| Title | Field Support Engineer |
| City | Gurnee |
| State | IL |
| Description | Summary: Plans and coordinates activities concerned with installing instrumentation, investigating and resolving customer reports of problems with instruments, and minimize future operational or service difficulties by performing the following duties.
Job Duties: Skills: Education & Requirements: FSE should live near the Gurnee IL area. forward resumes to: larson@jobsbl.com |
Sales Manager
Location: Lehigh County, PA
Type: Full Time Min. Experience: Manager/Supervisor
About the position:
We are looking for a sales manager to lead both our sales and business development teams totaling 6 people. The successful candidate will come to us from a Cloud Hosting provider, an Internet Services Provider, Systems Integrator, a SaaS business or other company in the technology/Internet space. Technical sales experience and sales management success are keys to this role, so a track record of closing multi-million dollar, long term accounts would be expected. We have an established, successful sales process and a strong team that we are looking to build upon. The candidate should feel most comfortable with a consultative sales approach and solution selling. This is a new position, created because of our exciting growth. We are also looking for a candidate who has worked in a small or start-up company, and understands the strategy of selling to large companies against large, established competitors.
Responsibilities:
Requirements:
About our Client :
The small but incredibility important print:
Client offers an outstanding benefits package including medical, dental, and vision coverage, 401(k) plan with a generous company match, department and individual training budgets, bottomless coffee, cappuccino, and snacks, company provided lunch once a week and bagels EVERY Friday! We are an equal opportunity employer and we embrace cultural diversity.
forward resumes to: larson@josbl.com
Gray is Good at Some Companies
Traditionally, many employers have viewed older workers as inflexible, less productive than their younger colleagues, and more expensive because of higher salaries and health-care costs. When hard times force layoffs, older workers have often been the first to get the ax. But now, according to an article gray is good at some companies which are taking concrete steps to retain older workers.
In the process, these companies are rooting out age bias and setting up complex flexible work arrangements tailored to meet older workers’ needs. They are also seeking out older workers and retirees with needed skills.
For employers, the writing on the wall is hard to miss, the article pointed out. Workers 55 and older are growing four times faster than the work force as a whole. This age group accounts for more than 20 percent of the labor force, up from less than 16 percent in 2006, Bureau of Labor Statistics show. In the same period, people in the prime working years, ages 25 to 44, will shrink to 43 percent of the work force from 46 percent now.
Some companies are recognizing that older workers are repositories of hard-to replace knowledge critical to their businesses. For example, as workers retire, he said, companies worry about losing relationships with long-time suppliers and distributors.
In addition, as the work force ages, so do customers, who often prefer to deal with older workers. At Home Depot, older employees serve as a powerful draw to baby-boomer shoppers by mirroring their knowledge and perspective, said Dennis Donovan, executive vice president, human resources, for the retailer. Similarly a big Australian financial services concern, recruited over-45 workers as financial planners, among other roles. Older clients, a spokeswoman said, prefer advisers with experience.
The new attitudes come as age-discrimination complaints are falling, the article noted. Although some serious cases do remain, preliminary Equal Employment Opportunity Commission data show age-discrimination complaints to the commission decreased.
Other companies are encouraging older workers to continue part-time, offering up to three months’ unpaid time for vacation during the winter months, and making phased retirement more broadly available–allowing workers to slowly shift out of the work force and cut their hours for awhile before retiring, according to the article.
Worldwide Investment Firm!!!
DESCRIPTION
This position requires a highly professional individual to join the Executive Administration team and assist the CEO of the firm.
The Executive Administration team interacts and collaborates regularly as a critical function with the CEO and senior managers to plan, coordinate, and review materials from all departments that are provided to the CEO.
Team assists with business administration issues, coordinates various writing projects with the in-house editor, executes public relations projects, manages the library, and provides administrative support.
Must possess the ability to make moderately complex decisions in managing projects, preparing reports/presentations, and in developing and implementing process improvements.
When relevant established processes or procedures do not exist, this person will participate in determining and recommending the best process/procedure to achieve the desired outcomes.
REQUIREMENTS:
Bachelor’s Degree
At least 3 years experience in an executive support function in a fast-paced environment, dealing with diverse issues, and managing multiple priorities.
An advanced degree and/or other professional related training and development are a plus.
Must be extremely organized and motivated, pay excellent attention to detail, and possess strong verbal, written, and computer skills, including a high proficiency in Excel, Word, and Outlook, with knowledge of Access and Photoshop a plus.
This person will be working with confidential issues and must have the maturity to use discretion and diplomacy
Must be able to multi-task, have a positive attitude, and a great work ethic.
A background in finance is preferred
Location Livingston, NJ
Forward resume to larson@jobsbl.com
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
CAD Designer (Part Time)
Essential Job Function:
General Information:
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JOB RESPONSIBILITES INCLUDE BUT ARE NOT LIMITED TO:
Forward Resumes to: larson@jobsbl.com
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.
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:
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
Junior Agent
Think “Tom Cruise” in the movie Jerry Maguire “Show me the Money” but you will not be representing sports figures…but Book Authors, Business Leaders and Academic Celebrities on the Speaking/Convention Circuit….this job is about as cool as it gets!
Represent top intellectual talent—e.g. Ivy League business professors, C-suite executives, best-selling authors—for speaking, publishing and advisory work, and we are looking for a career-minded professional to join our team. Depending on level of experience and potential, the candidate will join as a junior agent or train towards becoming a junior agent. Because the position will require pitching our clients’ services and ideas to potential customers in writing or on the phone, sales, public relations and marketing skills are essential, as well as stellar oral and written communications skills. Our clients trust us to keep them ahead of the curve, so the applicant should be in tune with current affairs & trends and have his/her finger on the pulse of the business world. Experience with contract drafting and communicating with professors or executives is also helpful.
Skills
Resumes Forward to: larson@jobsbl.com
We have an immediate need for a HR Admin with the following Skills
ADP Virtual Edge (“VE”)
Position will focus on the HR Admin Tasks
This temporary assignment is with a premier employer
forward resumes to larson@jobsbl.com