You never have a second chance to make a first impression. This simple slogan was one of the most valuable lessons I learned early in my career, and I have never forgotten it. It is fitting for the topic at hand.

During my sixteen years of recruitment and training in the hospitality industry, I interviewed hundreds of people, most of whom were wonderful. There was never a shortage, however, of interview blunders.

A young man appeared at my door one day wearing flip-flops and a tank top; had dirty hair, a 2-day-old beard, and bloodshot eyes; and he hadn’t showered or brushed his teeth for a day or two. With a limp handshake, he greeted me with “Hey, what’s up?!” He explained later that he thought the shaggy look was “cool.” Perhaps for a week at the beach or a pool party, but not for a job interview. Not “cool” at all.

Another applicant shook my hand so hard, I thought she was going to pull my arm out of its socket! She then proceeded to explain that she’d left her last job because she didn’t get along with her boss. However, she had stated on her application that she’d been in a car accident. Which was it, I inquired? She responded, “Well, actually, the truth of the matter is I was a druggie for many years, and lost my last job because I was arrested and convicted of cocaine use; but, I’m okay now and I want to start over.” As much as I empathized with her plight, she had lied on her application and to me. No job offer.

My all-time favorite was an applicant who waltzed into my office one day stating that she’d been hired by the Director of Front Office Operations for a manager’s job and was here to discuss the benefits of the job (not the job responsibilities). Worst of all, she wasn’t even qualified for the job, and reversing this situation was prickly. Going through the proper channels is essential. This is called “back door hiring.” I realize it’s done all the time, but the drawback to conducting business in this manner is the human resource department’s credibility is diminished from the moment the employee is hired.

Although these may seem like extreme cases, they each exhibit behaviors that you, as an applicant, want to prevent by preparing yourself for the interview. The following is a list of simple techniques to help prepare yourself for the big day.

Application/Resume. If the company requires you to complete a paper application, print neatly and spell correctly. Handwriting neatness may be important in the job for which you’re applying, and correct spelling is always important. If the company requires that you sign the application, ensure that you answer the questions truthfully. By signing the application, you are swearing that everything contained therein is true, and you can be fired if that is not the case. One way or another, the human resource office will learn of an applicant’s falsehood. The most common way is during a reference check. The same goes for resumes.

Appearance. The first example I cited is a great example of what not to do. The manner in which you present yourself does matter. However, there is no need to spend a lot of money on clothes, unless you’re interviewing for a job in the fashion industry. With today’s styles, you can look sharp without being uncomfortable. It goes without saying that you need to take a shower, brush your teeth and wash your hair. I realize it’s now fashionable for men to wear a stubble, but I’m old-fashioned and I think it’s unprofessional in a business environment.

The Fear Factor. If you are not anxious about going through an interview, you’re in the minority. The #1 fear in America is public speaking. Death is #4. I truly believe the #2 fear should be the fear of being interviewed. Managing that fear is easier said than done, but there are a few techniques that may help you deal with your anxiety.

Experts agree that preparation is the key to alleviating most of your fears. One way to prepare is to role play answering some standard interview questions with a friend, such as, “What are your strong/weak points?” “Tell me about a challenging situation you handled.” “Who was your favorite/least favorite boss and why?” Also practice answering a difficult question like, “Why did you leave job “x.” This could be a job from which you were fired. Experts agree the best way to respond is to simply say, “It was a difficult situation” and move on. If the interviewer persists, it’s best to be as honest as you can without being negative. Personality conflicts occur and most human resource professionals understand that.

Another way is to practice asking the interviewer questions about the company, the job responsibilities, and the reporting structure. Deep breathing and visualization are also useful techniques for some applicants.

Good Manners Matter. Good manners are rare these days. Courtesy and politeness are noticed when they occur, but practiced by few. Every company is different, but if you are required to call for an interview, the first person with whom you speak is the “gatekeeper.” This is usually the secretary of the department, and her/his job is to screen all calls before passing them along to the managers. If this person is trained properly, she/he will listen closely to how you treat him/her over the telephone. If you are arrogant, aggressive or abusive, your call may not be forwarded to the appropriate person. Put yourself in the gatekeeper’s shoes. How would you like to be treated? Remember, you never have a second chance…

Proper Channels. When arranging for the interview, ensure that you go through the proper channels for that particular company. Do not circumvent the system, as did the applicant in the third example. It is not a good way to begin a new job. Most organizations require that you undergo a screening interview with a member of the human resource department, or a member of management, before being forwarded to the department head – if you meet the basic qualifications. As seen in the example above, there are reasons for abiding by the policies of each organization.

Punctuality. Arrive 10-15 minutes early. When scheduling the interview, write down the name of the person(s) with whom you will be meeting, the interview time and location. Download a map of the location from your computer. To avoid anxiety on the day of the interview, many applicants do a “test run” the day before so they know exactly where they’re going and the travel time. While waiting, be polite to those around you; and some people find bringing a good book to read takes their mind off their jitters. And, turn off your cell phone before entering the building.

Research the Company. Spend some quality time on the internet learning as much as you can about the company and the job itself. It will provide you with discussion topics and questions during the interview, as well as helping you decide whether you are a good fit for this company.

Research Yourself. What do you want in a job? What skills can you offer this company? What weaknesses do you need to improve upon? Why do you want this job? By answering questions like these, you are helping organize your mind for the interview and enhance your self esteem.

In my next article, I will discuss ideas concerning an applicant’s conduct during and after an interview, i.e., how to greet the interviewer, what to do during and after the interview, what to say/not say, how to answer interview questions, etc.

For more information regarding the interview process, visit the following sites:

http://www.joanlloyd.com/articles/open.asp?art=422.htm

http://www.ctdol.state.ct.us/progsupt/jobsrvce/intervie.htm

http://projects.edtech.sandi.net/staffdev/tpss99/processguides/interviewing.html

Maureen Harrop is President of Claridis, Inc., a training and consulting company, specializing in the Latino/Hispanic workforce. Claridis has produced Telly Award-winning videos in Spanish, utilizing Latino actors. These films are unique because they are not dubbed or subtitled. They were designed for use by training and human resource professionals for their bilingual and Spanish-speaking employees. English versions are also available. Maureen has a Master’s Degree in Education and has been in the human resource/training field for 27 years. Customer service training is an additional area of expertise for Maureen.

For more information, visit her web site: www.claridis.com or e-mail her at maureen@claridis.com or call (888) 701-2879

Copyright © 2008, Claridis, Inc.
All Rights Reserved

During my tenure in the human resources field, I did not have experience with non-compete contracts. However, they are a strong factor in today’s employment market. Due to my lack of knowledge of the subject, it was necessary for me to research this topic. The most informative article I unearthed was Marshall Tanick’s, “Non-Compete Contracts: Uses and Abuses.” I will discuss the contents of this article later in this document, but first I want to share a true story regarding a non-compete contract that happened to a friend/colleague of mine who works in another industry.

In my opinion, it’s an example of a company’s complete abuse of a non-compete contract.

We’ll call my friend Joe. Joe had been with a company for 15 years and during that time, the company was bought and sold six times. Although the management turnovers were very disruptive to his work life and the company’s customers, Joe stuck it out. During one of the buy-outs, his non-compete contract was ruled ‘null and void’ by the CEO at the time. This CEO drafted and signed an Affidavit outlining the dissolution of Joe’s non-compete contract. Joe had a copy of this Affidavit. When Joe decided to leave the company and open his own business, the new company which had bought out the company that voided the contract threatened to sue him, based on the voided non-compete contract. Joe disregarded their threat, because he realized they were upset with him for leaving due to his long history with the company, and because he was their highest grossing salesperson.

However, although the CEO who released him from the non-compete contract was willing to testify but wasn’t allowed to by the company suing him, Joe spent two years and $15,000 in legal bills defending himself against this company and this erroneous charge. The simple matter was – the company suing him had lots of money, an attorney on staff, and a mean-spirited CEO. During those two years, Joe wasn’t allowed to launch his new company and had to scrape together the money to defend himself. What a tragedy.

Now to the Marshall Tanick article. He states, “Contrary to common misperceptions, courts generally uphold these non-compete clauses if they comply with acceptable standards. Some states – notably California and, to a lesser extent, New York – impose substantial restrictions. In California, they generally are not enforceable at all. In New York, their enforceability is quite limited.

But in most states, reasonable agreements are enforced by the courts through orders that prohibit employees from engaging in conduct that violates non-competes. Employers also can be held liable if they hire someone who violates an agreement with a previous employer by sharing secrets or by taking a job at their company. In some cases, employers can recover damages from both the former employees and their new employers who collaborate with them in the transgressions.
Most non-compete agreements are entered into with little, if any, negotiation between the employer and the employee. They usually are signed at the outset of an employment relationship. The employee has very little bargaining power and generally is not too concerned about limitations on future employability when beginning a new job. Consequently, employers generally present these non-compete agreements on a take-it-or-leave-it basis, and most employees have little ability or motivation to decline to sign them or to negotiate less onerous terms.
But when an employee decides to leave a job, the non-compete agreement may be a significant impediment to future employment or may prevent employees from becoming self-employed. Although the laws differ from state to state, general principles apply to non-compete contracts in most jurisdictions.”
Tanick then goes on to discuss components to keep in mind when creating such contracts, such as the Rule of Reasonableness, the New Employer Liability, Duration, etc.
For more information on Tanick’s article, as well as his experience, visit this site: http://labor-employment-law.lawyers.com/employment-contracts/Non-Compete-Contracts-Uses-and-Abuses.html
For additional information on non-compete contracts, visit these sites:
http://www.ballmanfirm.com/Non-competearticleemployee.pdf
http://www.xconomy.com/boston/2008/08/08/ca-reaffirms-that-non-competes-are-non-starters-will-ma-and-wa-listen/
Maureen Harrop is President of Claridis, Inc., a training and consulting company, specializing in the Latino/Hispanic workforce. Claridis has produced Telly Award-winning videos in Spanish, utilizing Latino actors. These films are unique because they are not dubbed or subtitled. They were designed for use by training and human resource professionals for their bilingual and Spanish-speaking employees. English versions are also available. Maureen has a Master’s Degree in Education and has been in the human resource/training field for 27 years. Customer service training is an additional area of expertise for Maureen.

For more information, visit her web site: www.claridis.com or e-mail her at maureen@claridis.com or call (888) 701-2879.

Copyright © 2008, Claridis, Inc.
All Rights Reserved

There are politics in every business and you can’t totally ignore it. It is best to focus on your own achievements, not the noise around you. “People who find themselves stuck in negative emotions start politicking with others,” says Susan David, a Cambridge, Massachusetts-based research affiliate in the psychology department at Yale University. “Negativity can be self-sustaining within a group.”

Further education can be the single best boost to your career. Finish up that bachelors degree if you haven’t and hit the books, night school or whatever it takes to obtain you MBA. In this employment market these degrees are wonderful investments. “An MBA is a great way to jump-start your career and move yourself to the next level,” says Stacy Blackman, a Los Angeles consultant who helps students get admitted to MBA programs. “It’s a very good chance to change disciplines, to completely change careers.”

Be willing to relocate. Sometimes location is the biggest barrier to next steps in a career.

It’s one thing to end up with a great job, benefits and find we’re really good at what we’re doing but the company culture is counter to most everything we admire or believe in. I mean, there really are core values and beliefs we live by. Life’s too short to spend your working hours with people “from Mars.”

Reading a company’s Mission Statement probably isn’t going to tell you how employees handle conflict resolution or how management treats their team. How do you find out if management will give you all the information and support you need to achieve assignments?

You can learn a lot in the interview process by asking if the company has a code of ethics, what kind of things does the company look for in an employee and how does the company recognize employee accomplishments.

How you are feeling during the process is important. Is the interviewer polite or are they mildly annoyed? Are you an honored guest or a prisoner detainee?

I had a job applicant tell me they got a strong sense of the company culture from the interview process. Not only in how they were treated but how the interviewer treated their immediate staff. The applicant told me he was in his final interview when the VP started yelling at his admin for not holding a phone call for him. Needless to say, the applicant moved on.

Best advance information about the company you can get will be from someone you know who already works there. But don’t be bashful, walking the halls of the company and asking employees can be illuminating too.

Barbara Jackson
Brava Medical Staff Reporter

Before signing on with a new employer, it would serve you well to do a little undercover work. Doing some research in the days before a job interview can save some major headaches down the road. But where to begin?

If you know someone who works at a company that interests you, talk to them about what they see as its future. Have they heard any rumblings about layoffs or buyouts? An even better resource is a company’s former employee. They’re more likely to fill you in on all the hidden negatives within a company. They might even have left a company that interests you because they know that the organization is heading into troubled financial times.

Go to the Internet and review their Web Page. Is it up to date? Can you follow a strategic vision? How long has the CEO been there? What’s his or her track record? Can you see evidence of company performance?

Very few people think to take these steps, but those who do take them can find a lot of information about a company.

When interviewing, sometimes prospective employees don’t understand that they’re in the driver’s seat. It is widely perceived by employers that the best candidates challenge and ask questions from a seat of confidence. Ask really good questions about the business. People who do that are looked on as being really sharp.

Of paramount importance, because it’s now so hard to predict which companies will be strong in two years and which will be gone, a strategic career plan is essential.

Job security today is not defined the way it was twenty years ago. Few people are going to stay thirty years with a company. It’s critical that workers focus on the best strategic moves to further their career. The best security anyone has is to excel at being the best of the best and to build an impressive resume that makes good progressive sense. That no matter who the interview is with, you will be offered the job.

Barbara Jackson
Brava Reporter

Now that we have covered the hiring process from the applicant’s point of view, we will review the process from the hiring professional’s viewpoint. Today we will examine the process from beginning to end.

Prior to the Interview

• Although you have a very busy schedule, take the time necessary to review the applicant’s resume.
• Search for something in the person’s background that would provide you with an “ice breaker,” rapport building statement or question, such as, “I see you spent some time in Texas. I was born and raised in Texas. How did you like living there?”
• Ensure the candidate possesses the:
  • specific requirements for the position
  • behavioral characteristics necessary to be successful in the job
  • basic qualifications

If you are conducting a behavioral interview, it is important to determine the behavioral characteristics necessary for success in the job. Some examples of the attributes necessary for a sales position would be:

During the Interview

• Greet the applicant in a friendly manner.
• Offer the applicant a glass of water.
• Use an “ice-breaker” to assist the applicant in feeling comfortable, as mentioned above. The more comfortable the applicant is during the interview, the more honest s/he will be with you.

Proceed with the interview. There are many types of interviews. Three examples are:

• The behavioral interview that determines if the applicant possesses the necessary qualities for the position.
• The job motivation interview elicits the job responsibilities that motivate the applicant.
• The team interview educes how the applicant might behave in a team environment.

An expert on the subject, Susan M. Heathfield, believes the behavioral interview to be the best one and I agree with her. She states:

Ms. Heathfield provides us with a series of sample interview questions for an applicant applying for a sales position:

More information on conducting interviews:

• http://www.trafford.com/04-2092
• http://www.hrtoolkit.gov.bc.ca/staffing/staffing_steps/assess_methods/oral_interviews/conducting_effective_interviews.htm
• http://www.nt.armstrong.edu/effective-interviews.htm

Disclaimer: The information in this article is from this website and a variety of online resources, as well as books on the subject, and the author’s experience. The information provided, while authoritative, is not guaranteed for accuracy and legality. While I have made every effort to provide accurate, legal, and complete information, I cannot guarantee it is correct. Please seek legal assistance, or assistance from State, Federal, or International governmental resources, to make certain your legal interpretation and decisions are correct. This information is for guidance, ideas, and assistance only.

Maureen Harrop is President of Claridis, Inc., a training and consulting company, specializing in the Latino/Hispanic workforce. Claridis has produced Telly Award-winning videos in Spanish, utilizing Latino actors. These films are unique because they are not dubbed or subtitled. They were designed for use by training and human resource professionals for their bilingual and Spanish-speaking employees. English versions are also available. Maureen has a Master’s Degree in Education and has been in the human resource/training field for 27 years. Customer service training is an additional area of expertise for Maureen.

For more information, visit her web site: www.claridis.com or e-mail her at maureen@claridis.com or call (888) 701-2879.

Copyright © 2008, Claridis, Inc.
All Rights Reserved

According to David Barmak, a lawyer with Sherman Meehan Curtin & Ain, with headquarters in Washington, D.C., “both interest in and litigation over noncompete agreements have been increasing recently. Unfortunately, he says, “noncompete agreements have proliferated faster than knowledge about them has. Misconceptions abound. “I’ve even heard lawyers tell people that noncompete agreements are not enforceable,” says Barmak. “And that’s just wrong.” What is true, however, is that a noncompete can be difficult to enforce. To improve your odds, “you have to show it’s necessary to protect some legitimate business interest, such as trade secrets,” he says.

Even if an agreement is well crafted, it still might not hold up in court. That’s because the “reasonableness” of a noncompete resides entirely in the eye of the presiding judge. According to Mel Jager, a lawyer with the Chicago-based law firm Brinks Hofer Gilson & Lione, “courts tend to bend over backward to achieve equity in these cases, because leaving someone without the means to make a living is tantamount to economic capital punishment.” Remember, if a judge suspects you’re using noncompetes merely to erect competitive barriers, you may be in trouble. Public policy in most states dictates that you can’t cause former employees undue hardship and you can’t completely prevent them from changing jobs.”

Depending on where you live, some states all but prohibit noncompetes, some states are likely to enforce, and some states are reluctant to enforce. According to Scott Westcott, of Inc. Magazine, February 2008 issue, a rough guide includes:

Unlikely to enforce: California bans nearly all employee noncompetes; a company can be sued for forcing employees to sign one. Georgia’s and Wisconsin’s laws are nearly as strict–if a single item in an agreement is overbroad, the whole thing gets tossed. Other states in which noncompetes rarely fly include Colorado and Oregon; the latter passed restrictive legislation that went into effect January 1, 2008.

Reluctant to enforce: In most states, courts will enforce noncompetes–but only if the agreements are narrowly drafted to protect trade secrets or customer relationships. Some states allow the courts to “blue pencil” the agreement, which means scratching out an unenforceable term. Other states allow the courts to revise an agreement to make it more reasonable. “Reluctant” states include New York, Massachusetts, and Illinois.

Likely to enforce: Florida law makes noncompetes presumptively enforceable. Other states more likely to enforce noncompetes include Texas, Michigan, and New Jersey.

You have now prepared for the interview, learned how to conduct yourself in an interview, and written a powerful resume. The final stage is negotiating a reasonable salary.

Negotiation is an art. It takes practice. The more you practice and engage in it, the better you become. The more you study the topic, the more prepared and comfortable you will be.

For purposes of this article, we will address negotiating the salaried exempt positions, not hourly wage non-exempt positions due to the fact that traditionally, it is less likely there will be flexibility with non-exempt wages.

Let’s begin with a few basic guidelines:
• Negotiating a salary is a standard business practice.
• Timing is important. The time to begin negotiations is once the job is offered, not before.
• Don’t jump the gun. Let them go first. Once the offer is made, begin the dialogue. Don’t accept the job until you have worked out the details. Request additional meetings, if necessary. This is an important decision.
• Ask whether the person making the offer is the decision-maker. If not, ask how that process will be handled and whether it would be appropriate for you to meet with that person.
• Have your facts and figures ready. Research the market, and if possible, the company’s salary policies; and be prepared make a factual, job-related request. An applicant I once interviewed stated, “Look, I just bought a new house and my wife just had a baby, so I deserve more money than what you’ve offered.” Not a good strategy.
• Be patient. You may be turned down on the first try, but you can be persistent without being aggressive.
• State what you feel is reasonable, and remain quiet. Let them talk. There is no harm in using silence as a tactic. Remember, budgets may not be flexible.
• Be clear. Articulate your needs, wants, and desires as objectively as possible.
• Don’t forget about stock options, bonuses, performance review cycles, etc. Sometimes you can negotiate for a 90-day performance review that would include a salary increase.
• Be humble, enthusiastic and grateful. If you receive your desired salary, thank them.
• Send a handwritten thank you note.

Everything is Negotiable

Maryanne L. Wegerbauer addresses this in her book, “Job Offer! A How-To Negotiation Guide.” She describes a concept called “relative power,” which relates to elements such as the national and the company’s economic situation, the national/state unemployment rate, the market demand for the position, the company’s urgency to fill the position, your technical expertise, competition for the job, etc.

Negotiate a win-win. Strong-arm tactics never work. “In a negotiation, you’re both designing the terms of a transaction so that each of you will receive the maximum benefit from the final agreement,” advises Ms. Wegerbauer.

Once you have a handle on such factors, you are more prepared to negotiate from a stronger position.

For your continued education, the following is a list of additional resources:

WEB SITES:

http://www.negotiations.com/articles/geeks-earning-more/

http://infohost.nmt.edu/~shipman/org/noel.html

http://www.us-source.com/ya-biz/negotiation-skills/Job+Offer+Negotiation/negotiation+skills.html

BOOKS:

“You Can Negotiate Anything”
Herb Cohen

“Secrets of Power Salary Negotiating: Inside Secrets from a Master Negotiator”
Roger Dawson

“Win-Win Career Negotiations: Proven Strategies for Getting What You Want from Your Employer”
Peter J. Goodman and Roger Fisher

Maureen Harrop is President of Claridis, Inc., a training and consulting company, specializing in the Latino/Hispanic workforce. Claridis has produced Telly Award-winning videos in Spanish, utilizing Latino actors. These films are unique because they are not dubbed or subtitled. They were designed for use by training and human resource professionals for their bilingual and Spanish-speaking employees. English versions are also available. Maureen has a Master’s Degree in Education and has been in the human resource/training field for 27 years. Customer service training is an additional area of expertise for Maureen.

Copyright © 2008, Claridis, Inc.
All Rights Reserved

Smart CEOs are now allocating budgeting just for incentive programs as well as changing the types of awards they provide to their top performers. Clocks, crystal and watches are being replaced by more customized awards ranging from elite sporting events like the World Series to special experiences such as dinner with the CEO.

Travel awards, too, are changing. In some companies, individual travel is replacing large group trips so that employees can select both their destination and the timing.

A CEO recently told me one of the main purposes for an incentive award is to focus attention on the people being recognized. Literally implementing the best employee incentives will ultimately boost loyalty and reinforce company values. Such programs are now seen as a critical component of corporate strategy.

In summary, doesn’t it make sense that job hunters should keep in mind that the most innovative incentive programs may also mean the company itself is innovative. Wouldn’t it be better to work in an environment that not only focuses on customer satisfaction but includes employee satisfaction?

Barbara Jackson
Brava Reporter