Lead, Technical Process Operations, Montvale New Jersey

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Lead, Technical Process Operations

Essential Job Function: This position carries the responsibility for the direct client interface during the development; scale-up, transfer, and /or commercialization of products. This includes batch record creation, review, generation of DOE and sampling protocols, validation documents, authorship of final reports and technical project guidance to the client.

Expertise in fluid bed processing is highly sought as well as high shear granulation, drying, milling/sizing, compression, encapsulation, coating and packaging operations are fundamental requirements for the position.

This position is also accountable for the training and mentorship for junior personnel within the R&D, Technical Process Operations and Manufacturing Operations.  This position may require overnight travel accounting for 20% of your time.

This position is classified as a “safety sensitive” position especially in light of our formulation and development work with controlled substances and is therefore subject to random drug testing.

 General Information: Bachelor’s degree or equivalent Industry Standard Certification and +10 years related pharmaceutical experience. Position requires a demonstrated skill for scientific report writing, excellent verbal communication skills, and a customer oriented behaviors.

Responsibilities include but not limited to:

Direct client interface during the development, scale-up, transfer, and /or commercialization of products. This position has the oblicliention to meet or exceed the Client’s expectations set forth in the Statement of Work. This includes both the delivery of “hard” documents (DOE protocols, interim/final Product reports, validation documents, etc.) and driving major activities to meet project milestones and goals as stipulated in the Statement of Work.

  • Identification of critical scale-up and process validation parameters for each project, in close association with Technical Process Operations and Commercial manufacturing.
  •  Liaise with Business Development, Planning, QA, Contract Manufacturing, and Development on behalf of external client projects.
  •  Liaise with Business Development, Planning, QA, Contract Manufacturing, and Development on behalf of external client projects.
  • Provide guidance and mentoring to junior scientists and Technicians. Specific activities would include, 1) review of data summaries, 2) mechanical set-up, maintenance, and running of equipment, 3) cGMP and OSHA operating standards, 4) review of lab notebooks and process reports for completeness and accuracy.
  • Technical and process training to CM personnel as part of product transfers or new product introductions.
  • Ability to carry out complex work assignments in a high quality work environment.
  • Liaise with Project Manager for guidance and coordination of Development and Tech. Process supported activities.

 

  • Serve as a process technology expert for new unit operations installed in CLIENT’s laboratory as assigned. Activities include gaining an intimate scientific, mechanical, systems knowledge of these new processing systems.
  • Support Product Development/Formulations, Technical Services, and Business Development with client and CLIENT affiliated process transfers.
  • Assimilate R&D and Process Development product data to devise commercial scale processes which are validatable and cost effective.

Resumes to Larson@jobsbl.com

 

 

Sending Right Signals in Interviews

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Bob Larson, CPC
Bob Larson, CPC

When hiring managers are asked about boneheaded mistakes they have seen job-seekers make during an interview, the most common, they say, are the subtle mistakes or omissions that can cause one candidate to lose out to another, according to an article in The New York Times. But if one person is sending out the right signals and behaving in the right way through each step of the process, the article noted, he or she has a much better chance to land the job.

Keep in mind, though, that there is no single set of rules in the hiring process. While certain standards of courtesy always apply (be punctual, treat everyone you meet with respect), your success may indeed depend on the company’s culture and the preferences of the people doing the hiring. Your ability to sense, and to act on, these factors could make a big difference, the article pointed out.

When Susan L. Hodas, director of talent management at NERA Economic Consulting, is hiring, for example, she looks for the right cultural fit as much as the right experience. To some degree she goes with her instincts, but she can also identify certain preferences. Here is one: “They should come in a suit,” she said.

Body language is also important, Hodas told the newspaper. She looks for an assured but not overly casual demeanor, along with good eye contact. She also looks for people who can enunciate their words (mumblers beware) and who can communicate their thoughts and ideas clearly. Overall, she said, she looks for people who are “confident, but not cocky.”

She added that she and her colleagues also typically apply “the airport test” to candidates. They ask themselves: “Would I want to be stuck in the airport for 12 hours with this person if my flight was delayed?”

It seems that just being yourself—albeit a formal, polite, alert and attentive version of yourself—is the best way to behave during interviews. You don’t want to do such a great job of faking it that when the company discovers the real you, it comes to regret ever hiring you. That said, there are certain things you can do—both during the interview and afterward—to give yourself an advantage, according to the article.

First and foremost, you should always research the company thoroughly (easy to do on the Internet), and be prepared to give specific examples of how your experience relates to the job. Also be able to describe as concretely as possible how you made a difference in your previous jobs.

Researching the company will also help when the interviewer asks whether you have any questions, said David Santos, executive director of human resources for Interbrand, a brand management firm. Not having any shows lack of interest and preparation, he added.

You should also make sure your questions show knowledge of the company and your interest in contributing to its success, the article pointed out. You’d be surprised how many people focus on themselves, not the company, by asking right off about things like salary, benefits and bonuses, said Annie Shanklin Jones, who manages United States recruitment for I.B.M.

Try to establish common ground with your interviewer so you stand out, Shanklin Jones added. Maybe you went to the same college or you pull for the same sports team. During the interview, “leverage your referrals,” she said, finding ways to highlight the people you know within the company.

Depending on the job you apply for, you may be called back for an interview several times. How you follow up after each interview is crucial. Not following up at all shows a lack of interest. Following up too much, or in the wrong way, could take you out of the running.

Santos told the newspaper that she looks for prompt follow-up by e-mail that shows the applicant was listening attentively, that mentions names of people the candidate met, and that reaffirms the candidate’s work experience and understanding of the company. Much less impressive is a generic e-mail that could be sent to any company, he said.

Should you use paper or e-mail in correspondence? Santos’ preference shows how tricky this can be. He said that for a company like his, which is more digitally focused, it would show a lack of awareness to send a traditional thank you note through the mail. On the other hand, he does expect candidates to show up for interviews with printed copies of their résumés.

Indeed, given that all companies and hiring managers are different, getting through the interview process can seem like walking a tightrope, the article pointed out. But common courtesy, combined with common sense, plenty of research and a dose of intuition can go along way toward bringing you safely to the other side.

News from BLK

Happy New Year….special thanks to all the job-seekers and hiring clients that added to our 2014 success…we can’t thank you enough.

As we gear-up for 2015 we are confident in continuous improvements for the job market.  Talent shortages in key skill sets will increase as demand will out weigh supply.  We are also predicting 2015  a rising tide of salary increases across all industries.

One of our key initiatives for 2015 is increasing Berman Larson Kane’s  community service programs for job-seekers through a series of free webinars and community out-reach programs.

Thanks to all for allowing us to continue our 35 year of offering the “Best Staffing Options” we so appreciate your support.

 

 

 

TIS’ THE SEASON FOR JOB SEARCHING

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President, Berman Larson Kane
President, Berman Larson Kane

TIS’ THE SEASON FOR JOB SEARCHING

Many job seekers are tempted to slow down their search for a new position (or pause it altogether) during the winter holiday season. But according to an article published by Monster.com, career experts say that taking a break from your holiday job search is a mistake — because hiring doesn’t stop.

At the end of the year, some companies rush to fill job openings that might otherwise be removed from next year’s budget, the article pointed out. Still other organizations will be looking ahead. “Jobs that might have been on hold until budgets are in place will become available in January,” said career expert Kimberly Bishop.

Roy Cohen, an executive coach agreed. “There’s a belief that recruiting shuts down during the holidays,” he said. “That’s a myth — so when other people take off from their job-searching during the holidays, you’re at an advantage should an opportunity surface. It’s all about numbers and odds.”

In fact, the holidays provide some distinct advantages and special opportunities for proactive job seekers. Here according to the Monster.com article are some ways to make the most of your holiday-seasonal job search:

  • Be Flexible — Judi Perkins of FindthePerfectJob.com recalled: “When I was a recruiter, the holidays were one of my busiest times, and I was often on the phone either side of Christmas day.” This means that you should be prepared to interview at unusual times, to allow for a recruiter’s or hiring manager’s busy holiday schedule.
  •  Do Volunteer Work — All sorts of philanthropic organizations ramp up activities during the holidays – and volunteering can be a great way to network, gain skills and fill the gap that unemployment might otherwise leave on your resume. “You’ll meet other volunteers — great people who, by nature, will want to help,” Cohen added. “You’ll feel good, too.”
  • Look into Temporary Positions — Many companies have end-of-year crunches — at the same time that many workers want to take time off — so they look to staffing agencies to fill gaps. A temporary position can be a great way to get your foot in the door at a new company.
  •  Use Holiday Social Events to Network –You don’t want to make every conversation about your job search — but letting people know how they can help you is crucial. “Have your pitch — who you are, what you want and why — ready and perfect,” Cohen advised. And try to keep things positive. When you tell people you’re looking for work, also tell them how you’ve been productive with your time off.
  • Reach Out to Your Contacts — The holidays are a great reason to reach out to friends and acquaintances as well as to reconnect with people. “Send out a holiday greeting, but add a little extra in your message,” Cohen suggested. “Email or snail mail the card to everyone in your job search universe. It should be upbeat — that you continue and are committed to search for a great job and know that it is only a matter of time and timing.” Be sure to express your gratitude to those you reach out to and if you don’t know which holidays a contact celebrates, “Happy New Year” is a safe sentiment.
  • Help People in Your Network — Remember that the holidays are a time for giving, so find ways to help the people in your network. They’ll be likelier to help you in the future.
  • Recommit to Your Job Search — Lastly, start the year off right: Make an appointment with yourself to determine your goals for the coming year. Then schedule some time to update your resume, practice your interview skills and polish up on your personal brand.

 

Writing Resumes that Stand Out

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President, Berman Larson Kane
President, Berman Larson Kane

Writing Resumes that Stand Out

The most important thing to know about resumes is that you want to have one that stands out from the crowd – a resume that is singled out by recruiters, makes a great impression with employers at job fairs, and makes you feel proud to present yourself  when responding to internet job listings.

It’s easier than you think to make your resume stand out. Employers rarely receive high quality resumes, even though an average mid-sized company accumulates thousands of these documents every week. According to recruiters, typical resumes have not been proofread for basic spelling and grammar mistakes-and they include too much data or too little pertinent information. That’s why most resumes are left unread, unacknowledged, and eventually discarded.

This leaves you with a great opportunity to gain a competitive edge in the job market by writing an error-free resume. So, market your competencies in a clear and creative manner, summarize your experiences, and turn any opportunity into a bona-fide offer.

According to an article on Careerbuilder.com by Helene Lauer, an independent HR consultant, these three simple procedures will push your resume across the line from mediocrity into excellence:

Analyze your skills
First and foremost, distinguish yourself by examining what you have to offer. Do some soul searching and think about how your background relates to the skills, competencies, and qualifications that your target employers most want. Gather job-specific information by reading sample job descriptions and by interviewing others who already have these jobs. Now you are able to develop accomplishment statements that match the job you really want.

Look at each job and/or school experience you’ve had and prepare a list of your accomplishments-experiences that describe a situation that required special attention. These were the action steps that you took to solve a problem-and the result you achieved. Write out these accomplishments in detail; then rewrite them so they are concise enough for a resume, which should be limited to two pages or less. An example could the following: “Launched a product marketing program that resulted $3 million in company sales for a one-year period, contributing significantly to my employer’s revenues.”

Decide on a format
Now you must position your qualifications in an effective, appealing, and professional way. To do this, you need to first decide on the type of format you’re going to use — chronological or functional. Most employers prefer the chronological resume because it emphasizes career progression and dates of employment. The functional resume emphasizes accomplishments and eliminates the details behind the job history. This may seem like the best option for most jobseekers-until they find out that employers are likely to disregard functional resumes. Why? Because companies always need to know your employment history facts.

In reality, though, you don’t need to choose one format over the other. Instead, you can create your own resume format that integrates the best features of both styles. Experiment by organizing the pertinent and required information.

At the top, it’s a good idea to develop a summary or profile statement. You might incorporate some brief distinctive characteristics about yourself here, as well, or include them in a separate paragraph or section titled personal characteristics.

The rest of the resume could be structured in a typical chronological fashion, emphasizing real accomplishments at every past job. Or you could highlight the accomplishments that apply to the job you are targeting and include them at the beginning of the resume. Then balance the rest of your document with a chronological work history, including dates and job titles. In short, you should develop a personalized, comfortable format.

Also, don’t mention personal characteristics such as age, height and marital status. List your hobbies and interests only if you can relate them to the position you’re applying for, keep the phrase “references available upon request” off the resume, and avoid “objective” statements at the top-your objective should be clearly articulated in a well-written.

Create a Strong Visual Impression
Having settled on content and style, you should now pay attention to the visual impact of the resume.

Graphic designers and professional resume writers advise you to settle on one font style. When using boldface type, be consistent and conservative. If you are not, the reader’s eye will jump around, and the purpose of emphasizing one piece of information over others will be lost.

Many experts recommend using boldface type for job titles and leaving the names of employers in plain type. Use upper case, or capitalization, in a consistent manner, always capitalizing your name and job titles. Also, use normal margins allow for breathing room between different sections.  Beyond a few graphic recommendations like these, feel free to experiment.

You don’t have to be a creative genius to write a memorable resume. Tricks and gimmicks usually don’t work, because employers want to know who the candidates are. Understanding and expressing your marketability and presenting yourself in a professional and readable manner, will give you an extra edge.

Channels Manager EMEA

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 Experience: Manager/Supervisor

 

Job Description:

The Channels Manager is responsible for recruiting, developing, and managing channel partners, including referral, reseller and white label partners.   The position is responsible for maximizing Monthly Recurring Revenue (MRR) as well as building strong, lasting relationships with the partners.   This position also requires an enthusiastic personality with good interpersonal skills, a positive attitude, strong sales and management skills, and a solid understanding of the market and technology.

Responsibilities/Duties:

  • Proactively recruits new qualifying partners.
  • Establishes productive, professional relationships with key personnel in assigned partner accounts.
  • Proactively leads joint partner planning process and develops mutual performance objectives, financial targets and critical milestones associated with productive partner relationship.
  • Meets assigned targets for profitable sales volume and strategic objectives in both North America and EMEA territories.
  • Proactively assesses, clarifies and validates partner performance and needs on an ongoing basis.
  • Plans joint marketing activities to foster new sales opportunities.
  • Manages potential channel conflict with other sales channels by fostering excellent communication internally and externally through adherence to channel rules of engagement.
  • Champion solution development efforts with channel partners that best address end-user needs.
  • Lead and mentor the Channels Management team.
  • Successfully build and manage a EMEA sales channel.
  • Ensures compliance with partner agreements.
  • Drives adoption of company programs among assigned partners.
  • Coordinates the involvement of company personnel, including product, marketing, training and support in order to meet partner performance objectives and partners’ expectations.

Job qualifications:

  • 3-5 years leading a channels sales organization preferably in a software, networking, or hosting company.
  • Demonstrated success recruiting and selling through channels partners.
  • Experience building a successful international sales channel.
  • Domain knowledge and first-hand experience in hosting, cloud, and infrastructure technology with ability to assess opportunities; develop insightful recommendations and work cross-functionally to drive business development.
  • Strong interpersonal and relationship management skills with the ability to create an environment of trust and mutual respect with partners and employees.
  • Self-directed and motivated to accomplish tasks, meet objectives and committed timelines; ability to consistently deliver on commitments, and assume responsibility for results.
  • Strong oral and written communication skills with the ability to clearly and concisely articulate issues with customers and employees.
  • Proven ability to lead and motivate a sales/channels team.
  • Willing to take a hands-on, roll-up-your sleeves approach to the position
  • Ability to manage multiple priorities in fast-paced environment with flawless execution; working collaboratively with cross-functional teams.
  • Strong analytical skills, with keen approach to problem-solving.

Forward resumes to larson@jobsbl.com

Coping With Cubicles

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President, Berman Larson Kane
President, Berman Larson Kane

For many otherwise happy workers, the cubicle can be one of the most annoying aspects of the modern work life. Although cubicles give the illusion of privacy, anyone who has worked in one knows that those small walls are easily penetrated by neighbors’ incessant sounds and conversations. And not only is a lack of cube etiquette a problem, but spending most of your workday sitting in a cubicle can make you feel like your muscles have seeped into your ergonomic chair.

According to an MSN Careers article on cubicles by Susan Bryant, anyone who has resided in Cubeland knows how difficult it is to work while trying to block out coworkers’ conversations. For example, Mary Rasher, a photo editor and cube dweller for the past 10 years, said “there is always someone who doesn’t quite get that if he can hear me, I can hear him. I am forever overhearing domestic tiffs, weird bodily functions, etc. I’ve been reduced to wearing earplugs so I can concentrate. Even then, someone’s voice manages to cut through the foam.”

These complaints are common, said Hilka Klinkenberg, founder of Etiquette International, a firm specializing in business etiquette. Consequently, Klinkenberg feels that professional etiquette in a cube environment must be elevated to a higher standard than in a traditional office because of workers’ close proximity. To help make your office more cube-friendly, she offered the following guidelines:

  • Give your cube mates a sense of control over their space
    When visiting someone’s cube, knock on the walls (even if this is only symbolic on a foam wall) before saying hello. Ask permission to enter someone’s cube, instead of barging in.
  • Don’t loiter in hallways
    Your conversations freefloat among people trying to make phone calls, read or write important documents, and concentrate on their work.
  • Realize that odors know no boundaries
    Your lunch, although appetizing to you, may make someone else’s stomach turn. If you eat at your desk, take your trash out promptly.
  • Be more aware of what you are saying and how loudly you are saying it
    Assume everyone within a four-cube radius can hear you. If you need to discuss a sensitive matter discreetly, try to find an empty office or private area.

Another common complaint among cube dwellers is the feeling they are getting “cube body.” What kind of effect does long-term sitting have on you? Mary Ann Paviledes, a registered nurse and massage therapist, said in the article that her clients who sit for an extended period of time often have experienced these physical repercussions:

  • Lower-back strain due to poor posture from being seated too long
  • Upper-back strain from scrunching your neck and shoulder together while talking on the phone
  • Muscle tightness in the chest area from leaning into a desk to type on a computer
  • Sluggish circulation in legs from prolonged inactivity

Fortunately, combating these problems is easy. Pavlides recommended the following exercises for relief:

  • Get up and walk every half hour. This keeps your circulation going, gives your eyes a break from your monitor and lets your whole body move.
  • Stretch your arms back over your head and arch your body into a “C.” This helps reverse the hunched-over posture you may sit in.
  • Stand up and roll back and forth in your heels and toes. This stretches leg muscles that cramp from too much sitting.
  • Find a doorway and place your forearms against the frame. Lean into the doorway and stretch your muscles. Don’t hold this position too long, though, or you might strain yourself.

Also, make sure you have an ergonomic chair with armrests you can raise and lower to get the right fit, and your desk or table should also be adjusted to a comfortable level.

Even if your cube mates are a bunch of annoying Neanderthals, and your boss thinks ergonomic chairs are for wimps, cube nirvana is still possible. Angela Houlton, a communications administrator and resident of cubeland for 11 years, maintains that cube happiness requires a “bloom where you’re planted” philosophy.

“I keep a lot of framed photographs on my desk and favorite places I’ve visited,” she said in the article. “I also am referred to as the ‘Plant Lady’ because of all the greenery at my desk. I’m even considering a small Persian-type rug to place at the entrance of my cube to cozy things up a bit. The way I see it is, if you have to live in a cube, you might as well make it comfortable.”

Sales Manager Start-up Build-UP Drive

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Sales Manager

 

Location: Lehigh County, PA

Type: Full Time    Min. Experience: Manager/Supervisor

 

About the position:

We are looking for a sales manager to lead both our sales and business development teams totaling 6 people.  The successful candidate will come to us from a Cloud Hosting provider, an Internet Services Provider, Systems Integrator, a SaaS business or other company in the technology/Internet space.  Technical sales experience and sales management success are keys to this role, so a track record of closing multi-million dollar, long term accounts would be expected.  We have an established, successful sales process and a strong team that we are looking to build upon. The candidate should feel most comfortable with a consultative sales approach and solution selling.  This is a new position, created because of our exciting growth. We are also looking for a candidate who has worked in a small or start-up company, and understands the strategy of selling to large companies against large, established competitors.

 

Responsibilities:

  • Hire and train Salespeople/Business Development people
  • Conduct weekly Pipeline reviews with Sales team
  • Conduct weekly activity and planning reviews with Business Development people
  • Attend sales calls and provide coaching to salespeople
  • Review selling strategy on deals and help salespeople make adjustments where necessary
  • Keep sales processes up to date
  • Manage BD people to lead generation quota
  • Manage salespeople to sales quota
  • Assist in closing sales deals

 

Requirements:

  • Three to five years of experience in a Sales management or leadership role in the technology/Internet industry
  • Experience managing teams that both close deals and do lead generation
  • Verifiable track record of success

About our Client :

  • A leading managed hosting and cloud provider, delivers secure, high performance and reliable hosting for businesses worldwide. Expertly provides compliant solutions for e-Commerce, Healthcare, Financial Services, SaaS and more. With domestic and international data centers, has the global reach to support even the most complex hosting environments. Company is PCI, SSAE 16/SOC 1, SOC 2/3, ISAE 3402 and Safe Harbor compliant and provides HIPAA guidance and assurances.

 

The small but incredibility important print:

Client offers an outstanding benefits package including medical, dental, and vision coverage, 401(k) plan with a generous company match, department and individual training budgets, bottomless coffee, cappuccino, and snacks, company provided lunch once a week and  bagels EVERY Friday! We are an equal opportunity employer and we embrace cultural diversity.

 

forward resumes to: larson@josbl.com

 

 

Gray is the New Best Hire

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Gray is Good at Some Companies

Traditionally, many employers have viewed older workers as inflexible, less productive than their younger colleagues, and more expensive because of higher salaries and health-care costs. When hard times force layoffs, older workers have often been the first to get the ax. But now, according to an article gray is good at some companies which are taking concrete steps to retain older workers.

In the process, these companies are rooting out age bias and setting up complex flexible work arrangements tailored to meet older workers’ needs. They are also seeking out older workers and retirees with needed skills.

For employers, the writing on the wall is hard to miss, the article pointed out. Workers 55 and older are growing four times faster than the work force as a whole. This age group accounts for more than 20 percent of the labor force, up from less than 16 percent in 2006, Bureau of Labor Statistics show. In the same period, people in the prime working years, ages 25 to 44, will shrink to 43 percent of the work force from 46 percent now.

Some companies are recognizing that older workers are repositories of hard-to replace knowledge critical to their businesses. For example, as workers retire, he said, companies worry about losing relationships with long-time suppliers and distributors.

In addition, as the work force ages, so do customers, who often prefer to deal with older workers. At Home Depot, older employees serve as a powerful draw to baby-boomer shoppers by mirroring their knowledge and perspective, said Dennis Donovan, executive vice president, human resources, for the retailer. Similarly a big Australian financial services concern, recruited over-45 workers as financial planners, among other roles. Older clients, a spokeswoman said, prefer advisers with experience.

The new attitudes come as age-discrimination complaints are falling, the article noted. Although some serious cases do remain, preliminary Equal Employment Opportunity Commission data show age-discrimination complaints to the commission decreased.

Other companies are encouraging older workers to continue part-time, offering up to three months’ unpaid time for vacation during the winter months, and making phased retirement more broadly available–allowing workers to slowly shift out of the work force and cut their hours for awhile before retiring, according to the article.

 

 

TREND TOWARD LIMITING WORKPLACE EMAIL

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Bob Larson, CPC
Bob Larson, CPC

TREND TOWARD LIMITING WORKPLACE EMAIL

The next time you peek at your email on your “day off” give some thought to workers in Germany, where companies like Volkswagen and Deutsche Telecom have adopted policies that limit work-related email to some employees on evenings and weekends. If this can happen in precision-mad, high-productivity Germany, could it not take place in the U.S.? According to an article in The New York Times, it not only could, but it should.

Indeed, limiting workplace email seems radical, but it’s become a trend in Germany. At automaker Daimler, for example, in addition to limiting work-related email on evenings and weekends, employees can set their corporate email to “holiday mode” when they leave for vacation. Anyone who emails them gets an auto-reply saying the employee isn’t in, and offering alternate contact details. Incoming email is deleted so employees don’t return to filled inboxes.

“The idea behind it is to give people a break and let them rest,” a spokesman for German automaker Daimler told Time magazine. “Then they can come back to work with a fresh spirit.”

In contrast, in the U.S., white-collar cubicle dwellers complain about email for good reason. They spend 28 percent of their workweek slogging through the stuff, according to McKinsey Global Institute. And they check their messages 74 times a day, on average, according to Gloria Mark, an authority on workplace behavior. And lots of that checking happens at home.

Jennifer Deal, a senior research scientist at the Center for Creative Leadership, surveyed smartphone-using white-collar workers and found that most were umbilically tied to email a stunning 13.5 hours a day, well into the evening.

Some workers don’t even take a break during dinner, peeking at the phone under the table, according to research cited in the article. And many even check it in bed in the morning. What agonizes workers is the expectation that they reply instantly to a colleague or boss, no matter how ungodly the hour.

So as a matter of sheer human decency and workplace fairness, reducing the choke hold of after-hours email is a laudable goal, the article pointed out.

The few North American firms that have emulated Daimler all say it is surprisingly manageable.

At the Toronto office of Edelman, the global public relations firm, managers created the “7-to-7” rule, the article noted. Employees are strongly discouraged from emailing one another before 7 a.m. and after 7 p.m. They can check email if they want, but they’re not to send it to colleagues.

Even start-ups are experimenting with email limits. Book Riot, a website for book lovers, has eight full-time employees who mostly work remotely, in different time zones, on often hectic schedules. They all agree: Email someone whenever you want, but don’t expect a reply until the recipient is back in the office.

“It’s understood that if someone has a crazy idea at 3 a.m. and sends it, that’s their problem that it’s 3 a.m. — you respond when you want,” Rebecca Schinsky, the site’s director of content, told the newspaper. At the Boston Consulting Group, when a team of stressed-out consultants began organizing “predictable time off” — no-messaging zones during their off time — their total work hours dropped by 11 percent, yet the same amount of work was accomplished.

Why would less email mean better productivity? According to the article, it’s because, as Deal found out, endless email is an enabler. It often masks terrible management practices.

When employees send a fusillade of miniature questions via email, or “cc” every team member about every little decision, it’s because they don’t feel confident to make a decision on their own. Often, Deal found, they’re worried about getting in trouble or downsized if they mess up. In contrast, when employees are empowered, they make more judgment calls on their own, using phone calls and face-to-face chats to resolve issues.

 

When email is seen as an infinite resource, people abuse it. If a corporation constrains its use, each message becomes more valuable,  and employees become more mindful of when they write.

Granted, not all late-night email is bad. As Ms. Deal found, employees don’t like being forced to reply at 1 a.m., but they appreciate the flexibility of being able to shift some work to the evening if they choose. And they don’t mind dealing with genuine work crisis that crop up during leisure hours. At Edelman in Toronto, employees try not to bug others in the evening – but if a client emails with a time-sensitive issue, they’ll respond.

Changes to email use just can’t happen through personal behavior though, the article pointed out. The policy needs to come from the top.  If the boss regularly emails a high-priority question at 11 p.m., the real message is, “At our company, we do email at midnight.”

More than a century ago, blue-collar workers fought for a limited workday with an activist anthem: “Eight hours for work, eight hours for rest, eight hours for what we will.” According toThe New York Times article, it’s a heritage we need to restore

Disclosing Pay in the Job Search

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President, Berman Larson Kane
President, Berman Larson Kane

When should you divulge your salary to a prospective employer? According to an article in The Wall Street Journal, many businesses want to know an applicants’ latest pay during the early stages of the hiring process. But that often can present a dilemma with no simple solution. If you dodge premature pay inquiries, you might be taken out of the running for being too secretive; if you divulge every cent you earn, you might risk being viewed as overqualified or inexperienced.

“There’s no way of knowing for sure if disclosing or withholding is the best strategy,” said Jack Chapman, author of Negotiating Your Salary: How to Make $1,000 a Minute, and a Wilmette, Ill, career coach. “You’re dealing with potential rejection either away.”

When weighing what to do, job seekers need to use their best judgment. In doing so, experts say, it helps to take into account the desired job’s level, the duration of the vacancy, the extent of rival contenders, the scarcity of your skills and your insight about the openings’ salary.

And candid money talk with outside recruiters is almost always a good idea, the article pointed out. “Blowing off the compensation question creates bad chemistry with the recruiter,” cautioned Patricia Cook, head of an executive-search firm in Bronxville, N.Y. Thirteen times during her recruiting career, Ms. Cook has encountered qualified prospects that refused to tell her their pay. When she presented the 12 women and one man to corporate clients, none became a finalist.

Before baring your bucks to a recruiter, though, try to persuade him to gauge your worth. You might ask, “What’s the most money that my skills would command in the marketplace? If the number falls short of your latest paycheck, you can provide solid reasons why you’re not being paid more. If you appear relatively underpaid, describe hefty raises and bonuses that you pocketed during boom times. Emphasize that bad business conditions rather than individual performance were to blame.

You can also turn the tables on a nosey hiring manager, according to the article. Inquire about the budgeted salary range for the targeted spot when the salary question comes up. Say whether that range matches your qualifications and personal needs; perhaps indicate your current salary range at this point or the range you are seeking. You could also consider expressing eagerness to negotiate your next package once it’s clear you’re the preferred pick. A good “postponing phrase speaks confidence in being hired,” Chapman’s book suggests.

But this ploy doesn’t always work. A corporate trainer wanted to avoid revealing his pay when he sought employment with a New York area information-services company. “I did try to get around it by saying, ‘I’m hoping for a fair offer,’” the Long Island resident told the newspaper. He also asked about the projected pay range.

Ignoring his query, the head of training insisted on learning his current salary. He said he was paid about $114,000 a year. Offered $118,000, he requested a slightly larger sum. The concern abruptly dropped its offer. “We’re not happy you asked for more money,” one official told him. The trainer now wonders whether he divulged his compensation too soon.

Taking all things into consideration, it can still be very tempting to exaggerate your pay package. Despite the potential pitfalls they can face, numerous job seekers inflate how much they make, typically by including their bonus target and the value of perquisites, the article noted.

On the other hand, during a difficult job market, Bill Davidson actually did the opposite to land job interviews. The former information-technology director applied to be a project manager at Postini in San Carlos, Calif., which was offering $88,000 for the position. He informed the e-mail filtering concern that his last cash compensation totaled about $100,000 when the real number was $140,000.

Davidson accepted the $88,000 post; a month after he joined Postini he said he admitted his deception—without repercussions.

As a rule, though, you should never fib your way into a new workplace, the article pointed out. “People will pull offers for a clear lie about pay,” warned Lee E. Miller, co-host of “Your CareerDoctors.com,” an Internet radio show. And finding a lie about pay is quite easy. Job seekers should always keep in mind that some companies require final pay stubs or income-tax forms to verify salary.