. But if they do, or are working to adopt it, it suggests they have a very strong commitment to security. Ask cloud services providers if they have completed the CSA Consensus Assessments Initiative Questionnaire (CAIQ) or check the CSA STAR Registry to see if they have submitted.

PCI

The Payment Card Industry Data Security Standard (PCI DSS) is a set of requirements designed to ensure that companies who process, store or transmit credit card information maintain a secure environment. In order to become certified, cloud providers who fall into this category must implement and maintain the standard. More on PCI can be found at https://www.pcisecuritystandards.org.
The security requirements a cloud vendor should meet to protect a customer’s data depends largely on the type of information they will be asked to handle. The more sensitive the data, the more important adherence to industry standards becomes. Regardless, all cloud services providers should be able to demonstrate to their customers exactly what they are doing to ensure security.