GTA JOB GUIDE - January 26, 2013

JOBS • TRAINING • CAREERS

FREE

Volume 26 • Issue 04 Jan. 26 - Feb. 02, 2013 WWW.

.CA

COVERAGE:

Mississauga to Oshawa, Toronto to Barrie - GTA Wide

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EMPLOYMENT OPPORTUNITIES

GTA / Jan. 26 - Feb. 02, 2013 • Page 2

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GTA / Jan. 26 - Feb. 02, 2013 • Page 3

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A Strong Leader Understands Employee Behaviours

By Garth Roberts

1. Behaviour is observable. An employee comes in late, doesn’t complete assigned tasks and takes every opportunity to enjoy a break. As a manager, you observe these behaviours and probably get ticked off. Your emotions get you grumbling, making comments to stimulate a change and adding stress to your life.

But do you take action? Wait. Don’t let your emotions rule. Instead, observe these behaviours and put a plan in place to find out why the employee is acting this way. There may be a logical reason.

2. Behaviour is situation-based and can vary from one situation to the next.

The person who is a star employee in one situation can be dead weight in another. If someone’s performance varies that much, you need to stop and assess the situation to determine what causes the variance.

Does the new task require a giant performance leap? Have you truly given

adequate and proper direction? Have you allowed the opportunity to ask questions?

3. Behaviour can be flexible, even within a single situation. You give an employee a task and feel he’s on the right path, then you notice things aren’t getting done. Flexible behaviour can indicate a variety of things, including lack of knowledge, lack of motivation, reluctance to change, or other problems that require further investigation.

4. Behaviour is dynamic and always changing. While psychologists may say behaviour patterns are set at a very young age, we continue to change and adjust our behaviour throughout our lives. Family situations, financial crises, physical or mental challenges and something as simple as boredom all affect our behaviour.

Is the once-dynamic employee bored with her job? How about your fantastic team leader? Have you made changes that are negatively affecting his performance?

5. Our behaviour is based on our thoughts and beliefs. Pause for a moment and think back to when you were a teenager. Do you have the same beliefs today? Probably not, particularly if you’re the owner of the business, and you’re trying to motivate your employees to have the same degree of enthusiasm

you have. Could anyone but you motivate you when you were a teenager?

No. You were motivated when someone inspired you to complete a task or take on a new job.

As a leader, your job is to inspire employees so they have the same vested interest in doing a great job and moving the company forward as you do.

Leader, heal thyself first When you look at these five categories, remember, as the leader, when inappropriate behaviour gets in the way, you own part of the problem. It may be only five percent, but it’s a part.

When you tackle behaviour issues, recognize your contribution and deal with it first.

Did you communicate what you wanted clearly? Did you wait to respond to questions for clarification? Are your procedures clear and still appropriate for the changing work environment? Are you an absent leader?

The admonition lead by example is as old as time, but it’s still true. Discover the problem, keep your emotions in check and put a plan in place. Your people need to see you and hear you.

Your behaviour has to match what you’re expecting of others.

Attitude has many meanings Make sure you define the problem behaviour correctly. Have you ever

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American actress Mae West is quoted as saying, “The best way to behave is to misbehave.” That may have worked for Mae West, but it won’t work on the job. Most companies want behaviour that inspires productivity, performance, and, of course, profit.

Defined as observable activity in people and animals, behaviour can be broken into five categories:

grumbled about an employee having a poor attitude? Attitude is an umbrella word. It’s not behaviour. It has many meanings, depending on who’s using the word.

To you, attitude means the employee doesn’t care about his work; to your customer, it means she receives slow service at the counter; and to your employee, it means no one seems to care what he does. In the employee’s mind, the boss’s attitude needs work. Who looks at your behaviour and asks for corrections?

Garth Roberts is a Leadership Coach and Trainer. Reprinted with permission from Troy Media.

GTA / Jan. 26 - Feb. 02, 2013 • Page 5

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EMPLOYMENT OPPORTUNITIES

American actress Mae West is quoted as saying, “The best way to behave is to misbehave.” That may have worked for Mae West, but it won’t work on the job. Most companies want behaviour that inspires productivity, performance, and, of course, profit.

Defined as observable activity in people and animals, behaviour can be broken into five categories: 1. Behaviour is observable. An employee comes in late, doesn’t complete assigned tasks and takes every opportunity to enjoy a break. As a manager, you observe these behaviours and probably get ticked off.

Your emotions get you grumbling, making comments to stimulate a change and adding stress to your life.

But do you take action? Wait. Don’t let your emotions rule. Instead, observe these behaviours and put a plan in place to find out why the employee is acting this way. There may be a logical reason.

2. Behaviour is situation-based and can vary from one situation to the next. The person who is a star employee in one situation can be dead weight in another. If someone’s performance varies that much, you need to stop and assess the situation to determine what causes the variance.

Does the new task require a giant performance leap? Have you truly given adequate and proper direction? Have you allowed the opportunity to ask questions?

3. Behaviour can be flexible, even within a single situation. You give an employee a task and feel he’s on the right path, then you notice things aren’t getting done. Flexible behaviour can indicate a variety of things, including lack of knowledge, lack of motivation, reluctance to change, or other problems that require further investigation.

4. Behaviour is dynamic and always changing.

While psychologists may say behaviour patterns are set at a very young age, we continue to change and adjust our behaviour throughout our lives. Family situations, financial crises, physical or mental challenges and something as simple as boredom all affect our behaviour.

Is the once-dynamic employee bored with her job? How about your fantastic team leader? Have you made changes that are negatively affecting his performance?

5. Our behaviour is based on our thoughts and beliefs. Pause for a moment and think back to when you were a teenager. Do you have the same beliefs today? Probably not, particularly if you’re the owner of the business, and you’re trying to motivate your employees to have the same degree of enthusiasm you have. Could anyone but you motivate you when you were a teenager? No. You were motivated when someone inspired you to complete a task or take on a new job.

As a leader, your job is to inspire employees so they have the same vested interest in doing a great job and moving the company forward as you do.

Leader, heal thyself first When you look at these five categories, remember, as the leader, when inappropriate behaviour gets in the way, you own part of the problem. It may be only five percent, but it’s a part. When you tackle behaviour issues, recognize your contribution and deal with it first.

Did you communicate what you wanted clearly?

Did you wait to respond to questions for clarification?

Are your procedures clear and still appropriate for the changing work environment? Are you an absent leader?

The admonition lead by example is as old as time, but it’s still true. Discover the problem, keep your emotions in check and put a plan in place. Your people need to see you and hear you. Your behaviour has to match what you’re expecting of others.

Attitude has many meanings Make sure you define the problem behaviour correctly. Have you ever grumbled about an employee having a poor attitude? Attitude is an umbrella word.

It’s not behaviour. It has many meanings, depending on who’s using the word.

To you, attitude means the employee doesn’t care about his work; to your customer, it means she receives slow service at the counter; and to your employee, it means no one seems to care what he does.

In the employee’s mind, the boss’s attitude needs work. Who looks at your behaviour and asks for corrections?

Garth Roberts is a Leadership Coach and Trainer. Reprinted with permission from Troy Media.

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A Strong Leader Understands

By Garth Roberts Employee Behaviours

EMPLOYMENT OPPORTUNITIES

GTA / Jan. 26 - Feb. 02, 2013 • Page 6

ACCESS TO SUCCESS

416-510-2739

Property Administrator is a hot new career choice Property administrators perform administrative duties and co-ordinate activities related to the management and rental investment property and real estate on behalf of property owners.

Choosing a Career College

Opportunities for property administrators are impacted by the growth in real estate and commercial property markets. The rise in number of condominiums, town houses and apartments will increase the need for property administrators.

With the continued growth in the number of older people, there will also be an increased demand for various types of suitable housing such as assisted living arrangements and retirement communities. Job opportunities are expected to be particulary good for those with experience managing housing for older people or with experience running a health unit.

Typical employers: Insurance and Real Estate Agencies; Operators of Building and Dwellings; Property Development Companies; Provincial and Municipal governments; Common Job Titles; Accommodation Officer; Government Property Manager; Leasing Co-Ordinator- Property; Property Rentals Management;

401 The West Mall, Suite 500 Toronto, ON, M9C 5J5 Telephone: 416-784-5100 or Fax: 1-888-652-6326 www.employmentnews.com ensales@wall2wallmedia.com Toll Free: 1-800-567-2699

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The following is a list of 5 essential tips on choosing a career college: 1. Do your research Find a college in your area or one that offers the program you’re looking for. Once you’ve narrowed down your options, you can go to www.ontario. ca/pcc to make sure the colleges you’re looking at are registered with the ministry. Also, check into professional associations, such as the Ontario Association of Career Colleges, to see if the colleges are members in good standing.

2. Book a tour Visiting a career college is often the best way to get a feel for the school.

During the tour, you will have the opportunity to talk to teachers and students, check out the classrooms and equipment, and picture yourself as a student there.

3. Ask questions Try talking to current students, alumni, instructors, and employers, and ask them as many questions as you can. Colleges can often put you in touch with graduates and businesses that have hired their students, so that you can hear about their experiences with the college first-hand.

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From the publishers of the original weekly job and career training publication.

4. Compare and contrast Whether you walk into a college and its love at first sight or if you aren’t quite sure if it’s the right one yet, it’s always a good idea to compare. By booking a tour at another college and comparing student experiences from several campuses, you should get a good idea of what college and learning environment works best for you.

5. Look into funding options Career college students use a variety of funding options including personal funds, Second Career funding, WSIB funding, and OSAP. If you require OSAP funding, make sure the college is OSAP designated. If not, speak to a representative at the college to see what other options are available.

Please recycle this magazine! Wall2Wall Media participates in the Partners in Growth Reforestation Program through St. Joseph Communications. To date, Partners in Growth has planted over 2.5 million trees in parks, recreation and conservation areas, and other public spaces across Canada. Established in 1990, this program was started with Scouts Canada to help replenish the environment.

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Telephone: 416-789-9680

The JOBguide is published to provide our readers with up-to-date, detailed information about local and regional training and employment opportunities. It is available free of charge in nearly 3,000 high traffic locations in the Greater Toronto Area (Mississauga to Oshawa, Toronto to Barrie), which include: Stand Alone Yellow newspaper boxes and stand alone racks at major transit stops, Go Train stations, universities, colleges, training schools, libraries, HRDC centres, Government sponsored employment service locations, major food store chains, selected Canadian Tire stores and exclusive distribution rights at various locations across the GTA and Ottawa.

Every year, over 60,000 students choose to pursue post-secondary education at one of Ontario’s career colleges. Career colleges offer hands-on learning in a variety of skilled fields, often in just a matter of months. But, with over 600 campus locations dotted across the province, how do you decide which one is the best fit for you?

Established in 1973, the Ontario Association of Career Colleges is a provincial voice for career colleges. OACC has over 280 members who contribute to the province’s economy by training a majority of the 60,000 students who enroll in career colleges annually in hundreds of essential, skilled fields.

Visit our website at www.oacc.ca or find us on Facebook and Twitter.

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401 The West Mall, Suite 500 Toronto, ON, M9C 5J5

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Access Business College is a premier institution offering a comprhensive Property Administrator’s Course that is geared specially to the job market. As the Access faculty says: Success is its own best calling card.

By Alix Matthews-Mahé Media Communications Coordinator, Ontario Association of Career Colleges

EMPLOYMENT OPPORTUNITIES

Accredited Dental Hygiene Education

Our Hygiene Clinic is open to the public for teeth cleaning whitening, sportsguards, x-rays and more at REDUCED FEES!!!

Our students continue to exceed the national averages in EVERY category of the National Board Exams Thank you to our faculty for their continued efforts and congratulations to all of our recent graduates!

GTA / Jan. 26 - Feb. 02, 2013 • Page 7

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A division of the Canadian Academy of Dental Hygiene. est. 2001

F I N A N C I A L A S S I S TA N C E M AY B E AVA I L A B L E T O T H O S E W H O Q U A L I F Y

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Look in online @ www.thejobguide.ca

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Job Hunt Driving You CrazY?

GTA / Jan. 26 - Feb. 02, 2013 • Page 8

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EMPLOYMENT OPPORTUNITIES

GTA / Jan. 26 - Feb. 02, 2013 • Page 9

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EMPLOYMENT OPPORTUNITIES

EMPLOYMENT OPPORTUNITIES

GTA / Jan. 26 - Feb. 02, 2013 • Page 10

Capitalizing on the changing workplace

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By Dr. Carol Kinsey Goman

Are you:

• Unemployed • Underemployed • Laid Off

• An apprentice • A Student • A newcomer to Canada

We can help you get the job you want!

Call the YMCA Employment and Community Centre @

905-276-9322

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or Internationally trained?

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Change is the most pervasive influence within today's workplace. Profound changes are shaking up our lives and the way we do business. And the pace of change will continue to accelerate -- driven by sharp economic swings, increasing competitive pressures, new technologies, government regulations, sociocultural shifts, further globalization of the marketplace, and the continued reshaping of organizations worldwide.

Dealing successfully with a changing reality means facing some hard truths: Today you work for yourself. Your only family is your real family - not the company. No big organization is going to take care of your future. This means that the responsibility for your success and happiness is in your own hands. You alone are in charge of clarifying your values, defining success, designing a career path, building motivation and developing a winning strategy for anticipating and capitalizing on the future.

For many of us, realizing that we are totally in control of our lives is traumatic. Gloria Steinem has said, "People waste more time waiting for someone to take charge of their lives than they do in any other pursuit."

I call this phenomenon the Oz Factor - the belief that someone wiser and more powerful than ourselves (the wizard) will provide us with solutions to our problems. Just as it was for Dorothy and her friends, it is time for all of us to look within and to realize that we can rely on our own hearts and minds and courage.

Several years ago, the American Management Association (AMA) conducted a survey with 6,000 participants across the United States. The survey asked only two questions: 1) Do you get enough recognition at work?

2) Would you do a better job if you got more recognition?

The response was overwhelming: 97% of the respondents said "no" they didn't get enough recognition at work, and 98% replied "yes" they would do a better job if they received more recognition.

To the AMA, this pointed out inadequate management practices. Obviously, not enough managers were doing a good enough job at recognizing and rewarding the people who report to them.

But I looked at the results in another way: It seemed that most of us were waiting without much success - for someone else to acknowledge our efforts. Only then would we do a "better job." Talk about relinquishing control!

On the other hand, some individuals (especially those who thrive on change) refuse to give anyone else control over their performance. The "change-adept" don't wait for their employers to empower them; they

go right out and empower themselves.

After I presented a program for Bell Canada in Toronto, an audience member raised her hand to comment: "I'm new to the company, but there is one change that I wish we'd make. I think we need a mentor program in this organization. To be paired with an experienced manager - to have someone to 'show us the ropes' - that would really shorten the time it takes new people to fit in." From the stage, I asked (in all my consultant's wisdom): "Well, why don't you find your own mentor?" This woman was way ahead of me. "Oh, I already did that," she replied. "I just think it would be a great program for all new employees."

Woody Allen once said that he was not worried about advanced civilizations landing on earth and taking us over because they were centuries ahead of us. Instead, what worried him the most was being invaded by aliens who would be only fifteen minutes ahead: They would always get a parking space and they would always be first in line for the movies.

In a rapidly changing business environment, change-adept individuals gain the fifteenminute advantage by using proactive strategies - anticipating the new actions that external evens will eventually require. And taking those actions early, before being forced to do so, while there is still time to influence or even redirect events.

A training consultant at Hewlett-Packard put it this way: "If there's a slowdown in the computer industry, it's up to the employee to figure out what it means to him. That takes talking not only to people within the company, but also to people at other companies. It means staying on top of industry trends. The people who succeed are usually the first ones to recognize change and work with it."

Of course, different people react very differently to change. Many get frustrated and pressured -- and they burn out. Others seem to thrive on chaos. It is no mere accident, no random selection by fate, as to whom will adapt optimally. While their co-workers are overwhelmed by the negative aspects of change, the change-adept take control and capitalize on opportunities they encounter daily.

Carol Kinsey Goman, Ph.D., is an executive coach, author and keynote speaker who addresses association, government, and business audiences around the worldFor more information, contact Carol by phone: 510-526-1727, email: CGoman@CKG.com, or through her websites: www.CKG.com and www.NonverbalAdvantage.com.

Reprinted with permission from Troy Media Corporation.

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The importance of

space

in a business relationship

By Dr. Carol Kinsey Goman As a consultant and professional speaker, I often travel by myself and frequently dine alone. This affords me the opportunity to combine two of my favorite pastimes: eating great food and watching people.

One night at dinner in an ocean-side resort, I noticed a man and a woman seated across the room. It was a beautiful image and it caught my attention. The couple sat in silhouette, framed by a large picture window, while the setting sun turned the background shades of yellow, orange, magenta and deep purple. Then I began to observe the couple’s body language. During the course of the meal, I watched the man lean toward the woman - and saw her respond by pulling away from him. He leaned toward her again - and again she pulled away. The more the man leaned forward, the more his dinner companion would tilt back. By dessert, he was almost sprawled across the table and she was practically falling off her chair. I couldn’t hear a word they were saying, but it was perfectly obvious that whatever he was proposing - she wasn’t signing on!

The funny part was, the man seemed totally oblivious to the nonverbal signals the woman was so clearly sending. He would have been much more successful if he had (literally) backed off.

Last month I was reminded of this episode as I sat at another restaurant watching two men at the bar. This time I was close enough to overhear their conversation, so I knew that one man was in sales and the other was a potential client. By the time they’d finished their drinks, I also knew the deal was dead. And it wasn’t anything that was said. In the midst of a normal "getting-to-know-you" conversation, I watched the salesman move so close to his prospect that the client began, very slowly, to inch away. This went on for some time, but finally the client could stand it no longer. He excused himself to make a phone call – and left the restaurant shortly afterward.

One of the easiest mistakes to make during a business encounter with someone is to misjudge how much space the other person needs.

The anthropologist, Edward Hall, coined the word "proxemics" to describe phenomena like territoriality among office workers. And it was he who first noted the five zones in which people feel most comfortable dealing with one another. (It's as if we're standing inside an invisible bubble that expands or contracts depending on our relationships.)

• The intimate zone (0-18 inches) is reserved for family and loved ones. Within this zone we embrace, touch or whisper. This close contact is appropriate only for very personal relationships.

• The close personal zone (1.5-2 feet) is the "bubble" most people in the United States like to keep around us. This zone is used for interactions among friends or familiar and trusted business partners. _ A far personal zone (2-4 feet) is for interactions we prefer to conduct "at arms length" and in this zone we can communicate interest without the commitment of touching.

• The social zone (4-12 feet) is most appropriate for the majority of most daily business interactions. It is where we interact with new business acquaintances or at more formal social affairs. _ The public zone (over 12 feet) is mostly used for public speaking.

The amount of space required to feel comfortable varies from individual to individual. People who don’t like being touched will tend to "keep their distance" from others. People who touch others while talking will want to get close enough to do so.

Space can also vary depending on the amount of trust in a relationship. A general rule is: The greater the distance, the lower the level of trust. We also make assumptions about relationships based on zones. If we see two people talking at a distance of around two feet from each other, we assume they are engaged in the kind of conversation only possible between those who know and trust each other. So, their spatial relationship becomes part of what is being communicated.

Gender plays an important role too. Men who don’t know each other well tend to keep a greater distance between them than women who have just met. This difference in interpersonal distance as determined by gender is even true in Web 2.0’s virtual online worlds (like Second Life) where many of the rules that govern personal space in the physical world can be found in the virtual world.

And, of course, the comfortable distance between participants varies with culture. In the U.S. most business relationships begin in the social zone. As the relationships develop and trust is formed, both parties may subconsciously decrease the distance to more personal zones. But if one of the parties moves too close too soon, it can result in a communication breakdown.

Those who feel powerful and confident will usually control more physical space, extending their arms and legs and generally taking up more room. In doing so, they may unknowingly infringe on another person’s territory. Someone may also purposefully stand too close in order to make the other person feel self-conscious or insecure. Police interrogators often use the strategy of sitting close and crowding a suspect. This theory of interrogation assumes that invasion of the suspect's personal space (with no chance for defense) will give the officer a psychological advantage.

I’ve also seen managers standing uncomfortably close to employees in order to emphasize their status in the organization.

Not a good idea.

Scientists agree that people’s territorial responses are primitive and powerful. And a mistake here can trigger a truly deep-seated response. When someone comes too close in an undesirable way, it triggers a physiological reaction in the other person - as heart rate and galvanic skin responses increase. The other person then tries to restore the "proper" distance by looking away, stepping behind a barrier (desk, chair, table), crossing their arms to create a barrier, pulling back to create space, or tucking in their chins as an instinctive move of protection. They may even rub their neck so that an elbow protrudes sharply toward the invader.

Getting too close is an especially improper business move in circumstances where workers, colleagues or clients are in danger of feeling emotionally or physically threatened by the invasion on their personal space. Anyone who oversteps space boundaries is perceived as rude, aggressive or socially clueless.

So keep your distance. Respecting another person’s space can help you build rapport with your colleagues and close sales with your clients.

By Dr. Carol Kinsey Goman is an HR Columnist with Troy Media Corporation, an executive coach, author and keynote speaker who addresses association, government, and business audiences around the world. For more information, contact Carol by phone: 510-526-1727, email: CGoman@ CKG.com, or through her websites: www.CKG.com and www.NonverbalAdvantage.com.

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American actress Mae West is quoted as saying, “The best way to behave is to misbehave.” That may have worked for Mae West, but it won’t work on the job. Most companies want behaviour that inspires productivity, performance, and, of course, profit.

Defined as observable activity in people and animals, behaviour can be broken into five categories: 1. Behaviour is observable. An employee comes in late, doesn’t complete assigned tasks and takes every opportunity to enjoy a break. As a manager, you observe these behaviours and probably get ticked off.

Your emotions get you grumbling, making comments to stimulate a change and adding stress to your life.

But do you take action? Wait. Don’t let your emotions rule. Instead, observe these behaviours and put a plan in place to find out why the employee is acting this way. There may be a logical reason.

2. Behaviour is situation-based and can vary from one situation to the next. The person who is a star employee in one situation can be dead weight in another. If someone’s performance varies that much, you need to stop and assess the situation to determine what causes the variance.

Does the new task require a giant performance leap? Have you truly given adequate and proper direction? Have you allowed the opportunity to ask questions?

3. Behaviour can be flexible, even within a single situation. You give an employee a task and feel he’s on the right path, then you notice things aren’t getting done. Flexible behaviour can indicate a variety of things, including lack of knowledge, lack of motivation, reluctance to change, or other problems that require further investigation.

4. Behaviour is dynamic and always changing.

While psychologists may say behaviour patterns are set at a very young age, we continue to change and adjust our behaviour throughout our lives. Family situations, financial crises, physical or mental challenges and something as simple as boredom all affect our behaviour.

Is the once-dynamic employee bored with her job? How about your fantastic team leader? Have you made changes that are negatively affecting his performance?

5. Our behaviour is based on our thoughts and beliefs. Pause for a moment and think back to when you were a teenager. Do you have the same beliefs today? Probably not, particularly if you’re the owner of the business, and you’re trying to motivate your employees to have the same degree of enthusiasm you have. Could anyone but you motivate you when you were a teenager? No. You were motivated when someone inspired you to complete a task or take on a new job.

As a leader, your job is to inspire employees so they have the same vested interest in doing a great job and moving the company forward as you do.

Leader, heal thyself first When you look at these five categories, remember, as the leader, when inappropriate behaviour gets in the way, you own part of the problem. It may be only five percent, but it’s a part. When you tackle behaviour issues, recognize your contribution and deal with it first.

Did you communicate what you wanted clearly?

Did you wait to respond to questions for clarification?

Are your procedures clear and still appropriate for the changing work environment? Are you an absent leader?

The admonition lead by example is as old as time, but it’s still true. Discover the problem, keep your emotions in check and put a plan in place. Your people need to see you and hear you. Your behaviour has to match what you’re expecting of others.

Attitude has many meanings Make sure you define the problem behaviour correctly. Have you ever grumbled about an employee having a poor attitude? Attitude is an umbrella word.

It’s not behaviour. It has many meanings, depending on who’s using the word.

To you, attitude means the employee doesn’t care about his work; to your customer, it means she receives slow service at the counter; and to your employee, it means no one seems to care what he does.

In the employee’s mind, the boss’s attitude needs work. Who looks at your behaviour and asks for corrections?

Garth Roberts is a Leadership Coach and Trainer. Reprinted with permission from Troy Media.

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Good (and Bad) Action Words The cliche “it’s not what you say, but how you say it” rings true when it comes to resumes. Stating that you’re “friendly” on a resume may tell an employer you are approachable, but may also imply you are chatty... not such a good thing. Better to say you have strong interpersonal skills or that you work well independently and in a team setting.

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Active Words Employers respond well to phrases that demonstrate action on your part in past work situations: increased, implemented, lowered, led, managed, negotiated, presented, tested.

Resumes for Dummies suggests the following are good action words for describing communication and creative skills: Addressed, clarified, created, designed, developed, directed edited, enabled, initiated, launched, lectured, produced, projected, realized, reported, shaped, translated, wrote.

Examples When using these words remember to include specific examples. A future employer wants to know how much you lowered costs, how many staff you managed and how much you increased sales through the ad campaign you created. Numbers are usually a good way to do this: lowered absentee rate by 10%, increased night shift production levels by 12%.

If you don’t have an impressive example to back up a particular skill, consider replacing it with another.

DO NOT embellish to make an impression. Lying on a resume can be embarrassing if you are caught, and can be a reason for termination if it is discovered after you are hired.

Keywords Keywords, simple phrases common to specific careers, are becoming a crucial addition to many resumes, especially those posted on the Internet or sent via e-mail. More and more job search web sites like Monster and Workopolis now use “tags” or specific lists of words to search resumes, allowing employers to narrow down the number they actually read.

If your resume does not contain the key industry phrases an employer is looking for, it is likely your application will never even make it to the inbox, regardless of whether or not you have the proper skills.

An employer will also scan resumes for these keywords when creating an interview list from a stack of resumes.

So what are these keywords? It depends on your industry or the kind of position you are looking for. The key words for a graphic artist could be much different than those of a medical technician.

According to the article Resume Keywords: Four Tips to Get your Resume Noticed by Gretchen Ledgard, the first place to look for good keywords is in the job ad. “Read the job description for “must have” skills.

These qualifications will give you an idea of what a recruiter will be searching on.”

Another way to find out the common keywords in a specific career sector is to do a little research. Read industry newspapers or web sites. Network at industry events and ask questions about how others describe their skills to see if common phrases pop up.

Phrases to avoid When choosing your words, avoid phrases that don’t serve any real purpose on a resume. Employers may see them as a waste of space. For Example: Vague Statements Participated in, aided in, assisted with, facilitated These phrases take up space but do not offer insight into your specific skills -- employers want to know what you did specifically.

Superlatives Effectively; rapidly; easily; skillfully; expertly Since you don’t usually highlight failures on your resume, an employer will assume if you list something on your resume it’s a skill or task you did successfully. Superlatives like these don’t offer much to an employer and may come off like bragging.

Finally Ledgard notes that while employers tend to favour people with good “soft skills” they rarely enter them in as search terms for resume databases.

You may want to keep to a minimum terms like: good team player, positive attitude, good personality, excellent manners.

“Reprinted with the permission of the Possibilities Online Resource Centre-www.poss.ca”

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Candidates’ character major hiring determinant

By Bob Weinstein and irrelevant. “Companies are grasping at straws because they think they figured out how to evaluate character,” he says.

When looking for high-level executives, for example, many decision-makers feel it’s essential to check out potential candidates’ lifestyles – where and how they live, and what schools their children attend. That usually involves getting a read on their families. A common practice is taking spouse and candidate out to dinner to observe them in a social setting.

The firm’s brass gets to see how the candidate handles him- or herself in potential wheeler-dealer social situations with clients and customers.

Candidates’ table manners count and how the couple conduct themselves in a highbrow restaurant could be a potential deal-breaker. What and how they order are considered telling indicators of class and elegance. What do you think a candidate’s chances are if he orders meat loaf and a glass of tap beer or ordinary table wine instead of the house special of aged filet mignon and a $75 bottle of a 15-year-old pinot noir? Before the candidate shoveled the last chunk of meat loaf into his mouth, the brass had already drawn their conclusions on this socially inept candidate. He’ll never cut it with the firm’s old-line customers.

The candidate’s wife is also being scrutinized microscopically. Heaven forbid she should commit an irredeemable faux pas and order a second and third martini, and slur her words in the bargain. By meal’s end, her spouse will no longer be in the running for the job. By the time the

check is paid, all hiring efforts will have been unofficially aborted. What a pity, too, because the man could have a genius IQ with the potential to add millions to the organizational coffers.

Companies are easily duped when evaluating character. In the ongoing quest of companies to get a handle on candidates’ character, they’re often duped by couples who have mastered the art of fooling corporate bigwigs by turning in Oscar-winning social performances, leaving no doubt that the couple bear the class and elegance of diplomats or royalty.

Months later — after the candidate is hired and comfortably situated in a gorgeous corner office — they realize they’ve been had. The candidate is incompetent, and the wife is a con artist.

For whatever it’s worth, they deserve a prize for mastering all the superficial social graces necessary to capture a big job. But it’s doubtful that they could pull the wool over the eyes of an entrepreneurial genius wheeler-dealer like Warren Buffet.

No such thing as a perfect candidate.

No one is perfect, adds Jaffe. The notion of trying to isolate the perfect candidate by identifying the success traits of super achievers – character being one of them — is ludicrous, he says. “Organizations’ goals ought to be to weed out candidates early in the evaluation process who are conspicuously out of control,” Jaffe explains. “The big mistake companies make is thinking certain character traits are an accurate indicator of competence for all jobs. If you believe that, you might as well use tarot cards or a crystal ball

because there are no standard predictors of success.”

“The only way to look at character as an accurate indicator of job success is to determine which facets of candidates’ character are relevant to the position being filled,” Jaffe adds. “For example, is it honesty, compassion, aggressiveness?”

Jaffe feels that there are many character traits that should be ignored because they’re irrelevant to the job. “If a company is trying to hire a director of sales, does it care if the person is compassionate, or should it concentrate on looking for candidates who are aggressive, persistent, enterprising, resourceful, and that take the initiative?” he asks. “These are the character traits relevant to the job.”

Or if a company is looking for a highlevel project manager with international experience, it ought to be looking for a raft of character traits specific to this complicated position. Candidates ought to have chameleon-like personalities and be flexible, adaptable and comfortable working with people from different cultures. Because they’re constantly traveling through time and culture zones, they must constantly be changing gears and adjusting to different business customs and traditions. Any headhunter will tell you that these are tough character traits to find in one person.

Bob Weinstein is the Managing Editor/New York Bureau Chief at Troy Media. Reprinted with permission.

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During and following the recession, HR staffs and headhunters seriously began to evaluate candidates’ character as a barometer of competence.

And spotlighting character didn’t surprise Mark Jaffe, president of Minneapolis, MN search firm Wyatt and Jaffe.

Top executives are constantly looking for new ways to identify talent, says Jaffe.

“The newest fad is looking at candidates’ character,” he says. “HR people think it’s a quick and easy way to get a handle on candidates’ job performance.”

“Corporate heads have learned that candidates’ past accomplishments are not accurate predictors of future success,” he says. Factors that set someone up for success in the past may not be relevant today, because market and job demands are always changing. Mediocre workers in dynamite companies may look far better than they actually are. Or outstanding managers and innovators who happened to be in the wrong company at the wrong time look unimpressive because decisionmakers weren’t smart enough to recognize their talents.

It’s all about getting a handle on leadership. Another reason companies are focusing on character is that they’ve yet to get their heads around leadership.

Jaffe says that publishers are still pumping out new books about the secrets of leadership, yet they’re still posing the same tired question they asked decades ago: “What makes a great leader?”

Jaffe sees most of the chatter about candidates’ character as meaningless

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