LIKABILTY MATTERS MORE THAN EVER AT WORK

“Likability” is becoming a bigger factor for success at work as social networks and videoconferencing grow, according to an article in The Wall Street Journal. In fact, the ability to come across as likable is increasingly shaping how people are being sized up and treated by bosses and co-workers, the article pointed out.

Likable people are more apt to be hired, get help at work, get useful information from others and have mistakes forgiven. As an example, a study of 133 managers by researchers at the University of Massachusetts found that if an auditor is likable and gives a well-organized argument, managers tend to comply with his suggestions, even if they disagree and the auditor lacks supporting evidence.

Likability is more important—and harder to pull off—on video than in person. Sometimes this can result in a style-over-substance effect. People watching a speaker on a videoconference are more influenced by how much they like the speaker than by the quality of the speaker’s arguments, according to a 2008 study in Management Science. The opposite is true when a speaker appears in person.

Social networking also places a premium on likability, as more employers track employees’ likability on in-house social networks and chat services. The article noted that employers recruit those who are trusted and well-liked to spread information or push through changes. Some companies also take these employees’ social clout into account when handing out raises and promotions.

According to the article, listeners tend to like speakers who seem trustworthy and authentic, who tell an engaging or persuasive story and who seem to have things in common with them, said Noah Zandan, president of Quantified Impressions in Austin, Texas. On video, these qualities can be hard to convey.

Many people make a negative impression on video by becoming stiff and emotionless, or by exaggerating their points. In fact, job applicants interviewed on video receive lower likability ratings and interview scores, and are less likely to be recommended for hiring than candidates interviewed in person, according to a study published in Management Decision.

But coaches say that likability can be taught. “Likability isn’t something you are born with, like charisma. It’s something you can learn,” said Ben Decker, chief executive officer of Decker Communications, a training and consulting firm in San Francisco.

The “big three” behaviors most important to a speaker’s likability are making eye contact by looking into the camera, smiling naturally when you talk and varying your tone of voice to convey warmth and enthusiasm, Decker told The Wall Street Journal. He also urges clients to “really think about the listener” and figure out goals you two might share. The ability to find common ground is a cornerstone of likability.

Senior executives at Charles Schwab & Co. take the Decker training partly because “making sure you come across as authentic and as someone who can be trusted becomes more important” when speaking to large groups on video or webcasts, said Jay L. Allen, executive vice president, human resources, for the San Francisco-based financial services firm. Managers also learn to speak with more enthusiasm on video, varying their tone, Allen added.

One common mistake people make on video, the article noted, is to play the comedian. Tim Sanders, author of “The Likability Factor,” and lecturer on the topic, cautioned: “If you insist on poking fun at someone, it has to be you.”

 

Ten Traits That Can Derail a Career

It takes anywhere from three to 15 months to find the right job, yet just days or weeks to lose it. With competition fierce for career advancement in the workplace, it’s important to steer clear of bad work habits and stay focused on demonstrating a strong job performance. According to CareerBuilder.com, here are 10 traits employees should be sure to avoid:

1. Possessing Poor People Skills. A little likeability can go a long way. Studies by both Harvard Business Review and Fast Company magazine show that people consistently and overwhelmingly prefer to work with likeable, less-skilled co-workers than with highly competent jerks. Researchers found that if employees are disliked, it’s almost irrelevant whether they’re good at what they do, because others will avoid them.
2. Not Being a Team Player. No one feels comfortable around a prima donna. And organizations have ways of dealing with employees who subvert the team. Just ask Philadelphia Eagles wide receiver Terrell Owens, who was suspended for the 2005 season after repeatedly clashing and taking public shots at his teammates and management. So show you’re a team player by making your boss look like a star and demonstrating that you’ve got the greater good of the organization at heart.
3. Missing Deadlines. If the deadline is Wednesday, first thing Thursday won’t cut it. Organizations need people they can depend on. Missing deadlines is not only unprofessional, it can play havoc with others’ schedules and make your boss look bad. When making commitments, it’s best to under-promise and over-deliver.
4. Conducting Personal Business on Company Time. The company e-mail and phone systems are for company business. Keep personal phone calls brief and few and never type anything in e-mail that you don’t want read by your boss. Many systems save deleted messages to a master file.
5. Isolating Yourself. Don’t isolate yourself. Develop and use relationships with others in your company and profession. Those who network effectively have an inside track on resources and information and can more quickly cut through organizational politics. Research shows effective networkers tend to serve on more successful teams, get better performance reviews, receive more promotions and be more highly compensated.
6. Starting an Office Romance. Unless you’re in separate locations, office romances are a bad idea. If you become involved with your boss, your accomplishments and promotions will be suspect; if you date a subordinate, you leave yourself open to charges of sexual harassment. And if it ends badly, you’re at risk of everyone knowing about it and witnessing the unpleasantness.
7. Fearing Risk or Failure. If you don’t believe in yourself, no one else will. Have a can-do attitude and take risks. Instead of saying, “I’ve never done that,” say, “I’ll learn how.” Don’t be afraid to fail and make mistakes. If you do mess up, admit it and move on. Above all, find the learning opportunities in every situation.
8. Having No Goals. Failure doesn’t lie in not reaching your goal, but in not having a goal to reach. Set objectives and plan your daily activities around achieving them. Eighty percent of your effectiveness comes from 20 percent of your activities. So manage your priorities and focus on those tasks that support your goals.
9. Neglecting Your Image. Fair or not, appearance counts. People draw all kinds of conclusions from the way you present yourself. So don’t come to work poorly groomed or in inappropriate attire. Be honest, use proper grammar and avoid slang and expletives. You want to project an image of competence, character and commitment.

10. Being Indiscreet. Cubicles, hallways, elevators, bathrooms – even commuter trains – are not your private domain. Be careful where you hold conversations and what you say to whom. Don’t tell off-color jokes, reveal company secrets, gossip about co-workers or espouse your views on race, religion or the boss’ personality. Because while there is such a thing as free speech, it’s not so free if it costs you your job.

Wise Guidance for Company Newcomers

If you’ve just started a new job at a new company, how can you make the transition as smooth as possible and ensure your future success? In a Q&A feature article in The New York Times, careers columnist Eileen Zimmerman offered the following insight and guidance for employees to consider as they navigate a new corporate culture:

What are some key points to keep in mind when starting a new job?

Come to your new office armed with as much information about your employer as possible, said Bernadette Kenny, chief career officer at Adeco, a staffing company based in Melville, N.Y. Use the corporate Web site and other online resources to learn more about the organization and members of its management team. Once you start, do more listening than talking, career experts advise. Observe how others do their jobs, and see how decisions are made. Then identify colleagues who know the ropes and start asking questions.

What kind of questions should you ask?

Questions can be anything from “Where do I get my office supplies?” and “How do people do lunch here?” to “Who are the key people on that project?” said Keith Rollag, an associate professor of management at Babson College in Wellesley, Mass., who studies newcomer socialization.

When colleagues offer their insights, pay close attention. “Be interested in every individual you interact with and keep yourself engaged in the conversation,” said Darelyn J. Mitsch, president of the Pyramid Resource Group, an executive coaching firm in Cary, N.C. At the same time, though, be wary of office grumblers, who will also want to talk, added Gary Rich, of career coaching firm Rich Leadership in Pound Ridge, N.Y. “They will find subtle ways to test the water with you, saying negative things and complaining in a friendly way.”

How do you get up to speed on continuing projects without wasting the team’s time?

Arrange to meet with the team leader, said Shawn Desgrosellier, a partner at the executive recruiting firm Kaye/Bassman International in Dallas, who consults with companies and job candidates on assimilation and transition. Ask about discussions that have already taken place, decisions that have been made, and the project’s timetable.

How do you introduce yourself to co-workers?

Don’t just stop by; get on their calendars to meet briefly with them, advised Lisa Mackenzie, marketing director at CareerExposure.com, a job search site that offers advice for success on the job. MacKenzie suggested assembling a list of those you will be working with most often and arranging to have a cup of coffee with each. If you’re a manager, schedule a breakfast or lunch with your group soon after you arrive. Building relationships at a new company is crucial, Professor Rollag said. “What you need to understand to be successful in an organization is usually locked in the heads of other people, not in a handbook or policy manual,” he added.

How can you show your new co-workers and boss that you are a team player?

Find out which professional associations your colleagues belong to and the kinds of philanthropic activities the company supports and consider joining in, Kenny advised. Volunteer to help colleagues who seem to be under stress, asking what you can take off their plate, MacKenzie said. And if there is a project or assignment that no one else wants, consider taking it. It shows you’re willing to do the hard work.

How can you make sure that you and your new boss have the same expectations about your performance?

New employees need to have five conversations with their boss within their first three months, said Michael Watkins, author of “The First 90 Days” and a co-founder of Genesis Advisors, a consulting firm in Newton, Mass., that specializes in career transitions. These five talks, he said, should cover the following: the best way to work with and communicate with your boss; what your boss is responsible for and what his or her – and therefore your – priorities are; what is expected of you and how your success will be measured; what resources are at your disposal; and, a few months into the job; how your performance will be evaluated.

What else can you do to make a positive impression at your new workplace?

Colleen Rickenbacher, a business etiquette expert and author of “Be on Your Best Business Behavior,” offered these tips: Be early for work and dress a notch above the norm. When you meet people in your office, stand up and walk around to the front of the desk – or to wherever they are – look them in the eye and give them a firm handshake. “It doesn’t matter if you’re 50 and the person you’re meeting is 19 years old,” Rickenbacher said. “You want them to know how pleased you are to meet them.”

And never walk into someone’s office without a notepad, especially in those first few weeks. “You don’t want to be asking people to repeat themselves the next time you see them,” she added. “So take notes.”

KNOW YOUR STRENGTHS AND WEAKNESSES

While job-hunters may wish they wouldn’t get asked questions about strengths and weaknesses during an interview, it is clearly

beneficial to think about them before talking to a hiring manager, according to an article from CareerBuilder.com. In fact, if you really want to get a leg up, you should be assessing your skills and limitations even before you begin your job search.

“Knowing your strengths and weaknesses before the job search helps you hone in on the types of jobs that best match your qualities and abilities,” says Neil Kokemuller, college marketing professor and former retail manager. “If you apply for jobs that don’t match your abilities, you set yourself up for failure and waste time. As you get into the interview process, knowing your strengths and weaknesses is a huge factor in effectively selling yourself to a hiring manager.”

The idea of sitting down and coming up with the things you’re good — and not so good — at can seem daunting, but there are a few methods to try that can make the process a little easier, according to the article.

Lea McLeod, who provides corporate coaching and career consulting services, suggests that you take assessments to help narrow in on your skills and strengths. “I personally like [the book StrengthsFinder 2.0 as a very basic assessment of strengths,” McLeod told the online employment site. “There are numerous other assessments that can measure everything from how you manage conflict, to your learning style, to your team orientation.”

Another way to evaluate your strengths and weaknesses is to ask others who you think will give you an honest, objective opinion. “Ask people you know personally to share what they see as your strong sides and your weak side,” McLeod said. “Often others see perspectives we don’t see in ourselves. Get feedback from your peers and/or managers about what your strengths and weaknesses are in the workplace.”

It’s also helpful to think about what type of feedback you’ve received from managers during formal reviews. “Think back on past performance reviews,” said Patricia Vargas, manager of Marketing Production at Halogen Software, a provider of talent management solutions. “What kind of feedback have you gotten from your managers and peers? Look for trends — for example, repeat feedback that you’re a great team player or very proactive. Take note of feedback you’ve received around both job-specific skills and soft skills.”

According to the article, when assessing your skills, don’t just think about those technical skills you’ve acquired; also consider your soft skills — abilities related to communication, leadership, collaboration, creative problem-solving, etc. — which can be just as important to employers.

“In general, you should have a sense for what your strengths are around dealing with tasks, processes, relationships and communication,” McLeod noted in the article. “Those are the core components of getting work done in any workplace. On the technical side, if you are looking for a job with specific technical — or hard — skills, you should absolutely know where you stand on those. Many hard skills will be tested by employers in environments like engineering, software and public relations.”

“Once you’ve identified your strengths, it will help you evaluate what kind of jobs you’re best suited for,” Vargas CareerBuilder.com. “It will also help you sell yourself in a job interview. You want to be able to clearly articulate how you will bring value in a particular role.”

Vargas noted that finding the right job fit is important, because you want to feel both comfortable and confident in the role. You don’t want to start a new job, only to find that your skills aren’t really up to par or that you don’t consider the company to be the right cultural fit, the article pointed out.

But if you know going into the new job that your strengths align with your new position and you’ll have the opportunity to grow in the areas where you need improvement, it’ll be a win-win situation for both you and the employer. “You’ll be engaged in your work and a valued contributor to the organization’s success,” Vargas added.

It’s the dreaded interview question. “So, what would you say are your weaknesses?” You don’t want to ignore the question all together, but you also don’t want to reply back with, “Well, I tend to miss deadlines a lot.” Instead, you try to come up with an answer that sounds like a weakness but is really strength such as, “Sometimes I just work too hard — I’m always coming in early and staying late.”

REAPPLYING TO A COMPANY AFTER A REJECTION

When it comes to careers, persistence is an attribute that can clearly pay off – especially since employers are keen for workers who are truly interested in and passionate about their jobs. But what about when a job seeker gets rejected from a company that he wants to work for? Can he continue to pursue employment at that company, or could his persistence work against him?

According to an article published by CareerBuilder.com, job seekers shouldn’t be discouraged from applying again to a company that’s turned them down.

“When an applicant has taken the time to understand the company, the people and the customers, getting rejected the first time around should never discourage that applicant from future prospects with the firm,” said Joshua Siva, co-author of the book, “BOLD: Get Noticed, Get Hired.” Any number of reasons could have led to the rejection, he pointed out.

Siva told CareerBuilder.com that there are three things applicants should do before applying again to the same company.

The first is to understand the gap in their previous application. How? “Ideally this comes from the company through a contact involved in the hiring process, but if not, the applicant needs to be honest with themselves: ‘Did I have the experience, did I speak the company’s language, did I sell myself the right way?’ Make a list of these things, and spend whatever amount of time is needed to close the gap, and be sure to have it documented and readily demonstrated,” Siva said.

Next Siva recommended that a job seeker should connect with someone at the company in a related function. “[This is] in order to learn everything about their role, their background, how they got in, company trends, etc.,” Siva said. “It’s amazing how far asking questions can take the applicant, because at the end of it all, the potential applicant will likely get asked about their own ambitions and, when shared, who knows what doors may open via the employee.”

Finally, Siva suggested following up periodically with the human resources manager involved in the hiring process from the original rejection. In your follow up, Siva said to remind the HR manager of your résumé on file, share what progress you’ve made since and reiterate your passion for the company. “It’s always a favorable position when an applicant is on the mind of an HR professional involved with recruiting, because they constantly have visibility and support requests to fill roles.”

After you’ve been turned down by a company you may be tempted to re-apply right away, especially if there’s another job that interests you. But, according to the article, it may be in your best interest to wait it out a few months, to ensure that you’re in a situation where it would make sense for them to potentially consider you again.

Lisa Rangel, managing director of Chamelon Resumes, an executive résumé-writing and job-search service, said that in general, it’s good to wait a minimum of three-to-six months. “There needs to be enough time to allow for a possible change in the company situation and for the person to amass additional and/or relevant skills that are different than before,” she told the online employment website.

Depending on what you’re looking for, and how important it is to work at the company versus in a particular position, you may wait until a similar position comes along, or you may be willing to work in a different function or department just to get a foot in the door, the article noted. Based on what type of position you’re applying for the second time, you should adjust your application materials as needed. But regardless of whether the position is the same or different from the original job you applied for, you need to show the company that you’ve grown.

“To be taken seriously for the competitive and coveted positions in the marketplace, those who are and aren’t currently employed need to be advancing and improving themselves as time goes on,” Siva told CareerBuilder.com. “If applying for the same role, that improvement needs to speak to closing the gaps in their previous application. If applying for a different role or function, that progress needs to demonstrate the pivot in knowledge and the commitment made to pursuing the new function of focus.

“Above all else, the applicant needs to be bolder and more creative the second time around in order to stand out from other applicants, in addition to their former self and application,” Siva added.

 

Have you ever felt that you barely got anything done at the office after finishing an eight-hour work day? If the answer is yes, rest assured you are not alone. Heightened demands on the job, combined with endless distractions and interruptions are conspiring to make some workers feel scattered, confused and unsatisfied. In response, according to The New York Times career columnist Phyllis Korkki, they are either shutting down and surfing the Internet, or spinning their wheels by doing busywork that is at most tangentially related to the core mission of their business. In a Q&A feature published by that newspaper, Korkki took a close look at the topic and offered the following insight on ways to become more productive in today’s often-harried work environment:

You started the day with such good intentions. What prevented you from finishing any work?

Perfectionism, which leads to paralyzing fear and procrastination, are major culprits. The false promise of multitasking may also be leading workers astray, said Julie Morgenstern, a productivity consultant based in New York. As much as employers may sing the praises of multitasking, research shows that it is not actually possible to perform more than one job at any given time. Workers trying to talk on the phone, answer e-mail and complete a report at the same time will be unable to focus completely on those tasks. It is better to have a sequential approach to work that requires priorities and discipline, Morgenstern said.

Does a lack of productivity mean that you’re lazy?

Most people do not want to be idle or inefficient at work; they want “productive, rewarding jobs where they make a difference,” said Mark Ellwood, president of Pace Productivity, a company based in Toronto that studies how employees spend their time. People may blame themselves, or blame others, but a lack of productivity basically means that “you really didn’t have a strategy for attacking the day,” Morgenstern added.

Can technology inhibit productivity?

A compulsion to surf the Internet and check e-mail stirs up a “desire to be in the know, to not be left out, that end up taking a lot of our time” at the expense of getting things done, Ellwood told the newspaper. If he had his way, he would cut off Internet access – but not e-mail—for a vast majority of employees, and set up dedicated workstations for people to use when they really needed the Web for their work.

Will making a to-do list help you get things done?

A realistic to-do list can indeed help create a map for the day, and it is satisfying to make the check marks that indicate a task has been accomplished,” Ellwood pointed out. But being realistic is crucial, because “when you are looking down the barrel of an endless to-do list, you freeze,” Morgenstern noted. “And then you start doing things like procrastinate, and doing the small easy tasks rather than the big important ones,” she added.

What other steps can you take to be more productive?

Shockingly, Morgenstern advised against checking your e-mail when you arrive at the office. She has even written a book on productivity called “Never Check E-mail in the Morning.” She calls e-mail “the world’s most convenient procrastination device.” Instead, she told the newspaper, use your first hour at work to concentrate on a high-priority task. That will help you begin the day with a clear head. Free of mental debris from the start, you set a good precedent for the rest of the day.

Ellwood advised clients to imagine that they have nothing to do for the next day: no e-mail, no phone calls, no meetings, no specific plans. Then he asks: What can you do to accomplish a long-term goal you want to achieve one month from now? This forces people to disentangle themselves from busywork, he said, and to focus on what is really important to their business.

Morgenstern urged workers to end their day with a plan for the next day, and for the two days after that. This reduces the chances that they will be stuck in “reactive” mode – continually responding to calls, e-mail and in-person requests without an overarching plan of their own. It is also important to accept that interruptions are a part of the day, and to assess realistically what percentage of your time will be spent dealing with them, as well as when they are most likely to occur, she said.

You have so many things to do. How can you decide what is most important?

Give the highest priority to activities that either help generate revenue for your company or help it save money, Morgenstern advised. Once you have defined these activities, you can work on what she calls the four D’s: choosing which work you can delay, delete, delegate or diminish. Winnowing out the peripheral tasks and homing in on the most important ones will help you gain control – and “once you feel you’re in control, you’re productive,” Morgenstern added.

 

 

 

 

 

 

 

Just when you think you’ve heard it all.  Today while checking in with a potential client one HR Director informed me that her TACO’s had all jobs covered.  Not sure what she was referring to assuming they were not staffing “the Taco Bells” chain.  I pop the question WHAT?  She informed me that her company refers to its’ internal recruiters team as the TACOE’s.

T – Talent

A – Acquisition

C – Center

O – Of

E – Excellence

So when lunch hour materialized I handled the situation like any experienced 3rd party recruiter ….I ordered two tacos, a diet coke and looked out the window with amazement.  I became a consumer,  no a consumption-er  of Talent.

With as many as four generations bumping elbows in the same office, a lack of understanding and empathy between groups can generate serious workplace tension that can alienate co-workers. That is why experts say that getting into a young mind-set through mentorships and relationship-building can help older workers better identify with young co-workers and—inevitably—younger bosses, according to an article in The Wall Street Journal.

Thinking young can also offer valuable insight into emerging millennial workplace and customer trends that can help to extend careers, especially since millennials—people born between 1981 and the early 2000s—will make up 36 percent of the American workforce in 2014, estimates the Business and Professional Women’s Foundation.

A case in point is Shona Sabnis, who at 42 is one of “older” workers of New York office of public-relations firm Edelmen. Though she prides herself on being able to get along with most people, she has sometimes been puzzled by the actions of her 20-something co-workers who, in turn, don’t understand why the senior vice president of public affairs likes to distribute physical newspaper clippings.

While dealing with a situation at the office, Sabnis was told by a junior co-worker that she should be handling her client differently, the article noted. It wasn’t phrased as a suggestion, which surprised her since she knew the co-worker wasn’t that familiar with the account.

She later enlisted a 26-year-old co-worker to help her to get a better sense of where her young co-workers are coming from. He told her about the motivations of individual co-workers and what their expectations were. “I found that I was projecting my reality when I was that age on them and their reality seems very different,” Sabnis said.

“I don’t always assume anymore that I know what they want,” she added. “Now I ask them if I need to know.” She feels that she is now able to deal with young co-workers with more understanding.

Here, according to the article, is some guidance on the topic of “thinking young” for older workers to consider in the New Year:

Start with a clean slate. Don’t let stereotypes color your perception of young co-workers. People tend to act on their beliefs, which makes it difficult to establish productive workplace relationships if you automatically believe, for example, that all 20-somethings are narcissistic or lazy, said Ellen Langer, a professor of psychology at Harvard University who’s written books on successful aging and decision-making.

“People think they should be compromising or tolerant of certain behaviors but, instead, we should be understanding,” Langer told the newspaper. “It is more important to be mindful of an individual’s motivations and make sense of why people do what they do. You might drive behind somebody that is driving slow and be angry because they’re old, but in reality, that individual might be driving as fast as they are capable and it could be dangerous to do otherwise. If you saw what they saw, you’d probably respond the same way.”

Participate in a reverse mentorship or group training. You can catch up on things that you feel like you’re falling behind on through such an arrangement. Many companies, for example, will pair an older employee with a younger employee who can offer fresh insight on technology, communication styles and social media, as well as offer inside insight into the needs of other young co-workers, the article pointed out.

“The reverse mentorship can also give insight into the new generation of buyers and decision makers who are also millennials,” explained Lisa Orrell, a workplace consultant from San Jose, Calif., who specializes in generational management. “Social-media channels [are] how they are all communicating, collaborating and doing research on what to buy.”

Keep an open mind about organizational shifts that accommodate new modes of working. Millennials enjoy working in collaborative and decentralized work environments, for example, that de-emphasize protocol and hierarchy, the article noted. This may include a more open workplace culture that encourages frequent communication and unprecedented outspokenness.

Don’t dwell on the past at the office or talk about how things used to be. That is unless you’re using past accomplishments to bolster present and future goals, said Russ Hovendick, president of Client Staffing Solutions in Sioux Falls, S.D. “Your young co-workers are in the early stages of their careers and motivated by what’s happening now,” he said. “They’re not thinking about retirement—nor should you out loud when you’re trying to put yourself into a relevant context.” You want to relate to workers that you have plans for the future and aren’t just looking for someplace to hole up until retirement.

Social Network as a Career Safety Net

If you have avoided social-networking sites like LinkedIn and Facebook with the excuse that they are the domain of desperate job hunters or attention-seeking teenagers, it’s clearly time to reconsider, according to an article in The New York Times. In a world of economic instability and corporate upheaval, savvy professionals are keenly aware of the benefits of brushing up on their online image and keeping it polished.

Take technology consultant Josh So, for example. When the 32-year-old from Dublin, Calif., learned he had 45 days to find a new job before his company eliminated his division, he turned to friends online. Within hours of updating his job status on the social-networking site LinkedIn, So won four interviews through his contacts there. Within a week, two of the interviews resulted in offers. And within less than a month, his employer counteroffered with a position in another division and a $25,000 bump in his annual salary.

While other job-hunting avenues are still extremely important, such as working with recruiters, the old business adage that it’s not what you know but who you know has taken a twist in the Internet era: it’s what you know about social networking sites that can get you ahead, the article pointed out. “Build your own inner circle of people you know are good—people you know will get you places,” So told the newspaper.

LinkedIn “is the place to be,” if you want to make professional contacts online, said the JupiterResearch media analyst Barry Parr.

LinkedIn has more than 200 million members and, according to the article, it is adding new ones at a rapid rate of every month—or about one new networker every two seconds. With that kind of mass demographic, LinkedIn is hard to ignore. But with that kind of scale, can it be useful? The answer is that it can be, if you use it judiciously.

LinkedIn is intended to appeal to its average user: the 41-year-old white-collar professional with an income of $109,000 a year. User pages are spare: a brief professional summary, a photo and a résumé. As you create your network, the site shows you people you may know through past jobs or educational institutions

And there is a search function so you can find people you don’t know but would like to—for instance, at a company where you want a job, the article noted. Granted, you might be shy about calling or e-mailing people you have neglected, but the social-networking sites let you avoid that. You are simply renewing the connection when you add a contact.

Further, you don’t have to fear you’ll be perceived as using them; they are on the site for the same reason. They might well intend to use you someday. Even so, don’t go crazy trying to connect with everyone you brushed past in the hallway 20 years ago, or friends of friends. Too many people can weaken your network.

But don’t be afraid to network strategically. You want to connect to people who can get you jobs. “People usually invite up—people above them in hierarchy,” said a spokeswoman for LinkedIn. “When you’re talking about a professional network, quality is so important.” So if the No. 1 tactic is to connect with people who are successful, how do you make sure you’re one of their worthy connections?

There are a few approaches, according to the article. Foremost is to ask for recommendations. Job-hunter So, who quickly parlayed his connections into job offers, said that having updated recommendations with his résumé on LinkedIn was crucial to being noticed. “The only way to get recommendations is to go out and ask for it,” So said. “It’s kind of a weird system. I typically go to my bosses and peers and say, “Do you mind?”

The flipside of that system is that it behooves you to be generous. Jeremiah K. Owyang, senior analyst at Forrester Research, has watched the growth of online social media since 2005 and advises social networking users to follow an 80-20 rule. “Give information and answer questions 80 percent of the time, and 20 percent of the time ask for help,” he told the newspaper. When a contact asks for a recommendation, write it graciously and promptly. If you think that person isn’t worth a recommendation, think again about being connected to that person.

And remember the other social-networking sites, the article pointed out. If LinkedIn is the Chamber of Commerce luncheon, then Facebook is the after-hours party.  The site makes it easy to carry on a casual conversation or ask group questions.

But the social ease of Facebook makes it easy to look frivolous, all the experts warn. If you tend to overshare, people in your network will quickly learn about the breakup of your marriage or your love of Jell-O shots. So perhaps the best tip of all for online social networking would be: Keep the social separate from the networking.