American higher education has been seen for generations as an engine of opportunity to spur social mobility. But now social class is increasingly a roadblock to graduating from college.
Whether students drop out of school is almost entirely dependent on one factor: their parents’ income. Children from families who earn more than $90,000 a year have a 1 in 2 chance of getting a bachelor’s degree by age 24, but that falls to a 1 in 17 chance for those earning less than $35,000.
Now evidence from a new study finds that social class also plays a role in the job market after college.
Overall, 316 applications generated 22 interview invitations. All but nine of them went to the high-income men.Although the academic and professional qualifications were the same, male applicants who appeared to be from privileged backgrounds received significantly more callbacks for interviews than low-income students, and even similarly well-off women.
“The female applicants from privileged backgrounds faced a penalty because they were perceived as less committed to full-time, demanding careers,” Rivera told me.
The researchers concentrated their research on summer associates because nearly all new hires at law firms come through those programs. They also looked at students from second-tier law schools to ensure that elite educational credentials didn’t skew perceptions of the applicant.
Applicants from privileged backgrounds were given the last name Cabot, and their résumés were sprinkled with markers of an upper-class upbringing: an athletic award, a member of the sailing team, and an interest in polo and classical music. Meanwhile, low-income students carried the name Clark and their résumés has such signals as a financial-aid award, member of the track and field team, and an interest in country music.
Overall, 316 applications generated 22 interview invitations. All but nine of them went to the high-income men.
In follow-up discussions with the law firms, the researchers found that the attorneys reviewing the résumés were looking for what they described as “fit.” They wanted to hire people like themselves, applicants with whom they shared a certain chemistry, in the same way you might evaluate someone you’re on a date with, or someone you would want to be stuck next to in an airport during a lengthy delay. That’s why extracurricular activities mattered. Rapport with an applicant often came through shared activities, such as travel or sports.
Many of the hiring attorneys interviewed for the study considered the lower-class applicants to be better suited for public-service and government positions and said they wouldn’t do well in the corporate legal world. Privileged male applicants were commended for their extracurricular activities and were seen as a great fit for the culture of a law firm.
Rivera is not new to research on how social class impacts the job search. Last year, she wrote a book, Pedigree: How Elite Students Get Elite Jobs, that found the affiliations of applicants — where they went to school, where they interned or worked previously, or the power of their network — heavily influenced whether they made it into the interview room in the first place. That book focused on law firms, investment banks, and consulting firms. At one hiring committee meeting Rivera attended, she watched as a law partner who was a Red Sox fan reject a candidate because he was a Yankees fan.
At one hiring committee meeting, a law partner who was a Red Sox fan rejected a candidate because he was a Yankees fan.Over and over again, hiring managers told Rivera they were looking for a certain “polish,” candidates who would “show well,” though the managers often had difficulty defining what they meant. Despite lack of agreement on what those terms mean, employers regularly dismissed applicants who had insufficient polish and who might stand out in a negative way with clients who were older and had more experience.
Many of the extra-curricular activities Rivera found made a difference with employers in both her study and book — such as lacrosse, skiing, and golf — required significant investment by students and parents starting at a young age. “So these activities are impossible for students to easily pick up in college just to get ready for the job market, and in most cases they can’t afford them anyway,” she said.
Rivera told me that the only way to reduce class bias in hiring is for employers to ban extra-curricular activities from résumés or at least conceal them in the hiring process.
This year’s presidential campaign featured plenty of discussion about the rising cost of college for low-income and middle-income families. But as this study and Rivera’s book shows, unless some employers change how they hire, social class will continue to shape a person’s career — even those who fight the odds and get a degree.
Jeffrey Selingo is author of the new book, There Is Life After College. You can follow his writing here, on Twitter @jselingo, on Facebook, and sign up for free newsletters about the future of higher education at jeffselingo.com.
He is a regular contributor to the Washington Post’s Grade Point blog, a professor of practice at Arizona State University, and a visiting scholar at Georgia Tech's Center for 21st Century Universities.
Cross-posted from The Washington Post
Originally posted on Linked IN by: Jeff Selingo
It continues to be tough for veterans to build a career in the civilian workplace. Here's why some employers are missing the mark in attracting talented candidates with military service experience.
On this Election Day our sights turn to country, duty, and of course, voting. But we wouldn’t have what we do, and live under the protections that we have, if it wasn’t for our military service men and women.
To that end, military service is probably the greatest honor that any American we can bestow on the nation, but it is also a sacrifice. The trouble comes for some veterans when they try to rejoin the civilian work world. A recent report looked at the topic and arrived at a discouraging statistic: 85 percent of employed post-9/11 veterans are not completely satisfied with their current job. And, according to the iCIMS report, titled ‘America’s Heroes at Work: The Veteran Hiring Report,’ 86 percent of post-9/11 veterans spend time each week looking for a new job.
In collaboration with RecruitMilitary, the nation’s leading veteran hiring firm, the study was conducted to gain a better understanding of post-9/11 veterans’ experience and expectations while job hunting and at work, following their military experience.
The unemployment rate for post-9/11 veterans has declined 1.4 percentage points from 2014 to 2015 to 5.8 percent. While the unemployment rate for post-9/11 veterans is on the decline, the iCIMS survey reveals just how tough it continues to be for veterans to build a career in the civilian workplace – and why some employers fail to attract talented candidates with military service experience.
“The results from our survey are eye-opening, and reinforces the need for employers to focus on nurturing their veteran employees and enhance their recruitment efforts to attract veteran job seekers,” said Susan Vitale, chief marketing officer at iCIMS. “Although it is encouraging to see the unemployment rates for post-9/11 veterans on the decline, our survey reveals just how tough the transition continues to be for those who are trying to build a career in the civilian workforce and why some employers are missing the mark in attracting talented candidates with experience in the military.”
Job Hunt Challenges
When looking for a job, post-9/11 veterans might not be finding the right opportunities. In fact, 86 percent of post-9/11 veterans decided not to apply for or accept a job after leaving the military. Disappointment with the salary or benefits offered (56 percent) was the top reason, followed by believing they didn’t have enough education or training to do the job (41 percent), and reading negative reviews about the company’s culture or work environment (30 percent).
Corporate veteran hiring initiatives and programs make a difference, but here’s some discouraging news from post-9/11 veterans: 74 percent believe it would take them longer to find a job than a non-veteran with the same level of work experience.
Many veterans expressed the fears and challenges they face during the job search process, including a perceived bias and skills gap. In fact, 41 percent of post-9/11 veterans believe hiring managers do not understand their military experience, 37 percent believe hiring managers devalue their military experience, and 36 percent believe job postings require more specialized experience than they have.
In the face of a perceived anti-military bias, veterans in the civilian job market may downplay their military experience. In fact, 47 percent of post-9/11 veterans have understated or excluded their military service on their resume or online job application. Among those who have understated or hidden their military experience, 44 percent were concerned their military service would negatively impact the hiring decision.
Even after being hired, veterans can still experience a career slump. Among those who have been employed post-discharge, 59 percent of post-9/11 veterans believe they have fewer advancement opportunities than expected and 58 percent feel their work was less meaningful than their military service, and 54 percent feel overqualified for their position.
According to a recent survey of employers by the National Association of Colleges and Employers (NACE), leadership, strong work ethic, problem-solving skills, and ability to work in a team were among the top six skills employers seek on a candidate’s resume.
Leadership is something that comes naturally for many veterans – and companies can tap into this if they have a strong mentorship program says the ICIMS study. In fact, 93 percent of post-9/11 veterans would be willing to serve as a mentor to a civilian employee, for example, teaching skills they learned in the military and how they can be applied to the workplace.
Forty four percent of veterans feel they have a strong work ethic, 35 percent say they have good problem-solving skills, 28 percent report they have great adaptability, 26 percent said they work well in a team environment and 24 percent report they excel in organization and discipline.
If you’re looking for the best and the brightest veterans to join your team, keep in mind the job qualities post-9/11 veterans say would most attract them to a company: salary or employee benefits (67 percent), advancement or promotion opportunities (58 percent) and on-the-job training opportunities (32 percent).
Where to Find Job-Seeking Veterans
General job boards such as Indeed or CareerBuilder are the most popular among job-seeking post-9/11 veterans with 61 percent looking for jobs on them, followed by government websites (45 percent) and career websites of specific companies (42 percent). While our research has shown that many jobs seekers now use social media to search for and apply to jobs, surprisingly only two percent of veterans said they use these sites to look for open jobs.
“Executive recruiters can also help military personnel transition out to the civilian business community to land jobs, especially in an era of tightening labor supplies,” reports Greenwich, Conn-based talent tracking firm Hunt Scanlon Media. The U.S. military is a workforce similar to any other major corporation that goes through an expansion or contraction. Leveraging their human assets during times of contraction, such as now, is a strategic business move for companies looking to bolster talent reserves in areas as diverse as supply chain, cyber security and logistics to name just a few.
What Employers Can Do to Improve
Even when companies recruit and hire veterans, they may be failing to make the most of their talents and experience. Disappointingly, 63 percent of employed post-9/11 veterans believe they use 50 percent or less of the job skills they learned in the military. This could be causing frustration and even boredom for veterans transitioning to civilian jobs. By gaining an understanding of the top skills veterans hold, employers can tap into this talent and ensure they are providing a challenging and rewarding career path.
Employers are still missing the mark when it comes to building out great veteran hiring programs and continuing to improve them. In fact, 89 percent of post-9/11 veterans who have been employed post-discharge have never been asked by an employer or prospective employer for their feedback regarding its veteran hiring program. In order to recruit and retain veteran top talent, employers need to be asking for feedback about the application, interview, and employee onboarding processes to make sure they are not missing the mark.
Below are three tips on how to put these insights into action with technology:
1. Monitor and Adjust Sourcing Strategies – In order to make an organization more visible, employers should regularly use multiple channels to discover which sources are most effective. Employers can make open positions easy to discover by advertising where candidates are looking, such as government websites or veteran job boards. Dedicated talent acquisition technology helps companies more effectively build candidate pipelines with automation and ease. Companies of all sizes can explore and test candidate outreach channels to attract more candidates and reduce their time to fill. Employers should partner with a technology provider that allows for a seamless flow of information from multiple vendors into a single talent acquisition system of record.
2. Encourage Employee Referrals – Leverage your existing veteran employees’ networks and encourage them to refer others to your open positions. Part of the reason employee referrals are considered so successful by employers is because they are effective at attracting talent that easily fits into a company’s existing culture. By capitalizing on employee networks, companies can enhance their ability to compete for veteran talent.
3. Promote Your Employment Brand – In order to market your organization as an employer of choice for veterans, companies need to build their employment brand in the military community. Allow candidates to sign up for email communications and automate the process with a recruitment marketing tool. Produce veteran facing recruitment marketing email campaigns that highlight the veterans who work in your organization and what they have accomplished while working for you. Address why your company is interested in recruiting veterans and clearly outline how a military background is a good fit for your open positions.
“It is evident that there is a disconnect and a lack of understanding between veterans and employers,” Ms. Vitale concluded. “Our servicemen and women, who have received some of the most sophisticated training and experience and have made extreme sacrifices for our country, are having trouble gaining job security, stability, and a sense of purpose as civilian workers. By gaining more awareness of the top skills veterans hold, employers will be more equipped to tap into this talent and create mutually beneficial relationships with candidates who have served.”
Employers That Are Doing It Right
According to MilitaryTimes, the top five employers for veterans in 2016 were Verizon, Union Pacific Railroad, USAA, PwC, and BAE Systems.
Scott A. Scanlon is founding chairman and CEO of Hunt Scanlon Media. Based in Greenwich, Conn., Scott serves as Editor-in-Chief of Hunt Scanlon's daily newswires, its recruiting industry reports and Executive Search Review.
This blog first appeared at http://huntscanlon.com/
Contact John Assunto for all of your Education Recruiting needs! Johna@worldbridgepartners.com or 860-387-0503
A few months ago I had the opportunity to assist a number of students at the Indian School of Business in reviewing their resumes. In the process I noted some good-practices in writing a resume, which I shared with the entire class by way of an email. I thought that email could also benefit some others in a wider audience. So sharing those points below, with my LinkedIn network.
--start of email--
These are some things that came up when conducting the 1-to-1 reviews with the students I met. I thought I’ll write that which could be written down to circulate to all of you. Consider them as a few rules of thumb about your resume. Entertain the points below, chew on them, use them if you like, and reject them if you think differently.
1. First seek to be understood, then seek to impress. Frame every sentence and phrase in the resume with this in mind especially if your work is technical in nature. Because the work you have done needs to be understood by the person shortlisting the resume (perhaps a HR person) and also the hiring manager (the person who interviews you), and neither of them may be highly familiar with your past work domain.
2. What is the feeling about you that you want the recruiter to have after reading you resume for 60 seconds? Write down the words and sentences that describe that feeling. Write this answer down repeatedly for a few weeks, refining it and evolving it until you begin to identify closely and intensely with what you write here. Once done, consider this to be your crisp, chiseled Executive Summary/Profile.
3. The content of each of your various work experience sections must answer these three questions
A. What did I do?
B. Who did I work with?
C. Why was it important?
That's it. While it is easier to write on A and B above, C is a challenge for some students.
4. ‘Why was it important’ can be highlighted by mentioning one or more of the following about your work:
6. Ultimately the purpose of your Resume is to be a conversation starter. You can't have a conversation with someone you can't understand. And people like people who they can talk to and can understand. This holds true for recruiters and hiring managers as well. So your resume needs to have a few phrases and words that act as hooks that will stay in the mind of the recruiter for when s/he first speaks to you. These words could also be emboldened. Another way to look at it is this: The words and phrases you embolden are the reasons you want to be shortlisted for.
7. To the extent possible, complete a bullet point in one line or if the sentence rolls over to the second line then use the second line well. Don't leave an orphan word or two in the second line. You waste an entire line for one or two words if you do that. Don't use too many font variations. Stick to 1 or 2 font styles. Use italics sparingly. Prefer circular and square bullets over ticks and stars.
8. Company name, Designation, Location and Duration of employment need to be clearly and unambiguously presented. They should have enough space/line break in between them to make each of them stand out distinctly.
9. Keep healthy gaps between different sections of the resume. Mind the spacing before and after all the headings and bullet points in the resume. Make sure the line spacings and paragraph spacings are consistent and elegant. There is such a thing as good white space and bad white space. Just like the right pauses and silences enhance a piece of music, the right kind of spacings between the lines embellish and enhance your resume.
10. As a concluding point, write only what you can back up and justify. Write about the work you are proud of, or found interesting to be a part of...something that you can tell a story about. To get a shortlist is not the goal. What you want to ensure is that once you do get shortlisted, then you speak about your work with such conviction and ownership that it leaves the recruiter richer for having spoken to you.
Hope this helps.
Originally posted on Linked IN by Nishant Pandey
Find ONE thing you love to do–and do it! That's the secret to a successful career.
But what if you can't decide? You love to do two or three things?
You do what Sarah Feingold did.
Instead of choosing between the two things she loved, she found her niche at the intersection of her creative passion— jewelry-making—and her expertise as an attorney. I recently spoke with Sarah for an episode of the Disrupt Yourself Podcast, where she offered some great insight into this process of personal discovery.
Insight #1: Sometimes love is not enough. Though Feingold loved making jewelry she recognized that she did not want to pursue it professionally. It was physically grueling, involving lots of burns and backaches; not an auspicious option for a long-term day job. She also couldn’t figure out how she would make a living: “I became really emotionally involved in my pieces and couldn’t bring myself to sell them…which apparently you need to do if you want to be a professional artist—put a price tag on it and let them go, but I like to keep everything.”
Having set aside the possibility of a career in jewelry creation, Feingold began mulling a different question, “What aspects of jewelry could be protected by intellectual property? And so that’s what led me to law school, because I wanted to be able to answer those questions for other people.” She picked Syracuse University College of Law—“The University has a fantastic arts program and that was one of the reasons why I chose the law school.” In an unconventional move, requiring special permission from the law school, Feingold concurrently enrolled in metal-smithing while working on her JD.
Insight #2: Bold vision coupled with equally bold pursuit can create opportunity where none appears to exist. Finished with law school and busily practicing law in Rochester, New York, Feingold discovered Etsy, the peer-to-peer marketplace providing space for craftspeople to sell their wares online, and began featuring some of her creations for sale. What followed may become legendary in the annals of personal disruption. “I realized that they were launching some new policies and I had some ideas so I wrote to the Customer Service team and I offered some insights from my legal background.” The response was lackluster, so Feingold followed up, “You know what? Why don’t I just speak with your Founder?”
After an initial phone conversation Feingold, on her own reconnaissance, booked a flight and called the Founder again. “I said, ‘Hey, I’m coming down for an interview. You need in-house counsel and you need it to be me.”
Etsy was an infant start-up at the time, less than two years old. Feingold was hired on the spot as the business’ 17th employee. When she left earlier this year there were over 800 employees. But the growth is not just a number’s game to Feingold. “Helping the company grow in a mission and values aligned way makes me so proud; to see, to read or even to hear people tell me how Etsy has impacted their lives in a positive way”—these things fulfill her dream of helping individual craftspeople succeed in their art.
Feingold has recently taken her talent, expertise and experience on the road again; as the new General Counsel for Vroom, she is working hard to help them disrupt the way we all buy our next car. Our conversation produced many additional insights into a dynamically unfolding career that doubtless holds surprises yet to come, insights that many of us could adopt or adapt to the advantage of our own.
Art and law may not, on the surface, appear to be natural traveling companions but such intersections of talent and training can bring us to career crossroads that launch us down an entirely unexpected path. Sometimes, that road may not have been paved for us; we might, like Sarah Feingold, blaze a trail where none exists.
Hear more of Sarah's fascinating story and subscribe to the Disrupt Yourself podcast on iTunes.
Whitney Johnson is one of the world's leading management thinkers (Thinkers50), author of the critically acclaimed Disrupt Yourself: Putting the Power of Disruptive Innovation to Work and host of the Disrupt Yourself Podcast. You can sign up for her newsletter here.
Originally posted on Linked IN by: Whitney Johnson
Contact John Assunto for all of your Education Recruiting needs! Johna@worldbridgepartners.com or 860-387-0503
I am a fitness buff, and unless you’ve been living under a rock for the past 30 years you know that there are countless diets and other dietary or nutritional products promising all kinds of miraculous results. In my quest for better and better fitness, I have learned (and tried) many of these diet and fitness solutions. It's now a hobby to analyze each new diet, gadget, and technique to understand their underpinnings and how much truth, practicality, and hype exist in each.
Unfortunately, a huge percentage of these products are garbage. Many of them have an idea or principle that is valid, but the results are blown way out of proportion in relation to what can truly be achieved using these solutions. On the other hand, some actually work…
If It's Too Complicated No One Will Use ItTake diets for example, there are quite a number of them with merit. The problem is that some diets are ridiculously complicated and too difficult to maintain, let alone adopt as an ongoing lifestyle. All the current leaders in fitness and nutrition now agree that the ease of going on and maintaining a diet is a major factor (if not the major factor) in the creation of a successful diet. If people can’t effectively start or maintain the diet, it doesn’t matter how effective it could be because they won’t be able to sustain it. And that, my friends, is why I am going on and on about diets in an article about advancing the sale—because closing techniques suffer similar complications.
Name any book on closing, and odds are, I’ve read it. There are books with hundreds of sales closes in them, each with their own clever name, like the board of nails close, or the one-dollar-for-one-hundred-dollars close, or my all-time favorite the Atomic-what-would-Jesus-do-BOMB close (no, I’m not kidding).
Someday, to give you a good laugh and protect the innocent souls out there who might actually consider using one of these gems, I’ll put up a website with a Sales Closing Wall of Shame listing all of the ridiculous closes I’ve collected over the years.
Closing ConfusionJust like the diets, most of these closes are garbage—and by garbage, I mean counter-productive. They will actually hurt your chances of closing the sale. But also like the diets, some of these techniques actually work from time to time. And thus, the confusion sets in.
Some of these old-school closes are very elaborate, are specialized for particular situations, and require intricate setups. Some take hours to execute. This is again where they are like diets. If there is too much to remember, or they are too complicated to execute, then no one will use them. Who wants to take the time to memorize one-hundred-and-one closes—one for every possible situation? What if in the heat of the moment I use the wrong one? Oh, the pressure!
It’s a waste of time and effort to use what amounts to a counter-productive close 90% of the time. It is also totally unnecessary.
The Criteria For a Good CloseA good closing approach should meet the following criteria:
That last point is what we are focusing on here. The approach must be easy enough to follow so that when it comes time to actually use the approach, it's natural and simply second nature. That eliminates all the stress and frustration associated with closing that we sometimes feel.
CLOSING TIP: Helping a customer move towards their goal is an act of service. It shouldn't be difficult or stressful at all. It should be easy.
About the Author: James Muir is professional sales trainer, author, speaker and coach. He is the Best-Selling author of The Perfect Close: The Secret to Closing Sales that shows sales and service professionals a clear and simple approach to increase closed opportunities and accelerate sales to the highest levels while remaining genuinely authentic. Those interested in learning a method of closing that is zero pressure, involves just two questions and is successful 95% of the time can reach him atPureMuir.com.
Originally posted on Linked IN by: James Muir
On my lunch break, I took the only open seat at a small three-person table. After quick greetings the two ladies already seated continued their conversation. Since we sat so closely I couldn't help but overhear.
At first I felt awkward; it's no fun trying to pretend you're not listening when you can't help but overhear. But they immediately noticed my discomfort and smiled and nodded at me to make me feel included.
So I listened and was fascinated.
They talked about how they felt a huge responsibility to their employees, not just financially but also in terms of training, development, and personal fulfillment. They talked about how a contract may start a business relationship but ensuring both parties succeed is the only way to keep a business relationship from ending all too soon.
Most of all, though, they talked about themselves -- but in a way I never hear.
"I feel like I'm failing one of my managers," one said. "He does a good job, but the way he does it is so different from the way I I would. So I wind up critiquing his 'style' instead of just focusing on the results he achieves."
"I know exactly what you mean," the other said. "But I have the opposite problem. I have an employee I know has potential, but I can't seem to reach him. No matter how hard I try I can't find a way to see things from his perspective. It's like we're constantly butting heads."
"Will you have to let him go?" she was asked.
"I should, but I just can't do it," she answered. "At least not yet. How do I fire someone when I think it's my fault they aren't performing well?"
And they kept talking. They talked about how they felt guilty they weren't developing their employees more, but resources were just too tight. They talked about how they felt guilty for not spending more time with certain members of their staffs, yet the need to fight fires always got in the way. They talked about constantly trying to balance business with family, and how, no matter what they did, they could never escape feeling they were letting both sides down.
To say I was stunned was an understatement. It was clear these two women had just met, yet there they were admitting to weaknesses -- not in a faux self-deprecating way, but openly and honestly.
How many people do you know that readily admit to falling short where leadership and professional relationships are concerned? (And when someone does admit that, how many people respond thoughtfully, compassionately, and without judgment?)
Instead practicality tends to dominate our business discussions. We talk, especially with people we don't know particularly well, almost exclusively about strategies and technologies, metrics and analytics, big data and big ideas.
Practicality is everything -- in not only our public conversations but often also in our private thoughts.
My lunch companions appreciated a different kind of discussion. They clearly felt the fundamentals of business are found not in data, or strategy, or finance but in the emotions, the experiences, the skills and faults and strengths and weaknesses of people.
Business, to them, was all about leading, following, and working with people... something that is all too easy to forget.
Hats off to them.
And hats off to all of you who work so hard to make the lives of other people better -- since, after all, that's what great leaders do best.
Originally Posted on Linked In By:Jeff Haden
I grew up in the 80s. Rock and roll, in all flavors, was part of my DNA. Especially the heavy stuff. From Joan Jett to Anthrax to The Misfits to Yngwie Malmsteen, crunchy chords and killer solos were my thing. I played guitar (my favorite being a purple Charvel I upgraded more than my BMX bike). I had a Carvin half-stack amp in my garage that shook the small Cleveland suburb I grew up in. I even did a short stint in a band called Terror (seriously).
Point being, I loved rock music and the stars that performed it. It was a big part of my life and it let me express myself in a myriad of ways – most of them a bit reckless. Like most people, though, I lived and learned through it.
James Bond has a license to kill. Rockstars have a license to be outrageous.”
– Gene SimmonsBack to the future, I come across a job postings for a “rockstar” designer, developer, producer, or the like every week. Each time I roll my eyes. No, that's not quite right. I actually close my eyes and let out a long painful sigh at the thought of actually having to work with a rockstar, regardless of their area of expertise.
It sounds cool, I guess, to suggest that someone is a rockstar-caliber candidate. But let’s explore the association between what the label rockstar really implies and what employers and coworkers really want. Because, frankly, I just don’t see the match.
For the record, I’m not suggesting every rockstar is a mess. But the general connotation – or the ‘persona’ as my UX friends call it, or the ‘archetype’ as Carl Jung called it – simply isn't loaded with positive traits for being a desirable teammate.
Play along with me on this one.
It's just me myself and I:Rockstars generally come across as egocentric, impulsive, and out of control. They often thrive at being the center of attention and can do some extremely selfish things in the name of fame and personal success. They have also been known to do very irrational and dangerous things when reality throws them a curve ball.
Think of all the rockstars who took their own lives. Or the ones arrested for assault, drug use, and even violent crimes. Or the ones that couldn’t get along with the rest of the band – which resulted in a nasty breakup. I don’t want to call out anyone by name for fear of some slander-based lawsuit, but if your memory isn’t rich with the topic just Google rockstar and: suicide; drugs; money; assault; or any other negatively-associated keyword. The results are seemingly endless.
When we weren't being transcendent we specialized in self-inflicted disaster.”
― Saul Hudson aka Slash
In all of this there’s a sense of irresponsibility that pervades the term rockstar.
Great teammates aren’t irresponsible or saturated with selfishness. Their personal needs aren’t placed above those of the team around them, which is core to why they’re a valued team player and trusted partner. They look out for one another. They're dependable, supportive, and continually looking for ways of making things better for themselves and those around them. One could even say they’re somewhat predictable in their reactions when things get tough: They step up. These are the types of traits I want to elicit when I look for a new employee.
I want you to want me:Rockstars often live for validation from other people. Great teammates don't.
I suspect that fear is a driver for a lot of rockstars. Fear of being what they were as a child; fear of being ‘normal’ like their friends and family back in Iowa; fear of failure; fear of not having enough of, well, everything. Way up high they can't bear the thought of coming back down to the rest us.
Fear and insecurities often manifest as putting other people down in order to rise above them. We'll see rockstars wearing lavish clothing and expensive jewelry, owning a stable of exotic and expensive cars, and getting into trouble with their behavior. (Ironically, they buy all of this stuff with what once was our money and flaunt it right back in our faces. Remember this the next time you ‘can't afford’ something.)
Great teammates don't elevate themselves above the team around them. Their genuine connections are built on personal relationships, with a focus on raising the team collectively. Sure, everyone has different motivators, personalities, and flair for fashion – and healthy competition within the office environment can be very constructive. But the underlying reason great teammates may separate themselves from the pack is different from rockstars. Self expression is important whereas self worship is toxic.
Simply put, being one among many, as an equal, is a critical condition for being a great teammate, and a leader. I think a healthy indifference of what others think about them is the root reason for this – from interns to CEOs alike.
What other people think of me is none of my business. One of the highest places you can get to is being independent of the good opinions of other people.”
– Dr. Wayne DyerBeing true to one's self while doing amazing work with other people is an intrinsic motivator for great teammates. I highly advise you include this type of language, implicitly or explicitly, in all your job postings.
Domo arigato, Mr. Roboto:Look, I don’t follow modern pop culture. I’m stuck in the 80s when it comes to music, games, and, well, general awesomeness. I still own and play an Atari 2600, and I consider WarGames and Ghostbusters to be some of the best movies ever made. So I'm clearly a bit disconnected.
But I did catch wind of the recent Grammy Awards, and was thrilled to hear about Beck being recognized for album of the year. Watching several weeks later on a video site, I saw a man genuinely surprised and out of place on stage; a wonderfully talented musician amongst a sea of new-era rockstar entertainers. When he gave credit and thanks to others involved in achieving this award I actually believed him! Quite unique in an environment set up for the famous to feel even more famous amongst themselves, and where swift, half-hearted thanks are often given to the dozens if not hundreds of people who actually made these entertainers the center of attention they have become.
My point here is that rockstars generally take credit for the hard work of others. In reality they're the front-person for a much lesser-known and lesser-paid supporting cast who really should be getting a lot more recognition (and money).
Credit is something that should be given to others. If you are in a position to give credit to yourself, then you do not need it.”
– F. Scott FitzgeraldRockstars also attract weaker-minded people to them like groupies and paparazzi who only fuel the flames of their illusion of importance. Sure, they're tools of the much larger industry of entertainment – but I would bet that a large number of celebrities actually believe that they're more important than others around them. There are millions of photos and news articles to support this.
But thinking you're better than other people is very different than being great at what you do.
Great teammates learn to take praise and compliments with a grain of salt. I think they have an inner knowing that their successes relied on the efforts of many others around them. They’ve demonstrated to me that, while they take pride and credit (and accountability) for their work, they're the first to point out the contributions of others on their team.
That said, thank you Virginia Raike for the proofread and edits to this article!
Going full circle, I hope you see why I say don't hire rockstars, hire great teammates. Rockstars are great at breaking up our routines. They're great at getting on the news, getting noticed, and giving us something to talk about – and sometimes they're even great at making music. But being a professional career partner just isn't their specialty; and the label isn't a positive one in team environments.
That's my advice, take it or leave it. But consider this: The next time you post a job for that rockstar candidate, you just might get what you're asking for.
Gunter gleiben glauchen globen.
Originally Posted on Linked In By:
About Artificial Intelligence:
Artificial Intelligence is the science and engineering of creating intelligent machines or computer programs, this is how the father of artificial intelligence John Mc Carthy defines or describes it. It is one of the most effectual ways of making an adept and beyond belief computer, a robot controlled by computer, or software which seizes an aptitude and potential to think smartly.
AI woks on the principal of how a human brain thinks, learn, decide, and work in different situations or problems; it is a research wherein once the desired outcome is attained, is then used in creating extremely intelligent softwares and systems which can be of a great use. If we look at the two basic goals of AI, they are to create expert systems and implementing human intelligence in machines.
It is so effective that it can be used in any sphere, and can do wonders if used in the education sector.
Using Artificial Intelligence in Education:
Following are the things which Artificial Intelligence can do for Teachers and Students:
1. Enhancing Adaptive Learning: For good number of years adaptive learning has left an amazing mark in the education sector across the nation. Using Artificial Intelligence in order to augment the excellence of adaptive learning which fundamentally is using various software, programs, games that can assist students learn with no trouble and efficiently, can do wonders in the teaching as well as learning process. It will help the students master many topics or skills which they’ll be able to learn repetitively with the help of AI.
2. Recuperating Course Structure: It is not always possible for the teachers to be aware about the gap in their lectures which leads to students being perplexed about different topics, that’s where AI steps in and can actually lend a hand to the teachers to get over such hitches. One example of such an effective system is Coursera, which is already helping many teachers bridge the gap and administer their lessons effectively.
3. Attaining Suitable feedback: Where it can help the teachers and students in creating and indulging the course effortlessly, and customizing it according to their requirements, it can also endow them with a feedback about the efficacy of the course. The schools which are tech savvy these days are already using effective AI systems to scrutinize the student performance and alerting the teacher about the same.
Such AI systems can help the students to get lucidity of concepts, and can help teachers advance the mode of their instruction which can help the students who struggle with diverse subjects or topics.
4. Amending the role of teachers: Teachers are an imperative part of education system and will always be, AI can help them transform themselves into amazing facilitators. AI could be adapted in many aspects of teaching, if the teachers will get used to this remarkable system they can help their students conquer myriad problems related to a topic or subject as there are plentiful AI lessons which can aid them in doing so. Artificial Intelligence is being used in most of the schools that are following the flipped classroom model, and can be used by anybody who have an impulse for making teaching and learning effectual. It can also help the teachers in the grading system, and make it easy for them to work on that exacting area.
Apart from them AI can be used in other areas as well, as it is a valuable and smart mechanism to attain the finest yet desired results if used aptly.
Originally posted on Linked IN by: Tina Sobti
I have five sons ranging in age from 11 to 19. A few weeks ago, one of the older boys was angry at dinner because a teacher had scolded him when his younger brother arrived late for school. How unfair!
In the family, we have a well-established tradition of discussing serious topics at dinner, so my son’s anger gave me a good reason to tell the boys about the importance of learning to control their emotions—a useful skill whatever your age.
I began by explaining that one simple way to think of intelligence is by dividing it into two broad categories: IQ (intellectual ability) and EQ (emotional intelligence), as popularized by Daniel Goleman’s book Emotional Intelligence (1995).
But over a decade earlier, in 1983, Howard Gardner, a professor of developmental psychology at Harvard, proposed a theory of multiple intelligences in his book Frames of Mind.
Gardner suggested that we have seven different kinds of intelligence.
What’s the result? That schools tend to underteach intrapersonal and interpersonal intelligence (Nos. 6 and 7) even though they are so important in adult life. As is so often the case, the skills we learn at school and the skills we need in life don’t quite match.
My son certainly needed greater intra- and interpersonal intelligence if he wanted to successfully jettison his anger and control his emotions to become more positive.
I suggested a simple, two-step method.
STEP ONE: Jettisoning anger
That’s the anger out of the way. “But what about the business of controlling my emotions?” my son asked.
That brought us to…
STEP TWO: Controlling the emotions
To control your emotions, I recommend the following.
If you can get yourself into a positive frame of mind and project that positivity, then you can easily attract and inspire other people—an essential quality for a business leader.
Carlos Ghosn, the charismatic French-Lebanese head of Nissan, is respected in Japan and worldwide for his rescue of the struggling national carmaker in the late 1990s.
Ghosn bases his approach to public speaking around a simple cast-iron rule: Your audience will forget 90% of what you say within 24 hours. What stays with them is your attitude, your emotion, the feelings you convey.
“So if you want to make something of yourself in life,” I told my son, “you’ve got to be able to keep your negative emotions under control and project positive emotions.”
By this stage, my son was getting so interested in the idea of emotional control and projection that all his anger toward his younger brother had evaporated. The change in his mood proved my point for me.
What about you? Do you have any favorite techniques for reducing your negative emotions and projecting positive vibes to inspire the people you work with? Why not share them with us in the comments below?
Originally posted on LinkedIN by: Yoshito Hori
At HotelTonight’s weekly all-hands meeting, HT Nation, we always end with an AMA (ask me anything). This reflects my goal of running a transparent organization and one where people freely give feedback to one another. I get direct questions about our finances, our strategies and our future plans. I love it. A few weeks ago, I got a great question asking what I was most proud of achieving at HotelTonight. Among the significant business milestones, I shared how excited I am about the culture HotelTonight has built and sustained.
It was always a goal of mine to build a company with an amazing team culture. A place where people will not only do the best work of their lives, but also somewhere they genuinely love coming every day, surrounded by people they enjoy being with. I wanted to create the environment that I wanted to work for when I started my career. Also, building a company is about the journey, not the destination, and when you’re on a journey you want to be with fun people. And it’s also good business – the team that likes and respects one another is more innovative and productive.
While we certainly have more work to do, and continually are gathering feedback from the team and acting upon it, I’m really proud of the culture that has emerged at HotelTonight. From what I’ve observed from my time building and working at startups, a key way you’ll know your culture is working is when people spend time together outside of the office or any company-sponsored event.
Here are a few anecdotes I’ve collected over the past few months to demonstrate what this looks like at HotelTonight:
The Company That Runs Together...
A bunch of us recently ran the SF Half together (my first and definitely last half marathon). Not only did a group train together, but one of our Regional Managers, Adam (who crushed the race, btw), invited everyone over to his house for a BBQ afterward – whether they’d run the race or not.
We also offer a subsidized gym membership as a perk, and it’s fun to see people heading over there together to try out new classes, or encouraging each other to squeeze in a workout. I’m a big believer in both the mental and physical benefits of exercise, and it’s very cool to see the team motivating each other.
Over the years, Team HT has taken many trips together, from big-group trips to Tahoe and Vegas to taking a work-friend on a hometown tour (as far away as Dublin!) to attending each other’s out-of-town weddings. We’re a travel company (with unlimited vacation), so I especially love seeing people bonding in this way.
The week before last, our North America Local Ops team took a travel week to visit their hotel partners all over the continent. Gaby, who manages Mexico City, invited everyone to come check out the city (New York Times’ #1 “Place To Go” in 2016) the following weekend. A group from teams across the company went, and it was awesome to see their Instas and Snaps (and made me want to go there, too).
One of the other sweet perks we offer is HT Roulette, where once a month someone wins a totally-free spontaneous trip for two. Your plus-one can be anyone, but it’s been so cool to see how many winners picked an HT coworker as their travel buddy.
Mates Across the Globe
We’ve got several offices internationally, and the team is so incredibly welcoming when they’ve got visitors from other offices. One way we’ve helped foster this is by having virtual “coffee dates,” pairing up people across teams to get to know each other (we’ve also done this in person within our SF office).
Recently Kelsey from the SF office was visiting the UK... and several people from the London office ended up joining her on a trip to Paris. And Donnie, our Strategic Partnerships Manager, just relocated to our London office. Serendipitously, a past employee he’d stayed in touch with had a room available exactly the week he was set to move!
It’s inevitable that people move on. But a mark of a great, lasting company culture is when people stay friends even when they don’t see each other in the office every day. Maybe they’ll work together in the future, maybe they’ll start a company with a great culture of its own, maybe they’ll be at each other’s weddings or will be travel buddies for life.
I’ve even heard from people who left HT for new opportunities that while they like the people at their new jobs, there was something special about HT that they haven’t been able to find elsewhere. If there’s any one indicator of a great company culture, I’d say that’s it!
I’d love to hear: is there one thing you notice that indicates a great team culture?
Originally posted on LinkedIN by: Sam Shank
Meet the Team
WorldBridge Partners earned the Best of Staffing®Award for providing remarkable service quality. Fewer than 2% of all staffing agencies in the U.S. and Canada earned the 2015 Best of Staffing Award for service excellence. With satisfaction ratings more than three times higher than the industry average, the Best of Staffing winners truly stand out for exceeding expectations. This award identifies the staffing industry's elite leaders in service quality.