Jobs • Training • Careers
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Volume 25 • Issue 49 December 08 - 15, 2012
WWW.
.ca
Coverage:
Mississauga to Oshawa, Toronto to Barrie - GTA Wide
HEALTHCARE NEEDS YOU!
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EMPLOYMENT OPPORTUNITIES
GTA / December 08 - 15, 2012 • Page 2
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GTA / December 08 - 15, 2012 • Page 3
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Sorry, you’ve been “demoted”
By Bob Weinstein
One day out of the blue, your boss calls you into his office and says that you’ve been “reclassified.” You have no idea what it means, but it sounds exciting. One thing is certain: You weren’t canned. Maybe it’s a new job, more power, and yes, a bigger paycheck. Sorry, it’s none of the above. “Reclassification” means that you’ve been demoted. It’s not a new term, but it’s one companies use to alter and soften the truth. It reportedly originated in Silicon Valley at least a decade ago, when layoffs and salary cutbacks were a daily occurrence. In short, reclassification means a lesser job or an immediate or pending salary cut. It doesn’t take an overpaid business consultant to know it’s the product of a human resources executive concerned about lowered morale in the corporate ranks. If corporate America came up with terms like “selected out,” “placed out,” “dehired,” and “non-renewed” to replace being “fired,” the kinder “displacement” is just more clever doublespeak. Debunking “reclassification” is an easy target, but there are actually good reasons for it. A recovering economy has taught employers priceless lessons. At the height of the seller’s market, when employers were frantic to put bodies in jobs, often people who were 50 percent to 60 percent qualified were placed in jobs, which ultimately backfired. A precarious business economy forced employers to hire prudently. The goal for most IT employers is finding candidates who are indispensable and moving them into
jobs where their abilities can be optimized. That’s the reason why technology companies, especially, are reclassifying employees. If the demotion process is done properly, it doesn’t have to be a demoralizing process, according to RHR International, an HR consulting company in Wood Dale, ILL. Among other functions, RHR helps companies manage demotions. Once you get past the harsh meaning of the word “demotion,” think pragmatically and realize that it is often a strategy that benefits both management and employees. In many cases, demotion is an unavoidable strategy for putting more competent and experienced employees in jobs and moving demoted workers into roles more fitting their abilities and personalities. No matter how a demotion is maneuvered, however, feelings and egos get bruised. There is no denying that it usually means lower salary and a lesser title, but it can also mean that employees wind up happier and ultimately more productive, because they’re moved into slots they’re more qualified for. And demotion doesn’t always mean an immediate salary cut. Often, salary remains the same. A big mistake is assuming that everyone in our success-driven culture is striving for the top jobs. Not everyone wants to be a top gun. Often when positions don’t work out and workers are moved into lesser positions, they welcome them, even though it means a salary cut. They may not want too much
responsibility, travel, stress and tension. And they may want more time to spend with their families. Many companies sensitively manage demotions, and often they’ve worked out to employees’ advantage. Most, however, handle them badly. Suddenly being thrust into a lesser job, where you’re stripped of power and responsibilities can be an embarrassing and humiliating turn of events — a signal to bail out and find a new job where you’re appreciated. How to handle a demotion Once you’re over the initial shock, rather than plan to find another job, do some self-assessment to find out whether it’s ultimately a smart move. Ask yourself the following questions about your new job: How much visibility will I have? What are the paths out of it? Will the demotion put me on a new or different track (which can be a good thing)? If unsure, give it a try. It could work in your favor. If it doesn’t work out, move on and learn from the experience. Bob Weinstein is the Managing Editor/New York Bureau Chief with Troy Media. Reprinted with permission.
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GTA / December 08 - 15, 2012 • Page 5
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GTA / December 08 - 15, 2012 • Page 6
15
Tips to Securing Employment
Nice to Smell You
Check Your References
Big, Sweet Lies
The Objective of an Objective
Whether it's eau de cigarette or an overgenerous splash of Obsession, your smell plays a significant role in a job interview. In fact, it may be a deciding factor in giving you a job -- so don't go overboard. The best idea is to go scentless -- have a shower, put on clean clothes and deodorant -- and keep it simple. Some people are allergic to perfume and other scents -- you really don't want to find out during the job interview that your potential boss is one of them.
Remember how you told your evil boss what you really think of him at that smashydrunky Christmas party last year? Before you put his name down as a reference, you might want to talk to him about it first. You know, just to see if he really does have a short-term memory loss. Always check with potential references before giving out their names to ensure that you have the updated title and contact info and will get a good review instead of one that will cost you a job.
Do you really know how to speak four languages fluently? Can you actually build and design websites, fly airplanes and assist in surgery? No? It's never a good idea to say that you are good at something when in reality your experience is limited or nonexistent. When it comes to resumés and cover letters list the skills that you have and feel confident in. Mention your language proficiency but be honest about your skill level and you won't have to panic when the time comes -- and it will -- to back up your claim.
"My objective is to find a job in the hospitality industry" is not a good objective when applying to a job in a particular restaurant. What does it say about you? Nothing. Your objective section should give an idea of who you are and let the employer know why you deserve the job. Cater it to the position. So what is your objective now? "A full-time server position at the Gladstone that will allow me contribute three years of experience as a waitress, a Smart Serve certificate and a healthy dose of cheerful personality."
20 Seconds
Please, No Novels
"Hello, hire me please! I'll do anything. Anything. Please?!" That's nice, but maybe the opening line of your cover letter should be slightly catchier. Actually, it should be as catchy as it is well-written -- the opener should hook the employer in right away. Too cute or too dull ("I would like to apply for the position of an administrative assistant") will land your cover letter and your resumé in a pile. The one in the garbage, that is. You have about 20 seconds to impress so make sure you start impressing right from the start.
Keep your cover letters short and sweet. Employers don't need to know where you were born, what your favourite colour is and why you love salsa dancing (unless, of course, any of it is relevant to the job you’re applying for). Only state how your skills and experience fit the job you're applying to. Give employers a quick, well composed glance of who you are as an employee. It will increase the chance that they will move onto your resumé instead of tossing your application in the can.
The Art of Quitting
Mock Up Before You Show Up
First, if you can, line up a new job before you hand in your resignation. If that's not possible, at least do some research into your field to see the chances of getting hired. Give your soon-to-be-ex-employer enough notice and leave on the best possible terms possible. You want to get a good reference so don't walk out and slam the door behind you. Thank your employer and try to stay in touch -- you never know when it will be of help.
Practice makes perfect so rehearse for your job interview as if it were the most important play of your life (it just may be). The day before your interview, get a friend or a relative to ask you questions that may come up during the real interview. Practice your handshake, your pose and -- most importantly -- your answers until you are confident in saying them out loud. There's nothing worse than an interviewee who says "I have no clue" or who clams up from stress.
Research Before You Interview
Be a Go-to Person
Gum Out Now
Applying to a company you're clueless about is a lot like going on a blind date. You have no idea if you actually have anything in common, you clam up, and, before you know it, your chances are ruined. Research the company you're after -- know its history, products and competitors -- so you ask the right questions and learn more about the organization. Make the best first impression and you might get a second date, er, interview!
Printer jammed with paper? The fax machine is scary? And how do you use a Blackberry? See, there's magic to operating office machines and while some are becoming obsolete, people with special skills of office arts can easily go beyond their call of duty. How? By knowing how to use faxes, fix printers, unfreeze computers or fedEx packages, set up a Blackberry or GPS. Learn old and new magic office tricks and become indispensable to your company.
Please spit it out before, seriously. Chewing gum (or candy) at job interviews, job fairs, networking events, while talking to employers or recruiters is a big no-no. Even when you talk on the phone, we can hear you work your jaw into frenzy so get rid of the gum before you dial. Sure, it helps you to relax but your mouth moving constantly while you're not actually talking is a disturbing sight and makes you look nervous and unprofessional.
You, In 90 Words Or Less
Dress for Success
TMI
Beyond your resumé and your business card, lies a combination of the two: an information card. Slightly bigger than a business card, you can hand out this little beauty while networking. It lets potential employers know your name and phone number and your key skills, such as fluency in two languages or web site design skills. Keep your information card professional looking with a clean background and a standard font, such as Arial.
Sure, jeans have come a long way, but they're a no-no at job interviews unless, of course, you're applying for a VJ gig. Dress professional but think about where you're going to be working and plan your outfit. A conservative suit and tie may be great for a finance job but it may not sit so well with an ad agency. You can call your prospective place of employment and ask about their dress code. On the day of your interview, iron your freshly washed shirt, polish your shoes and turn off your cell phone. Shine!
Telling a potential employer that you talk to spirits, believe in horoscopes and sleep in a coffin may be a little too much information -unless you're applying for a job in a circus. Please use common sense when bringing things up in an interview -- if it doesn't seem necessary to talk about, then just don't. Your sex life, strange hobbies, a history of illnesses, and religious beliefs should not come up, unless it really would affect your job performance or it was a part of your, er, previous job experience.
We Can't Picture This You know that saying, "paint a picture with your resumé?" It doesn't mean "send a picture with your resumé." (Unless you are specifically asked to do so.) Your appearance has nothing to do with what you do. When you include your pic, you may invite unintentional assumptions. Employers are forbidden by law to discriminate job seekers based on their age, ethnicity, sex and any other distinguishing characteristics. A resumé with a picture attached to it, poking out of a pile, is much like a hot potato -- it will probably be dropped immediately. * Reprinted with the permission of the Possibilities Online Resource Centre – www.poss.ca
EMPLOYMENT OPPORTUNITIES
GTA / December 08 - 15, 2012 • Page 7
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 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.
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COPYRIGHT NOTICE Copyright © 2012 Wall2Wall Media Inc. Wall2Wall Media Inc. is a trademark of Yellow Pages Group Co. in Canada. All copyright and other intellectual property rights in the contents hereof are the property of Employment News and not that of the customer. Contents of this publication are covered by copyright and offenders will be prosecuted under the law. Reproduction, storage in a retrieval system or transmission in any form or by any means, whether electronic, mechanical or otherwise, in whole or in part, without prior written permission of Wall2Wall Media Inc., is strictly prohibited. Published every Saturday in Toronto by Wall2Wall Media Inc.
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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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Billings and Receivables
Lucy Antonio. . . . . . . . . . . . . . Ext. 4192
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
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
www.thejobguide.ca
GTA / December 08 - 15, 2012 • Page 8
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.)
r 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. r 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. r 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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Resources for Skilled Newcomers By Katherine O’Brien
Many newcomers are offered entry into Canada because of their high education and skill levels. Despite this head start, some lack the proper preparation, expectations and "game plan" to find work – not to mention the obstacles they often face in finding jobs in their field. Thankfully, Toronto offers many programs and services to help internationally trained professionals and tradespersons prepare for the Canadian workforce. If you are internationally trained in a non-health regulated profession, such as engineering, one of your first steps should be contacting Global Experience Ontario for an overview about working in your trade or profession in this province. This means learning about regulatory bodies, professional associations and document assessment. Internationally-trained health professionals who want information about working in Ontario and the conditions they need to meet to do so can visit the HealthForceOntario website. It's also a good idea to contact the regulatory and licensing bodies governing professions directly. As well, the Ontario Government has partnered with a number of regulatory associations to create career maps for internationally trained professionals. Career maps explain every step of the registration process, including language requirements, industry trends, labour market conditions, credential assessment process and licensing fees. Credential Assessment Having your credentials assessed is a critical first step to see how far -- or how close -- you are to being able to work in your profession in Canada. To do this, contact World Education Services, International Credential Assessment Service of Canada or the Comparative Education Service of the University of Toronto. Language and Employment Services Generally, English is a key skill for anyone wanting to access employment services in Toronto. (Those who speak French can also take advantage of Frenchlanguage employment service agencies, such as Centre Francophone and Services d'emploi BorÊal.) You must have at least intermediate language skills, which you can often obtain through Language Instruction for Newcomers to Canada (LINC) classes, offered by the Toronto District School Board or other community organizations. You can also go to a YMCA Newcomer Information Centre, which provides information about jobs and settlement services. These centres also offer language assessment.
Newcomer Employment Services Agencies If you have good language skills and some job searching knowledge, several agencies have programs that can help you to find suitable work. These programs, which mostly run full-time during the day, can give you an overview of the employment landscape in your field and help you prepare a solid resumĂŠ, cover letter, and thank-you (for the interview) letter. Some agencies also provide mentoring or a work experience placement. Here are some of the agencies that deliver programs geared to skilled newcomers: r "$$&4 &NQMPZNFOU 4FSWJDFT IBT QSPHSBNT TQFDJĂ cally for engineers and finance and information technology (IT) professionals. It also offers a Talk English CafĂŠ and speed mentoring events. r 4LJMMT GPS $IBOHF QSPWJEFT B IPTU PG QSPHSBNT BOE services for newcomers including programs geared towards doctors, engineers and teachers. r 8PPE(SFFO *NNJHSBOU 4FSWJDFT PGGFST B OVNCFS PG programs including a Bridging Program for Internationally Trained Individuals. This program is designed for those in the financial services, IT, engineering, health care, sales, and social services/community work fields. r 4FOFDB $PMMFHFhT 'BDVMUZ PG 8PSLGPSDF 4LJMMT Development offers Specialized Services for Skilled Immigrants including the Bridging to Green Careers Program, designed to help internationally trained immigrants succeed in Canada's environmental sector. r $PNNVOJUZ .JDSP4LJMMT %FWFMPQNFOU $FOUSF QSPWJEFT settlement, employment, and self-employment services to a range of client groups including immigrants. r +74 5PSPOUP EFMJWFST $BOBEJBO XPSLQMBDF DPNNVOJ cation programs as well as a job search workshop geared to unemployed newcomers. r +PC4UBSU BMTP IBT QSPHSBNT GPS OFXDPNFST You can also contact Employment Ontario at 1-800-3875656 to find out about other employment services agencies that can help you with your job search. SkillsInternational.ca The SkillsInternational.ca program links pre-screened internationally educated professionals with employers who need their skills. The project works with agencies who prepare newcomers for employment. As persons are deemed job-ready, they are referred to Skills International to create a searchable profile. When employers create postings, the system searches and matches the candidates who are the best fit from the
database of more than 4,000 job searchers. Skills International is the only site of its kind in Canada that helps internationally trained professionals to better market themselves to employers. As well, many employment agencies linked with Skills International can offer clients access to their Perfect Interview program -- a helpful self-paced online tutorial on rehearsing, mastering and reviewing interview skills with the help of a webcam (equipment at Skills International partner agencies). Gaining Canadian Experience There are also a number of bridge training programs, like the ones offered by Woodgreen and Seneca, to help newcomers in regulated trades and professions gain experience. Finding a mentor is a great way for newcomers to have someone in their field show them the ropes and introduce them to a professional network -- an invaluable resource for job seekers. For more on mentoring, read the Easing the Transition to the Canadian Workplace article. As well, our No Experience? No Credentials? No Problem! article discusses practice firms and internship programs, two other ways that newcomers can expand their network as well as obtain desirable Canadian experience. A third way to gain experience, get references and increase your network is to volunteer. One of the most common mistakes people make when volunteering is to passively "wait for a job to find them." When volunteering, it is critical for you to set specific goals that you seek to actively achieve, both to post on your resumÊ and to earn written references as well as online recommendations from your co-workers, supervisor, and clients on LinkedIn and Branchout, Facebook's professional profile. Network or networking is mentioned throughout the preceding two paragraphs. That's because it is considered one of the most effective methods of finding work, a key way to gain confidence and direction, and to hear about jobs before they are advertised. For networking purposes, it's a good idea to join an association in your field as well as to volunteer or do an internship. Katherine O’Brien is a Staff Writer at Poss.ca. Reprinted with the permission of the Possibilities Online Resource Centre – www.poss.ca
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Targeting Your Dream Job By: Katherine O'Brien Are you one of those job seekers who blindly, passively (perhaps desperately) applies to everything on Workopolis, hoping that the gods of employment will smile on you, subliminally guiding you to the job posting of your dreams? Reality is the gods might not reward you for this lackluster job search effort, instead gracing the job searchers who are a more pro-active and strategic, those who calculate what type of job they would really like and devise a plan to make it transpire. "Posting your resumé on a job board or spending hours scouring those job boards for appropriate opportunities at best gets you considered along with potentially hundreds of others doing the same thing," points out this Wise Job Search article. Smart job searchers spend most of their time researching, then contacting companies they want to work for regardless of whether they have current vacancies. A business may not have an opening today, but something could pop up at any time and voilà -- you're waiting in the wings all ready to be hired. To get to this scenario you need a targeted list of companies, ones that you have determined could make your heart sing. You need to copiously examine companies, really drilling down through information and getting a feel for what they do and finding out their values, goals and interests. Narrowing Down Your Dream Companies Start off your quest with a simple question, namely what geographic area do you want to work in? For instance, if you don't want to uproot yourself and move to Alberta or New Brunswick, and you're sure working in the 'burbs would wear away your soul, downtown Toronto is likely your target location, narrowing down your search considerably. Here's another question to weed out companies: What sector -- meaning government, private, or nonprofit -- do you want to work in? And what size company would meet your needs? Do you want to be one of 10 employees or one of hundreds? You've also got to pick an industry to aim for. The How to Find Hidden Jobs Or Unadvertised Jobs article suggests looking at current advertised jobs that you are drawn to and then coming up with some other companies that might offer similar work. "Think about the industry that you are interested in and then learn (if you don't know already) who the big players are in that industry. Look at the reputation that these companies have as employers, look at wage rates, business reputation, growth and expansion of the business and any company related news from the past couple of years." You've also got to come up with the type of position you're aiming for -- again you can get some ideas by looking at postings in which the job itself attracted you. If you're unsure this might be the time for some serious career exploration. At the end of this exercise, you should come up with a fairly specific goal, say, "marketing co-ordinator in a small- to medium-sized nonprofit arts organization company in downtown Toronto" or "financial analyst in a private financial company of between 250 and 500 employees in the GTA." Now your job is to find companies that fit the perimeters you've set. This is your "long list" which you need to whittle down to a short one. Do Your Company Research There are various ways to find information about companies (Google searches, Industry Canada, sector councils, FRASERS.com, ZoomInfo). You can get even more ideas in our poss. ca company research article, Getting the Full Picture. Also, worth a look is Resumé Confidential's thorough and detailed company research article, Jobseekers, be Interview-Ready: Company Research 101, that gives you a step-by-step approach to researching employers.
The Power of LinkedIn When it comes to zeroing in on jobs LinkedIn deserves a special mention as it allows you to easily target companies and the employees who work there. The Glassdoor blog post Quick Tips To Get The Most From LinkedIn breaks down how to use LinkedIn for this purpose. Essentially, go to the advanced people search and type in the name of a company in the company section. You can narrow it down by putting in a keyword such as technology. You can even target the "type" of employee that you want to connect with, for instance, vice presidents or account managers. You can choose the location by putting in a postal code. Other Social Networking Sites If LinkedIn is your best friend, Facebook should be your close buddy. The Glassdoor blog, How To Job Search On Facebook quotes Tisha Freer who explains how to best use this site to get info. "'Like' the companies you are interested in and engage in conversations on their page ... Specifically follow the careers Facebook pages for your target companies .... Use the Facebook login at SimplyHired.com to determine if any of your friends work or have worked at your target companies. And look for Facebook alumni groups or employee groups for your target companies. Let those groups know what type of position you are looking for by posting on the wall and asking for leads or introductions." You can also take advantage of BranchOut, another social media site with a LinkedInish professional feel that uses your Facebook social graph and allows you to search companies. As well, this Avid Careerist blog post tells you how to search Twitter profiles to learn more about your target companies by entering this search string site:twitter.com intitle:"on twitter" bio NEAR:6 "company name" on Bing.com: ( I tried this -- it worked for Bing, but not for Google.) There's no hard and fast rules on how many companies you should have on your short list, although, in this Quintessential Careers article, career coach Laura Levine Labovich recommends having at least 40 companies. (If your parameters are really specific [you want a career counselling position at a nonprofit company with fewer than 10 employees in Goderich] 40 might be unrealistic.) Finding a Personal Connection Once you get your list your next task is to find people who work at these companies and connect with them. "By having a personal connection to the company you're applying for, your chances of getting a job multiply," says personal branding champion Dan Schawbel in this Mashable article. When you connect with your personal contact, focus on trying to get information and advice and don’t bring up jobs, says the How to Find Hidden Jobs Or Unadvertised Jobs article. Your personal contact should be able to "tell you whether it would be fruitful to pursue the company; and put you in contact with a decision-maker." Pittsburgh recruiter Mark Haluska, interviewed for the (Minneapolis) Star Tribune, says that you should ultimately try to get in with a manager two levels up from the position you are applying for. Career advice types solidly agree that targeted job searchers should seek out hiring managers and avoid contacting human resources managers. Before you contact hiring managers, make sure you check out their background. You may find an Internet article or some interesting fact that you can leverage in the meeting or include in the email/letter that you send. You also need to let the hiring manager know about your marketable accomplishments – and that's another story. KATHERINE O'BRIEN is a is a Staff Writer for Possibilities www.poss.ca . Reprinted with permission.
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Quitting a TOXIC Workplace
Know the Facts before You Hand in Your Resignation
Where it is not the employer who has terminated the relationship, but the employee who has resigned or quit his or her job, an employer normally has no obligation to provide any notice or pay in lieu of notice. Certainly, where the employee resigns, to take a better job or returns home to raise a family, for example, the employer has no obligation to give notice. The obligation to provide reasonable notice in these circumstances rests with the employee. But what is the situation where the employee resigns or contemplates resignation because of changes introduced by the employer to an employee’s working conditions or as a result of deteriorating workplace relationships? The courts have long recognized that it is an implied term of every employment contract that an employer may not make substantial changes to the duties, status or remuneration of an employee, and that doing so strikes at the very root of the employment relationship. Where this is the case, an employee may be entitled to terminate the employment relationship by resigning and treating himself/herself as having been wrongfully or constructively dismissed. The courts have also held that an employer may not create conditions at work which require an employee to work in an atmosphere of hostility, embarrassment or humiliation. If faced with such a situation, the employee may consider themselves to have been constructively dismissed. A resignation in the above circumstances may permit an employee to bring an action for wrongful dismissal and seek damages for the losses sustained. However, not every change introduced by an employer nor any "problem" at work will permit an employee to sue for constructive dismissal. The courts must determine whether the conduct in question constitutes a "fundamental breach or repudiation" of the employment contract. This is a legal question which requires an assessment of the employment contract and knowledge of legal precedent with regard to the changes introduced by the employer. Whether a change amounts to a fundamental breach will depend upon the extent and nature of the changes in question, the surrounding circumstances, and an assessment of the above, not from the perspective of the "injured" employee, but from that of a "reasonable" employee. The existence at law of a constructive dismissal is premised upon the unilateral imposition of changes by the employer. An employee who accepts the changes or fails to object, will likely be held to have consented to the employer’s actions and will not be able to later say that he or she has been constructively dismissed. Similarly, where the employment agreement permits the employer to make such changes, the courts are unlikely to
conclude that they were unilaterally imposed by the employer. Given the number of legal issues at play where constructive dismissal is involved, it is strongly urged that an employee, who is considering quitting in the face of changes in working conditions or a declining atmosphere at work, seek legal advice well in advance of any actual resignation. This is all the more important given that a resignation, where grounds for constructive dismissal cannot be established, will likely result in the extinguishing of ones rights upon termination. Other changes may involve substantial reductions to an employee’s responsibilities, authority and/or remuneration. Such changes may involve reduction in salary or hourly wage or pay freezes, reduction in working hours, loss of existing additional remuneration such as bonuses or commissions or benefits, reduced responsibilities such as loss of management or supervisory functions, more onerous duties, reduced advancement opportunities, and forced retirements where no mandatory retirement policy was in place at the time of hire. The difficulty in applying the law of constructive dismissal lies in determining where the courts will draw the line between changes which constitute "a fundamental breach" of the employment contract and therefore constitute a constructive dismissal and those which do not. An employee contemplating quitting under any of the above circumstances is well advised to seek out legal advise beforehand given the serious consequences which will flow where an individual has resigned under the mistaken impression that he or she has been constructively dismissed. As previously pointed out, a constructive dismissal may also be found where an employer by its dealings with an employee has created a situation where it would be unreasonable to expect the employee to continue in employment. There are two fact situations which will give rise to a constructive dismissal in the these circumstances: in the first instance, the employee is engaged in a personality clash with a supervisor or co-worker and the conduct of the supervisor or co-worker is such that continued employment becomes intolerable. In the second instance, a constructive dismissal may occur where discipline is imposed for poor or substandard performance and such discipline is not warranted in the circumstances. With respect to the former situation, the court in Saunders v. Chateau Des Charmes, found that the plaintiff had been constructively dismissed where he was exposed to hostile, aggressive, profane, rude, demeaning and intimidating behaviour from his supervisor. Over time, the supervisor’s conduct escalated and the plaintiff suffered addi-
By Marvin Gorodensky
tional verbal attacks. While the court recognized that the plaintiff may not have been performing as expected, managers are not permitted to discipline employees in the manner the plaintiff had experienced. On these grounds, the plaintiff was found to have been constructively dismissed. The conduct of a co-worker may also result in a constructive dismissal. In Stamos v. Annuity Research and Marketing Service Ltd., the employer’s failure to intervene where the plaintiff had been subjected by a co-worker to verbal harassment, unjustifiable attacks on her performance, unreasonable demands, sexist and bigoted language, and hostility towards her as a woman, led to a finding of constructive dismissal. Chambers v. Axia Net Media Corp. is a case of constructive dismissal arising in the context of unwarranted discipline. There, an employee of 14 years who had previously been placed on probation for poor sales performance was advised that his probation was being extended for a further twelve months and warned that he could lose his job if his performance did not improve. The warning letter further indicated that failure to meet job requirements could result in termination at any time during the probationary period. Upon receiving the letter, the employee took the position that he had been constructively dismissed and resigned his employment. The court concluded that while the employer had acted reasonably in setting performance standards, warning of poor performance, and placing the employee on probation, it constructively dismissed the employee when it advised that the employee could be terminated for poor performance at any time before the probationary period was completed. As the court indicated, where an employer gives an employee an opportunity to correct shortcomings in his job performance and the employee accepts the offer, it is not open for the employer "to give, on the one hand, and take away with the other." The above cases demonstrate situations where constructive dismissals were found, but ought not to be relied upon as determinative of other, even similar fact situations. Where an employee is faced with a legal issue in the employment contract, including a constructive dismissal situation, one should obtain independent legal advice. If you are uncertain of your legal rights at work or have any employment law related issues, email Marvin Gorodensky at mgorodensky@idirect.com.
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GTA / December 08 - 15, 2012 • Page 23
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. Read on to found out what other words work on a resume ... and which ones don’t! 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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You can find numerous references in the business literature about the importance of a company's mission. These sources emphasize that the mission is not to make a profit; that a profit is the outcome of and reward for fulfilling the mission. In the same sense, the mission of networking is not to gain business and close sales. The mission of your networking activities is to make connections, develop relationships, and help others. The outcome of these activities will ultimately be increased business. It's the reward, not the purpose. Matt Soltis, in his book Strategic Networking, says, "Although an early supporter of business networking, I became quickly disillusioned with it as a mainstay of my marketing plan. I found that something was missing from those long sessions of glad-handing and exchanging business cards. I had collected a pocketful of business cards but little else. "While I was analyzing my needs and talents it was pointed out by my personal coach that I had a behavioral style that lent itself to chatting, while listening took a back seat. How could I learn if I would not listen? "At the next opportunity to network, I intentionally listened, never interrupted, and found myself very interested in the other person's business. When I spoke, I asked questions, just a few, but selective so that they elicited answers about the other person's needs. I had stumbled on to the answer I was seeking. I wasn't there to find clients. I was recruiting others to look for my clients and pledging to reciprocate as I learned more about their business. I was participating in something I later described as strategic referral networking." So how can you approach networking from a prospective that ultimately leads to increased business? First, it is important to understand that developing a network is a process, and it is about building relationships. A key objective of effective networking is to find out about others - their concerns, problems, needs, and wants. Become a problem-solver and a resource. Listen for problems you can help others solve, either directly or by referring them to someone else in your network. Practice the fine art of questioning (and listening). Asking open-ended questions, and really listening to the other person's responses, is one of the most important networking skills. Some key questions or statements you can use to elicit additional information include: What would be an example of that? Please expand on that. Tell me more. How do you do that? Be curious. Develop a true interest in others, what they do, and what they need. Follow up and stay in touch. Developing a network is not about attending a bunch of meetings, having a meal, and going home. After all, the word "work" is part of "network." Remember, developing a network is a process. Ivan Misner, founder of BNI, describes networking as a process of developing visibility and credibility. Only then will your activities lead to profitability. It may take as many as five to 15 contacts with an individual over a period of weeks, months, or even years to develop the kind of visibility and credibility that leads to profitability. Look for ways you can support your network members. It's not always about doing business with or even referring business to them. Some ways for you to support your network members include:
t 1PTUJOH UIFJS JOGPSNBUJPO PO ZPVS XFCTJUF PS JO ZPVS newsletter t *OWJUJOH UIFN UP TQFBL BU BO PSHBOJ[BUJPO JO XIJDI ZPV are involved t %PJOH KPJOU QSPNPUJPOBM QSPKFDUT XJUI UIFN t %JTUSJCVUJOH UIFJS JOGPSNBUJPO t /PNJOBUJOH UIFN GPS SFDPHOJUJPO BOE BXBSET t *OWJUJOH UIFN UP BUUFOE FWFOUT XJUI ZPV t "SSJWF FBSMZ TUBZ MBUF BOE HFU JOWPMWFE Take a leadership role in the organizations for which you are involved. It's a great way of becoming more visible and developing greater credibility with a larger number of people in a shorter amount of time. Focus on giving, not getting. If you look for ways to assist others, you will be rewarded for your efforts both directly and indirectly in unexpected ways. Don't keep score. "Successful networking is never about simply getting what you want. It's about getting what you want and making sure that people who are important to you get what they want, too," said Keith Ferrazzi during an interview for Inc. magazine. Or as Sandra Yancey, founder and CEO of eWomenNetwork quotes her mother as saying, "Give without remembering and take without forgetting." In addition to the ultimate reward of increased business, effectively developing your network will give you added value: t %JGGFSFOU QSPTQFDUJWFT t *OGPSNBUJPO t " TVQQPSU UFBN t $POOFDUJPOT t 4USBUFHJD BMMJBODFT t "DDFTT UP SFTPVSDFT t "EWJDF BOE *EFBT t .PSF QPUFOUJBM TPMVUJPOT In his book, Soltis points out another value of networking: the ability to bring your clients value-added relationships through referring them to the right individuals to help them solve all of their personal and business dilemmas - whether it is a tax question, temporary housing, or a place to board an exotic pet. As you determine the role that networking plays in your business-building strategies, ask yourself these questions: t )PX DBO * BTTJTU UIF NFNCFST PG NZ OFUXPSL t 8IBU BSF UIFJS OFFET t 8IBU SFTPVSDFT DBO * CSJOH UP UIFN t 8IBU DPOOFDUJPOT DBO * IFMQ UIFN NBLF t 8IBU DBO ZPV FYQFDU JG ZPV QVU JO UIF UJNF BOE FGGPSU required to develop an effective network? To paraphrase Yancey, from her CD, Increase Your Net Worth by Developing Your Network: A strong network brings the power to make things happen and provides a safety net when things aren't going so well. About The Author Julie Chance is president of Strategies-by-Design, a Dallas-based marketing consulting firm specializing in marketing programs including marketing coaching for professional service providers. If you are interested in additional information about how to develop more leads, turn those leads into loyal customers, and obtain a greater return from your marketing investment, Julie invites you to sign-up for their free marketing tips newsletter at www.strategies-by-design.com.
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Customer Service By Sharon Aschaiek *Special to Employment News
Contact Centre Canada, the federal government’s sector council for this industry, reports that about 4 out of 100 working Canadians work in more than 13,000 contact centres across the country—more than half of which are in Ontario—and thousands more Canadians provide external services that contribute to the sector. Serving virtually all sectors, including financial services, telecommunication, utilities, technology, retail/wholesale, manufacturing and government, the customer support industry offers a wide range of opportunities for those with the right attitude and skill set. Assess yourself Excelling in customer service, Nicoli says, depends heavily on the ability to clearly and effectively communicate with clients. “People that are strong communicators and have good listening skills will be strong customer service representatives—they are able to listen to and understand what customers need,” says Nicoli, who says that customer service jobs account for about one third of Office Team placements. An interest in helping
others and solving problems are other key attributes required for the job. “I think a fundamental quality employers look for is an individual’s passion—that they are a customer-focused and caring type of person who is able to listen to the concerns of customers on a regular basis, and who has strong problem resolution skills,” says Dolly Konzelman, president of the Toronto chapter of the International Customer Service Association (ICSA), which represents about 2,500 customer service professionals. The abilities to learn new technology for the purposes of data entry and order fulfilment, to work well in teams, and to quickly analyze service issues are also central to succeeding in customer service, Konzelman says. Finally, Nicoli says, previous customer service work experience, or in jobs that included a service responsibility, will better position someone for success in this field. “A great example is a receptionist—you were the first point of contact for customers and had to be a good people person and good at resolving problems,” Nicoli says. “Also, someone who has worked in retail and has done face-to-face customer service, dealing with customer complaints.” Prepare yourself The ICSA’s Toronto chapter, which is the largest customer service association in Canada, offers a wide range of training options for those wanting to start and or grow their careers in customer service. The two-day Client Care Representative Certified Training Program teaches how to effectively communicate with customers and coworkers, manage difficult customer situations, and fix problems more quickly. Customer Service Fundamentals is a oneday program that focuses on maximizing interactions with customers, dealing with different personality types, team building and
problem solving. E-learning Customer Service Certification Programs feature 12 modules that are designed to help call centre/customer service/help desk staff improve their customer contact skills. Other ICSA training programs focus on building skills such as e-mail etiquette, leveraging social media, enhancing customer loyalty, making presentations, and coaching contact centre staff. “Customer service is no longer just about answering the phone. It is often a stepping stone to other areas in an organization, and you often have to wear many hats,” Konzelman says. Some community colleges also offer training in a variety of customer service areas. Seneca College runs Customer and Contact Centre Leadership Certification, an eight-day program that focuses on, among other things, improving the quality and efficiency of service delivery and achieving organizational service, sales and productivity goals. At Centennial College, one can take courses such as Exploring Customer Service, Customer Service & Sales, and Customer Service 101. Progressive companies typically provide their customer service staff with their own specialized training related to their particular operation. Establish yourself At Office Team, Nicoli says, customer service staff are typically placed into one of two different types of roles: an agent at an outbound and/or inbound call centre, or an order fulfilment specialist at a company. Customer service personnel at a company, Nicoli says, should commit to honing their knowledge of their organization’s business. “What makes someone successful is their understanding of their organization’s product or service. The more knowledge you have, the better service you can provide, because you’re able to provide solutions right away,” Nicoli says.
At contact centres, staff who are able to continually provide friendly and effective service and to address complaints in a timely manner will be well positioned to move up to roles such as senior customer service representative and call centre manager. As with other employment areas, getting ahead depends on staying plugged into industry trends and engaging in ongoing professional networking, and the Toronto chapter of the ICSA provides opportunities for both. Finally, Nicoli says, those interested in this line of work might want to consider honing their French and even Spanish language skills, as great demand exists for bilingual customer service representatives. Office Team’s 2010 Salary Guide reveals that, in today’s tight economy, employers consider customer service to be “most critical to their organizations’ success”. The guide also indicates that the field is one of a small handful in administrative employment that next year is expected to experience an increase in the starting salary for junior positions. As well, it reports that customer service/call centre managers may make as much as $65,000 per year. “Companies are increasing the amount of time, money and effort they invest in customer service, because they realize it’s harder to find a new customer than it is to keep an existing customer happy. So this is a good time to get into this line of work,” Nicoli says. “Customer service work can be a great foundation to grow with and move up in an organization into more senior roles.” Sharon Aschaiek writes about employment, job training and education trends and issues and can be reached at sharon@cocoamedia.ca
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The growing complexity of customer service work, growing awareness among companies of the essentialness of good service to business success, and the growing trend of ‘inshoring”—overseas call centre jobs returning to North American soil due to unrealized cost savings in foreign markets— are the main forces making customer service an increasingly attractive employment area. “Customer service is a really interesting area that has experienced a lot of change over the last 10 years. As companies have become more automated and global, and more in tune with being customer focused, customer service has become an exciting area in which to work,” says Pina Nicoli, a Vaughan, Ont., branch manager with Office Team, the administrative division of Robert Half International, the world’s largest specialized recruitment firm.
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