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.

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.”

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.

ADVICE ON REFERENCE CHECKS AFTER FIRING

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Bob Larson, CPC
Bob Larson, CPC

If you’re dismissed from a job, it’s always important to leave a former employer on good terms and not burn bridges that one may need to cross in the future. Unfortunately, that doesn’t always happen, especially if there’s been a difficult relationship between an employee and a manager and/or bad feelings over a contentious issue that led to the firing, such as a less-than-satisfactory work performance or problematic conduct.

Whatever the reason, involuntary termination can be difficult to bounce back from and fired employees need to be prepared for their former boss to be contacted and what they are liable to say to the person checking references.

Here from an article published by the website Examiner.com are some points that job seekers should consider when trying to find employment after being dismissed:

  •   A job seeker should rewrite their résumé to emphasize talent and value over work history. Questions are sure to come up about why the job seeker is unemployed, with honesty being the best approach to answering those questions. Then the job seeker can explain how the skills listed on their résumé will benefit the prospective employer despite that negative point in their work history.
  •   The whole point of providing references is to back up what a job seeker claims about their experience for the position. Unfortunately, their former employer is not likely to do this. To counteract what the employer may state, the job seeker can ask former colleagues that are familiar with their work to serve as references. If they are willing to help, former coworkers can provide valuable input to a prospective employer.
  •   Job seekers can be proactive and ask their former employer what will be said about them during a reference check. The employer may be agreeable to writing a neutral reference letter.  At the very least, the severed employee may be able to negotiate with the employer that only verification of employment is provided.
  •   Many unemployed workers turn to freelancing when job prospects become slim or they decide to take their career in a new direction. Many companies find it beneficial to hire freelancers for specific tasks instead of creating a full-time position to handle these tasks. Job seekers can network through social networking sites such as Facebook, Twitter and LinkedIn to find freelance opportunities, socialize with like-minded workers and to promote their credentials. Again, former coworkers may be asked to provide references for the job seeker’s skills.

Despite popular belief, according to the article, former employers have few limitations when it comes to what they can share in a reference check. Although many employers limit the amount of information they share, this is mainly a business decision from a risk management perspective. In short, it keeps employers from facing possible litigation if only documented facts are shared, such as verifying employment, dates of service and possibly eligibility for rehire.

Some employers may not release information in a reference check without a signed release from the former employee, the article pointed out. But in most cases, there is nothing that prevents a former employer from stating anything during a reference check as long as it is based on documented, verifiable facts.

If a jobseeker suspects that a former employer is giving bad references they could, for example, engage a professional reference checking service to call a former employer on behalf of them. People employed by these services know the right questions to ask and how to listen for subtle cues from the employer. Once the reference check is complete, the job seeker should have a better understanding of the reliability of their references.

A job seeker may wish to consult an attorney if negative or false information is received from a reference checking service, the article noted. One option is a ‘cease and desist’ letter. While not all negative feedback is unlawful, the letter should demand that the bad references be stopped because of the negative impact on the job seeker’s ability to find a job. If a former employer has given false, unlawful or misleading information during a reference check, the job seeker may be able to take legal action for such actions, such as discrimination or

At Work It Pays to be Likeable

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President, Berman Larson Kane
President, Berman Larson Kane

@ Work, it Pays to be Likeable

The time-worn adage that nice guys finish last isn’t exactly true, according to an article in USA Today. In fact, growing research shows that likable employees may have more success on the job and that likability can even trump competence.

A study in the Harvard Business Review found that personal feelings toward an employee play a more important role in forming work relationships than is commonly acknowledged, the article pointed out. The study also indicated that this is even more important than how competent an employee is seen to be.

“We want to work with people that make us feel good to be around them,” said Tom Sanders, author of The Likeability Factor, which explores how having an appealing personality can positively influence life and careers. “Likability is the tiebreaker in almost anything.”

Likability is hard to define, but Sanders said people gravitate toward others who deliver psychological benefits. In other words, likability is the ability to produce a positive emotional experience in someone else, such as making co-workers feel good about themselves.

The Harvard Business Review study also found that employees don’t want to work with someone who is disliked, and it almost doesn’t matter how skilled they are. Indeed, co-workers who work with a likeable colleague are more comfortable with them, so work tends to be more collaborative.

“Organizations have traditionally focused on competencies and thinking ability of their staff,” Susan David, a psychologist and researcher at Yale University, told USA Today. “There is growing recognition, however, that job effectiveness can be undone if an employee is not likable. Being proficient at job tasks is of little comfort to the organization if an employee alienates clients or other staff.”

Research has also found that customers’ perceptions of the employees they deal with can influence their overall feelings toward a company. Nearly 60 percent of customers say that, when faced with rudeness, they take their business elsewhere, even if it means going out of their way or paying a higher price, according to a study by Eticon, a Columbia, S.C.-based provider of etiquette consulting for business.

Further, likable employees–especially those with skills in relationship building–are also more likely to get bigger pay raises and promotions, the article pointed out.

Some employees say likable employees are so important that they won’t hire anyone they think may have an attitude. Richard Laemer, chief executive of New York-based RLM Public Relations, said “no matter how experienced someone is, if they’re mean to people, they’re pretty much useless. I can’t work with someone who isn’t nice.”

But there can also be a downside, the article noted. Likable employees who lack skills or are seen as pushovers can lose out on management opportunities or can be seen as a liability, said Alexandra Levit, author of They Don’t Teach Corporate in College: A Twenty-Something’s Guide to the Business World.

For example, managers who are too likable can get too social with their subordinates, blurring the line between boss and friend. And younger Generation X or Generation Y employees can also try so hard to be liked that they come across as overly enthusiastic.

“There’s a tendency of young people, and even midcareer people, to say ‘yes’ all the time. In an effort to please, they do get pushed around. They get assigned too many tasks,” Levitt said. “Likability can be dangerous. Young people can be too enthusiastic, and it can irritate management. You can be too ‘rah rah.”

Overall, though, most employers agree that likability is a very important attribute and that it can clearly help employees when performance is lacking. “You can provide training to compensate for missing skills, but it’s almost impossible to compensate for personality,” added Tory Johnson, CEO of New York-based Women for Hire, which provides career fairs for women. “ It’s never worth hiring someone you dislike, or someone who’s likely to be disliked among staffers.”