If your meetings have become a chance for your team members to get caught up on other tasks--or even sleep--here are seven rules to follow to get meetings back on track.
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It's true most companies no longer have their feet to the fire in the recruiting department. Perhaps there have been some layoffs and your additions to headcount could very well be down for next year. Now, keeping that in mind, how much of your human resources person's time is spent on creating a retention program for the cream of the crop you currently have on staff? The difference is like treading water and bearing down to take those extra breaststrokes to stay in the race. If you are slacking in the retention department, you and your team will feel the effects. Let's switch gears and get out of the "crisis management" mode.
In today's market, jobs are hard to come by, and great jobs with solid companies can be closer to mission impossible. Having said that, a little detective work of your own is more than called for to make sure you are not taking that next career step onto a potentially sinking ship.
Being a star might get you attention (and lucrative athletic shoe endorsements), but if you're looking to advance into a more managerial role, you're going to have to learn how to be a good team player.
There are plenty of project managers who, at the age of 40 (and up) consider changing jobs, but pause. Why? Well, plenty of professional people worry--and with good reason--about age discrimination in the IT world today. We have all heard the horror stories and, of late, the not-so-subtle hints from the executive recruiters that you may be more "difficult to market." How can this be with all of your years of experience? If anything, the "marketing" challenge should be getting easier--shouldn't it?
Right now may seem like a good time to forgo your free-wheeling consultant status and switch over to the more secure realm of full-time employment. If you're thinking about making that move, think about why. It just might be a question you have to answer in your next interview.
When I speak with human resource professionals and the vendors they use, I often get contrasting feedback about the relationship. More to the point, I get quite a few complaints from vendors about the communication provided from management on services provided. Naturally, when I approach the professionals responsible for those same vendors' relationships, the response I get can be the complete opposite. What's going on? Basically there has been a lack of communication and, most of all, vendor management. Let's review how to cut through the endless cold calls and get the best results from the vendors you do retain for your projects.
Independent consultants all share one common trait: Projects end, and they eventually leave what has been their "home" for quite some time. This parting can either be "sweet sorrow" or a downright nightmare. The difference is in how you handle your departure and, in essence, your client relations.
Keep an eye out for subtle signs that things are not what they may seem to be during the interview. Think about the last interview you had. Did you look around at the environment of the office as you walked in? What was the mood? I know that your interviewer hustles you down the halls fairly quickly, but take the time to look for a few signs that will indicate what your world would be like as an employee of that company.
Noncompetes are very much like that old comedy spoof where you see Mel Brooks drawing a line in the sand with his foot and standing behind it proudly with his arms folded across his chest. We all know what comes next, the other man continually walks past it. The process is repeated until it is obvious that Mel is just plain not going to win. Recently in my world, a topic came up which seemed to shadow this game. It was in regard to consultants and noncompete agreements. There was a discussion around where to draw the line with what we can or cannot put into a noncompete contract we enter into with vendors--in other words, what a vendor would agree to as far as restrictions. How far could we push our desires and still come up with regulations that a vendor would agree to--and that would hold up in a court of law.