Today we’re excited to bring you another awesome post from the whiz kids over at LearnVest. Read on!

The next time you walk into an interview, consider the following:

Your wedding or engagement ring? Can and may be used against you.

Those photos of kids on a hiring manager’s desk? They may not actually be the manager’s children—but the photo is designed to get you talking about your kids, or whether you plan to have some eventually.

And then there’s the trick that can land some applicants $20k more when they start salary negotiations.

In fact, LearnVest got the inside scoop from hiring managers across the country. Many spoke on the condition of anonymity because their methods were so controversial—and not what you’d find in any company manual.

And new research out of the United States Census Bureau shows that women still earn less than their male counterparts at every education level. Although women are out-earning men in terms of college degrees and doctorates, our wages aren’t keeping up. In fact, the gap only worsens at higher levels of education.

But armed with this insider knowledge—straight from the mouths of those who hire you—you can help improve both these statistics and your bottom line.

I leave pictures of kids on my desk. They’re not even my kids.
Legally, hiring managers aren’t allowed to ask if you have kids, just as they’re not supposed to discriminate against you on the hunch that your child might occasionally have a soccer game. But we spoke to one hiring manager who leaves pictures of her niece and nephew to find out (legally) who has kids. “I’m not allowed to ask about family situations, but if they bring it up, it’s fair game. Kids are a distraction to this job, which requires long hours and weekends. I won’t hire someone who has other priorities.”

How to handle this: It’s very easy to get nervous and resort to small talk. (“Oh, are those your kids? How old? Mine are 6 and 10 ... ”) Commenting on kids’ photos is easy bait, especially if you’re a parent yourself, but avoid it if you can. Talk about the weather or find something to compliment your interviewer on instead.

I check for wedding bands.
One hiring manager told us: “This is an entry-level job, and the people we hire are usually fresh out of college. If I see a wedding band, there’s a good probability that candidate is going to start a family soon. If I hire her and she goes on maternity leave, I can’t legally fire her, but I still have to find someone else to replace her while she’s gone. When she comes back I can’t fire her either, so now I’m stuck with two employees when all I needed was one. No thanks.”

This one is an easy fix: Leave your wedding ring at home. You're not obligated to share any information about your relationship status, so try to avoid doing so.

I regularly hire women for 65-75% what I pay men.
Half a century after the Women's Rights movement, the pay gap still leaves women making 70% of what men make. Yet it was shocking to hear part of the reason why straight from the mouths of hiring managers. The causes are numerous, but if we had to narrow it down to one … women don’t negotiate enough.
One manager offers men and women the same starting salary: “The women simply accept, while the men negotiate. I would have essentially the same candidate, the only difference being gender, and I was paying her $20,000 less.”

Some jobs are truly non-negotiable, like an entry-level role at certain Fortune 100 companies. But far too often, people—especially women—leave money, vacation time or benefits on the table needlessly.
(Looking to make some progress of your own? Consult our tips on how to ask for a pay raise.)

I don’t hire old people.
Ageism is real. While this may be as simple as discrimination against people who don’t seem as “with-it” as their younger counterparts, we pressed harder for the root cause of why people really care about age. It comes down to learning new technologies.

“Older people have a harder time adapting to newer technologies, and I’d rather not spend the time training them,” one hiring manager confesses.

Casually let it slip that you’ve been working on gaining proficiency in the latest technology in your field. Bringing this up lets the interviewer know that you not only enjoy continuing to learn about the field, but also have no problem adapting to new developments.

I prefer to hire someone who’s currently employed.
It’s a Catch-22: Hiring managers often would rather hire someone who currently has a job … but of course it’s the unemployed people who need jobs the most. “If you’ve been unemployed for a long stretch of time, it makes me wonder what’s wrong with you,” one hiring manager says.

How can you combat this bias? Continue your education, volunteer your time at your favorite charity or even work or "consult" for free so you have something to write down that may mask a gap on your résumé.

I’m looking for a reason NOT to hire you.
The issue with so many applicants applying for so few jobs is that hiring managers often look for reasons to exclude you rather than include you as a potentially perfect candidate. A typo, a poorly formatted résumé or a low GPA will often get you placed in the “no thanks” pile.

So, yes, you should perfect your application (then proofread it again), but an even better bet is to circumvent the application process altogether. It's estimated that 80% of jobs are found through personal connections, so tap your network, including old bosses, college networks and everyone you know (and they know) on LinkedIn. That will be the fastest way to rise above a huge pile of competing résumés.

Don’t tell me your previous salary. I’ll use it against you.
In the age of pensions, it was uncommon for people to leave jobs. Now sometimes you have to look outside your own company to progress.

But your previous salary needn't follow you. While many companies will ask what it was, you have every right to deflect the question by saying you don't feel comfortable revealing it, or that your previous company preferred you keep it confidential.

“We were interviewing one candidate for a senior manager position and asked for her previous salary,” our source says. “She said she signed an NDA [Non-Disclosure Agreement] to not reveal her previous salary. It was clever because I couldn't press her for more info, and also respected her for maintaining her integrity to her previous employer.”

One caveat: If it's a job you really want, and the company is insisting, you may be smarter to divulge the number. Just explain that you're looking for an increase (and name your percentage) given all of the skills that you bring to the job in question.

That hot guy you added on Facebook last week? Yeah, that was me.
We’ve heard for years how important protecting your online image can be and that companies may try to search for you before making a hiring decision. What we haven’t heard are some of the ways they’ll get you to open up your social media profile.

“I’ll add several of her friends, so we have several friends in common, and then I’ll add her,” one hiring manager told us. “I now have access to her profile, wall posts, status updates and even those photos from her trip to Cancun she thought were private.”

I don't hire candidates who have too much ambition

If you've ever been asked the question, 'Where do you see yourself in 5 years?' and you've seriously considered answering, 'Doing your job', you're in trouble.

While candidates who can't give a clear (or original) answer when asked about their professional ambitions are naturally seen as less-than-promising hires, sometimes a candidate who appears overly ambitious can set off alarm bells in a recruiter's head as well.

So instead of bragging to the hiring manager that you see yourself in senior management next year—unless the job you're applying for is a senior management position—tone it down a bit and tailor it to the position and the company.

ResumeEdge suggests, "Be ambitious but realistic. If you are applying for a job in the mail room in a large corporation, don't say you are gong to be CEO in 5 years; but try to find out before your interview where a mail room clerk might be promoted to." 

Then talk about how you see yourself having helped the company become more profitable by that time. Because really, that's why you're being hired in the first place.

And please, don't talk about the Porsche you envision in the driveway of your mansion. Recruiters don't care.

I go through hundreds of résumés a day and spend less than 30 seconds on each one.
Take an honest look at your résumé. If it isn’t easy to scan for highlights, it’s not going to get you callbacks. One hiring manager at a technology company writes:

"If I have to spend more than 30 seconds finding out what you have accomplished, forget it … Likely, I will ignore the whole thing, write down in my notes 'poor communicator,' and move on … If you can’t nail it in one sentence, do I really want to look forward to your rambling emails every day?

"To craft a great résumé, tailor it to my job posting. If I have a skill set in there like 'Windows Administration,' make sure you have at least one bullet point talking about … that skill."

If it’s a job you really care about, you should have multiple people read over your application. It should be clear, concise and tailored specifically to the job you want.

I have no clue what I’m doing.
At the end of the day, it's important to remember that some hiring managers are merely going through the motions. Their job is to get someone who can do the job for the least amount of money. Despite their best efforts, they may not be experienced interviewers, and even they may not know how many ping-pong balls fit in a plane … or if the right answer correlates to doing the best job.

But your best bet is to try to make your interviewer like you, because she'll be more likely to pass on a glowing recommendation (or include you in the résumé stack at all) even if she won't be making the ultimate decision about whether you get the job.


http://www.learnvest.com/2012/04/11-things-hiring-managers-wont-tell-you

The Huffington Post helpfully compiled this list of freebies you may be able to take advantage of today! The following businesses are providing discounted food offers to give American taxpayers a little extra relief.

Here's a round-up of some (mostly) food freebies available on Tax Day:

White Castle

Buy a sandwich at White Castle and get one free chicken breast sandwich with this coupon, through April 28. 

Boston Market

Get one free meal at Boston Market with this coupon if you buy another meal and fountain drink.

Marble Slab Creamery & Maggie Moo's Frozen Yogurt

Marble Slab Creamery and Maggie Moo's are giving away free frozen yogurt from 4 p.m. to 7 p.m. on April 17. 

Seattle's Best Coffee

 

Get a free sample of Level System coffee brew (about 10 cups) through April 17 if you "like" the Facebook page. 

Arby's

Get free Arby's curly fries on April 17 with this coupon. 

Cinnabon

Cinnabon is giving away two free mini cinnamon rolls from 6 p.m. to 8 p.m. on April 17.

McCormick and Schmick's Happy Hour

McCormick and Schmick's will be hosting an extended happy hour from 3 p.m. to 11 p.m. on April 17. Bar Appetizers will be less than $6 and drinks will include the Bloody Mary Tax Code, the Uncle Same and the Rummy Refund. 

Sonic

Get half-price fountain drinks and slushes at SONIC restaurants all day on April 17. 

Bruegger's Bagels

Get a dozen bagels and two tubs of cream cheese for $10.40 at Bruegger's Bagels through April 17 if you "like" their Facebook page. 

P.F. Chang's

P.F. Chang's will offer 15 percent off all food orders on April 17. 

Office Depot

Head to Office Depot to make free copies and shred your confidential documents through April 16. 

Many resumes end up at the bottom of the pile or in the shredder. Some reasons for this might seem like no-brainers to most of us—such as a candidate misspelling his or her own name—but other reasons might not be immediately apparent. A new study from The Ladders is using advanced technology and scientific methods to shed some light on recruiter decision-making. 

Through a technique called “eye tracking”, researchers were able to determine how long a recruiter scans a resume before making the initial up-or-down decision that determines whether the candidate advances to the next round in the hiring process. What were they focusing on?

This study offers valuable insight into recruiters’ real world behaviors. Thirty professional recruiters took part in the study during a 10-week period. The eye tracking software recorded and analyzed where and how long a recruiter focuses when digesting information or completing activities.

Some questions immediately arise. Do recruiters perceive a professionally written resume the same way a job seeker does? How long did recruiters actually spend reading each resume? Recruiters report spending an average of 5 minutes reviewing each candidate’s resume. Is this true?

The study also analyzed what type of information was most important to recruiters. Based on the results of the eye tracking, would it be better to highlight duties and responsibilities at the most recently held position, or a brief summary of many positions held?

"In the short time that they spend with your resume, the study showed recruiters will look at your name, current title and company, current position start and end dates, previous title and company, previous position start and end dates, and education.”

 

 

As it turns out, recruiters take an average of only 6 seconds to review each resume! The bottom line: make the most of those precious seconds by making those fields listed above easy to find and easy to read. (And you’ll stay out of your own way next time you’re in line for a position.)

The two resumes below include a heat map of recruiters' eye movements. The one on the right was looked at more thoroughly than the one of the left because of its clear and concise format. As you can see, the recruiter didn’t even bother to get all the way to the end of the first resume!

TheLadder

With such critical time constraints, you should make it easier for recruiters to find pertinent information by creating a resume with a clear visual hierarchy and don't include distracting visuals since "such visual elements reduced recruiters’ analytical capability and hampered decision-making" and kept them from "locating the most relevant information, like skills and experience."

Does your resume pass the 6 second test? Why or why not?

Sources:
http://cdn.theladders.net/static/images/basicSite/pdfs/TheLadders-EyeTracking-StudyB.pdf
http://www.businessinsider.com/heres-what-recruiters-look-at-during-the-6-seconds-they-spend-on-your-resume-2012-4
http://lifehacker.com/5901056/recruiters-only-look-at-your-resume-for-an-average-of-six-seconds-and-this-is-what-they-see

(In honor of MLB’s opening day last week, this post’s title is dedicated to the Boston Red Sox.)

Photo source: CNN Money

Much to everyone’s dismay, the March jobs report, which was released on Friday, fell well below expectations, a sharp contrast to last month’s surprising post-holiday increase.

Private payrolls came in way off the mark with 121,000 new jobs created, a far cry from the forecasted 215,000 mark. Nonfarm payroll recorded 120,000 new jobs in lieu of the projected 205,000.

Following this disappointing news, stock futures fell and the dollar also dropped. The combination of high unemployment and low inflation is prompting fears that a third round of quantitative easing, otherwise known as QE3, is on the horizon.

Intended to “prime the pump” of the national economy by ensuring inflation does not fall too low. This controversial Federal Reserve program can sometimes be too effective at combating economic deflation, which occasionally leads to higher monetary inflation. Another possible outcome is that banks might refuse to lend money in order to spur demand.
The employment for January were revised from +284,000 to +275,000, and the change for February was revised from +227,000 to +240,000.

Otherwise, there seemed to be a very faint silver lining to the report. Unemployment fell from 8.3 percent down a notch to 8.2 percent. U-6 underemployment fell from 14.9 percent to 14. percent as the number of persons employed part time for economic reasons fell from 8.1 to 7.7 million over the month. Average hourly earnings also increased by 2.1 percent. That may only be 5¢ per paycheck, but at least it’s a step in the right direction.

Sources:
www.businessinsider.com/march-jobs-report-2012-4
http://www.bls.gov/news.release/empsit.nr0.htm
http://www.businessweek.com/articles/2012-04-09/to-qe3-or-not-to-qe3
http://money.cnn.com/2012/04/06/news/economy/jobs-report-unemployment/?hpt=hp_t3
http://money.cnn.com/news/economy/infographic/us-jobs-report-unemployment/?iid=EL

We're excited to bring you a guest post today from our mysterious HR insider, Hugh Manresources! Ladies and gentlemen: the story you are about to hear is true. Only the names have been changed to protect the, er, innocent.

The worst hiring experience I've ever gone through was when I was hired by a large call-center to be their Director of Training. It's been almost four years since I went through this, but the memory as fresh as ever. My first day was what you would call a "nightmare."

"We don't think of our people as just 'butts in seats.' We never hire butts to fill seats." This was the first thing I was told by the woman who interviewed me, the manager of the whole site's operations. During the interview, she spent more time looking at her nails than me, which made me think I'd bombed. "I just got them done," she said after gingerly shaking my hand. "My nails. Cost about $70. They have little jewels on them." A large, 300+ pound white woman with an air of indifference, she wore ridiculously unflattering clothing and sounded annoyed at the whole process.

I was shocked when I received a call back for a second interview with HR. The HR Manager was a nice woman who seemed intelligent. Unlike the center manager, she had diplomas and certifications on her wall instead of pictures showing her in various bars and drinking establishments. "We are more than just a company that hires people to sit down and talk," I was told, and perhaps then I should have realized they were just hiring people to fill seats. But I didn't think of it at the time.

I got a call the next day to come in and do a presentation in front of a large group of people because I was one of three finalists for the job. "Train them on something," I was told. "Doesn't have to be anything fancy."

I arrive for the presentation, dressed to the nines and ready to give this presentation to a "small group, about three or four." It's a group of sixteen. Ops managers. Trainers. Team Leads. Customer Service Reps (the phone people). The HR team. The site manager.

I go through this presentation and have them convinced on what professionalism means. They're all wearing jeans and t-shirts and thongs, looking like homeless people instead of professionals. I'm wearing a suit and tie, looking like the principal in The Breakfast Club to their Judd Nelsons and Ally Sheedys. There were no Molly Ringwalds or Andrew McCarthys or Emilio Estevezes present.

I got a call three days later to come in for a final round-robin interview with three sets of two interviewers. The last interview was with a trainer and the head of their medical call division. "We hire quality people. We strive for that. What makes you think you're a quality individual? Oh, and I heard your presentation was awesome. I'm sorry I missed it. I hear you're a great trainer." Who asks a question like that? Was it a question?

I was offered the job; $40,000 to start. I had also interviewed with a local medical office for HR at the time, and the call center came back with an offer first, and I took the job. Of course, it would be the biggest mistake of my career.

So what does this have to do with hiring, you ask? Well, I underwent new hire orientation with a group of CSRs, who I learned very quickly were hired because they had a pulse. There were some who had been laid off, there were some who had been fired for absenteeism, there were some who had to get a job because child support wasn't cutting it, there were some who could find nothing else. They were all wearing t-shirts and jeans or tanktops and jeans or Friday night ho-wear from Maurice's. Then there was me, dressed in a shirt and tie, slacks and dress shoes & socks, looking like a poster boy for Lump On Plate Glass Ltd.

The woman who orientated us was a tired-looking fake blond with bags under her eyes who seemed bored with the whole process, as if she were doing this from memory and was actually asleep. Her buttocks was comically large, straining against the spandex pants the salesclerk should have ripped to shreds in front of her. She greeted us by saying "Orientation is the most boring thing in the world. No one likes it. Too much paperwork and stuff." There was no smile, no punchline, just a bland statement about how much she hated doing this. They say to leave a lasting impression on new hires. She certainly did that much.

After two hours of paperwork, I was told I was finished and could "go do whatever I had to do since I was management." This was said with a sneer and dismissive gesture. I trundled back to HR, where I was told my office wasn't ready yet. Great first day on the job.

"Go meet the rest of your team," I was told. "You only met four of them. They're waiting for you in The Medical Training Room." And if I knew where that was, that would mean something. "Just don't forget your ID."

"I don't have an ID. Nor do I know where the training rooms are. In fact, I don't know where anything is in this facility other than the conference room."

"Oh. You haven't had a tour?" the HR manager asks.

"No."

"Huh." HR can be so profound sometimes. "Well. So...welcome aboard," she said, looking kind of sad. I had my second stirring of doubt at that moment. As if I'd made a mistake. "Guess you're one of the team now."

I met my team after being escorted there by the site manager, who looked upset at having to walk more than five feet. "I'll get you an ID badge while you're here. Your team is through that door." She was breathing heavily. "After you're done with them you can come find me and we'll get computer access set up." She left me in a big room with about a hundred cubicles, all full of people chattering mindlessly to people across the country.

My team consisted of six people: four women and two men. I met my team lead.

"Hi. I'm Holly. I'm the senior trainer. I didn't want to be in on your interview because I think you're a waste of payroll and unqualified because you don't have call center experience. Just wanted you to know that."

"I'm Marty," one of the two men said, a rotund Hispanic man with a terrible pencil mustache and Hawaiian shirt. "I interviewed for your job but they didn't give it to me because I don't have a college degree."

This set the tone for the remainder of my day. Holly pulled me aside and said, "You don't belong here. We're a team. I don't need a manager. You're a waste of money. This is a bad idea. You should never have taken this job."

As I left for the day after getting my badge and still not having an office, the HR manager caught up to me. "How was your first day?" she asked.

"My senior trainer thinks I'm a waste of payroll. Marty resents me getting the job over him. The rest of them kept quiet. I have a target on my back."

There was a look in her eyes I'd seen many times in women. Pity. "I wish I could have warned you but I didn't want to scare you off. I know you can do this. Otherwise I wouldn't have pushed for you. Just...be careful."

A lot more happened after that. It took them ten days to get me an office, which was located in an abandoned section of the call center, far removed from anyone. I was alone, literally and figuratively.

As the HR manager walked me out two months after my first day, escorting me off premises because I my position had been "eliminated due to budgetary concerns," she said to me, again, "I'm sorry."

"I should have known better from the beginning, when all our boss did was stare at her nails. It's not just the reps who are butts in seats. The rest of us are too. We're expendable to this company. There's no loyalty or reason to stay. I hope you get out soon too. Just not like this."

And off I walked to my car, briefcase full of what few mementos I hadn't taken out the night before, having seen the writing on the wall, I thought about how I should have known better at that first interview and the resulting chaos thereafter. That the impression you get about a company isn't just online or when you walk into a lobby. It's in the people. Are they smiling and happy? Or are their eyes soulless and haunted, a warning to all who enter that not even all the money and benefits in the world aren't worth everything you'll sacrifice and lose.

The only thing I regret is there is a job held for two months on my resume, and a six month unemployment gap thereafter. But we grow and go on, only looking back to learn from our mistakes, not wanting to repeat them, and not wanting to become the very thing that we despise, a lost, vacant-eyed automaton that serves as a cautious warning sign to others, a reflection in the mirror of what they could become.

Like it or not, video interviews are becoming a regular part of the job application process. Market research firm the Aberdeen Group found that in 2010, 10% of companies incorporated video into the hiring process, but that number jumped to 42% in 2011 for senior executives, management and entry level job functions. These figures are even higher for tech-centric jobs working for companies like Google, Apple, HP, as well as in the media industry.

In addition to helping companies save time and money during the hiring process, video interviews help them form a more complete picture of the interviewee as a person and potential coworker. However, with many job seekers preparing for a video interview the same way that they would for a regular interview, candidates who master the art of the video interview can set themselves apart from the competition and hopefully land their dream jobs.

Read on for tips on how to maximize your Skype skills in a video interview.

Image + Appearance

If you’re wearing your best suit, but your circa 2001 screenname is still “FluffyLordOfDarkness”, your potential employer might think you’re not taking the process seriously. The same goes for your profile picture. A snapshot of you on Spring Break—even if your tan *was* epic—will not leave a good impression on your interviewer. Avoid awkward questions by keeping it classy.

For starters, this means wearing modest, professional clothing. However, you do not need to take a “full length” body shot; the best profile photos are framed from the shoulders up. Making sure that your (hopefully smiling) face is clean and well-lit, and you had showered AND remembered to brush your hair beforehand will also help ensure success.

Now that your profile picture and screenname are good to go, let’s talk about your “on screen” appearance. Dress as you would for a normal in-person interview. Even if you think the interviewer will only see your nice button-down shirt and blazer, still put on pants. Seriously.

Also, since many video interviews are conducted because of great distances between the employer and candidate, there’s a chance your interviewer may be in a different time zone. If this is the case, make sure you’re ready beforehand. If your interviewer is in Tokyo and you’re in New York, that means you need to appear just as bright eyed and bushy-tailed at 10:00pm at night as the interviewer will be at 11 o’clock in the morning. Conversely, if you live in Portland and your interviewer is in Atlanta, be ready, willing, and enthusiastically able to rise at 5:00am if your interviewer wants to video conference at 8 o’clock in the morning local time.

Tech Specs

If you’ve ever conducted an interview on your cell phone, you know how frustrating and  potentially embarrassing it can be to keep asking, “I’m sorry, can you repeat that?” Video interviewing is even more nerve-wracking. If you get the audio working, it might not sync with the video feed. Or there might be a delay. While these are common technological difficulties and most employers will be forgiving, it’s important to remember that their time is valuable and any delay on your part causes them inconvenience, which will not reflect well upon you.

With that in mind, a dry run with a friend or family member is a smart move. Here are some key components of a successful video interview that you should check before you go “live”:

• The Set: Find an appropriate place to make the call, and make sure to clean up the background. A keen employer will be inferring everything about your surroundings, so make sure to pick a representative location to have the Skype call.
• Internet Connection: If your connection is flaky, find somewhere more stable. Dropped calls are understandable, but they distract from the interview and reflect poorly on your ability to plan ahead.
• Lighting: Do you look washed out? Is your face shrouded in shadows? Make sure you’re seen in the best light, both literally and figuratively.
• Sound: Don’t rely on your computer’s built-in microphone unless you want to sound like a robot. Get a dedicated microphone and test it out. Also, make sure you’re not in an area with a lot of background noise (the interviewer isn’t interested in what your roommate is watching on TV). A quiet room by yourself is ideal.
• Script: Have your attachments, cover letter, portfolio, supporting documents—loaded up before the call, so you can reference them easily without having to conspicuously click around during the interview.

The Rest

From here on out, the rules of the interview are pretty much the same: Do your research about the company, know what questions to expect (and how to answer them), and be your glowing self. And don’t forget the follow-up—you’ll need to send a thank-you exactly the same way you would for an in-person interview. That means, don’t follow up on Skype chat.

Nail the virtual interview, and hopefully you’ll soon be walking through the real-life office doors.

Source: http://www.thedailymuse.com/job-search/skype-hype-the-key-to-acing-your-virtual-interview

A recent study showed that 84% of professionals in various fields say that luck plays a part in a successful career. The problem is this: in a recession, the “up and coming” generation relies too heavily on “luck” rather than qualifications to land them a job.

In a recent New York Times article entitled “The Go-Nowhere Generation”, Todd and Victoria Buchholz describe the current youth generation as lazy, relying heavily on luck so much that they do not want to do the work it takes to land a job in the first place. The writers even refer to Generation Y as “Generation Why Bother”.

Even getting a driver’s license is “too much effort” for them, say the authors. Studies show that the more time young people spend on the Internet each day, they more likely they are to delay obtaining their driver’s license which, when combined with a lack of transportation, decreases their chances of finding a job. Therefore, these Gen “Why” job seekers are unable to earn an independent living, which in turn leads right back to relying on “luck”. According to the authors of the article, it is a downward spiral that doesn’t appear to be ending anytime soon.

Here are a few things we can all agree contribute to one’s luck:

1. Having a strong work ethic
2. Having strong communication
3. Being flexible
4. Acting on opportunities
5. Striving to be the best at what you do

Researchers have concluded that luck is less random than it seems. Without ambition, the old adage “I’m just waiting for my big break” has proven to be just a waste of time. It is ultimately the job seeker’s decision to motivate themselves to find work and succeed in their careers. As Thomas Jefferson once said: “I’m a great believer of luck and I find that the harder I work, the more I have of it.”



Sources: http://www.businessinsider.com/l-how-to-get-lucky-at-work-2012-3
http://www.nytimes.com/2012/03/11/opinion/sunday/the-go-nowhere-generation.html?_r=1

This year's DE Hackathon was a huge success — with a little help from our friends!

Not only did 8 students from 4 local colleges pitch in to help make this year's Hackathon a success, but Salesforce also sent a small team to help judge the event, as well as helping out with the celebration event.

Here's what Pat Patterson, one of the Salesforce reps, had to say about the event:

Hackathons are all the rage – we’ve run them regularly at events such as Dreamforce and Cloudstock, and there was even an article in Wired recently chronicling the results of throwing several teams of developers, designers and other interested people into a room for a couple of days with the goal of creating the next big app. Some hackathons are purely social events, others are sponsored by technology vendors, but a few are internal contests, run by companies as a fun way to expose their employees to new tools and methodologies.

Last week, Dave and I attended a hackathon at Dominion Enterprises, in Norfolk, VA. Although the name ‘Dominion Enterprises’ might not be familiar to you, you’ve probably seen or visited some of their many print and web publications connecting buyers and sellers. Last week’s hackathon, the third that DE have run over the past few months, brought together more than 50 DE employees with eight students from four colleges and universities in the Norfolk area to build apps on the Heroku platform leveraging APIs from Facebook and DE’s own online services.

Starting with a blank slate on Thursday morning, the ten teams spent the next two days in intense focus, getting to grips with hitherto unfamiliar technologies such as Sinatra, the Facebook Graph API and HTML5 Canvas. Dave and I spent our time coaching developers on Heroku and the Facebook APIs; it was great to see everyone getting out of their comfort zones and really stretching themselves. By the time the closing bell rang at 3pm on Friday, each of the teams had built and deployed a functional, and in some cases, highly polished, social application. ‘Best in Show’ went to ‘Plan & Post’, a very polished tool for managing birthday greetings, with other prizewinners presenting innovative social takes on finding places to live and work.

At the end of the event, though, it wasn’t so much about taking home the lucite as spending two days making new friends, learning and having fun in equal measure, exploring new technologies in a low-risk environment.

Thanks again to Brian, Melodi, and all the teams that participated in this year's Hackathon!

Image courtesy of ThinkGeek

The Apple Store is an extension of the widely popular (and super chic) Apple brand. From its physical design and layout to the way it’s staffed--by adopting brand elements into the stores has resulted in a shopping experience that mirrors the consistent, high-quality consumer experience that Apple products deliver. But what really makes the Apple stores work are its people.

It’s not coincidence that the way Apple stores are run is as user-friendly as its products. To maintain consistency with the Apple brand, employees are carefully screened to ensure they’re every bit as smart and efficient as the company’s latest operating system. Finding the right people to work in the stores is half the battle. There are things that Apple’s retail arm does particularly well in organizational development--things any organization could learn from:

1. Know your roles! Tightly-defined roles ensure that your employees knows exactly what he or she is expected to do, what others do--and what other roles they could move into.
   Those boldly-colored tees Apple Store employees wear aren’t just for looks--they designate the distinct role each employee plays. From Experts who assess visitors’ needs, and direct them to the right place--to Geniuses who speak your language when something’s wrong with your precious MacBook--everyone in the store knows his or her place. 


2. Make Work Meaningful. When your employees know that what they’re doing matters, it’s easier to inspire them to do their best. And no one appreciates this more than the employees staffing the stores, who are on the front lines of the customer relationship.
   Apple would be hard-pressed to deliver their standard of service in retail unless their employees were satisfied with the level of employee engagement.


3. Free Up Your Leadership. When your workforce is deployed effectively--with minimal room in the process for bottle-necking--managers spend less time wondering who should be where and more time keeping the machine in ship shape. Apple Store employees are busy delivering Apple-grade customer service, so it’s up to leadership to maintain the same level of awesome day after day. They’re doing more than managing the operation--they’re coaching staff, leading training, and driving sales.


4. Retain With Growth Opportunities. Many organizations are struggling to retain top talent, but how many offer a great opportunity for college grads to make something of themselves? Despite having a great job portal on their site with multiple open positions, Apple prides itself on promoting from within. For the twenty-something Expert with a Master’s degree who’s manning the entrance to an Apple store today (I could name more than one), that’s pretty encouraging.

A Lesson for Your Grinding Gears
Organizational development at this caliber doesn’t just happen--but it’s a necessary part of a thriving company culture like Apple’s. Getting to that level requires open dialogue between senior leadership and business partners--and human resources and recruiting. You’ve already got Experts, Specialists, Geniuses and Creatives in your organization. It’s up to you to find them, engage them, and let them know you want them to grow with you.

About the Author: Kyle Lagunas is an HR Analyst at Software Advice, an online resource for buyer's guides, reviews, and comparisons of HR software and more. He reports on trends and best practices in HR and recruiting technology—and is an active member of the #TChat community.