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Gaining a New Perspective after Traveling to Nepal

By Victoria Zito
The chance to hear politicians debate or discuss the environment is infrequent. It was rare to converse about the environment with my friends or peers in any daily context, other than small talk about the weather. My self-imposed goal was to deliberately find ways to be mindful about the environment, whether while walking through the woods or staying indoors.
When I traveled outside the suburb I grew up in, there were differences in how the environment appeared, as well as how it was treated by its residents. There was always a mystery of whether or not humans have as much impact on the environment as the environment does on humans. My initial conclusion: a dynamic and cooperative relationship between people and environment exists, evolves, and adapts.
Buddhist philosophy embraces change, regarding it as a successive series of different moments, joining together to appear as one continuous flow. In the context of the environment, to which degree is change in climate, habitat, or water supply natural and condonable? Are humans forced to adapt to new circumstances? And are these circumstances created by human impact?

Embarking on a Journey

Prior to my journey halfway across the world, I informed acquaintances of both my apprehension and excitement about immersing myself into the Himalayan culture, and they replied, “So you’ll be in South America?” This reinforced the geographic isolation and perception of Nepal, despite its being between two large advancing nations: China and India.
While flying out of JFK, the city looked like a concrete jungle. Eventually, mental images of beige office buildings and soaring skyscrapers in New York City dissolved. I painted an imaginary portrait of Nepal: mostly rural, and preserved by both tradition and modernization. Hour after hour, new brushstrokes painted more expectations. Since this time of year was more unpredictable, I added more colors to my canvas as I imagined rivers, gorges, mud-brick walls, and hopes of seeing a yak. (I later learned yaks only live above 12,000 feet.)

A Resourceful People

In Kathmandu, people travelled in groups; children sat shoulder-to-shoulder in the backseats of buses, poking their heads out the window. Some traveled alone by motorcycle. Kathmandu appeared primitive with piles of bricks along sidewalks for structures or a plaster-like mixture in wall cracks. Buildings, jeeps, and fruit stands were randomly placed with no established direction. It felt like navigating a labyrinth.
On the way to Lo, the rivers ran so dry they were only indents in the ground. However, on the way back, after change of seasons, the swelling rivers were so overbearing that we had to carefully maneuver around them.
The Nepalese relied on and asked for very little, but were very giving. In a country relying on natural resources, including poplar trees used as roof thatching, juniper trees for burning as incense during religious ceremonies, and the fur from herds of goats used for pashmina scarves.

Exploring Higher Terrains

traveling-to-nepal

Nothing compares to traveling to Nepal for the first time.
As we trekked and climbed higher toward Lo Manthang, it grew hotter and I experienced a greater closeness to God from a religious/spiritual perspective. There was silence versus complaints often heard by Americans either being, “The sun is too strong,” or “Rainy day after rainy day” or “When will the sun finally come out?”
I even forgot for a moment that America and Nepal revolved around the same sun. In Nepal, where there was less adherence and emphasis on time, the sun was the closest to what people could work like a clock. Waking up at sunrise, and sleeping at sundown, while watching many people in villages do the same was a routine. Seeing an ancient sundial at Syumbath, Kathmandu was interesting to me, and I wondered if they were in use in other parts of the country.
Higher altitudes presented less variety. More monochrome and less vegetation. The variation of climate, from tropical humidity to head-to-toe chills on mountaintops, makes it easy to forget you are in the same country.

Cooperative Alliances

The pattern seen along less-populated villages were apple orchards bordered by willow trees, followed by buckwheat/barley. One crop could produce several dishes, such as barley in porridge (tsampa), bread, cereal and soup. There was a strong reliance on fewer varieties of crops, strengthening the bond among the people working, all working together within the environment.
I soon became more aware of the complications of water systems. In Nepal, water was delivered by underground pipelines. Aside from agriculture, water was used for the women to wash clothes in public. Unfortunately, an on/off option was not active in the villages as a means of conserving water. Women would dip their hair under the water to cool off, then proceed with their laundry. Ubiquitous woven baskets were seen carried on their backs for transporting materials, such as clothing to be worn and washed.

Environment: Key to Nepal Living

As with their religion, the environment is so deeply imbedded in their culture that it almost went unnoticed in the beginning of the trip. Once I felt fully immersed in the culture, I began to notice the population’s strong connection to their environment. From a young age, Nepalese learn to provide for themselves and their families.
Nepal’s determination to cultivate their environment was my gateway to all other aspects of the Nepalese culture. I realized the binding connection between the environment and religion, philosophy, education, politics, and health. Living in Nepal, even temporarily, led to a greater understanding of their cultural traditions and practices, augmented by the population’s amazingly close relationship with the environment, most often in areas that with less modernized technology.
In Nepal, I grew conscious of how methods of bathing, eating, and traveling affects the environment. As a keen observer, traveler, and student, I can perceive, explore, study, and comprehend the environment in ways others haven’t. In Nepal, I saw houses and monasteries made from trees, branches and mud. I saw men boil water to cook with, and women use cool water for the back of their necks. Stupas were made of rocks and the paint in some old monasteries was made from leaves. As prayer flags blew in the wind, I imagined them being taken by windhorse as wished by those who made them.

Coming Home from Traveling to Nepal

As our plane landed back in New York, the area looked much greener than I had remembered it. Did I envision less green before leaving it, or did I see more green only when I returned? My exposure to a different culture and environment may have altered my previous perceptions on several levels. So many things to think about

5 Strategies to Improve Work Performance

It’s easy to let work-related stress take over your life. Looking at successful business people, however, it’s clear that leaders practice behaviors in the workplace that allow them to stand out and achieve more. It’s one thing to work – it’s another to work effectively. With these 5 practices, you’ll find yourself achieving more through your work and leaving the office with a sense of accomplishment.
Set a goal for your day and a plan for how to achieve it. Be proactive and direct work flows. Do you spend the whole morning responding to incoming emails or do you send out emails to direct projects that are within your goals for the day? Your daily activities should align with your specific project goals.
Prioritize your tasks. What are your immediate and long range needs? What groundwork needs to be laid in order to check the tasks off your list? Imagine your inbox as a hospital triage center. What inquiries or projects deserve your attention? Which items can wait? Prioritize the issues that are both important and urgent. Address your tasks strategically with your daily goal and project vision in mind.
Delegate. Figure out what you can do well and what others can do better for you. There may be people in your workplace that are personally interested in a topic or looking to take on more responsibility. You don’t have to champion your project list alone. Effective leaders build supportive teams and look to protégés to develop into a successful next generation of leaders.
Just Say No. Decide which projects are non-essential and draw the line on what you can commit to successfully completing. Your time is your most valuable asset and you cannot get it back. As you communicate how projects fit within your goals and action plans, colleagues will respect your work and your time more. You’ll have more time to manage your projects with a goal-oriented vision, and by doing so, you’ll achieve more through your work.
“Chunk” your projects. You know the saying, “Don’t bite off more than you can chew.” It applies to your work as well as table manners. Avoid looking sloppy in your work. Break your projects into manageable tasks. For projects that you loathe, start with just 10 minutes a day and you’ll be surprised at how much you can achieve. You might even find yourself working through to finish it.
You may feel like you’re juggling multiple priorities in the workplace because with the current demands on business professionals, it’s likely that you are. By practicing these strategic behaviors and re-evaluating your current approach to work, you’ll achieve more and leave the office feel more satisfied with your professional accomplishments.
Practicing these five steps will empower you in your current work and help you to plan and direct future work projects so you can manage your time better, reduce your work-related stress, and increase your work performance

Bryant & Stratton College On Campus Childcare is a Gamechanger for Students

Tamara Porter was stuck.
She had moved to a new city with her 3-year-old son. There was no family nearby who could help watch him while she went back to school. Her son had speech impediments and needed to be in a daycare she could trust to work with his special needs.
And, there was little extra money to pay for daycare while she worked and attended classes.
Childrens Center wall of coat hangers
When she applied to Bryant & Stratton College in Hampton, Va., the flexible schedule and personal service were not the only perk. Her campus also offered on campus childcare.
“My son loves it. He really loves it,” she said. “I can be at home and tell him to get ready and he won’t move. Then I say we are going to class and he jumps up.”
Porter earned her counseling associate degree and is now working at the child care center on campus helping other working parents achieve their goals.
“People come in the middle of the semester when their other childcare plans fall through,” she said. “People come and say, ‘if this wasn’t here, I wouldn’t be able to go to class. It’s a lifesaver.’”
It is a sentiment that the staff at the children centers on several Bryant & Stratton College campuses hear on a daily basis.
“I’ve heard quite a few of my parents say, ‘Thank God we have children’s college. We have nowhere for our children to go. This is a lifesaving place for a lot of people,” said Denisetrica Lankford, Children’s Center Coordinator at the Richmond, Va. campus.
The centers are not curriculum-based preschools but are more than simple babysitting. Lankford said children who attend in the morning do follow a schedule and work on pre-kindergarten skills. Children who attend in the afterschool and evening hours receive homework help and can play educational games on the center’s computers.
Many of the centers are open as late as 10:30 p.m. After dinner, children are treated to a movie and given time to wind down while they wait for their parents to finish class. The majority of the centers are open five days a week and available to part-time and full-time students. The stipulation is that parents must remain on campus while their child is in the center.
Cost is roughly $4 an hour, depending on the location; students can use their financial aid dollars to pay should they qualify. To find out more about using financial aid for childcare, visit your campus financial aid office or childcare center.
Lankford said she loves working at the center and making a better life possible for working parents and their children.
“They are learning and growing, that is the best part,” she said. “You know you made a difference in a child’s life.”
Want to go back to college but are struggling with how to manage daycare? Check out the degrees available at colleges with daycare like Bryant & Stratton College.

Ten Great Career Options for Business Degree Graduates

If you enjoy working with people, an online business degree will provide the education and skills you need to work in a variety of professional environments. From human resources and office management positions to factories, restaurants, or banks, your degree will prepare you for a job in virtually any field of interest.
What Jobs can I get with a Business Degree?
For anyone who has ever wondered about business degree career options, here are ten great career options. All job growth statistics are provided by O*Net Online.
  1. General/Operations Manager: General and Operational managers oversee the operations of both public and private sector industries. They create policies, manage employees, and control the day-to-day operations.
  2. Office Manager Office managers are responsible for creating schedules and tracking employee performance for regular reviews. They serve as the liaison between upper management and staff, and their responsibilities include creating/managing budgets, scheduling, and ordering supplies.
  3. Assistant Manager You will work under your department’s manager to facilitate customer relations while ensuring your retail department is organized and employees are working efficiently.
  4. Administrative Assistant  An administrative assistant works directly under the office manager, or a direct supervisor, to keep the office running efficiently. This includes answering phones and typing tasks, to supply ordering, making copies, and managing electronic filing systems.
  5. Office Clerk As an office clerk, you will work under your administrative assistant to facilitate its daily operations. You will greet clients, answer phones, make copies, and procure whatever items your supervisors’ request.
  6. Human Resources Specialist Your online business degree is the ideal starting point for a career in human resources (HR). As an HR specialist, you will assist in the employee hiring process, and you will work actively to maintain the well-being of the company’s current employee and management relations. The job growth for HR specialists is faster than average.
  7. First Line Supervisors for Food Preparation You will be responsible for the food preparation line, as well as the satisfaction of your establishment’s guests. You create schedules, oversee inventory, and ensure food preparation staff is working in accordance with current safety standards. The projected job growth is average.
  8. Sales Representatives While you may have a particular area of interest, your greatest asset is your ability to learn about any product or service, and leverage your online business degree program training to show others how your company’s products/services provide a solution. The job growth projections are average.
  9. Retail Sales In retail sales, you greet customers, listen to their concerns or needs, and educate them about how particular products or goods will meet those needs. Your customer service skills must be impeccable. The job growth outlook is average.
  10. Bank Teller As a bank teller, your job is to accurately conduct monetary transactions for all levels of bank clientele, from large corporations and merchants to personal banking customers. It is the starting ground for many who go on to work in higher-level finance and loan officer positions.
Interested in beginning a successful business career? Contact the Admissions office at Bryant & Stratton College to learn more:: https://www.bryantstratton.edu/admissions
https://www.youtube.com/channel/UCCzOJDJZHoBttdHAjJsnN9w?sub_confirmation=1

WHY A LITTLE PESSIMISM CAN BENEFIT YOU AS AN HR MANAGER

Seeing the silver lining can make your life easier in many ways. However, there are benefits of pessimism in the workplace. As an HR manager, having a little pessimism can go a long way in preventing workplace problems from getting out of hand.
No, you shouldn\’t be purposefully negative at work. But, a substantial part of any HR manager\’s job is to reduce a company\’s risk of lawsuits, government fines and excessive turnover. You\’ll be more successful in these areas if you anticipate how things can go wrong, rather than assuming they will always go right.
Take a look at two scenarios where a little pessimism leads to a more positive outcome.

The Sexual Harassment Complaint

Consider what an optimist and a pessimist would say if a female employee, Jane, came in and said, \”Bob told me my dress was nice. That\’s sexual harassment!\”
The Optimist: \”Jane, I\’m sure he didn\’t mean anything by it. It is a very nice dress.\” This could be the right call—if this is the first complaint you\’ve ever received about Bob, it\’s doubtful that this is a serious offense. One comment certainly doesn\’t rise to the level of pervasive or severe harassment. But consider the alternative.
The Pessimist: \”Jane, can you tell me a little bit more? Is there anything else that Bob has said or done that makes you feel uncomfortable?\” You may find out that Jane was overreacting and Bob didn\’t mean anything by his comment. But, you may instead find out that Bob has a habit of focusing on his female co-workers\’ looks rather than their performance, and several women in the department feel uncomfortable with it. You\’re lucky Jane came forward when she did, because now you can address this with Bob, keep a close eye on him and prevent this from becoming a lawsuit.
The Takeaway: Never let a complaint about something serious and/or illegal go with out investigation. This not only protects the company against lawsuits, but also assures your employees that you listen to their concerns and that the company doesn\’t tolerate bad behavior.

The Salary Discrepancy

Imagine you\’re looking at salary reports and notice that Helen and Heath have the same job title, but Heath\’s salary is $5000 higher. The Optimist: \”HR reviews and approves every salary offer, so I\’m sure there is a logical explanation for this difference.\”The pessimist: \”Even though HR reviews and approves every salary offer, this is a really large difference. I better find out what\’s going on here.\” This type of pessimism doesn\’t mean launching a full-fledged investigation into salary policies. After all, you know that salaries are scrutinized carefully before job offers are made. Still, this situation calls for some scrutiny.
The Takeaway: Do some digging into both employees\’ professional background. If you find out that Heath has a master\’s degree and five years of experience, while Helen has a bachelor\’s degree and three years of experience, then case closed. There\’s a logical and legal reason. Although, you may wish to change titles to reflect the differences in experience and education.
If, on the other hand, you find out that Helen has a master\’s degree and five years of experience, while Heath has less education and less years on the job or you determine that their experience and educational background are equal, you\’ve caught a problem before it can turn into a lawsuit.
Whatever you\’re dealing with, looking at the worst case scenario can help you identify potential problems before they explode into something serious. Pessimism can catch issues when they are small, while optimism encourages you to ignore them until they explode.
So, try to be an optimist who believes most people are good, but investigate like a pessimist. Every time.
https://www.youtube.com/channel/UCCzOJDJZHoBttdHAjJsnN9w?sub_confirmation=1

Three Steps to Up your Accounting Job Prospects

According to the U.S. Bureau of Labor Statistics accounting job outlook, employment of accountants and auditors is expected to grow 11 percent by 2024. Due to business globalization, many companies are experiencing mergers and acquisitions often leading to expansion –  requiring accurate financial reporting and guidance. The recent financial crisis also resulted in an increased demand for accounting services. This marks a positive outlook for the accounting industry.Business woman using calculator
Unlike many other industries, the accounting job market has a very specific recruiting cycle. If you’re considering a career in accounting, it is best to familiarize yourself with this cycle and start preparing beforehand to help you stand out from other applicants. Take these three steps to make sure you’re ready for the upcoming recruiting cycle.

Step 1: Know your accounting firms

You may have heard a lot of talk about the “Big Four,” but do you know who they are? The “Big Four” are the four largest public accounting firms and include Ernst & Young, Deloitte, KPMG and PricewaterhouseCoopers (PwC). In 2013, PwC recruited around 20,000 graduates, making them one of the largest graduate recruiters in the world and they anticipated recruiting even more graduates in 2014.
While working for a Big Four or other large national firm will look great on your resume, they typically have more clients and the environment can be extremely fast-paced. Smaller local firms often offer more flexibility and can offer you the opportunity to work on more than one area of accounting, giving you a well-rounded experience.
What can you do to get your foot in the door? Start by taking some time to research each of the four firms and the smaller accounting firms in your area. Get familiar with the different work that they do and some of their largest clients. Think about what types of positions and work interests you. Both types of firms have their advantages and disadvantages, it is important to find out which is the best fit for you.

Step 2: Know the cycle

The accounting recruiting cycle typically runs from August to November. It is common for the Big Four to have completed their second round interviews by the beginning of November and have made offers to applicants around that time – with other firms typically following suit.
If you are just starting your education in accounting, take advantage of the summer leadership programs that are generally posted in the spring.

Step 3: Prepare your resume

Now that you know which type of firm interests you and the recruiting cycle, begin preparing your resume for the position that you are interested in. Have your resume reviewed by your school’s career services, an instructor or a professional resume service before you begin the application process.
Apart from having a solid resume, you should also start to consider if you are interested in taking the Certified Public Accountant (CPA) examination. Though a CPA is not required for a job in the accounting, you may be asked about it during the interview process.
Did you know that according to U.S. Bureau of Labor Statistics research over 70% of all jobs are found through networking? The best way to stand out from other applicants is to constantly network with accounting employers. Attend employer events or job fairs in your community. Use the knowledge you have gained through research to engage recruiters, practice your elevator pitch, and discuss your past experiences.  To make the most of networking with employers be sure to always have your resume on hand.
After following these three steps to prepare for the accounting recruiting cycle you are now ready to start your job search. If a career in accounting feels like a good fit for you, visit www.bryantstratton.edu or call 1.888.447.3528 to learn more about the Accounting degree programs at Bryant & Stratton College.
https://www.youtube.com/channel/UCCzOJDJZHoBttdHAjJsnN9w?sub_confirmation=1

5 Strategies to Improve Work Performance

It’s easy to let work-related stress take over your life. Looking at successful business people, however, it’s clear that leaders practice behaviors in the workplace that allow them to stand out and achieve more. It’s one thing to work – it’s another to work effectively. With these 5 practices, you’ll find yourself achieving more through your work and leaving the office with a sense of accomplishment.
Set a goal for your day and a plan for how to achieve it. Be proactive and direct work flows. Do you spend the whole morning responding to incoming emails or do you send out emails to direct projects that are within your goals for the day? Your daily activities should align with your specific project goals.
Prioritize your tasks. What are your immediate and long range needs? What groundwork needs to be laid in order to check the tasks off your list? Imagine your inbox as a hospital triage center. What inquiries or projects deserve your attention? Which items can wait? Prioritize the issues that are both important and urgent. Address your tasks strategically with your daily goal and project vision in mind.
Delegate. Figure out what you can do well and what others can do better for you. There may be people in your workplace that are personally interested in a topic or looking to take on more responsibility. You don’t have to champion your project list alone. Effective leaders build supportive teams and look to protégés to develop into a successful next generation of leaders.
Just Say No. Decide which projects are non-essential and draw the line on what you can commit to successfully completing. Your time is your most valuable asset and you cannot get it back. As you communicate how projects fit within your goals and action plans, colleagues will respect your work and your time more. You’ll have more time to manage your projects with a goal-oriented vision, and by doing so, you’ll achieve more through your work.
“Chunk” your projects. You know the saying, “Don’t bite off more than you can chew.” It applies to your work as well as table manners. Avoid looking sloppy in your work. Break your projects into manageable tasks. For projects that you loathe, start with just 10 minutes a day and you’ll be surprised at how much you can achieve. You might even find yourself working through to finish it.
You may feel like you’re juggling multiple priorities in the workplace because with the current demands on business professionals, it’s likely that you are. By practicing these strategic behaviors and re-evaluating your current approach to work, you’ll achieve more and leave the office feel more satisfied with your professional accomplishments.
Practicing these five steps will empower you in your current work and help you to plan and direct future work projects so you can manage your time better, reduce your work-related stress, and increase your work performance
https://www.youtube.com/channel/UCCzOJDJZHoBttdHAjJsnN9w?sub_confirmation=1

DEAR REWORKER: HOW DO I MANAGE A 100-PERSON COMPANY AS AN HR TEAM OF ONE?

Dear ReWorker,
I landed my first job in HR a year out of college at a company that grew quickly. During this exponential growth, the team never had time to develop an HR department. They hired me along with a part-time consultant to create an HR department from scratch. At the time, the company had just under 65 employees. After three months, they decided not to renew the consultant’s contract, and I’ve been heading HR as a department of one ever since.
I hit my one year work anniversary last month, and we now have 92 full-time employees! At this point, I’m doing full-cycle recruiting, managing benefits, on-boarding and off-boarding, payroll, timekeeping, annual performance evaluations, big-picture projects like updating our handbook, etc. I am constantly stressed out and overwhelmed! I’ve been begging my manager, who does not have a background in HR, to hire an HR Manager or Director, but he doesn’t think it’s necessary.
Am I just being a baby? Or is this job really asking too much of me? What do you think?
Sincerely,
Too Many Hats
Dear Too Many Hats,
You’re doing great. I think your company’s CEO doesn’t have a clue about HR. No offense towards you, but I would never hire someone straight out of college to head up an HR department. Not that you’re not brilliant, but you’re inexperienced, and your workload is over the top. This is bad for the business.
Why is it bad for the business? Because when you have an overworked and inexperienced head of HR, you’re going to miss something important that is either going to land you in court or cost the company money in high turnover rates, inaccurate salaries or any number of problems. This is not to say that you aren’t doing a good job. It’s just that no one in your situation could do an adequate job.
As a general rule, I advise companies to have a full-time, dedicated and experienced human resources person on board before they hit 50 people. Why 50? Because that’s when laws like FMLA kick in. By the time you’re at 100, you should probably have two.
Now, a stable company with 100 employees probably doesn’t need two full-time HR people, but one in rapid growth does. Companies experiencing rapid growth like to think they are hip and cool start-ups with a welcoming and trendy culture, except no one has time to mentor the new people and bring them into the culture. As a result, the thing that makes your company special starts to fade away and people become numbers.
So, what should you do, Too Many Hats? Well, you could find a new job and leave. Your resume would look awesome at this point! But as you’ve only been there a year, and it’s your first job out of college, I would stick it out. Here are some ideas on soliciting help from the rest of the company and the senior team, and convincing them you need another member.

1) Join the executive committee

If you’re not on it already, ask to be included. You can’t plan for company growth if you’re not privy to company info. You can’t act as a business partner if you aren’t involved in the company strategy. It works vice versa too: Executives should have a strong understand of their current talent pool, top performers and people strategy.

2) Prioritize your tasks, and assign the rest

There are things that should never leave your hands—like recruiting. However, other responsibilities can be shared: For example, managers can review resumes and select their own candidates for you to screen. Finance can take over healthcare benefits. Talk with the executive team about dividing some of your workload among the other teams.

3) List things that can be outsourced

Even with an experienced HR team, I would outsource things like the company handbook. Why? Because handbooks are actually legal documents that, if written wrong, can create havoc for a company. For instance, if your handbook language isn’t precise, you can accidentally create a contract with your employees that destroys employment-at-will. You’re not qualified to write a complete handbook, mainly because you’re not an employment lawyer. Payroll is another technical area that should be kicked to someone else with more expertise.
If you can start with these things, you can lessen your workload and provide better services to the company. That’s what you want to focus on when you pitch these ideas—how breaking up this workload will benefit the company overall, not just you. Ideally, they’ll hire a more experienced person to be the HR director to help and mentor you, but until then, outsourcing and dividing workloads is the way to go.

DO LINKEDIN ENDORSEMENTS MATTER?

I accept LinkedIn invitations from anyone. Some people agree with this strategy, others disagree. My logic is that I’m happy to connect with as many people as possible. And if I can help any of them out, even better. As a result, I have many LinkedIn connections whom I have never met, let alone worked with.
In addition to connecting with me—a total stranger to some—many of these people have endorsed me for skills. Sounds great, right? Some of these endorsements make sense, like “blogging” or “human resources management,” because the way they found me was through articles like this one and they know I’m good at these things. But what about the others? Do LinkedIn endorsements actually hold water?

A Quick Look at LinkedIn Endorsements

Let’s begin with “HRIS.” That stands for HR information systems. I did a ton of work in this area, and I am really good at it. So while it makes sense for some of my former co-workers to have endorsed me, other people who have never worked with me have endorsed me for that skill as well. While I’ve written a few technical articles about turnover and the like, there’s not a valid way for my network to know that I can work magic with Excel and a little bit of pixie dust.
But the endorsement that really stumps me is “deferred compensation.” Not once in my life have I worked on deferred compensations. The closest I’ve come is when I handled the layoff for a guy with a deferred compensation and offered him a severance package worth more than $100,000. He never signed the general release or asked for any changes. When I followed up with him, I found out that his wife made so much money that the tax implications on an extra $100,000+ were just too much of a burden to even bother with the money. (Not joking here.) And yet, people have endorsed me for this skill.

The Problem with LinkedIn Endorsements

LinkedIn endorsements have the best of intentions, but the lack of effort involved—one “click” and the person is endorsed—often means they’re unreliable. In fact, it takes the same amount of work to endorse the person that pops up on your screen as it does to make the screen go away. People click them without thinking because it’s a nice thing to do. Well, it might be nice, but it’s not very helpful.
Recruiters, instead of focusing on endorsements during talent acquisition, concentrate on the key words in your candidates’ profiles. Seek out connections with people who have demonstrated experience in each of their endorsement areas. Most importantly, always ask for references. LinkedIn endorsements may be a good starting point, but a little blue button isn’t enough to help you weed the great talent from the bad.

DEAR REWORKER: MY BOSS IS AN HR NIGHTMARE

Dear ReWorker,
I am the lead HR person in my organization. I report to the CFO, but I have a great relationship with my CEO. When I took this job it was my dream job. The company has a wonderful mission and I had a real chance to make a difference in employee engagement and all things people related.
However, my boss—the CFO—is a complete nightmare. The CFO leads by fear, bullies other employees, uses terms that can be considered racially and sexually insensitive and tells others about our CEO’s personal life and situations. If this person weren’t my boss, I would have terminated him yesterday.
The problem is, I cannot function and do my job—ethically and morally—any longer under this person. What recourse do I have? If I go above my boss’ head to the CEO, I know what repercussions I may face. Yet, I cannot function as the head of HR for this organization while reporting to this person. I feel as though I need to report to the CEO, so I can report what is happening without fear. What would you do in this situation?
Sincerely,
Moral Dilemma
________________________________________________________________________________________
Dear Moral Dilemma,
First, you should eat a lot of ice cream. It won’t solve anything, but it will make you feel better—at least temporarily. Second, you need to go back and re-read what you wrote: “If this person weren’t my boss, I would have terminated him, yesterday.”
You’re the head of HR. Your job is to help the business grow through policies and practices that make the employees perform at a higher level. Right now, as much as I hate to say it, you are failing at your job.
You have to go to the CEO. While leading by fear and bullying aren’t illegal (dumb, but not illegal), sexual and racial harassment are illegal. The fact that you know about the behavior opens the company up to more legal liability than if you didn’t. Why? Because you’re the head of HR. You’re legally required to act when you know about sexual harassment or racial discrimination.
So, essentially, your fear of the CFO being upset with you is putting the CEO’s company at risk. If someone decides to sue, they can, and because you’d be honest in the deposition, they’d win. Here’s how it would go.
Attorney: Ms. HR Manager, were you aware that the CFO was sexually harassing employees?
You: Yes.
Attorney: Did you conduct an investigation?
You: No.
Attorney: Did you report this to the CEO?
You: No.
Judge: Get out your checkbook. Your business loses.
Okay, that’s the short (and not so sweet) version, but it’s based on truth. It’s your job to tell the CEO when there is something going on that will hurt the company. What’s going on with your CFO, regardless of whether or not he is your boss, will hurt the company.
You need to go to the CEO today and say, “We need to talk about the CFO.” Then lay out what you know and the legal consequences of not acting immediately. Suggest contacting an employment lawyer right away to go over your legal options, which include firing the CFO.
Sorry to be so depressing, but it’s critical that this gets taken care of! That’s why the CEO hired you: to keep the company safe. Sometimes that means turning in your boss. If you have a good relationship with the CEO, you shouldn’t face any problems. He or she should trust that you have the company’s best interest at heart.
If the CEO protests, remind him or her that everybody can be replaced. There is no single person at the company that is so important that everyone else needs to be sacrificed. This CFO is causing damage. While legal liability is part of it, you probably have higher turnover than you should because of him, and turnover is expensive.
And one last word of caution: If the CEO is like, “That’s just how Steve is. Deal with it,” then you need to look for a new job and leave. That’s not a dream job, that’s a nightmare.
Your ReWorker,

6 WAYS TO SUPPORT YOUR WORKFORCE THROUGH TIMES OF UNCERTAINTY

6 WAYS TO SUPPORT YOUR WORKFBe it a natural disaster or global health concerns, your organization is bound to encounter some unexpected external circumstances. It’s not always easy to keep your business running smoothly during these trying times—especially when crises are dominating headlines—but it’s up to HR to ensure employees remain motivated and reassured. 

So what can you do to help reassure your people, when so often they look to you for knowledge, advice and expertise on such topics? Here are a few ways to support your workforce during times of uncertainty. 

1. Plan for Specific Scenarios Before They Happen

HR professionals can’t predict the future but they can have a plan ready to go when employees and managers look to them for answers on how to navigate these difficult situations. 
Contingency planning is especially important in the world of work. The economy, the political climate and several other factors impact how your business operates. Take an economic downturn, for instance. If the Dow were to drop significantly, it would likely require your organization to make staffing changes. Meanwhile, policy changes like new legislation around the gig economy and data privacy can impact employees’ day-to-day routines, so it’s important to stay up-to-date on what’s going on outside the office so that you can better prepare your workforce. 
Contingency planning also means preparing for unlikely and potentially frightening events, like natural disasters and widespread illnesses. In the case of the former, it may be worth conducting training that helps workers know what to do if, say, an earthquake hits or tornado strikes (e.g., how to evacuate, where to seek shelter, etc.). You might also take proactive measures to purchase office rental insurance or move all paper files onto the cloud. Meanwhile, for health-specific cases, contingency plans might include rethinking how your business operates if employees need to work remotely for an extended period of time to limit risks. Conducting a “trial run” of sorts can ensure employees have the tools they need to work from home effectively. That way, if and when the time comes when they must avoid going into the office, they are prepared to continue working effectively from home. It will also be important to develop a plan for these employees who need to quarantine themselves. Brainstorm ways to keep them feeling engaged in their work and included on the team. 

2. Communicate with Workers Early and Often 

As employee expectations continue to change, organizations are placing increased emphasis on transparency. Many companies are sharing information that was once considered confidential with their employees, from business financials to data around diversity and inclusion. Communicating with transparency shows employees you value them and want to keep them updated on what’s happening across the organization. 
Transparent communication is especially important when dealing with unforeseen circumstances because it empowers organizations to build trust and gain respect from employees. Telling your staff how and why you’re making certain decisions or taking specific actions will give them peace of mind that HR is there to protect them—whatever the circumstances may be. Prepare ahead of time so you are not scrambling when everyone is looking to you for answers.  Most of what you would need to communicate can be preplanned so that you are only making minor adjustments when you need to act.   
Take the current global health scare: The probability that you will have not just one, but multiple employees contract the coronavirus seems inevitable based on current information available.  Have you thought about what you plan to say to them, their colleague, an entire office or even your customers? Conversely, have you trained your employees on what to communicate or how to act when they are faced with a customer who may be coughing and sneezing or showing other signs of flu symptoms in your stores? Protecting your employees and your brand require thoughtful consideration, planning, and training. 
But it’s not just HR that must communicate with employees—it’s also imperative that managers and leads are comfortable speaking with their teams about these issues. Train managers on how they can effectively communicate these various scenarios to employees. 
In the event that a member of your company is diagnosed with the virus, be prepared to communicate this information truthfully and sensitively to your staff without shaming these individuals. When they return to work, pay attention to how they are reacclimating and make sure their colleagues treat them with respect. 

3. Lead by Example 

HR leaders and C-level executives set the tone for the company from the top down. For organizations to succeed, senior leaders need to practice what they preach. Executives who fail to lead by example will leave workers confused about how they should act. 
For example, if you advise staff to put their health first by avoiding unnecessary business travel, but then ignore your own advice by boarding a plane across the country for a conference a few days later, you will likely send a mixed message. 
When leaders model appropriate behaviors, their employees know exactly what’s expected of them. This allows them to focus on their work rather than spending time and energy second-guessing company policies. 

4. Allow for More Flexibility

There has been a growing trend towards flexible work schedules over the last decade. This benefit not only helps employees successfully manage their work-life balance, from cutting down commute times to ensuring working parents can pick their kids up from school, it also provides employees with the support they need during times of uncertainty.
For example, allowing employees to work from home or encouraging them to take time off if they aren’t feeling well gives them an opportunity to recover and come back feeling refreshed and well-rested. Offering paid sick leave enhances productivity and reduces turnover. It’s also proven to slow the spread of disease. And during times of crisis, employers shouldn’t shy away from strictly enforcing rules around coming into the office. If someone is exhibiting signs of a cold, encourage them to work from home or even take time off to get better. If your sick policy is not robust enough to account for current health scare, or lead employees feel they have to come to work because of lack of pay or fear of disciplinary action, it’s time to revisit your practice—even if only on a temporary basis.
Consider scenarios where employees may be uncomfortable working in close proximity to their colleagues who have traveled, even domestically, or attended conferences, concerts or other large gatherings of people. Allowing fearful employees to work from home will help them to be more productive and focus on their surroundings.  
But beyond offering location flexibility and paid sick time, organizations must actually foster a culture that empowers employees to work from anywhere in the event that the office closes for an extended period of time. Make sure every employee is reachable via multiple modes of communication, including phone, email and chat. Some organizations might even invest in portable technology or  implement remote working policies that provide clarity and empower employees to act. Most importantly, employees must understand that they won’t be penalized for working from home. 

5. Offer Learning Courses on Relevant Topics

Of course, uncertain circumstances often require employees to make some adjustments to their day-to-day schedules, and it’s up to HR to provide them with the tools they need to carry on with their regular tasks. Learning and development programs that are accessible from anywhere can give employees the guidance they need to continue to thrive on the job. 
For example, if your organization has adopted a more flexible work from home policy, a learning course on how to stay productive when working remotely can help employees manage their tasks and stay engaged. Meanwhile, online courses about stress management and mindfulness can help employees navigate worrisome situations—while simultaneously equipping them with important soft skills for the future of work. 

6. Readjust Your Goals

In times like these, it’s important to understand that change is inevitable. Instead of attempting to minimize issues that are beyond your control, embrace these challenges by adjusting your organizational goals accordingly. Encourage employees and managers to be adaptable and be there to support and guide them along the way. Be sure to also apply these adjustments to other stakeholders, such as customers or suppliers. For example, be open to rescheduling client meetings where travel is required. Consider hosting purposeful and engaging virtual meetings instead. And if your organization is planning to attend a large conference, or is hosting its own, be realistic about your sales, marketing and client expectations given that some people—including your own employees— may not want to travel.  

Making these adjustments isn’t always easy—and it might take some time. But by providing the necessary resources and support across your organization, employees will be able to navigate whatever changes may come their way. ORCE THROUGH TIMES OF UNCERTAINTY

LITTLE MANAGEMENT MISTAKES THAT MAKE GOOD EMPLOYEES QUIT

Everybody knows that the most common reason for quitting is that an employee doesn’t like the boss. Lots of people take this to mean that bosses whose employees quit are horrible people who yell and scream and micro-manage everything from font size to the type of fingernail polish allowed in the office. Those bosses absolutely exist, but there are other types of bosses that are generally good bosses—even generally great bosses—that still do little things that drive good employees insane.
These little things grate on the nerves of the best employees, while mediocre employees don’t even necessarily notice. If you have a superstar employee, take note, and avoid the following:

1) Expect Greatness and Reward Mediocrity

One thing about great employees—they consistently produce great work. So much so that the boss comes to expect it. So, when Jane does another fantastic presentation, everyone yawns, but when Shelly—who is generally a slacker—pulls together a half decent presentation, everyone cheers. It’s okay to encourage Shelly, but don’t forget to reward Jane for her fabulous performance.

2) Salary Caps

Most companies have these for each job. They make sense—you don’t want to pay someone above market rate. The problem is, fantastic employees often max out pretty early. And then what? They work hard, they bring in great business, and the clients love them, and their reward at the end of the year? “Uhhh, good job, Jane. You’re already at a company-ratio of 105 percent and we just can’t go any higher.” If you had to replace Jane, you wouldn’t get near the productivity Jane has from the new person, so it may be worth it to break your rules, or give her a growth promotion with a higher salary.

3) Treating All Employees the Same

At first glance, that seems like a great management practice. After all, you don’t want to play favorites. The problem is, not all employees need the same guidance and direction. If you have an outstanding employee who wants to work from home one day a week, move heaven and earth to make that happen. Otherwise, she’ll find somewhere that will let her work from home three days a week, and you’ll be stuck recruiting.

4) Preventing Promotions

You can’t get along without Jane—she does a great job at everything. So, when she says she wants to move into a vacancy in the neighboring department because it’s a promotion, you refuse to sign off (if your company requires a current manager to sign off), or you tell your peer, “You can’t have Jane!” Either one means that Jane is now looking externally. Remember, your obligation is not just to your own department, but the company as a whole. While you have to replace Jane, either way, all her knowledge and skill stays in the company, and you’ll still benefit from her fabulous work.

5) Ignoring Ideas

Your employees see a different side of the business than you do. It’s just how it works. So, when you ignore suggestions from them you may be accidentally ignoring something that would really make a positive difference.
Star employees get frustrated when they can see solutions but managers don’t allow them to present those solutions. Take the time to listen and implement when you can. If Jane has always produced great work, why wouldn’t you think this would be a great suggestion? And if it turns out that it falls flat, that doesn’t mean you’re always right; it simply means Jane made a mistake this time around. It’s called learning and it’s essential for growth.

DEAR REWORKER: WHAT SHOULD I DO ABOUT A LACK OF LEARNING OPPORTUNITIES?

Dear ReWorker,
During the interview for my current job, I emphasized that I wanted a job with professional development opportunities. The hiring manager said that professional development was important and definitely a priority. After six months, I approached my supervisor about a recognized professional certification that I wanted. It was an 18 month online course, so I wouldn’t miss work, but it was expensive. He said no.
The company announced this week that the same training program would be available at no cost to the department, but I’d have to be out of the office for 20 days. My boss said 20 days away was a no-go. I told this to a co-worker, and she said the management team said I’d be perfect for this. However, my boss said, “She’s so good, they’d probably try to steal her way from us.”
I want to go back to my boss and ask her to reconsider my application. But, I can’t bring up anything I know about what my coworker said, for fear of getting her in trouble. How can I do this?
Sincerely,
Bait and Switch
________________________________________________________________________________________
Dear Bait and Switch,
Sometimes knowledge is power and sometimes it’s paralyzing. You now know that your obstacle to learning opportunities is your boss’ fear of losing you — this kind of knowledge is likely to spur some negative feelings towards your boss. There are different ways to approach this situation. But first — how long will you stick around this company?
If you are planning to stay there no matter what (and have communicated that), then your boss probably doesn’t feel pressure to concede, and you need to be more communicative. This is one of the reasons companies throw all sorts of perks at new hires and barely give raises to long-term employees—they think you’ll stick around forever.
The next thing to consider is why mentioning what your co-worker said to you could get her in trouble. You don’t want to have a co-worker punished for trying to help you out, but it’s worth asking her if she minds. She may say, “Please leave me out of it,” or she may say, “Yes, please tell your boss that I told you this.” For now, we’ll assume that she wants to stay out of it.
So, what do you say to your boss? If you’re planning to stay no matter what, you can still ask something like this: “Bill, I’d like to talk about this development class. When you hired me, we discussed how important things like this were to me, and you agreed that was the direction you wanted to take the department. What can we do to make this work?”
If he says no, then follow up with, “I understand that this particular class won’t work, but let’s get something on the schedule for 2017 so that we can plan ahead.”
If you feel ready to leave unless you receive the development opportunities you were promised, then begin the same way, but when your boss refuses you need to push back: “Bill, I made it very clear from the beginning that these training classes were important to me. I would not have taken this job if I had known that I would not have development opportunities. We need to make a plan or I need to move on.”
Now, this last statement is super-duper scary. But remember, you have knowledge that is powerful—your boss is terrified of losing you and the other management team members love you. Use the knowledge you have to empower you, not paralyze you. You can start looking to move on to other departments or a new company. He can’t stop that. Once he realizes that, he’s more likely to give you the opportunities you negotiated.
Your ReWorker,

DEAR REWORKER: MY BOSS AND I DISAGREE ON AN EMPLOYEES RAISE, WHAT CAN I DO?

Dear ReWorker,
I’m an HR manager of a small company. My boss lives on the East Coast. His assistant, who works in the West Coast office with me, is up for her first annual review. I think she seems good and should get a traditional merit increase, but my boss is telling me she’s terrible and doesn’t deserve a raise.
He hasn’t ever given me anything to write her up for, and the only solid criticism I can get out of him is that she, “doesn’t anticipate [his] needs.” I think he is out of line. What do I tell my employee when she asks why she didn’t get a raise? That my boss is unhappy that she is not psychic? I am embarrassed to be in this position.
Sincerely,
Stuck in the Middle
__________________________________________________________________________________________
Dear Stuck in the Middle,
First of all, you need to clarify the reporting chain. Are you the assistant’s boss or is he? Granted he’s your boss, so at the very least, he’s her boss’s boss, but who is her direct manager? As a general rule, you wouldn’t be her actual supervisor as HR manager. It’s complicated by the fact that you are physically in the same office as the employee and he is not.
Even if he’s her manager on paper, you are likely taking on this role in person frequently. This clarification is important because the answer will help you determine the amount of push-back. If you are her supervisor, by all means, you should go to him and say, “Jane reports to me and she’s met her goals, and I want her to receive a raise.” If you’re simply the HR manager, then you can push back, but in an advisory way, ” Jane has met her goals and should receive a raise, as all employees who meet their goals do.”
Regardless of who her boss is, it’s critical that you have this conversation with your boss before presenting her the information. It would be a disaster to say, “You stink and you’re not getting a raise. No idea why!” He needs to articulate something other than she doesn’t anticipate his needs.
You’ll have to coax this out of him. Ask him questions like, “Can you give me an example of how Jane didn’t anticipate your needs?” and then listen. It may be something perfectly logical—like for every project when he does A, she should do B, and that enables him to do C, and for whatever reason, she doesn’t do B until prompted. It may also be something completely illogical. He does A, doesn’t tell her he’s finished with A, only talks about Q, and then gets mad that she didn’t do B. If his reasoning is illogical, push back. But, even if you are her direct supervisor, as your boss, he can have the final say (presuming there isn’t someone above him).
If he refuses to authorize a raise for her, you can’t imagine one out of thin air, or hide payroll from him for eternity. So here’s what you say: “Jane, John feels that you aren’t anticipating his needs as you should. So, unfortunately, you won’t be receiving an increase this year.” She’ll freak, and you’ll have to direct her back to John.
Ultimately, the most important thing to do is ensure this doesn’t happen again. She, and everyone in the company, needs clear goals and expectations. These need to be written out and checked off throughout the year. Otherwise, you’ll find yourself in this position again and again—if not with this assistant, then with another employee.
Your ReWorker,

LEADER VS. MANAGER: 5 IMPORTANT DIFFERENCES

When aliens land on earth in the movies they never say, “take me to your manager.” But why not manager? Aren’t leader and manager synonyms? Is it important to understand what defines a leader vs. a manager? I mean, my boss leads my department, so she must be my leader. What is the difference between leadership and management?
In an ideal situation managers are leaders. But when that’s not the case, here are five differences between a leader and a manager.

1) Managers Manage the Tasks at Hand. Leaders Lead Towards the Future.

Managers are focused on getting the current job done. That’s fine—it needs to get done. But a leader is looking at the big picture. He or she asks the tough questions, such as: How does this task lead towards the quarter’s goals? How does this fit into the company’s overall plan? How does this help prepare the employees for their future career goals?

2) Managers Supervise People or Tasks. Leaders can be Individual Contributors.

There are people managers and project managers. Each has a defined set of responsibilities. Sometimes a leader doesn’t have a big title, and it’s just the person that everyone looks up to for guidance and direction to be an individual contributor. This person embodies leadership and people naturally follow. This is the type of person to watch out for and promote to management.

3) Leader’s Guide People Towards Success. Managers Tell People What to Do.

If you’re a checklist type of a manager, you’re probably not a leader. Check boxes aren’t bad—they aren’t. But, if all you can do is tell people to check off boxes, it’s not leadership. A leader inspires and supports other people to succeed, and sometimes that involves individual tasks and sometimes it involves letting things evolve on their own.

4) Leaders Are Willing to Give up control. Managers Set Directions for Everything.

When a direct report becomes too proficient, it can send ill-equipped managers into a frenzy. Leaders rejoice and recognize that this person is ready for more responsibility and a possible promotion. Managers may be tempted to keep their tasks and their projects close at hand. Leaders recognize when someone is ready to take on new responsibilities and rejoices in that.

5) Leaders Care About the People. Managers Care About the Numbers.

Numbers are important—anyone who tells you otherwise is off his rocker. However, they aren’t the only thing that matters. A manager might bark at a slow moving worker to pick up the pace, but an empathetic leader will ask if there is a problem and offer a solution. Both leaders and managers may end up firing an employee who can’t pull it together, but a leader will try to resolve the issue first.
Resolving a problem is often a more difficult task than firing an employee. Ignoring a it doesn’t make it go away and will likely encourage your best employees to quit. Managers focus on hitting targets, while leaders see if their team is solid and if there are problems brewing.
If you’re a manager—whether it’s of a project or people—stop and take a look at how you conduct yourself. Are you acting as a true leader, or simply as a manager? It is important to understand the differences that define leaders vs. managers and to make sure you focus on developing the former.