Killeen Daily Herald
Tuesday, May 17, 2016 D
How to ace job interviews when switching careers
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illions of people change careers every year. Whereas professionals may have once worked for the same company for the majority, if not the entirety, of their careers, nowadays it’s not uncommon for men and women to change jobs several times before reaching retirement. Changing jobs and changing careers are not necessarily the same thing. Professionals mulling a career change will have to consider a host of
Even if you are changing careers because you’re unhappy and/or unfulfilled in your present line of work, avoid badmouthing that industry and your past employers. factors that men and women looking to change jobs may never have to contemplate. Such factors may include returning to school and lifestyle changes designed to make living on less income more feasible.
Professionals changing careers may also need to develop a strategy for handling job interviews. When changing jobs as opposed to careers, professionals can draw attention to their résumés, essentially letting their experience speak for itself. But while experience is often a feather in a job candidate’s cap, professionals changing careers may need to focus more on their futures than their pasts when interviewing for a new career. · Draw attention to those skills that will apply to your new career. All
of your experience and skills likely won’t transfer to your new career, but that does not mean you’re going in with an empty briefcase. Make a list of your most transferable skills, and develop an interview strategy that highlights those skills and explains how they can be applied in both the near future and over the course of your new career. · Use your contacts to your advantage. Even if much of your experience won’t transfer to your new career, your professional network might still be valuable to a prospec-
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tive employer. The longer you have been working the larger your professional network likely is, so highlight those contacts in your interview and illustrate how you can put them to good use should you be hired. · Showcase how you have adapted in the past. Much of the business world moves at a breakneck pace. That pace has become even faster thanks to advancements in technology that routinely affect how businesses operate. Even if you have never before changed careers, that does not mean you have not adapted to change. Make a list of the changes your employers have instituted throughout your career, highlighting how you adapted to those changes and benefitted from them in their aftermath. · Remain positive throughout the interview. Even if you are changing careers because you’re unhappy and/ or unfulfilled in your present line of work, avoid badmouthing that industry and your past employers. Doing so will only reflect negatively on you and raise a red flag with prospective employers. Instead, explain your reasons for pursuing a new career path in terms that excite potential employers about your candidate. The decision to change careers can induce both excitement and anxiety. Maintaining a positive attitude and employing various strategies when interviewing with prospective employers can help make the transition to a new career go smoothly.
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Killeen Daily Herald
Transitioning From The Military to Civilian Service? Tips To Make The Change Quickly By Michael M DeSafey s a military veteran making the transition to civilian life you are facing a great life changing transition. You have success-
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fully built a career within the military structure for the last number of years, gained valuable skills, experience and expertise around the world. Now you need to translate this all into civilian jargon that the average employer will understand and recognize your value as a potential employee. To accomplish this and set you on the right path the government offers many resources to transitioning veterans, most notability the Transition Assistant Program (TAP) which within the first 180 of transitioning you can take advantage of a 3 day workshop that allows you to explore career roles, job search strategies, resume and cover letter preparation, etc.. These workshops are vital to a transitioning veteran as it will allow you to set the framework for your new career path. Learn what skills you have that are transferrable and how to quantify those experiences for new employment. These government programs though only give you so much; it is up to you now to develop a strong resume, career path and achieve employment in the profession you desire. Many employers are very interested in hiring military veterans. You have the work ethic, skills and expertise that can be transferrable to almost any industry. As a professional re-
It is no longer necessary to address individuals as “Sir” or “Ma’am”, speak in plain language. cruiter that has worked with numerous transitioning veterans; here are a few tips that can help set the right course; (1) Work with a good military to civilian professional resume writer. One who understands what you did in the military and how to express and quantify your experiences into a resume that achieves your career objectives. (2) Adjust your way of speaking for the civilian environment. It is no longer necessary to address individuals as “Sir” or “Ma’am”, speak in plain language. Use civilian time references rather than military time. (3) When discussing projects or experiences talk about the roles you played, rather than the titles of the project or operations. Avoid whenever possible all military speak/jargon. (4) Search for recruiters and job agencies that focus their efforts on Transitioning Military personnel. These recruiters have unique contacts and understand what it takes for a vet-
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eran to transition away from military service. (5) Emphasize your skills, experience and accomplishments. Network with as many people as you can. Additionally, talking with as many veterans as you can, learn about their experiences and how they made the transition; learning about what they are doing now may open up opportunities that could lead you to a potential job opportunity. There are also many employers that have programs in place to hire transitioning military; Home Depot, Wal-mart, and General Electric are a few of many that actively search out military veterans. You can also search online job boards like Military. com or Monster.com for opportunities specifically focused on transitioning military. Michael DeSafey is a leading executive recruiter for professionals in the construction, engineering and environmental industries. He is currently the President of Webuild Staffing (http://www.webuildstaffing.com). To learn more about Michael or Follow his Blog please visit http://www. michaeldesafey.com Article Source: http://EzineArticles.com/expert/Michael_M_DeSafey/1832732
Killeen Daily Herald
Tuesday, May 17, 2016 D
What it takes to be a team player
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he ability to communicate, interact and work collectively with others is both a professional and personal asset. But in certain ways, the reliance on technology has made working as a team more complicated. People have grown accustomed to spending large
According to Monster. com, when it comes to choosing a candidate for a new job or promotion, employers consistently say they want a team player. quantities of time alone working at computers or on phones and tablets, potentially compromising their ability to work directly with others when the need arises. According to Monster.com, when it comes to choosing a candidate for a new job or promotion, employers consistently say they want a team player. That means it’s advantageous for professionals looking to further their careers to brush up on their team-building and social skills. So what does it mean to be a team player exactly? The following are
some traits of team players. · Meets deadlines: People working together on a project have their own unique responsibilities regarding such projects. It’s important that the end result is produced on time; otherwise, the entire group pays the price. Employees who care about their teams consistently meet their deadlines, making things easier for their fellow team members as a result. · Adapts easily: Team players are willing to adapt to change and take others’ suggestions. Professional flexibility and openness to ideas are
important traits, as you just may learn something from team members when you try things their way. · Listens attentively: In order for a team to function, every member has to listen to what his or her coworkers are saying. This also includes being receptive to criticism without lashing out. Listening can sometimes be more important than speaking. · Communicates clearly: Team players effectively communicate their thoughts and ideas. This includes using language that is constructive, honest and respectful.
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· Participates frequently: Even when his or her own work is done, a team player does not shy away from taking on the tasks of others to ensure a project is completed on time. This also can include offering tips or pointers. · Happily shares the spotlight: Never the glory hog, a team player is content to stand in the spotlight alongside coworkers. Team players make sure everyone is involved and recognized equally, and even take their share of the blame when things go awry.
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Killeen Daily Herald
Challenges Among MilitaryTrained and Non-Military-Trained Personnel at the Workplace By Claudia Tatum o you work with a team of military-trained personnel and non-military who are constantly disagreeing and arguing? Do you feel as if you do not understand each other? Do you feel as if you cannot get anything accomplished because you spend more time arguing than achieving a mutual goal? The President’s Veterans Employment Initiative “created a one-stop website resource for Federal veteran employment information... the information is designed to ensure veterans, transitioning service members, and their families receive accurate and consistent information regarding veteran employment in the Federal Government” (USAJOBS). The initiative of recruiting and training veterans is great; we also need to train both the military-trained personnel and the non-military-trained on how to work as a team and understand each other. Prior Military Personnel: The transition from active duty to the civilian workforce could be difficult. Your leadership, training, dedication, sense of duty and technical skills are admirable and in high demand. You were trained to follow, give orders, and lead others. Unfortunately, if your role in the civilian workforce is not to lead, you could be frustrated because you are not ready to give up power or authority of being in charge and making things happen without supervisory direction. You could have a difficult time transitioning from being the leader to being led. You might consider yourself the subject matter expert, using the “how we used to do it” or “how it used to be done.” You might get frustrated because the civilian personnel do not move at your same speed and sometimes they don’t even understand what you are saying. Remember, the “transition and readjustment process does not mean you give up being a warrior, but rather learn to dial up or down your warrior responses depending on what’s happening around you, always adapting to the environment you find yourself in” (Hoge 2010). A few recommendations for a more suitable transition and relationship with your peers include: * Speak with the person with whom you’re miscommunicating and with whom you conflict. If that does not work,
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* Speak with your supervisor to discuss your frustrations. If you do not trust or feel comfortable speaking with your supervisor, * Seek guidance from the Office of Human Resources or * Visit your nearest Veteran Service Office Useful sources: * Seeking employment. Visit the FEDSHIREVETS or the USAJobs website. * Further your education. You may use your GI Bill to pay for school. Visit the GI Bill website * Understand yourself. Read the book, Once a Warrior, Always a Warrior. * Recognize your possible emotional distress by visiting the veterans crisis line site. Civilian Personnel: You might think that the prior-military employees are cold and authoritarian. They like to give orders and expect things to be done their way. You might not understand their terminologies and despise their unwillingness to adapt to the civilian workforce. You might think that prior-military personnel expectations are unrealistic. They work at a faster pace and expect you to do the same. This might frustrate you because everyone works at a different pace. In addition, you might feel resentful thinking that priormilitary personnel demand special treatment, respect and recognition: something you think you are forced to give. Most people are afraid of what they don’t understand. Get to know your peers, including former military personnel. A few recommendations to a more suitable situation include: * Speak with the person with whom you are having trouble. Tell the person how you feel. You might be surprised to find out that both of you are frustrated with each other. If that does not work, * Speak with your supervisor to discuss your frustration. If you do not trust or feel comfortable speaking with your supervisor, * Reach out to the Office of Human Resources. They might have readjustment training for both prior-military and civilian personnel. If they don’t, request it. You would be helping yourself and others. * Seek outside help (e.g. a career counselor).
Upper Management: Recognize the root of the problem and identify trends. There will always be conflict at the workplace, but identifying the root of the problem could help you create a system to develop your team and minimize collateral damage within your organization. Some of the most common complaints among teams of prior-military and civilian personnel include: Communication: Prior-military personnel are accustomed to using military time (e.g. 1300, 1600, 2200 versus 1 pm or 6 am). They might still use military words or acronyms (e.g. battle planning, battle field, battle rhythm). They also go by the book; if it’s not written, it does not exist. The challenge with this approach is that if the civilian employees are not accustomed to using those terminologies, or do not understand the concepts, they could be resentful and frustrated, especially if the prior-military personnel are not receptive to using civilian terminologies. Develop a culture to address conflict and miscommunication issues. Career and Personal Development: If you are not doing so already, meet one on one with your personnel. Identify who among your team needs more coaching and coach them on how they could be more successful in the organization. “Society believes that a warrior should be able to transition to home and live a “normal” life, but the reality is that most of society has no clue what it means to be a warrior” (Hoge 2010). One on one coaching could help you to get to know your employees and better help them. Bias: Your role as a supervisor is to lead and influence. Make sure you don’t play favorites with your employees. Most importantly, you need to be confident in your leadership and work ethics. If you think that your employees are working against you or feel threatened by their initiative and skills, you will not lead well. Trying to show your employees “who is in charge” will not fix the issues. Do not hold on to knowledge in order to keep job security; instead, delegate to, train, and mentor your employees. Seek Professional Help: You have a responsibility to your employer and your employees. If you have tried to build harmony among your employees and your attempts have been unsuccessful, consult with the Office of
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Human Resources for guidance. They might have a transition training program for both the prior-military and civilian personnel. They should be able to help you know what to expect when you hire prior-military personnel and how to help them work with you versus feeling like they are working against you. If the Office of Human Resources does not have a transitioning program for the military personnel, recommend starting one. You will be helping your current and future employees. A reason to recommend a transitioning program to HR is mentioned by Bonnie M. Vest: “the civilian and military cultures are in many ways directly oppositional to each other in terms of their values and structure, creating barriers to the reconciliation of the two” (Vest 2012, 2); therefore, you can help your employees better if you understand both the civilian and the military culture. Remember, “most prior military personnel are more independent, but this may make it difficult to tolerate authority at work” (Hoge 2010). Your responsibility as a leader is to understand your employees; this will help you lead them better. A good start is the book Once a Warrior Always a Warrior by Charles W. Hoge Jealousy, resentment, and miscommunication at the workforce will hinder your organization and development. Both the employer and the employee need to understand the best practices of working with a team of both prior-military and civilian personnel. We all have a responsibility to make our workplace a more enjoyable and stress-free environment. The initiative to end conflict and misunderstanding at the workplace starts with you and me. References Hoge, W. C., 2010, Once a Warrior Always a Warrior- Navigating the Transition from Combat to Home- Including Combat Stress, PTSD, and mTBI, Lyons Press. USAJOBS, Welcome Veterans Vest, B. M. “I am a citizen solder” Negotiating civilian and military in the post 9-11 National Guard, State University of New York at Buffalo, ProQuest, UMI Dissertations Publishing, 2012. 3495234. Article Source: http://EzineArticles. com/expert/Claudia_Tatum/2024738