Category: Hiring

On-boarding Tips and Tricks

Turnover is a huge concern for many HR professionals. One of the key steps an organization can take to reduce this during one’s first year is to develop an effective on-boarding program. Below are a few tips to get your started.

Have on-boarding start before day one and last beyond the first week. Preparing a new hire should begin before they walk into the building on day one and should be part of their first year. Regardless of their experience and expertise coming in, starting in a new role can be intimidating especially if the new position required relocation. Ensuring they are ready to start on their first day is critical and ensuring they continue to feel comfortable in the coming year is even more important to their success.

Develop experiences that will help them navigate the reality of the culture and the position. The proper set of experiences is a critical element of effective on-boarding. Finding the right balance of support during the first days and weeks is critical as an introduction; however it is important to look past the first few weeks and establish proper mentoring or coaching through some critical “firsts” for your employees. Many annual processes happen at the same time every year. If a new hire comes in right after the process has wrapped up for the current year, their first experience may be nine months from their hire date.

Avoid too much hand-handholding treatment up front. Employees need to acclimate into your culture. If you start with too much support up front that abruptly stops on day two, or 30, 90, or even 365 days later, employees may experience shock at the sharpness of that change and may be left unprepared to navigate without the support.

Carefully select a mentoring team and prepare them for their role of mentor. I have found that sometimes the mentor and mentee relationships have failed when only one mentor is chosen for the new hire. Sometimes personalities don’t align as well as planned even when the mentor has been fully prepared for their role. Introducing a new hire to a small group of mentors may provide a better success rate of finding a good match. Also a team allows you to provide your new hire with different levels of expertise.

Include networking opportunities into the process. This includes the personal network and the professional network. It is important to plan ways to introduce new hires to those within and outside of their work group. If you are hiring a large number of recent college grads, find ways to connect them outside of work. This can be done through the use of social media or planned events. Also, if you are relocating new hires, find ways to assist in acclimating them into the community.

What tips can you add? What stories can you share of effective and ineffective programs?

—

For more resources, See the Human Resources library.

In the past eighteen years, I have reviewed thousands of resumes. Many of them look very similar with an occasional one here or there that attempts to stand out by changing a font style or color. If you are walking around in front of my office on any given day, you may actually hear me talking to the resume as if its owner can hear me. Aside from the font issues, (by the way, the fancy font makes a resume difficult to read and impossible to scan) what I find that evokes comments even more is what is listed on the resume.

Hopefully by now, you have heard or read enough advice to know that giving me your job description doesn’t tell me what I want to know. I need to know what did, how you did it, and what were you able to accomplish. I need verbs, actions, and results. Simple as that. Sure if you want to list on your resume that you were “employee of the month” that is great, but what I really care about is what you did to earn that recognition and why it was important in your role. If you can give me that in a concise way on your resume, even better. If not, I am going to ask you if you make it to the interview, so be prepared to give the details.

The same thing applies to the memberships you list. If you list your SHRM membership on your resume, what are trying to tell me? If you simply paid you membership dues (or had your company pay the dues) and that is the extent of your involvement, then I wouldn’t even add it. If you don’t use your membership, then it doesn’t matter. I need verbs, actions, and results. Even if you are a national only member who uses the website for its vast amount of research and resources, then it’s good to list. However, I wouldn’t just list it as an affiliation. Tell me concisely in one line what you do with your membership.

Verbs, Actions, and Results. Easy to Read and Scan.

—

For more resources, See the Human Resources library.

—

Sheri Mazurek is a training and human resource professional with over 16 years of management experience, and is skilled in all areas of employee management and human resource functions, with a specialty in learning and development. She is available to help you with your Human Resources and Training needs on a contract basis. For more information send an email to smazurek0615@gmail.com or visit www.sherimazurek.com. Follow me on twitter @Sherimaz.

What was I doing trolling the Recruit Military Opportunity Expo? It never hurts to see what is out there and to network. For me, I had a different plan, but the networking is always a good idea. I’m always open to new opportunities. You never know when a gem of an opportunity comes your way.

Here’s one kind of opportunity: the kind where I get to talk to others about training and development, communication and getting the most out of experiences–the best experiential training you can get, and applying it to the future. Everyone knows experience is invaluable training, plus the military already trained the attendees, so the company’s representatives were looking at a ready resource with most of the basic training (no pun intended) taken care of. As for the educational reps, it was a perfect venue to encourage career change or development. More training.

In the course of my “trolling” I was in a position to promote and learn, network and learn about my audience. How do traditional colleges and universities view Corporate Universities? Some hadn’t even heard of them until I dropped a few names like McDonald’s university, “Hamburger U,” “Motorola University,” and “Boeing University;” however, in return, the schools I talked to were more than willing to tell me how they viewed training for the job.

An interesting note. One such institution felt there was a difference between teaching and training, and that had to do with an “educational” distinction: ensuring students compare what they were learning and applied what they learned to what they think–essentially the reality they understand. My reaction? I hope the trainers I know do the same thing. Trainees should be allowed to think, too. If they are not allowed to think, kiss creativity and innovation bye-bye.

What training value is there in attending a job fair for the trainee other than a job or educational opportunity? All of the above and more.

It not only gives you a chance to see what is going on in your field and others, it also gives you a chance to practice communication skills–sometimes interviewing skills. Think of each encounter as practice listening and selling yourself. Not only are you practicing what you know, it may have surprising results. An opportunity you only dreamed of may present itself. Yes, that very reason, job fairs exist: to snare you. If you are ready to be snared for that dream job, so be it. No one will really hold it against you. If most colleagues were to admit it, they would admire you and know you deserve it for your initiatives. However, if that scenario doesn’t happen, be satisfied that you were in a continuous learning mode. Seeing the reps out has a motivating effect for you as you realize, “I have a good job,” or “This educational opportunity might be just for me.”

I have to say the best lessons learned are those where you caught the mistake yourself and vowed never to do it again. I learned some here that I thought I would pass on to you.

This was a last minute decision. I threw resumes and materials I had on hand together and left out the most important part of my package: my business cards. Bad but not worse, someone even commented my headshot did not look like me. On the positives side, I made conversation–even though I’m a little shy. I went table to table, and started out by touching base with the Marines, sort of using it as my comfort zone. I’m too old to re-enlist but a good chance to warm up and see what the current group of Marines are facing when they come back. I really am shy, and this warmed me up. I then spoke to various companies and schools about training and development, about speaking and teaching, even about writing about theatre and theatrical reviews–all things connected to me somehow and tried to connect those skills to the company or school I spoke to. I even spoke to the event organizer about having a speaker to welcome and motivate “troops” (hinting, of course, I can do that and I would do it for free). However, he noticed my lack of business cards. Not good.

My biggest mistake was making this a last minute effort. However, it was still worthwhile. As I said earlier, let’s learn from the mistakes I made and shall endeavor never to repeat. Now, you…

Do prepare a package of generic materials, or better yet, materials that are specifically aimed at companies in which you see value in interfacing. Let them see the best side of you. No matter how good you can talk about yourself, these reps have seen hundreds of people, some just like you, and in some venues even more than hundreds. Well crafted and targeted materials will be remembered longer than you and will help them remember you in person.

Do remain positive and do your best to remember the reps’ names. When talking to them, be cognizant that others may overhear or even be listening intently on purpose. I had one fellow, with whom I had spoken to earlier, come over and join a rival rep to hear more. I hope it was because what I had to say was interesting.

In addition to ensuring your materials are up-to-date, make sure you bring up-to-date business cards as well. I forgot my business cards, but I also noticed my materials did not have my latest web address. I had my first blogging address, which is actually under a heading called What I Say on my new website. Having to explain that after making a good impression is simply awkward.

Finally, look in the mirror and look at your headshot on your materials if you have them. Smile. It ought to be close to what you look like now. If you changed a lot, or lost (or gained, sorry) weight, I’d get a new one. For people in the face-to-face business like trainers, speakers and, oh yes, actors, headshots are a must. Word to the wise though. A headshot sent when it is not expected can make you look like an egotist instead of a professional–especially if it is an 8″ by 10″ like an actors. 2″ by 2″ or a little more is more than adequate for a business profession and a part of your resume–not a separate document, except maybe a bio you might use on speaking engagements. Make sure a professional headshot is an appropriate part of your resume or brochure. It used to be few resumes had them. With technology today it is easy to do.

Headshots should be professionally done by a specialist because not every photographer knows how to do them according to the market, and show you at your best. It should not distract from the written material on the page. If it shows things about you that could have your resume dismissed–say you look too young for the potential the job is asking for. you don’t want to lose consideration because to them you look 15, give yourself a chance to impress them first. It is a matter of perception and youth not always equated with experience. Attractiveness is still a factor so try to make your picture as attractive as possible, and don’t be negative; headshot professionals can work wonders. Look at mine. Still don’t feel comfortable with the outcome, maybe that is the time you do not put a picture of yourself on the package you send, but of something more generic like a classroom training. A stock photo.

Professional headshots can be expensive, but worth it. Good photographers take as many as a hundred pictures and all you have to do is find just one. As an actor, I had the help of a casting director; however, feel free to ask a colleague you trust, or better yet a previous client who has become a friend over time. Some may disagree with that, but I don’t see any harm done.

—

For more resources about training, see the Training library.

Perhaps, not the pithiest opinion piece from me, but sometimes it’s those little things that trip us up in the training world. I am always looking at training and development from several perspectives and I hope it is of value to you. We get busy and we forget. Remember, all said here is my own and The Free Management Library. The Library offers me this wonderful opportunity to connect with you, but don’t forget there are more direct ways. Some of you may know that I am retiring from the Federal government this August 31. I plan to still be here on the Training and Development Blog, but this means I will have more time for hands-on train and develop training. Since this is not the place to promote my services, please just take a look at my website and contact me if you are interested in seeing what I can do for you or your company. You’ll also find I write about communication, theatre and theatrical reviews. Or Follow me on Twitter. For a look at the human side of training from my Cave Man perspective, please check out my book, The Cave Man Guide to Training and Development. Happy training.

Are interested in working in Netflix? Do you think that talent is your number one priority in HR? Then you shouldn’t apply at Netflix. In a current job posting on their website, Netflix clearly spells out what they are and are not looking for in a Director-HR. The message is short and doesn’t mention anything about company benefits or essential functions. But, it is effective. It is to the point and my guess is that it will weed out a number of candidates that don’t fit.

What about talent?

In a previous post, I discussed the many different answers one would get if asked, “What is HR’s number one responsibility?” Everyone in an organization seems to have their own opinion of what the answer should be. And I would also guess that most organizations lack the communication to define it across all the individuals in the organization. So we end up with 1000 different answers all in the same organization. Even with the differences, I would guess that the majority of those in HR roles would answer that talent (in one form or another) is their number one priority.

The folks at Netflix clearly state the priority of the Director is business first, customer second and talent third. Then further go to define that the incumbent will be working with the talent to meet the objectives of the business and the customer.

Isn’t this exactly what HR should be all about. Isn’t it about getting business results through the talent. Sometimes I think HR folks get so wrapped up in the feel good, or the compliance, or the policing that they forget our primary objective is helping the organization meet its business objectives. And yes the studies and research have shown that we do that by taking care of the talent. But when we lose the focus of business and customers first, we are likely going to lose our seat at the table, because we just don’t get it. And organizational leaders expect us to get it.

—

For more resources, See the Human Resources library.

—

Sheri Mazurek is a training and human resource professional with over 16 years of management experience, and is skilled in all areas of employee management and human resource functions, with a specialty in learning and development. She is available to help you with your Human Resources and Training needs on a contract basis. For more information send an email to smazurek0615@gmail.com or visit www.sherimazurek.com. Follow me on twitter @Sherimaz.

This is all about you, me and everyone who works or has worked for someone else. Employee orientation is the most propitious time a company has for training.

Think back to those glorious days when you were fresh, hyper-energetic (not hypo-allergenic, that’s different), sharp, and couldn’t wait to get started. Your day went down from there. You went to personnel and filled out some forms and were handed a packet. You probably received a briefing…I’m calling it a briefing because it felt like a briefing. To me, a briefing is information shoved in my mind and a presentation does it in a more subtle way. Still, the people giving the information don’t seem to care about you and sometimes share their own jaded feelings about the company even though their hearts are in the right places, do my duty and all that.

Is there no possible way of making this process more interesting? Is it about money? You could have fancier products, but I don’t think it’s necessary. It is about first impressions. The company’s, not yours. That makes it a people event, not just process.

Here’s my example of a good first impression (from the military, believe it or not). I pull into the parking lot according to the directions I have in my hand and start to pull my things out of the car. Meanwhile, a tallish, young smartly dressed young man in uniform, shoes shining, strides out to meet me at my car. He looks me in the eye the entire time as he approaches; he smiles a genuine smile, salutes and says, “Welcome to Officer Training, Sir. I’ll be your escort. You can call me, Bob. Here, let me take that for you.” Professional, friendly. I’m impressed.

Another military tale. I arrive on the bus with all the other recruits. We are all different. We have no idea what to expect…and there he is: A lone drill instructor, a Marine Master Sergeant, is centered in front of the bus as it pulls in. He makes no move to attract the attention of the driver, who stops almost precisely six feet in front of him. The drill instructor moves around to the door of the bus and stands aside so it can open, which it does almost immediately. I can see two of his cronies off to the side, ready to come in and assist if we are unable to do what is expected of us. “GET OFF THE BUS AND GET ON THE FOOTPRINTS!” There is a mad scramble and seconds later we are all standing on the footprints about to get an orientation.

And, boy, do we get it! We are told how to stand, when to move and how not to faint. It seems like an eon of waiting before processing is ready for us. There is a thud! Then another! And another! These are people hitting the ground. Apparently, they were so anxious to please, they locked their knees, which caused them to faint from improper circulation. The other drill instructors come around now and pick them up, instructing them on how not to faint (again) while standing at attention. We are then marched off to be processed. I am impressed.

My point is that there are impressions and there are impressions. Both may work in their context. In this case, both work, believe it or not. In the first example, I was treated respectfully as an adult, equal to co-worker who had more experience (he was escorting me) and in the other I was immediately immersed into the environment I could expect. In either case, I was not lied to; I was not made to feel one way and then treated another once I settled in. In the first environment I was always treated like an “officer and a gentleman” since that was the point and the expectation of the training. It was who I was expected to be at the conclusion of my training. In the other situation, I was to learn to react quickly to orders, do as I was told, learn what I needed to do to survive and help others survive. Again, that would be my job as an enlisted Marine.

These are true stories, by the way, and I am amazed to this day, that the system works as well as it does. Now, my military days are done, but not my perception of reality and human behavior. People want to know what to expect. We tell them. We process them like the DMV. People don’t want to be treated like a number unless they are playing a number in a school play. Not even those in the military; recruits aren’t numbers, but solders, sailors, marines, airmen, coast guardsmen, etc.

My advice: treat employees as people, not numbers. Don’t make them stand on footprints if that’s not part of their job. Treat them as the successes you hired and they will be your company’s successes now. Ever watch a movie where the rough, tough, hard-to-train or teach individual how to be part of the group becomes the teacher in the end? Hollywood gets it.

Many people link their identity to their jobs. Our jobs do play a large part of who we are, but we are more. Our packets should address as personally as possible those very points and what that means to the company. Does it make sense for a company that deals with family-friendly or children-friendly products to not have family friendly programs like bring your child to work days or day care set- ups? Now, I’m not saying they have to, but it probably wouldn’t hurt to explain why not or what future plans might reflect that possibility. Is there a place for a woman to use a breast pump and store her milk until she goes home? It could mean a lot to an employee, and to think the company is aware just made her day. Just to show the company walks the walk. Mentioning family-friendly leave policies might be enough. The point is to keep the company dialogue people-centered. Nuts and bolts can come later.

I like a basic turn-over folder that tells me some specifics, especially if written by the person whose place I may be taking. If not, I really like to know who I can genuinely turn to when I need the simplest instruction. Hey, I may have missed the obvious. The last thing I need now is someone to make me feel like an idiot; I’m trying to impress my new colleagues. And, please don’t judge too soon. I may be the type to be overzealous and oversell. Give me acceptance and see if I don’t settle down. If I’m still a jerk much later, then put me in my place.

Here come some “nuts and bolts.” If all I have is a job outline, how do I start and not feel a little lost? How do I feel when those employees laugh at me rather than help me learn? Competition from Day One is not the way to start. Office politics should not play a part, yet inevitably they do. The corporate culture should support teamwork and reward helpfulness, but there are always people who feel the only way to look good is make someone else look bad or incompetent. It’s sad when incompetence comes at the cost of ignorance, but it does. Reward the helpful; it keeps down the worry of how helping and taking time away from your own job to help is a negative. On both parts.

Employee orientation is probably the most important time for training. It is when you train for the corporate culture you want to create. You can try to eliminate what you don’t want. Motivate new employees in ways that suit today’s culture. Times change faster than people do. Most of all, offer help to the new employee to feel wanted, accepted by the others in the workforce and not a threat, and impress them with your ability to see them as more than numbers.

—

For more resources about training, see the Training library.

For a look at the human side of training from my Cave Man perspective, please check out my book, The Cave Man Guide to Training and Development. Happy training.

Over the years as I have left various positions and started new ones, I have always felt the best training tool was a turn-over book, a how-to-do-your-job training guide. Some might say, it is the perfect training tool. It is and it isn’t. Depends. Sometimes.

The alternative to a turn-over guide book is to be able to meet your predecessor and find out first hand, understanding that his or her perceptions may be colored by their personal negative experiences. Of course, if everything is wonderful, look out!

Only once was I fortunate to have the person I was replacing still on the job for me to shadow. The result was less than satisfying, but I did learn something valuable. Her contacts became my contacts, but the relationships I established were totally different. There were people on her list who had varying degrees of value in my position as a community relations managers and as such, contacts and the relationships you establish are everything.

She had provided me, not so much a turn-over book, but a contact list with notes–notes I discovered I needed to be somewhat skeptical of in her characterization of the contact’s value and find out for myself. Many of her negative contacts became my positive contacts. Call it chemistry or new blood, but we attracted different people who wanted to work with us. She was successful in her way and I in mine. But as I said, this experience is an exception in most cases–at least for me.

Usually, you just get the “book,” and a chance to talk with the other employees, and again personality plays a role in determining the perspective. But the guide can have its uses. It can provide all the contacts and tell you where to go for this or that. It can lay out in practical terms how to perform your job. Still, schedule a meeting to talk to the managers you will be working with–especially your predecessor’s supervisor about what they perceive the job to entail. The book could have it wrong; it can always be improved. If management wasn’t satisfied with the job your predecessor was doing, and that is why you were hired in the first place, you may not have to schedule a meeting; one will be scheduled for you. In addition, all the water cooler information from others to take into account will come at you more like a waterfall.

Transitions are tough. Total newcomers to the organization haven’t a clue about how things work, politically or otherwise–water cooler stuff that you can’t put in writing–unless you want to make a lot of enemies and be blackballed for life. A little exaggeration, perhaps, but your reputation will certainly suffer. “Just the facts, ma’am, just the facts” go into a turn-over book. Sometimes the guides are best kept private for a variety of reasons such as secrets of the trade, confidential sources, or special perks that you may not want public. However, it should go without saying that everything should be legal and on the up-and-up.

As training goes, the impact of a turn-over book can be tremendous in giving you a heads-up, or disastrous if you don’t use common sense in using it. It can contain valuable resource information that would take a lot of time gathering yourself. In many ways, this resource tool is more important than the more formal training that is bound to follow; this might even be a training supplement to the information you receive formally. The book enables you to start immediately doing the job.

Be careful. Pitfalls are everywhere in the personalities you encounter, the facts you need to verify, the organization’s culture, as well as the boss’ perception and vision for you that is not written in that turn-over book. Don’t turn over your career to it. Determine it’s value and go your own way as professional as possible.

—

For more resources about training, see the Training library.

For a look at the human side of training from my Cave Man perspective, please check out my book, The Cave Man Guide to Training and Development. Happy training.

In the newest edition of the EmployeeScreenIQ Verifier, Kevin Bachman discusses a few background screening “urban legends.

• ” Below is a list what is discussed: “I hear everyone uses credit reports to make hiring decisions. I should too.”
• “These new database products I hear about are great!”
• “My applicant’s data is secure. Right?”
• “I don’t bother with employment verifications. Everyone says companies don’t provide anything!”
• “I called his references. He sounds great!”

These myths are assumptions made many in HR departments. I have previously written about some of the things that I wish I knew about background screening prior to being employed by a leader in the industry. With background screening being such a vital part of employment screening, it is important that HR Pros and Recruiters understand the truth around them. Check out both my previous post and the Bachman’s legends to see how much you know. If you need more information visit www.employeescreen.com.

—

For more resources, See the Human Resources library.

—

Sheri Mazurek is a training and human resource professional with over 16 years of management experience, and is skilled in all areas of employee management and human resource functions, with a specialty in learning and development. She is available to help you with your Human Resources and Training needs on a contract basis. For more information send an email to smazurek0615@gmail.com or visit www.sherimazurek.com. Follow me on twitter @Sherimaz.

I was recently asked my opinion of using a referral pane on a resume. You can view a sample of the resume by clicking here Reference Resume Sample

My opinion is that this is too difficult for a recruiter to scan. If you resume makes into the hands of recruiter or hiring manager once the Applicant Tracking System scans and ranks it, it only has a few seconds to sell your qualifications to get moved to yes or event the maybe pile. When I scan a resume, I need to know what did you do, where did you do it, and how can you help my company achieve its goals in 30 seconds or less. During the scanning process, I am not interested in who you got to say great things about you.

Another resume that doesn’t lend itself to quick scanning is the one will all the cool designs and bold colors. Unless I am hiring a graphic artist, I don’t need funky fonts, colors or shapes. I need a resume that concisely tells how you match our needs. It is as simple as that. (And if I were hiring a graphic artist, I would expect to see a portfolio in a format such as Acrobat or other software that you would be expected to use on the job.)

Another question I frequently get is about the cover letter. Should I bother to send one? The answer is yes. While some recruiters may never look at it, my guess is someone in the hiring process will. However, if you are going to send one, use the T-format.

Listed Job Requirement	Your matched skill/experience
Knowledge of ADDIE	Used ADDIE method to design corporate leadership training program that resulted in a 100% performance improvement in two departments.

And If you really feel it is necessary to add those recommendations, add another column to your T.

Listed Job Requirement	Your matched skill/experience	Recommendation
Knowledge of ADDIE	Used ADDIE method to design corporate leadership training program that resulted in a 100% performance improvement in two departments.	“program provided me the skills needed to help my team reach their goals”

Listed Job Requirement	Your matched skill/experience	Result
Knowledge of ADDIE	Used ADDIE method to design corporate leadership training program.	100% performance improvement in multiple departments.

But if you want to standout even more, use the other column to show your results. That is what I really want to talk about.

What do you think? Your comments are welcomed and encouraged.

—

For more resources, See the Human Resources library.

—

Sheri Mazurek is a training and human resource professional with over 16 years of management experience, and is skilled in all areas of employee management and human resource functions, with a specialty in learning and development. She is available to help you with your Human Resources and Training needs on a contract basis. For more information send an email to smazurek0615@gmail.com or visit www.sherimazurek.com. Follow me on twitter @Sherimaz.

I recently received an email from someone seeking advice on entering the field of HR as a career choice. This is a question I often get and so below is the advice I gave to someone with a degree in accounting. If you have a degree in HR, I would recommend that you also find some experience and education in business, finance and/or accounting. Understanding business is critical to a successful HR career if you really want to make an impact.

1. Find your passion.

2. Try an internship in an HR department. There are so many specialties within the field that this experience could prove valuable to you in determining what type of experience and education you will need to obtain and in which HR specialty. You can find certificate programs in a variety of specialties through local colleges and professional organizations. Take advantage of those.

3. You will definitely need to gain some experience. There are few ways to do this. You could seek out entry level administrative positions within HR or training departments. You could also look for opportunities within companies or organizations that you may currently work or have worked for previously. Retail and restaurant management positions can be a way to gain experience in many aspects of human resources such as hiring, recruiting, training, and supervising others. Recruiting firms and employment agencies also are a great way to get experience in that area and often hire new college graduates.

4. NETWORK. NETWORK. NETWORK. Join local or student SHRM chapters or other HR organizations in your area and get involved. Volunteer and join committees. You will be able to build a broader network and gain some experience by participating actively.

5. Create a LinkedIn Profile. Make sure you join groups with which you have a shared interest. Group postings often include networking and educational event announcements and other topics of interests to you. Also, seek individuals who are in HR roles within the organizations for which you are most interested in working. Try to connect to them and watch their updates. You may find announcements of openings in their companies on their profile.

6. Attempt to connect with an HR person within an organization for which you want to work to set up an informational interview. Use the interview to learn what roles the company has within the department, what skills and experience is needed to work within those roles, and ask for ideas on how you can gain the skills and experience. Make sure you keep a business card when you leave the meeting so that you can properly thank them for their time with a note and keep in contact via LinkedIn or through email.

7. Watch your online presence. Google yourself and keep all of your information and postings professional. Seventy percent of employers will Google you!

A career in HR can be very rewarding, but like accounting it isn’t for everyone. It is important to figure out what aspects of work excite or motivate you. When you find a job you are passionate about, it doesn’t feel like a job. And that is the best career you can have!

What advice can you share?

—

For more resources, See the Human Resources library.

—

Sheri Mazurek is a training and human resource professional with over 16 years of management experience, and is skilled in all areas of employee management and human resource functions, with a specialty in learning and development. She is available to help you with your Human Resources and Training needs on a contract basis. For more information send an email to smazurek0615@gmail.com or visit www.sherimazurek.com.

With the news of Lebron’s departure from the Cleveland Cavs announced last night, the emotions of Clevelanders are running high. There are so many lessons we could discuss from this situations in the world of the workplace, but it is also good to find humor in those emotionally charged events. Nick Fishman of EmployeeScreenIQ writes in his blog about the background check of Lebron:

Let’s take a look at what LeBron’s employment background check might look like the next time he looks for a job:

Criminal Background Check: Guilty of Stealing the Hearts of the entire city of Cleveland

Motor Vehicle Record: Speeding out of town

Employment Verification: Check out Cavaliers’ owner Dan Gilbert’s reaction. Do we think he would offer a glowing reference?

Now that we have seen the humor the situation can bring, let’s discuss at least one lesson. DO NOT BURN BRIDGES! If you get your dream job offer that you just can’t refuse, don’t feel bad about taking it. But be sure to leave your current employer with dignity and tact. You never know if your dream job will eventually turn out to be a nightmare. While us Cavs fans are hoping Gilbert’s prediction about the curse is right, Lebron should be hoping it works out in Miami.

—

For more resources, See the Human Resources library.

—