Building Trust with your Boss

Bob Larson, CPC

Career Report
April, 2018 — Issue 218

Building Trust with your Boss

Maintaining a trusting relationship with your boss can be a definite plus for your career but, according to an article from, establishing that rapport can be difficult and may take a significant amount of time. Still, in the end, the article pointed out, it will be well worth the effort.

“Trust is the most important ingredient for a workplace to function correctly,” said Robert Whipple, chief executive of Leadergrow, Inc., a leadership development firm, who added that it’s especially important to build a genuine relationship with your superior.

With that in mind, here are some tips from on how to build a sense of trust with your boss:

Skip the gossip — Whether you are complaining about others in the company or telling your work friends how much you dislike your boss, any kind of gossip can backfire.

“Complaining to your co-workers about your boss is a sure-fire way to plant the seeds of distrust with your boss,” said Brandon Smith, an expert in workplace health and dysfunction. He recommends being especially careful while sharing work-related complaints on social networks such as Facebook. “Eventually, it will get back to him or her and they will see you as an enemy versus an ally,” he added.

Provide updates — Most bosses don’t micromanage, so it’s up to you to provide updates on your projects and build their sense of trust in your work, the article noted. “By proactively providing a status update regarding your progress on a regular basis, you enhance trust because your manager doesn’t wonder what you are up to and doesn’t have to ask,” Smith said.

Don’t promise too much — It can be easy to commit to several projects, only to find out you can’t finish them all at the end of the day. “Poor follow-up trashes trust,” Whipple told Even if your boss isn’t looking over your shoulder, make a point of meeting any deadlines you’ve set for yourself and don’t set the bar too high.”

Never hold back pertinent information — Even if something you tell your boss may cast you in a bad light, omitting details is a definite no, said Kristi Hedges, a managing partner at Element North, a leadership development firm. “Tell it straight and avoid lies of omission,” she added. “Don’t hold back information that may be hard to deliver, or feedback that [your boss] needs to be successful.”

Be a team player — For many supervisors, trust is determined by how employees interact with their peers. It’s important to work as a team and contribute where your help is needed rather than solely seeking attention for your own projects. “There’s a fine line between being ambitious and seeming to be out for yourself,” Hedges said.

Go beyond the office — Learning about your boss on a casual basis can be a great way to develop a stronger rapport, Smith added. “Whether it’s an occasional lunch with your manager or the casual non-work-related conversation, by getting to know him or her on a more personal level, you build trust because you find more points of connection,” he said. Ask for feedback during these informal gatherings, which can also help you establish a more trusting relationship.

Demonstrate Consistency — Another way employees can build trust is by “demonstrating a stable mood and composure, and reacting consistently to challenges,” Hedges told If you tend to have weeks of productivity coupled with days where you’re less productive, aim to be more consistent. “You can undermine all of the benefit you get from a stellar project by seeming to check out the week after that,” she said.

As you continue to build trust with your boss, it’s important to also consider what kind of messages you’re getting back,” Smith added. “Sometimes we try to build trust with a boss who isn’t worthy of our trust,” he said. “If you see you’re boss is unethical, abusive, manipulative, unstable or incompetent, keep a healthy distance.” And be aware that some supervisors punish employees for revealing too much or being too trusting – so it pays to be careful with those types of managers.


The stock market has been on a wild ride and it sorts out trade issues, interest rates, inflation and we at Berman Larson Kane continue to see a steady hiring pace by many of our clients.

This is a good time to be a job seeker and hopefully somewhere in the near future employee’s will see significant salary raises.

We have seen increase hiring in technology, insurance and healthcare.

The 2nd quarter has traditionally been a busy quarter and we are anticipating the same volume for Q2 2018.  We thank all for your support and allowing us to assist with your hiring challenges and being part of your career enhancement



Be Cautious with Social Networking Sites

Bob Larson, CPC

Career Report
February, 2018 — Issue 216

 Be Cautious with Social Networking Sites

Growing numbers of business professionals are connecting into social networking Web sites, such as Facebook, in an effort to build work relationships, meet new contacts, and better market themselves. But such sites also provide a window into people’s personal lives causing concern to some about giving people in the business world too much information. In a Q&A feature from The New York Times, careers columnist Matt Villano offered the following guidance on how workers can use social networking sites and maintain a professional demeanor.

Q: You have mixed feelings about giving professional contacts a window into your personal life via social networking sites. What should you do?

Proceed with caution. While it may seem harmless to establish virtual connections with your officemates, doing so might put you in an uncomfortable position at work, said Juliette Powell, who runs a career consulting business and wrote a book about social networking, “33 Million People in the Room.”

Social networking is “all about establishing boundaries,” she said. “If you have something online that you wouldn’t share openly with people in the office, you probably want to think twice about inviting them in.”

Q: Are some social networking outlets more business-oriented than others?

Of popular sites – Linkedin, Facebook, and Twitter – only LinkedIn limits users to posting business-related information like work experience and professional recommendations.

Q: What are the professional benefits of connecting with colleagues via online sites?

Employers can use them to complement their professional networks – a virtual extension of the traditional Rolodex. Artists post on and Twitter to advertise their work. Jobseekers use LinkedIn as a way to exchange interview tips.

Small business owners even conduct everyday operations over social networking sites. Serena Software, an application development company in Redwood City, Calif., uses Facebook as an unofficial company intranet, encouraging employees to share documents, post PowerPoint presentations and exchange e-mail messages there.

The company even allows employees an hour every Friday to explore the site and update their profiles. “We’re trying to achieve maximum collaboration,” Rene Bonavanie, the company’s senior vice president for marketing, told the newspaper. “If people are using this site for personal reasons anyway, why not encourage them to use it here, too?”

Q: What are the potential pitfalls?

Public embarrassment, for one. Comments on many social networking sites, much like blogs, exist forever, meaning that a person can access them at any time, read them and pass judgement accordingly.

Photographs can become a nuisance, too. Especially on a site like Facebook, where someone’s approved contacts can “tag” a user in a photo, there’s a chance that colleagues might come across images of you behaving wildly years ago at a college party, or performing drunken karaoke last weekend, or worse.

“Any time the camera comes out these days, there’s a chance the resulting photos will be on the Internet within minutes,” said Nathan T. Wright, founder of Lava Row, a social media strategy firm in Des Moines. “If you’re going to have work people on these sites, you need to understand this threat.”

Dismissal is even possible if you post something unflattering about your employer in a status update or other feature that can be viewed by everyone on your network.

Q: To what extent can you control the information your connections see?

Every social networking Web site works differently. On LinkedIn, where all information is business-related, users can choose which information to include in their public profiles. On Twitter, most posts, or “tweets,” are public.

Nick O’Neill, who writes the independent “All Facebook” blog, has published a guide to mastering the site’s new privacy settings. The post detailed ways that users can organize friends into certain lists, and select which of those friends see what. It also explained how users can prevent profiles from coming up in standard Google searches.

“Most Facebook” users don’t even know these features are options,” said O’Neill, who also owns a digital media company in Washington. “I can’t tell you how many people sign up and don’t ever think about privacy again.”

Q: If you wish to decline certain connection requests, what is the most polite approach?

Be honest and consistent. Rachel Weingarten, president of the Octagon Strategy Group, a consulting firm in New York, said employees who wish to avoid colleagues on certain social networking sites should respond to every request by explaining that they’d rather put all work contacts into one particular social network, or designate all social networking sites for connections made outside of work.

These sorts of policies must be applied equally, she told the newspaper. “The last thing you want is to accept some requests but decline others, then have the people you’ve rejected find out they didn’t make the cut,” she said. In the world of modern office politics, she added, “that’s about as bad as it gets.”



Job creation numbers continue to show steady growth, the stock market continues upward and a wave of additional hiring optimism should follow.  We are BLK continue to see greater competition for talent and skill shortages becoming more severe.

As president of Berman Larson Kane we look forward to increased hiring and hopefully an increase in wages as competition continues to rise.  Our outlook for Q2 is very positive.  Thanks for you decades of confidence in allowing us to assist each of you with your talent acquisition programs.  It is truly an honor.



Bob Larson, CPC

Career Report

January  2018

Feature Story



Managing a generation of young people inclined to share their relationship statuses and meal photos on social media requires employers to adjust how they approach compensation, according to an article in The Wall Street Journal. That’s because, for millennials, pay is not a topic they shy away from openly discussing.

“Pay and promotions are not secretive topics anymore,” said Mary Ann Sardone, who consults with large employers on compensation issues and leads the workforce-rewards practice at benefits consultant Mercer, a unit of Marsh & McClennan Cos.

“Companies are spending more time ensuring their pay decisions are fair and highlighting career paths under the assumption that the information is going to be widely shared,” she told the newspaper.

Roughly one-third of U.S. workers age 18 to 36 say they feel comfortable discussing pay with their co-workers, more than any age group and about four times the rate among baby boomers, ages 53 to 71, according to a survey of 1,000 employees conducted by personal-finance firm Bankrate Inc.’s

Nearly half of millennials surveyed say they talk about compensation with their friends, compared with 36 percent of Americans overall.

According to the article, when Cameron Feenstra received a job offer from Prattle Analytics, a St. Louis research firm, the first thing the 22-year-old did was call his sister. Although he was willing to take a below-market salary for the chance to work at a fast-growing start-up, he wanted to ensure his offer of $42,000 was fair salary for his role as a junior qualitative analyst.

After talking about salaries with friends and family, and consulting anonymous career and salary-sharing websites such as Glassdoor, Feenstra decided to negotiate for more money, even though it was his first real job in the field.

“People who don’t ask around never learn how to negotiate because they don’t know where everyone else is” in terms of salary as a reference point,” Feenstra told the newspaper. He got a pay bump to $45,000 before accepting the offer.

The attitude shift has put greater pressure on employers to explain why some workers are paid more than others and to formalize compensation and promotion practices, said Kristina Launey, a partner at law firm Seyfarth Shire LLP, which specializes in labor and employment issues.

Moreover, the article pointed out, a rash of new city and state ordinances in Philadelphia, New York City and Massachusetts bar hiring managers from asking job candidates about their salary history, pressuring companies to be more transparent about what they are willing to pay for many roles.

Bill MacMillan, Prattle co-founder and chief technology officer, said he is accustomed to requests like the one from Freenstra. But keeping the 19-person startup on good financial footing while offering competitive-enough salaries to retain talented workers is a delicate balance, he added.

“I have great people, so I would love to pay them lots and lots of money,” MacMillan told The Wall Street Journal. Instead, he said, the firm explains to job seekers that while their salary may start at a below-market level, their performance and pay will typically be reviewed at least twice a year—at which point he and other managers can be “aggressive” with raises for top performers.

Since Feenstra began working at Prattle, he has discussed his pay with several of his colleagues. The chats have given him an idea of what to expect when discussing future raises, such as when his boss reviews his performance later this year.


As the New Year begins we are very optimistic about hiring plans from many of our clients.  As 2017 closed with good job growth figures we are looking forward to a continuing or hopefully increasing pattern in 2018.

In anticipation of this trend we at BLK are planning to add to our talent discovery team in February to better serve our clients anticipated demands.

As always we thank each of you for your support and confidence in our talent discover process.  Wishing all a wonderful New Year and seamless hiring during 2018.



Bob Larson, CPC


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, 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 article are some ways to make the most of your holiday-seasonal job search:

  • Be Flexible — Judi Perkins of 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.


We would like to thank all our clients for their business and wish all a joyous holiday season.  With the new year on the horizon we at Berman Larson Kane are looking forward to a continuing expanding economy with solid job creation.  Our predictions are a continuing increasing competition for top talent as baby boomers retire from the work force creating a gap for experience workers.  Some niches will continue to expand while others constrict as the businesses restructure for the rapidly changing world demands.  The one sure thing is that will unplanned changes will emerge and the job market continues to evolve to changing technologies and consumer demands.

Wishing all a healthy and happy holiday season and a prosperous New Year .



Thanksgiving Month Helping Hand to Unemployed

Bob Larson, CPC

Request Your Unemployment Assistance @ Thanksgiving/ and All of November

During this Thanksgiving Holiday let us remember the millions of good folks who continue to be adversely affected by our unemployment numbers.

Over the past decades the personal painful histories that I have witnessed, due to no job or meaningful work, continues to be heart wrenching.

During this month of thanks, I encourage each of you as professionals to lend a hand, take a phone call, review a resume, coach an interview or pass on some advice to a challenged “job-seeker”.  We all have a special gift of knowledge and compassion that can only help the unemployed.

As president of our organization I assure you that we will continue our community out-reach program to assist all “job-seekers” with their efforts to gain solid employment. Since beginning these program 10 years ago over 50,000 individuals have participated. My wish is by Thanksgiving 2018 that the need for this service will continue to decrease.

We at Berman Larson Kane continue to thank each of you for your business support during our thirty-seven year history.  Have a wonderful Thanksgiving holiday and take a moment to please be thankful for your job and take a moment to coach a less fortunate job-seeker.

News from BLK

 November/December is usually a slower time for hiring than the other 10 months of the year.  However, this year with the low unemployment rate we at BLK are predicting a continuous hiring pattern as companies are focused on the competition for top talent.  Although many are challenged to find meaningful employment several niches continue to be competitive.

We are Berman Larson Kane are thankful for your business and wish all a wonderful holiday season.


Bob Larson, CPC

Career Report

October 2017

 Feature Story


 Believe it or not, your next job interview might happen via text message, according to an article in The Wall Street Journal.

That’s because employers are now trying out apps that allow them to screen candidates and conduct early-stage interviews with texts, claiming that prospective hires are too slow to pick up the phone or respond to emails.

“People don’t want to have that 10-minute [phone] conversation any more if they could just reply with quick text,” Kirby Cuniffe, chief executive of staffing firm Aegis Worldwide LLC, told the newspaper.

After Aegis recruiters reported that fewer potential hires were answering their phones, the firm decided to try by texting. Since March, Indianapolis-based Aegis and Priceline Group’s restaurant-booking service Open Table have been using Canvas, a messaging app from Canvas Talent Inc. for text-based interviews.

The app suggests interview questions employers can use, such as “What motivates you?”

Its software analyzes candidates’ responses. Interviewers can rate answers with a thumbs-up or thumbs-down, visible only to the employer, and share transcripts of those text exchanges with co-workers.

Canvas charges employers around $300 per recruiter, and competes with similar apps such as Monster Worldwide Inc.’s Jobr.

According to the article, the use of smartphone-based tools for job interviews shows employers are trying to adapt to young workers’ communication habits.

Some 12 percent of millennials—defined as those born between 1980 and the early 2000s—prefer the phone for business communication, according to a 2016 report on Internet trends from venture-capital firm Kleiner Perkins Caufield & Byers. By contrast, 45 percent prefer chatting online or exchanging messages by email or text.

At Aegis, recruiters who used to schedule back-to-back phone calls with 30 or more potential hires every day can now juggle more conversations via texts, which take less time, the article pointed out. Cuniffe said each of his 10 recruiters who use the Canvas app can now handle conversations with 90 to 120 candidates at a time.

The app is useful for interacting with workers who have narrow windows of free time at odd hours, the article noted.

Cuniffe, 48, said millennial employees were far less skeptical than he was about adopting the new technology. “To them, it was like ‘Duh, why wouldn’t we use this, since that’s how we communicate now,” he said.

San Francisco-based Open Table’s text-based interviews with engineers and programmers are intended to show prospective hires the 1,000-person company isn’t just another boring software firm—important because the firm competes for talent with Facebook Inc. and Alphabet Inc.’s Google, said Scott Day, a human-resources executive.

Etiquette for job-interview texting is a work in progress. When Erin Scott, a recent Butler University graduate, received a message from Canvas Chief Executive Aman Brar about a possible job with the company, she was unsure if she should reply right away. She was cheerleading on the sidelines of a Saturday basketball game, and decided to wait to respond until Monday.

“I just remember thinking okay this is nice to get questions and be able to sit on them for as long as I want and answer exactly what I want to say,” Scott told the newspaper via text.


Bob Larson, President of BLK, presented at the National Association of Personal Services conference in Denver was well received.  Bob’s topic “Talent Acquisition Lessons Learned on the Yoga Mat” was attended by junior and senior recruiters alike.  Bob’s favorite compliment was from a very experienced recruiter with 20 plus years of experience who said “You have sealed the recruitment process into a few targeted simply executed steps.  I can’t thank you enough your tips will help me bring the best candidates to my clients’ in the most timely matter”

As for the job market the low unemployment numbers continue to create competition for top talent and 4th quarter hiring targets from many of our clients are extremely aggressive. To all clients and job-seekers we so thank you for your support for the past 37 years.  It is truly an honor to serve your employment options.


Artificial Intelligence Transforming Workplace

Bob Larson, CPC

Career Report

July 2017

 Feature Story



Move over, managers, there’s a new boss in the office: artificial intelligence. The same technology that enables a navigation app to find the most efficient route to your destination or let an online store recommend products based on past purchases is on the verge of transforming the office, according to an article in The Wall Street Journal.

In fact, AI promises to remake how we look for job candidates, get the most out of workers and keep our best workers on the job.

These applications aim to analyze a vast amount of data and search for patterns—broadening managers’ options and helping them systematize processes that are often driven simply by instinct. And just like shopping sites, the AIs are designed to learn from experience to get an even-better idea of what managers want, the article pointed out.

Consider just a few of the AI-driven options already available. A company can provide a job description, and AI will collect and crunch data from a variety of sources to find people with the right talents, with experience to match—candidates who might never have thought of applying to the company, and whom the company might never have thought of seeking out.

Another AI service lets companies analyze workers’ email to tell if they’re feeling unhappy about their job, so bosses can give them more attention before their performance takes a nose dive or they start doing things that harm the company.

Meanwhile, if companies are worried about turnover, the article pointed out, they can use AI to find employees who may be likely to jump ship based on variables such as length of time they’ve been in the job, their physical distance from teammates or how many managers they’ve had.

Still, the same data-analysis technology that promises to make managers more effective also sweeps them into uncharted territory. With its relentless focus on facts, AI seems to overcome supervisors’ prejudices, but it can have its own biases, such as favoring job candidates who have characteristics similar to those the software has seen before. Automated decision-making may also tempt managers to abdicate their own judgement or justify bad decisions that would have benefited from a human touch.

These systems, though, are fairly new, and we really don’t know yet whether they make decisions that are as good as or better than human managers, the article noted. And it would be difficult to devise a foolproof way to test that.

The AI systems’ thirst for data can lead employers to push the boundaries of workers’ privacy. Clearly, it is incumbent upon managers to use them wisely.

That said, according to the article, many companies profess concern for privacy and include in their tools features designed to keep data they collect under customer control, if only to enable customers to comply with privacy policies and laws.

Here, according to the article, are a few examples of some of the ways AI is remaking hiring and managing workers, and some of the benefits and downsides it may bring:

  • Companies using AI for personnel management may start implementing it before workers are even hired—to help them find the best candidates for jobs. Such software spots the most promising resumes among what may seem like an unmanageable deluge, or widening the net so employees can find a more diverse pool of candidates than they would select on their own.
  • Once managers have hired ideal candidates, artificial intelligence can help keep them productive by tracking how they handle various aspects of their jobs—starting with how they use their computers all day.
  • Companies can also track employees’ whereabouts in the office. And AI is also beginning to help managers peer into personal aspects of job performance that used to be left up to managers’ instincts and observations—for instance, attitudes toward the job.
  • Some AIs aim to predict when employees may be winding down their career and advises how to keep them on board.

For all of their promise, though, these systems raise a number of issues–some of which are evident today, while others may take time to become clear. Privacy is an obvious concern when tracking employees, particularly personal behavior. Systems that sort job candidates also raise questions. But despite this, the use of artificial intelligence as a workplace management tool is clearly an emerging business trend, which should be watched closely.


Bob Larson’s scheduled speaking engagement at this year’s annual NAPS conference is scheduled for September 21st in Denver CO.. This year’s session, entitled “Talent Acquisition Lessons Learned on the Yoga Mat”, will combine the knowledge of his 39 years in Talent Acquisition with the philosophies learned through his 16 years on the Yoga Mat.

For additional Information about this event

Present Moment Awareness: For More Placements
Bob Larson, CPC

“Talent Acquisition Lessons Learned on the Yoga Mat”

16 Years on the Yoga Mat – 39 Years doing Talent Acquisition – We work in a “instant” results, “instant” information, “instant” communication environment. Our clients look for us to respond instantly, 24/7. For example, one of our staffing assignments had us covering the three U.S. time zones with the client located at a 17 hour differential. Sleep for us to service this client was not an option.

Fall-offs, cancelled appointments, no-shows, MIA clients and candidates, client’s poor communication/feedback, failed background checks and just the fact that our product (candidate) has a “free-will” adds to our world-wind challenges and disappointments.

At times you operate in a panic mode, searching for candidates, job-orders, concerned that budgets are being slashed, expenses are under double scrutiny and in the back of your mind you wonder if/where your next job-order will materialize.

Learn how Yoga Philosophies’: “staying in the moment”, “breath control”, “flexibility”, ‘relaxation”, “patience” and “just sitting” can bring positive – sensible – realistic results to yourself, your billings and build confidence within your department and organization.

No organizational charts, PowerPoint presentations, strategic plans, metrics or mission statements will be offered. Only peaceful, simple solutions will be offered. Attend this session with an open mind and it is strongly suggested you leave your PDA’s and shoes outside the room… Namaste



Saying Goodbye to a Job Gracefully

Bob Larson, CPC


Career Report

July  2017

 Feature Story


Saying Goodbye to a Job Gracefully

As talk of a thaw in hiring freezes rises, many people are already planning to look for a new position when the job market picks up, according to an article in The Wall Street Journal. In fact, one recent survey, by consulting firm Right Management, revealed that as many as 60 percent of workers say they are planning to leave their jobs when the economy improves. And while it may be tempting to give the boss an earful if you do land a new job, workers need to keep in mind that the way they quit can have a long term impact on their career.

Here are some tips from the newspaper article on to resign from a job on good terms:

  • Be prepared. Review your employee handbook or employment contract before announcing your decision, so you know what your company policy is regarding resignations, severance, return of company property, and pay for unused vacation time. Also, find out the company’s reference policy to see what information will be disclosed to a prospective employer. If you have another job lined up, be sure to have your offer in writing before you resign.
  • Use it or loose it. If you haven’t used vacation time and will lose it if you quit, you might want to use your time before leaving or link it to your resignation date. But if you don’t want to burn any bridges, don’t take vacation and announce your departure just after your return.
  • Make an appointment. “Be formal and make an appointment with your boss,” recommended Tanya Maslach, a San Diego, Calif., career expert who specializes in relationship management issues. “Be prepared and engaging—and be transparent,” Maslach said. She also recommends asking your boss how you can help make the transition easier. After the discussion, put your resignation in a hard-copy letter that includes your last day and any transitional help you’ve offered.
  • Give Two weeks Notice. Two weeks advance notice is still standard but experts recommend offering more time if you’ve worked at a company for more than five years. Importantly, though, you also need to be prepared to leave right away—some companies require it.
  • Don’t take the stapler. “It’s not worth it,” said Michael J. Goldfarb, president of Northridge, Calif.-based Holman HR. “If there are security cameras or coworkers with a grudge, stealing from the company doesn’t look good.” In some cases, you could also end up getting billed for the missing equipment—or even taken to court, he said.
  • Scrub your digital footprint. Clear your browser cache, remove passwords to Websites you use from work, such as your personal email or online bank account and delete any personal files on your work computer that aren’t relevant to work. Don’t delete anything work related if you’re required to keep it.
  • Be honest but remain positive. Be helpful during the exit interview, but keep responses simple and professional. Don’t use the session to lay blame or rant about the workplace. “Whatever you do, don’t confess about how much you disliked working there,” said Maslach.
  • Stay close. Consider joining an employee alumni association, which often serves as a networking group for former employees. It can be a good way to keep up with changes in the company and industry—and find leads to new jobs down the road. Lastly, make an effort to keep in touch with coworkers you worked with; they may end up in management roles.

News from BLK 

Hot Summer / Hotter Job Market is the experience here hat BLK.   Numerous clients continue to add to head count both on the direct hire and contact employment.  All are experiencing the effects of low unemployment that is causing a scarcity of good candidates.  As the market continues to become more competitive we believe wage increases will return to the employees.

One of the hottest most competitive niches is engineering and the sciences.  As job openings are larger than available candidates.

We at Berman Larson Kane continue to use our proprietary data base to uncover passive talent to meet the increasing client demand.   Bottom line it is a good time to be seeking employment in almost all professional categories.  We so thank our loyal clients for giving us the privilege of recruiting for their needs we so greatly appreciated it.

Job Seeking Tips After 50

Bob Larson, CPC


Career Report

May  2017

 Feature Story


7 TIPS FOR GETTING HIRED AFTER AGE 50 (Reprint by Popular Request)

Finding a new job can be a lot of work for many, but it can be especially challenging for anyone in their 50s and 60s. And while the unemployment rate for older workers is lower than that of younger workers, once out of work older workers seem to have greater difficulties landing a new position than others. In fact, according to an AARP data analysis cited in a U.S. News & World Report article, the average duration of unemployment for job seekers was 55 weeks as of December 2014, compared with 28.2 weeks for younger workers.

To help older workers in their quest to find a new position, here from the U.S. News & World Report article are seven strategies to consider:

Start your job search right away. Don’t wait until your unemployment runs out to start looking for a new position. “It does seem like prospects are best for the unemployed as soon as they leave their jobs, so it might be a good idea to start job searching in earnest right at the beginning, rather than easing into job searching while on unemployment,” said Joanna Lahey, an associate professor at Texas A&M University, who studies age discrimination. A large gap on your résumé and a growing sense of frustration with the job search process can make it even more difficult to get hired aging.

Work you network. Although there are certainly many modern ways to find jobs online and through social media, having contacts at the company you would like to work for is still one of the best ways to find out about openings and get hired. “The number one way to find a job is through personal contacts,” Lahey pointed out. “You can avoid a lot of implicit discrimination if someone who knows you is willing to vouch for you.”

Reassure a younger manager. Some managers may feel uncomfortable supervising someone who is more experienced than they are. “The big thing to keep in mind is that the person supervising you or making the hiring decision may well be younger than you are, and insecure about supervising someone with more experience,” said Peter Cappelli, a management professor and director of the Center for Human Resources at the University of Pennsylvania’s Wharton School. “So it is important to let them know you are OK with the role you’re applying for, that you don’t want their job and that you are expecting to take direction from them.”

Don’t mention your age or the interviewer’s age. You don’t want to call attention to your age by listing jobs you held over 20 years ago on your résumé or mentioning age during the interview process. Equally as important, don’t comment on the age of a younger manager. “Even if the person interviewing you is no older than your children, never make any reference to their age thinly veiled or otherwise,” said Nancy Collamer, a career coach and author of  “Second-Act Careers: 50+ Ways to Profit from Your Passions During Semi-Retirement.”

Shorten your résumé. You don’t need to include every position you have ever held on your résumé. “Don’t make your résumé a history lesson. Highlight your most recent achievements and the new talents you’re acquiring,” Collander said. “In general, you should keep the spotlight on the last 10 years of relevant experience.”

Explain why you’re not overqualified. Having 20 or 30 years of work experience can make you seem overqualified for many positions. “Make sure your cover letter explains why you’re right for the job you’re applying to,” Lahey said. “Explain any gaps or why you’re applying for something for which it seems like you’re overqualified.”

Demonstrate your fluency with technology. Older workers are often perceived as being unable to effectively use technology. Make it clear to potential employers that you are tech-savvy and continuing to keep up with new developments. “I think the single most important thing you can do to overcome age bias is to demonstrate your comfort with technology and social media during the interview process,” Collamer said. “There are lots of different ways to subtly let potential employers know you’re tech-friendly: [For example] include your LinkedIn URL on your résumé, mention an interesting article you found on the employer’s Twitter feed or be a regular contributor to industry-related groups on LinkedIn.”


Bob Larson, President BLK will be a featured speaker at the NAPS convention in Denver Co. in September .  His talk titled “Talent Acquisition Lessons Learned on the Yoga Matt”.  Bob will share his combined 40 years in talent acquisition with his 20 years experience  on the yoga mat.  “Many of the lessons I’ve learned on the Yoga mat like listening closely, present moment awareness and beginners mind are so relevant to our recruiting profession” say Bob.

As the summer vacation season approaches we continue to see an increase in direct hire orders with the competition for top talent more competitive and salaries beginning to rise rapidly.  We all at BLK thank you for your business and thank you for allowing the honor of staffing for your organizations.



Accounts Receivable Credit and Collections , Full Benefit Package, Carlstadt, NJ

Accounts Receivable Credit and Collections, Wonderful Benefit Package

Job Description:
This is an exciting opportunity to work for the worldwide leading distributor of entertainment solutions including coin operated arcade games, vending equipment, and home game room goods.
This position requires an individual who has great attention to detail, a positive attitude, and the ability to multi-task and work under pressure.

Job Responsibilities:
Responsible for managing receivables for designated accounts on a national basis
Management of credit files to ensure accuracy and keep information current
Post to and reconcile A/R accounts
Respond to customer account billing issues to help resolve disputes and answer questions
Some travel necessary
Work closely with salesforce to manage risk and also create sales
Assist in other duties as assigned by supervisors in Financial Services.

Education and Experience:
Undergraduate degree from a 4-year college or university required
3 – 5 years’ experience of working in a related financial services field required
Experience managing and establishing credit lines preferred (ideally in a business-to-business environment)

Skills and Abilities:
Ability to plan, prioritize and organize work effectively and manage time deadlines
Quick learner and hard worker
Willingness to assume responsibility and solve problems utilizing good reasoning and judgment
Comfortable with collections through multiple channels (telephone, email, and also in-person
Strong interpersonal skills, desire to build strong relationships with customers and salesforce
Ability to interpret and extract information to reconcile accounts
Ability to analyze credit bureau reports, ledger history, basic financial information, to create and manage credit lines for customers
Loves numbers, comfortable with amortization tables and lease/loan calculations
Ability to work independently with minimal supervision
Excellent oral, written, listening, and communication skills
Must be a team player by cooperating and assisting co-workers and supervisors as needed
Must be proficient in Excel and have high computer literacy. Experience with AS400, check scanners, SharePoint and TValue software a plus

Compensation and Benefits:
Competitive salary; commensurate with experience
Casual work environment
Paid Holiday, Vacation and Sick
Medical, Dental and Vision coverage
Flexible Spending Account (FSA) Medical and Dependent Care
Health Reimbursement Account (HRA)
Short Term and Long Term Disability
Life Insurance (employee and family) and AD D
401K/Roth Company Match and Retirement Planning
Employee Assistance Program (EAP)
Wellness Incentives

Client is the leading coin operated distributor of amusement and vending equipment, coin operated parts, and service in the United States since 1934. Client has over 14 distribution offices located across the United States and over 80 years’ experience and leadership in the coin operated industry. Products offers amusement, music, prize merchandisers, and vending equipment. Client also distributes coin-operated parts, provides technical service and repair, and customized financing. is the largest wholesale distributor of billiard products and accessories in the United States.

Forward Resumes to