His presentation will wrap up a four-day retirement planning workshop held at the National Foreign Affairs Training Center in Arlington, VA.

Tom Morris presents “Good [...]]]> MORRIS ● ASSOCIATES INC. founder and president Tom Morris will present “Marketing Yourself After 50: Good News for Gray Hairs” on March 1 at the US Department of State.

His presentation will wrap up a four-day retirement planning workshop held at the National Foreign Affairs Training Center in Arlington, VA.

Tom Morris presents “Good News for Gray Hairs” at the National Speakers Association, Washington, DC Chapter, April 14, 2007.

Contrary to widespread belief, December can actually be one of the best months to conduct a job search. There are at least five reasons for this.

Less Competition: Since so many people believe December is a bad month [...]]]> We hear it every year.  “No sense looking now; everybody knows that no one hires in December.” 

Contrary to widespread belief, December can actually be one of the best months to conduct a job search. There are at least five reasons for this.

Less Competition: Since so many people believe December is a bad month to look for a job, they don’t actively search during that month. Hence, there is less competition from other job seekers, and potential employers have more time to consider those who do apply for positions. 

More Access: “Everybody” does not go away for the December holidays. On the contrary, many managers are both catching up on unfinished business and are getting ready for the new year. Many human resources directors are working on staffing plans for the coming year, and are more attentive to personnel matters than they usually are. Thus the last month of the year can be the best month of all to get access to key people.

The Giving Season: As people get in the spirit of the year-end holidays, they tend to be more disposed toward helping others. There may not be a huge swing in this direction, but even a little increased openness by hiring managers works in favor of applicants.

January Hires: January is often one of the biggest months of the year for hiring. However, individuals who are hired in January usually are not the people who waited until then to start their job searches. Those hired in January are often people who were actively pursuing leads in December. (We’ve worked with job applicants who had critical interviews on Christmas Eve or during the last week of the year.)

The January Rush: A lot of people make New Year’s resolutions to change jobs. In January, therefore, the market becomes more saturated with job seekers. If you put off your search until after the December holidays, you’re likely to have to compete with a bigger (and possibly more determined) crowd in January. You also risk losing psychological job-search momentum around Thanksgiving, and you may not get into high gear until mid-or-late January. That means, obviously, that a job seeker can actually lose two months, not just one, by suspending activity in December.

Great meet up this year in Miami for the annual Arbora Global Partners Convention! MORRIS ● ASSOCIATES Inc.’s Tom Morris and Jann Bradley in attendance (upper right-hand corner).

QUESTION: I’m embarking on a job search. It’s been a long time since I’ve had to
interview. What are the five most asked questions in interviews? How should I prepare for
them?

I’LL GO YOU ONE BETTER THAN FIVE: [...]]]> Enter your email in the right column to download this document as a PDF.

QUESTION: I’m embarking on a job search. It’s been a long time since I’ve had to
interview. What are the five most asked questions in interviews? How should I prepare for
them?

I’LL GO YOU ONE BETTER THAN FIVE: I’ll give you the six most asked and also tell you
about a type of question that’s increasingly asked in interviews, why it’s a good type of
question to ask and how to respond.

According to our research, the six most frequently asked questions are:

1. Tell me about yourself.
2. What can you do for us?/What skills do you bring to the table for us?
3. Why are/did you leave your last employer?
4. What are your strengths and weaknesses?
5. Why should we hire you?
6. What are your 5-10 year goals?

How to prepare for them? Research the big three: the job, the company and the people.

Based on what you know about them, their needs and their requirements, WRITE OUT your
answers for the firm or organization where you are interviewing to each of the six questions.

If there are a series of interviews, do this for each interview since your responses may
modify to better respond to needs and requirements you learned about in earlier interviews,
and subsequent research you’ve done on them (e.g. reading annual reports, sales and
service literature; speaking with others who know the organization, its people and needs).

A few tips on answers:

• Essentially, questions 1, 2, 4, and 5 are the same question. Your answers focus on
the key skills and abilities you want to communicate built around their job
requirements. Caveat: the essence of these questions and your answers is the same,
but the wording of your answers should be conversational and not static.

• To respond to the “weakness” question, you might say, “I prefer to do x than to do
y,” or “colleagues say I’m better at x than y.” You might also talk about something
that has been a problem for you and what you’ve done to overcome it (e.g. “I used
to have a difficult time addressing a group of people, so I joined Toastmasters and
now I know how to prepare and deliver a talk to a group.”) Don’t take this question
lightly or answer frivolously. Give thought and write out your answer. (Interviewers
ask this question to gauge how good an understanding you have of yourself and your
abilities.)

• The goals question can be answered in two parts: career goals and life goals. (What
are your 10-year goals? Why not write them down right now?)

The type of question being more frequently asked is the behavior-based question; how did
you perform in a past situation that would be similar to requirements of the position for
which you are being interviewed?

Behavior Based questions (let’s call them BBQs for simplicity) ask about an applicant’s past
behavior in areas needed in the new job.

Typically they begin, “Could you tell me about a time when you . . . ?” or “Could you give
me an example of when you . . . ?” They can also be a simple follow up to something you
said you did, either in the interview or on your resume: “Why and how did you do that?”

BBQs are about past behavior, “How did you do . . . ?” not about the future, “How would
you do . . . ?”

Many interviewers are trained to ask these questions since they can uncover a wealth of
information quickly about an applicant’s experience, not only what they did but also why
and how. Moreover a good interviewer can probe for several skills sought.

For example, an interviewer might ask how and when the applicant organized their work for
the day and get a sense of organizational skills, prioritizing, decision making, multitasking
ability and how the person responds to interruptions and urgent (but unscheduled) requests
- all from listening and probing about one BBQ.

To prepare for these types of questions, list what you understand or anticipate will be core
competencies and essential functions of the job you’re interviewing for, then think of things
you’ve done that demonstrate those skills and abilities. Write out your responses using an
“SAR” format:

Situation: Why did you do what you did? What level were you working at?

Actions: A series of I statements that show your work or management style.

I (verb) . . . .
I (verb) . . . .
I (verb) . . . .
I (verb) . . . .

Results: Quantify whenever possible: How long did it take to do this? How many people
benefited? How much did you save (or make) the organization? How many pages were in
the report? What was the size of staff and budget you managed? How many was the report
distributed to? What percentage increase or decrease (in time, money or performance rate)
did your behavior result in?

To recap, to prepare for interviews, research as much as you can about the organization,
the people and the job; write out your answers to the six most frequently asked questions;
and prepare proactive Situation-Action-Results examples that demonstrate skills and
qualities sought by the hiring organization.

© 2011 MORRIS • ASSOCIATES INC. ALL RIGHTS RESERVED

MIND FRAME

When a reduction or reorganization occurs, a ripple effect can travel through the entire organization. People who leave have needs to be met but so do those who remain, and they are the ones the organization must now [...]]]> Enter your email in the right column to download this document as a PDF.

MIND FRAME

When a reduction or reorganization occurs, a ripple effect can travel through the entire organization. People who leave have needs to be met but so do those who remain, and they are the ones the organization must now rely on to maintain service and productivity.

Appropriate communication with all concerned is essential. What’s needed is a combination of head-to-head plus heart-to-heart communication.

If you have to terminate someone, your immediate goal should be to cause the least amount of resentment in the employee being terminated and the greatest amount of understanding by those who remain.

A managed downsizing — one that is planned and communicated well — helps those who go and those who stay to transition with dignity and with minimum disruption to their careers and personal well-being. It also helps the organization to move on and reestablish productivity as quickly as possible.

PRE-NOTICE PLANNING

To manage this process, you need to anticipate and plan actions to take before, during and immediately after notification.

To Do:

• Make a complete checklist of actions to be taken.
• Develop a detailed schedule for notification day: who will give notices to whom, where, and what happens then. Also, how, when, and by whom notification will be given to others in and outside the firm or organization who have a need to know.
• Provide notification meeting briefing for managers and supervisors who have to give notices to employees.

NOTIFICATION MEETING GUIDELINES

PRE-EVENT:

PREPARE YOURSELF: Review the outline of your discussion with the employee and get set mentally. Visualize how you want the meeting to occur.

FOUR STAGES OF THE PROCESS:

I. STATE THE FACT OF TERMINATION AND THE REASON FOR IT. GET TO THE POINT. BE DECISIVE, THEN COMPASSIONATE.

SAMPLE SCRIPT:

“Hello , please have a seat. I have some unpleasant news. Due to the market realities of our industry and the needs of our organization, we’ve had to reorganize. Some positions are being eliminated. I’m sorry to say yours is one of those positions.”

II. LET THE OTHER PERSON REACT.
Allow the person a moment to absorb the impact of what you have just said. Listen patiently to hear questions or reactions. If person does not react, go to next step.

III. PRESENT THE SEPARATION LETTER WITH SEVERANCE, BENEFIT, AND OUTPLACEMENT INFORMATION.

Mention effective date of termination, length of severance pay and organization-paid benefits (health and life insurance, accrued vacation, and outplacement assistance).

Suggest who will provide answers to questions regarding termination benefits.

Don’t defend or blame yourself or the organization. Don’t get into a confrontation, debate, or provide detailed explanations; stress the decision is final. Repeat the reason for the reorganization if need be.

Stress the reason for position elimination is reorganization, not the individual’s performance.

IV. CLOSE THE MEETING.

While it is important to convey, “this decision is final,” it is also important to be considerate and supportive and to let the other person maintain dignity. If your firm provides career transition services to employees who are let go, introduce the service firm’s representative at this time.

DO:

• Keep the meeting short and focused (10-15 minutes maximum).
• Emphasize the decision is final.
• Be empathetic, show you care.
• Allow the individual to ask questions, to react to the news you have just given them.
• Encourage individual to call the Morris Associates’ outplacement counselor and take advantage of the job search assistance being made available.

DON’T:

• Don’t say “Good Morning” — it isn’t.
• Don’t take longer than 10 or 15 minutes.
• Don’t be defensive or argumentative.
• Don’t defend or blame yourself or the organization.
• Don’t discuss what is happening with any other employees.
• Don’t discount the employee’s emotions or make them “wrong.”
• Don’t try to lighten the tension with humor.
• Don’t talk about old times or give advice.

FREQUENTLY ASKED QUESTIONS AT NOTIFICATION

Q: Why me? You’re keeping others with less experience.

A: We had to make the decision and all levels of management concurred with this move. The factors considered were strategic need and future workload.

Q: This seems like a clear-cut case of age discrimination to me!

A: As you know, management has a history of a strong EEO stance and is committed to its Affirmative Action program. The factors considered were strategic need and future workload.

Q: I want to talk with (senior executive).

A: Of course you’re free to ask for an appointment to see him/her, but I must tell you that he’s/she’s fully aware of the decision and supports it.

Q: With a company this big, I can’t understand why I can’t be considered for another position in the firm!

A: Before this decision was made, every effort was undertaken to explore all other options here.

Q: What am I going to tell my wife/husband/significant other?

A: Your Morris Associates’ consultant will be able to give you specific help with this matter.

Q: How can you do this to me after X years?

A: This decision was made because of the realities of the market place and the needs of the organization.

Q: You’re not going to get away with this / I’m going to get even with you.

A: I’m sorry you feel that way, but I want to emphasize that we are committed to helping you establish yourself in a new position as quickly as possible. I strongly urge you, regardless of your feelings now, to meet with the Morris Associates’ consultant and begin the work of making a transition to a new position.

Q: Was Jane/John Smith let go?

A: I’m not going to answer any questions about other employees. I know you would want such consideration extended to you.

Q: Will the organization give me a recommendation?

A: (This answer will have been prepared in pre-termination planning.)

GUIDELINES FOR MEETINGS WITH REMAINING
EMPLOYEES AFTER NOTICES ARE GIVEN

PREPARE YOURSELF:

Think through the needs of your group. Review tough questions and prepare logical responses. Visualize how you want the meeting to go.

Conduct the meeting with concern and dignity but without apology for the necessary action.

Have no other agenda for the meeting but to handle the reassurance well.

GIVE INFORMATION:

The same as you told those who received notices — factually and without embellishment.

Review reorganization of functions and new lines of communication within your unit.

ANSWER QUESTIONS AND REASSURE EMPLOYEES:

Outline the changes in the unit that affect everyone. Defer detailed items affecting only individuals for discussion later.

Ask for questions/reactions. Be open and listen. Encourage two-way communication, don’t just present information.

Do not promise that nothing will happen to any of them — none of us can predict the future. Stress that careful planning and review went into the process.

Discuss how to handle incoming calls for individuals no longer employed.

Encourage people to provide leads and referrals for those let go whenever possible. Encourage everyone to move ahead.

WALK AROUND:

For the week or so after notices, be visible and available. Practice “management by walking around.”

SAMPLE PREPARATION CHECKLIST

DATE COMPLETED: _________________________________

__________ Reference policy.
__________ Written reason for reorganization / reduction.
__________ List of key external contacts to be notified.
__________ Severance letters prepared.
__________ Unused vacation calculated.
__________ COBRA forms, explanations.
__________ Loans.
__________ 401K forms.
__________ Pension forms and information.
__________ Phone and name for security.
__________ Phone and name for medical.
__________ Phone and name for benefits.
__________ Printed cards for receptionist(s).
__________ Press release prepared.
__________ Press spokesperson identified.
__________ Petty cash for cab fares.
__________ Decommission access cards.
__________ Secure computer files.
__________ Arrange evening/weekend access to clear work areas & personal items.
__________ Provide boxes/cartons to aid in removal of personal items.
__________ Alternate plan to collect keys, iPad, iPod, iPhone, Blackberry, Laptop, vehicle and cards.
__________ Alternate notification plan for absentees.

SECURITY: ( ) ______________________ NAME: _______________________
MEDICAL: ( ) ______________________ NAME: _______________________
BENEFITS: ( ) ______________________ NAME: _______________________

© 2011 MORRIS • ASSOCIATES INC. ALL RIGHTS RESERVED

TWO OFFERS IN TWO MONTHS

“I received two attractive offers in two months in a very difficult job market, and most [...]]]> Despite recent employment conditions, our clients have pursued, interviewed for and accepted new positions all year long. Here are just a few of the comments we have received about our services and their success:

TWO OFFERS IN TWO MONTHS

“I received two attractive offers in two months in a very difficult job market, and most importantly, I am much more confident and comfortable managing my career. Morris ● Associates Inc.’s…personalized coaching style made me feel as though I [was] their only client. They… anticipated my needs and taught me how to craft my resume, leverage my network, and achieve my professional and personal goals. Thanks to Morris ● Associates Inc.”

— A.S.

DETAILS MAKE THE DIFFERENCE

“I…thought I knew the ‘how to’ of searching for a job. I knew the ‘big concepts’ but found out how the details can make all the difference. Morris ● Associates Inc.’s years of experience translated into concrete recommendations and good examples of what to do and how to do it. I revised my resume, used [their] approaches, and adopted [their] forms. Four out of five recruiters… called me within 48 hours.”

— A.K.

PERSONALIZED SERVICE

“I have met many career consultants and [Morris ● Associates Inc.] surpassed them all. It is also imperative to mention [they] are very friendly and responsive… you just ‘feel at home.’”

— F.M.

A GREAT TEAM

“[Morris ● Associates Inc. has] a great team… [their] program helped me to reflect on what it was that I really wanted to do. Once I really internalized what it was… I began to think the part, act the part, and talk the part. I am living my dream now.”

— D.M.

LANDED DREAM JOB

“… [Morris ● Associates Inc. helped] me see the possibilities. [Their] counseling provided me with illumination [and the knowledge] that patience is a key to finding real career fulfillment; I landed what some who know me refer to as ‘my dream job.’”

— A.H.