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The challenges of today’s work life has changed the dynamics between supervisor and subordinate. Everybody is under greater pressure. The normal tensions that exist between the workers desire to do the job right and the supervisors need to ensure it is done right, have increased. As a result, the subordinate is placed in a position where patience and understanding by the supervisor are at a greater premium. And in some cases, the relationship can deteriorate to the extent that the boss becomes abusive.

I do not propose to defend the supervisor or the employee or to explain away the circumstances under which the relationship between employee and supervisor becomes toxic. Rather, my concern is to try and develop a strategy for the employee that can improve the situation.

A recent study on stressful work life has shed some light on strategies employees could use to deal with a difficult boss situation. One conclusion emphasized that the worst strategy is disengagement from the boss, avoiding contact and seeking social support within the organization.

According to one of the researchers, “It is understandable that employees wish to reduce their contact …..to a minimum, but this strategy further increases employee stress because it is associated with a sense of weakness and perpetuates their fear of the supervisor.”

In fact, according to the study, a tension-filled or abusive situation was least strongly associated with a strategy of direct communication. That means facing and acting is the most likely solution.

So what should you do? The first is the trickiest in the short term because you can’t solve the problem unless the supervisor is willing to listen. Before even starting make sure the issue is worth the risk of creating trouble. The fact is fighting about a process or philosophy or “principle” is simply not worth it unless a fundamental business issue is at stake, such as a customer issue, product quality, safety or revenue implications. Make sure the logic of the issue, not your emotions are the driving forces.

If there is no business issue, but rather a clash of wills, personalities or work styles, communication, as painful as that may be, is the only strategy that can provide a long term solution.

If you decide to move forward do so cautiously, and always from a positive perspective. Suggest that there may be an even better way to approach the problem with constructive suggestions, backed up with supportive evidence. A simple difference of opinion will generally not receive a favorable response. But, a substantive suggestion, backed up with data and delivered with tact may make headway.

The second problem, incompatible work styles or personality issues, is the trickiest in the long run, because it can create tensions for which there is no good solution. The fact is people have different work styles. They approach decision-making in different ways. They view risks differently. They deal with stress differently. The point is these differences can be the foundation of major frustration on both sides. Unfortunately, as a result of this incompatibility, conflict is likely, unless addressed.

It is absolutely essential to recognize there is a problem. If you get frustrated by the amount of time you spend in seemingly unproductive meetings, remember your boss thinks it is important. If time management is an on-going problem, take a look at how you get work done. If the teams you are on seem to always get bogged down and unproductive, take an honest look at how you might be contributing to the problem. Think about why your good ideas generate little or no positive response. Try to understand why it is so difficult to get your bosses attention.

Since all of these are driven by your boss, don’t assume that you are right and the boss is wrong. Take a step back and consider your frustrations from the manager’s point of view. It is important to note one important fact. You may be sending unintended messages to your boss and the rest of the staff that is very unhealthy for you. For your own sake that has to be fixed.

Take a look at how the manager approaches problems and makes decisions. How does he/she manage people, time and other resources? Try to determine how you are cooperating or fighting the pace and tone of the group and the supervisor. Understand clearly what are the key goals as outlined by him or her. This can be critical.

You may be inadvertently working at cross purposes to organization goals and not even know it. If you don’t even know what are the key goals and what issues are of greatest concern, you are just not contributing as a team player. And that’s the kiss of death.

The fact is survival depends on your supporting your manager’s priorities, even if you disagree. You and your boss may have irreconcilable differences in which case you need to make sure your resume is updated and your network is in tact. If not, some honest introspection, adaptation and pro-active engagement may be successful.

The challenges of today’s work life has changed the dynamics between supervisor and subordinate. Everybody is under greater pressure. The normal tensions that exist between the workers desire to do the job right and the supervisors need to ensure it is done right have increased. As a result, the subordinate is placed in a position where patience and understanding by the supervisor are at a greater premium. And in some cases, the relationship can deteriorate to the extent that the boss becomes abusive.

I do not propose to defend the supervisor or the employee or to explain away the circumstances under which the relationship between employee and supervisor becomes toxic. Rather, my concern is to try and develop a strategy for the employee that can improve the situation.

A recent study on stressful work life has shed some light on strategies employees could use to deal with a difficult boss situation. One conclusion emphasized that the worst strategy is disengagement from the boss, avoiding contact and seeking social support within the organization.

According to one of the researchers, “It is understandable that employees wish to reduce their contact …..to a minimum, but this strategy further increases employee stress because it is associated with a sense of weakness and perpetuates their fear of the supervisor.”

In fact, according to the study, a tension-filled or abusive situation was least strongly associated with a strategy of direct communication. That means facing and acting is the most likely solution.

So what should you do? The first is the trickiest in the short term because you can’t solve the problem unless the supervisor is willing to listen. Before even starting make sure the issue is worth the risk of creating trouble. The fact is fighting about a process or philosophy or “principle” is simply not worth it unless a fundamental business issue is at stake, such as a customer issue, product quality, safety or revenue implications. Make sure the logic of the issue, not your emotions are the driving forces.

If there is no business issue, but rather a clash of wills, personalities or work styles, communication, as painful as that may be, is the only strategy that can provide a long term solution.

If you decide to move forward do so cautiously, and always from a positive perspective. Suggest that there may be an even better way to approach the problem with constructive suggestions, backed up with supportive evidence. A simple difference of opinion will generally not receive a favorable response. But, a substantive suggestion, backed up with data and delivered with tact may make headway.

The second problem, incompatible work styles or personality issues, is the trickiest in the long run, because it can create tensions for which there is no good solution. The fact is people have different work styles. They approach decision-making in different ways. They view risks differently. They deal with stress differently. The point is these differences can be the foundation of major frustration on both sides. Unfortunately, as a result of this incompatibility, conflict is likely, unless addressed.

It is absolutely essential to recognize there is a problem. If you get frustrated by the amount of time you spend in seemingly unproductive meetings, remember your boss thinks it is important. If time management is an on-going problem, take a look at how you get work done. If the teams you are on seem to always get bogged down and unproductive, take an honest look at how you might be contributing to the problem. Think about why your good ideas generate little or no positive response. Try to understand why it is so difficult to get your bosses attention.

Since all of these are driven by your boss, don’t assume that you are right and the boss is wrong. Take a step back and consider your frustrations from the manager’s point of view. It is important to note one important fact. You may be sending unintended messages to your boss and the rest of the staff that is very unhealthy for you. For your own sake that has to be fixed.

Take a look at how the manager approaches problems and makes decisions. How does he/she manage people, time and other resources? Try to determine how you are cooperating or fighting the pace and tone of the group and the supervisor. Understand clearly what are the key goals as outlined by him or her. This can be critical.

You may be inadvertently working at cross purposes to organization goals and not even know it. If you don’t even know what are the key goals and what issues are of greatest concern, you are just not contributing as a team player. And that’s the kiss of death.

The fact is survival depends on your supporting your manager’s priorities, even if you disagree. You and your boss may have irreconcilable differences in which case you need to make sure your resume is updated and your network is in tact. If not, some honest introspection, adaptation and pro-active engagement may be successful.

As we have frequently discussed, work life has gotten increasingly complex and challenging. This is especially true of professionals who work in highly competitive environments with international competition, shifting technologies and the need for continuous education. In a time of tight and tightening budgets, a decent performance may not be good enough, especially at the start of a new year when annual budgets are being reviewed and allocated.

So what do you do when you suddenly start getting messages your performance is flagging as your annual review approaches. If there was ever a time for honest introspection and objectivity, this is it. For some people, this bolt out of the blue can be devastating, almost as devastating as termination. You put in lots of hours, met your deadlines, participated constructively in meetings and occasionally receive praise for a successful project. So why the sudden criticism?

Let us pause for a moment and consider. The normal response would be to get extremely defensive, yet defensiveness can be particularly counterproductive. You review your recent history and look for clues. Keep as open a mind as possible and consider that there may be substance behind the criticism

The fact is, in most cases something really did go wrong. Perhaps you are not really meeting deadlines, making excuses about solvable roadblocks or delivering results promised. Possibly other department managers are unhappy with the service you are providing. Changes in company strategy may call for skills you lack, and expectations are not being met. In fact there could be a host of reasons for a warning.

It is also very likely, however, that for some reason you have disengaged. You are hard working and competent, but somehow are not in tune with requirements. Most people cannot pinpoint when they disengage and probably never thought about it. But the boss noticed and gave you latitude because of past performance. Unfortunately, that latitude is coming to an end, and corrective action is imperative.

The fact and early warning is a kindness that deserves genuine gratitude. If you focus on resentment instead of honest introspection, that would be counter productive, waste time and energy, dissipate the goodwill you have and put you on a track that has only one result. Quite likely, you have either lost interest in the job, have personal problems you brought to the office, or both.

If there is a personal problem that is interfering with your job, your manager should know about it. You don’t have to go into all the personal details, but give assurance the problem is being addresses. And, having been given warning, try to keep the personal issues out of the office.

If you have lost interest in the job, and have disengaged, you are in a very difficult situation. It may be time to move on, because recommitting to the job is extremely difficult, but not impossible. At this point, focusing on the substance of the job becomes critical. Assuming you want to stay and re-commitment is your goal, understanding the problem you have in all its ramifications is an essential first step.

I readily acknowledge this effort will test your pride and dignity well beyond anything you might have encountered in the past. However, if this job is important to you and worth saving, an enormous effort is needed to recover.

My suggestion is if you decide on a course of action to re-engage, sit down with your boss prior to your review and as early as possible in order to alter what may be a negative appraisal. This meeting is essential for you to get back on track. Try to get as much information as possible to understand the true nature of the problem. Every attempt must be made to understand specifically the behavior that is raising questions and placing your performance in jeopardy. Ask for examples and sincerely seek recommendations as to how you might improve.

Then work out a plan with real goals and milestones to recover. Keep in mind much of this is attitudinal. At the very least, even if you decide to implement a recovery plan temporarily to postpone more damage, the effort alone will gain some time and credibility. The word will get around and amazingly people will help.

Unfortunately, the effort to re-engage often fails. It may be time to think about aspirations in the organization and future in the company, because the problems may stem from a long term accumulation of issues. While the nature and origin of these issues may be difficult to pinpoint, the fact that a change has taken place eventually becomes pretty clear. When that happens, organizations can be pretty forgiving for awhile, especially for long tem employees.

The trap into which so many fall is indecision, the assumption that you can just coast and no one will notice. Forget it. When the symptoms begin to appear with a warning from the boss, colleagues and even subordinates, take heed and take action.

One of the seminars at a conference I recently attended discussed the importance and techniques of proper networking. There is a popular misconception that the holiday season is an inappropriate time to go job hunting with prudence dictating that the job search be suspended until after the holidays.
However, the speaker discussed holiday networking as an excellent opportunity to lay the groundwork for a job search.

The speaker cited employment consultant reports that challenged the common view regarding taking the holidays off. Companies continue to see candidates and send out offers and recruiters are still recruiting. Although December is a month of holidays, it is still an excellent month to look for and find a job.

According to HR managers surveyed, recruiter commissions tend to increase as the year progresses. They receive more from their companies on contracts that close at the end of the year, so it makes sense for them to get their candidates hired in December rather than in January (I have no idea why). Many managers and internal recruiters feel pressure to hire now for budgetary reasons — they have the money budgeted, but can lose the funding if it is not used. They don’t want to wait until next year to hire. In other cases, managers may have spent this year’s budget but know that as of January 1, they have more funds available. They may want to make an offer that includes a January 2nd hire date.

It is also true that people tend to give notice just before the holidays, use their vacation time to get through the holidays, and then start their job hunt in January. This opens up additional opportunities. In addition, executives and senior managers are often easier to reach and in a better mood during the holidays so may be more willing to speak with you informally.

The fact is networking is easier during the holidays. Here is a perfectly legitimate reason for connecting and re-connecting with all of the folks on your holiday list, and to use your contact list to meet new people. This is a great time to update them on what is happening with you both personally and professionally. Competition is reduced because so many job hunters drop out during the holidays.

Networking is an important, probably the most important, resource for information, emerging opportunities, insight into trends, ongoing support, job leads, and even customers. Keep in mind that networking serves three purposes: searching for information, establishing connections to help point the way, and creating sponsorships to help facilitate the proper introductions.

One important and frequently overlooked principal of networking is the useful information that may be of benefit to others. Some of those others could become very powerful resources at a future date.

Finally, the main reason to keep your job search active during the holidays is staying active in December gives you a head start on all of the January openings. There is nothing more depressing than having to restart your job search from scratch after the New Year.

Attend as many holiday events as you can during the next few weeks. Where else can you meet so many new people who can potentially contribute to your job search in such a short period of time? Anticipate the kind of questions you are likely to be asked at these events and develop a strategy for dealing with them. You want to appear relaxed, friendly, interesting and interested.

Draft a warm, personal holiday networking letter to everyone in your network. At this time of year people often expect you to be in touch so do not disappoint them. Include a seasonal greeting, a brief update on your job or career, your intention for the future, and a request for suggestions or referrals.

If you are planning to attend holiday events you should treat it them as serious networking. Since you get only one chance to make a first impression with new introductions, plan your networking as though it were an interview. Preparation generally means five golden rules: Know the group/company with which you are engaging; do some research into any openings; know how your skills, experience and accomplishments fit the organization; know why you are qualified; and know why this firm has unique qualities, values or culture that make it a particularly good fit for you.

Develop and rehearse a short pitch. Make it simple and interesting. It should invite questions and make people want to talk with you. Finally, skip the alcoholic beverages. If you appear out-of-control, you will be remembered for all the wrong reasons and will never be recommended for anything.

Do not put your job search on the back burner during the holidays. You never know who might show up at your next networking event. It could be a recruiter, the corporate executive you’ve been trying to meet, or the staffing manager at a local company.

I belong to an organization that has designated September as “International update Your Resume month”. While the designation is offered with a smile, there is a serious purpose which is to promote awareness of the importance of maintaining a current resume.

There are many reasons for keeping the resume updated, but especially with the volatility of the job market of today. You cannot plan for every contingency, so being prepared is essential.

I have an elaborate process for preparing resumes. Clients fill out a questionnaire and prepare short vignettes that outline specific contributions during their various jobs. The same approach (although less formally) should be done to ensure a fresh, updated resume is the result. Points to consider include:

• Changes in career goals that could potentially alter the resume completely
• New accomplishments since the last update that would reflect new challenges and successes.
• Relevant conferences, training, forums, presentation in which you played a significant role.
• Changes to personal information including any awards or honors (business or non-business related)

The current market may require that you have a couple of different resumes that highlight management vs. technical skills. Employers are looking for specific skills and if you have that skill it should be on your resume, not just in the cover letter. It should jump right out at the reader. That means when sending a resume to a specific job opportunity, the resume must be modified to address company criteria. For job boards that is obviously difficult. However, research should be factored in when submitting the resume.

Resumes are generally viewed as a menu of your career. A good resume is complete, clear, simple and concise and absolutely up-to-date. Readability is critical with generally one page if you can, two pages, if you have many years of professional experience and many accomplishments. But no more. The theme of simplicity, readability and compactness permeates the literature and the advice of resume professionals. The result is a resume that is an accurate, picture of your professional life. It is a good start, but hardly sufficient.

As we have mentioned in previous articles, for the foreseeable future the number of candidates will continue to exceed the number of available slots. In addition, the hiring process is slower, more intense and more complete. Experience is not enough. Companies want to know what you did and where you did it, as before. But now skills, attributes and real accomplishments are critical components of the job search process. The key word list has expanded and the character of the resume must also reflect a more complete picture of who you are and what you have done. Differentiation from those in the same profession is essential.

This is where too many people fall short. Many confuse a laundry list of responsibilities, or a long job description repeated in resume form will suffice. It will not. Hiring managers want to know what you have accomplished, not what your job description says.

That means a solid resume is filled with clearly articulated accomplishments. Job responsibilities must be accompanied with a solid record of accomplishments. The candidate must reflect this in the resume, expanding beyond a simple statement of projects or programs worked. Again the resume must still be compact, but should more completely reflect both who you are and what you have done.

A second concern supports the electronic world we live in. Resumes go into huge databases where key words play a critical role. When we access one of these services looking for a job we plug in key words, profession, location, etc to find the appropriate openings. Employment people do the same thing. They start with a key word search. If you want to have your resume found, make sure all the key words are included.

Employers generally prefer resumes arranged in the following way: Your contact information is on the top. Start with a short Profile or Summary, Education and Training (if it is not directly relevant put it at the end), Professional experience or Employment in reverse chronological order (your most recent position listed first). Always include the dates, followed by Military service and Volunteer activities. If you email the resume it should be a text version if the resume is in the body of the email or if you send it as a attachment, it should be in RTF (rich text format)

Remember to be truthful. Many companies are doing complete background checks on prospective employees to make sure everything on their resume is accurate. Write the resume in active, not passive voice. Use of verbs, numbers, percentages and dollar amounts makes the information quantifiable and makes you sound action oriented.
Make sure there is a visual appeal and that your text is neither too crowded nor too brief.

Finally, as far as worrying about how much time resume readers spend on each resume, ignore it. Let your resume be the one-minute resume that convinces them you are a viable candidate, different from the pack and worthy of strong consideration.

Over the years we have provided advice on a wide range of topics. However, over the past three years we have devoted most of our columns to the complexity of the job search process and the changing nature of employment. The fact is the changes are breathtaking and far more complex and intense. The hurdles (or hoops) candidates are subjected to seem never ending.

Occasionally, a client or someone who has read this column asks the critical question: “How do you know that what you tell me reflects the real world?” It is a very fair question.

I believe my colleagues and I not only owe our clients an honest answer. We should provide confidence the methods we recommend will support the search for the right career and the right job. No one can guarantee how a client will apply the advice we offer, but we can assure our clients that the professional networks of which we are a part, does give us a real world view that we can pass on.

Consider a simple example. Within my network are industry consultants, executive recruiters, HR professionals, other employment and career professionals and even executives from companies looking for talent. There is universal agreement that once job opportunities are posted online, hiring managers are inundated with emailed resumes. They also acknowledge their inability to respond to any but a few of these submissions. The fact is job seekers continually complain that no one responds to their emails. So if most job seekers email their resumes and get no reply, alternative strategies are called for.

That could mean delivering a resume in person, sending it by US Mail, Fedex or other methods. For me, and as I advise my clients, if an attractive position becomes available, it is essential to become creative in reaching the hiring manager or a recruiter who is in contact with the hiring manager.

This simple idea comes from conversations with people involved with hiring and points out the competitive nature of the job search. It also points out the best advice any career counselor can give, that job seekers must continually seek alternatives to the normal practices. Sending out emails is fine, but only sending out email is not a good idea.

Many job seekers apply only for advertised jobs and have little success. The alternative is to find jobs which are not advertised. In fact many believe a significant number of good positions are never advertised. So how do you find these opportunities? By networking. However, if a job seeker networks the way most people do, the chances of a good result is very limited.

Again, what does my network say? People in the field understand the principles of effective networking and advise good connections can be achieved by abandoning some of the more common approaches. For example, especially when networking with people with whom you have a valuable connection, such as fellow alumni or colleagues from a previous employer. Rather, put yourself in a position of strength by presenting yourself as a resource. It is well known that asking people for a job will tend to drive them away. A better strategy is to get a business card and set up a meeting for a later date to seek guidance and advice.

The key goal of effective networking is to build a list of resources favorably disposed to providing help. And, it is essential to approach these resources in a way that is non-threatening. That means not overwhelming them with your story. In this economy, many people who are employed have been subject to requests for an informational interview even though you and they both know that what you want is a job
A colleague of mine recommends that you never use the words “informational interview”. Instead ask to interview someone for an industry white paper, freelance article or bog posting that you are writing. And write the article. In this way you have a better chance of getting in under the radar. And the fact is, people can be very helpful and amenable to providing support as long as they are not challenged to do so.

Networking can be very uncomfortable, sometimes compared to door-to-door selling. However, real networking is about finding ways to help others. Approaching people with a “How can I help” attitude can make a huge difference. A good way to start is by initiating more conversations, making more connections and building a reputation by giving to others before asking for direct help. At the end of a networking session it should be obvious that many of the people with whom you spoke were pleased at the encounter. If you said something to help them, the chances are they will remember you in a positive light, and help in your job search. In addition, unless you are getting leads through online postings, reach out to meet people in common forums. It is important not to appear desperate.

Finally, measure progress. As another colleague remarked you cannot improve what you do not measure. And if it is working, keep doing it. If not, stop and change.

I see a broad range of people: professionals, administrators, office workers, sales people, recent college grads others. Some are employed but fearful of losing their jobs. Others are unemployed and seeking direction. Some people are simply lost, uncertain of their future, looking for any sign of stability in their lives. Although some, even those with jobs, have lost hope, most remain optimistic.

In the past I have stressed the importance of each of us taking charge of our own careers. That means not waiting for a layoff or a recession, but maintaining a posture that keeps the elements of the job search fresh. Networking, updated resume, refreshed interviewing skills and continuing education must be part of normal work life.

We have now gone through a very difficult with high unemployment and all that implies. Hopefully we are now entering a period of sustained growth and lower unemployment. My view is there is an important lesson here. Once the job becomes in jeopardy, we are suddenly own our own, responsible for our own career, facing an employment world in which an employer no longer takes responsibility for their employees, because business pressures, even the survival of the firm, often becomes paramount. When you take a look at how many businesses come and go, it is impossible to not wonder where the employee fits in all of this.

I well understand this is not universal, but our system is designed to enable businesses to refresh themselves periodically to meet business goals. For employees to survive in this kind of environment a different attitude toward work and career is called for.

We see this as increasing cost causes firms to reduce or eliminate health care coverage, and people are forced to seek insurance independently. We see this as firms reduce or eliminate defined-benefit pension plans and replace them with 401K’s and other portable programs. Both of these factors share a common component. We are now called on to be responsible for our own jobs, careers and lives in ways our parents never had to face.

Support services of all types are subject to the stresses caused by layoffs and the restructuring of industries. The fact is most people in the working community are impacted, as industries, organizations and firms are bought and sold, rise and fall. The support structure is limited. Beyond temporary unemployment insurance, some retraining and other programs, and lots and lots of networking opportunities, we are on our own in an unsympathetic society.

What can each of us do to survive and even thrive? We begin by recognizing that we are actually on our own, that each of us must take charge of his or her working life and shape it to fit our individual needs. In some ways that is very cruel, but it is our system, for better or for worse.

However, taking charge, really taking charge, can open doors to opportunity if we are willing to take the risks and invest the time to get the tools to help us on the way. The search for a job or career must go beyond reading the employment ads or waiting for that call back. It is essential to acknowledge responsibility for our own career and job. Each of us has to look at the search for a job or a career as a job in itself. That means devoting hours studying, meeting, writing, calling, searching, visiting and exploring every opportunity and every road to an opportunity to acquire the skills necessary to succeed. Finding the right job only means now you can get paid as you continue the process of looking to build your career with the next job.

Why should we view our jobs in this light? Because we are viewed this way by employers. Of course this is not universally true, but let’s not be naïve. Generosity in good times is quickly lost in tough times. And most of us will have some tough times, at some point in our careers. Some are affected more than others, but almost everyone has to face the inevitable bumps. And when that happens, we need to be prepared.

So, now we understand and acknowledge responsibility for ourselves and to ourselves; no blame games when we lose our job. The essential point is adoption of a personal commitment to renewal, shifting our perspective from what was to what lies ahead. That attitude is absolutely critical when confronted with job or career difficulties.

From time to time, I do meet with people who have “opted out,” deciding there is no point in trying. I remind them they have made a personal choice. It was not imposed on them. They have refused to create a plan, focus their energy and drive forward. They have decided to abdicate a commitment to themselves. It was their choice. And just as they have chosen this path, they could choose another path to reinvigorate themselves, start a new career and move forward in some direction. I believe it is a choice.

As a career counselor it is extremely important to provide clients the latest thinking concerning career planning and the job search. These days it is a challenge keeping up with the accelerating changes in company hiring philosophies. In the past change came more slowly, but as I am discovering in my own networking meetings, a sea change has taken place, and taken place quite rapidly as a result of the recession.

Recruiters are more optimistic about hiring but they know that whether a candidate in transition or currently employed, there will be very little time for them to make the transition into the new organization. They are fully expected to understand that performance expectations are very high and the time to demonstrate results is very short. This is very different from the past.

Some professionals who have spent long careers in the hiring process claim they have never seen a situation where critical measures of performance and employee excellence are so stringent. They insist that individual agility in navigating this new environment must take note of the difficult lessons of the past with the impact of downsizing and the new rules of moving forward into a new (and hopefully better) position.

Good people are always valuable and in the past good candidates were often hired because of their latent talent, often, even if a specific job with a clear set of responsibilities is projected for the future. Companies were routinely hiring based on their estimates of future needs. If I am to believe the recruiters and HR professionals I meet, that is no longer the case. Now, the need must be clear and unambiguous. All permanent hiring must withstand multiple reviews and approvals and all candidates must be scrutinized as if they will be immediately productive, highly flexible and truly permanent.

The implications of this are severe. Employers are demanding more value from the recruitment process and are using technology to ensure they can cultivate and recruit the most impressive candidates. They also want to ensure more than ever before that the candidate ultimately hired has a greater chance of long term success, starting almost immediately, under whatever new rules and philosophies they have adopted.

This all means that in the absence of a booming economy, competition for positions will continue to grow. As a result, the consequences of a poor transition plan can be very severe in the search for the next position.

Clearly, candidate scrutiny has never been greater with organizational compatibility, strong team capabilities and a capacity to begin producing quickly topping the list. Relevant experience is the door opener, but the closers include these factors. In addition, recruiters and hiring managers look for other attributes that help determine which candidates can continue through the interview process.

We live in a very dynamic business environment, subject to enormous competitive stress on a global scale. That calls for an organization that is highly flexible, capable of changing direction quickly. Consequently, finding employees that exhibit these qualities of flexibility, responsiveness and innovativeness is prized. It is important to showcase on the resume accomplishments that demonstrate these areas of concern.

When responding to ads, take a good look at the criteria for the job and respond to the specifics. Do not waste time with opportunities that are not a very good fit. If you are changing industries or going from management to an individual contributor position, or any change that would be noticeable on the resume, that has to be explained fully and convincingly in your cover letter.

If you are a professional out of work, consider some type of consulting while job hunting. Don’t assume you will find a new position right away. If you are unfortunate to be unemployed for a lengthy period of time, screeners are awfully suspicious about how you conducted yourself. Were you productive?

If, during the time between positions, you were able to get some consulting work, and make some money that is a plus. Almost everyone has either been unemployed at some point in their career or knew someone close who was unemployed. People have a lot of respect for those who handled their difficulties with character and fortitude. Consequently, selling your skills in temporary work that generates revenue generates respect with screeners.

If you land an interview with either a recruiter or a hiring manager prepare to go into your work history in depth. It is extremely important to describe past choices of industry, company or position in term of career goals. After all, if you gave old positions some thoughtful consideration, interviewers will feel more comfortable in considering you. Nobody wants to hire someone for a responsible position who simply “needs the job”. Realistically, that may be exactly the case. But employers want committed, dedicated employees who see genuine value in employment with their organizations. Make sure you know with certainty and clarity your work history and how that will guarantee success with the new company.

Perhaps we will return to hiring patterns of the past, but I doubt it.

In the past I have focused on the new complexities in the job search. Networking, research, interviewing skills, a solid resume and other components require more intense preparation and a greater degree of professionalism. But landing the job is only the first step. The fact is hiring managers, recruiters and human resource professionals all agree that once the new employee is on board, the scrutiny will be intense.

A fast start, on the job productivity and an expectation of an upward curve in performance is the new norm. If the recruiters and managers are to be believed, the old habit of carrying people who are marginal is long gone. Carrying marginal employees is a risk for their supervisors. Good managers must have a good team. “Good” means teamwork, productivity, results and a minimum of aggravation.

Today, when we start a new job, keeping that job is the next difficult step in the career process. The fact is the old philosophy of “do your job and stay out of trouble” isn’t enough in these challenging times.

Companies appear to be in a permanent mode of building a efficient and effective workforce. Economic conditions, competition and a host of forces out of their control have created a situation where people not only are competing for new jobs, but once on board are competing with their co-workers.

When working for a firm with many employees it is important to remember that there is a competitive element. Successful firms want a measure of competition and at the same time foster a collegial atmosphere. They deal harshly with those whose performance or temperament does not meet organization expectations. As a result, each employee has to deliver both a strong measure of conformance and team spirit, yet maintain an individuality that enables managers to recognize those special qualities that set them apart. And it is not easy.

The first thing to remember is every aspect of the job must be positive and constructive. Attitude is everything! Nobody likes a negative person but even more importantly when things are not going well (a customer complaint, a shipment fails to arrive, a machine breaks down) focusing on the solution in an upbeat and helpful manner, rather than on the problem, will generate respect.

Maintain that positive attitude. Familiarize yourself with the company and its goals and philosophy. Understand how the firm operates and look for opportunities to suggest how working with other departments can make your department more effective. Demonstrate how you can solve problems, cut costs and increase revenue. And do all that with a smiling face and positive attitude. Always keep it in mind that you are contributing to the bottom line, just as every employee contributes. Don’t look for the grand strategy, but use your understanding to look for small incremental ways to make your department better.

Make sure you understand what is expected of you. Every good manager looks to employees for ideas, creativity, and extra effort. But this has to be done within the context of the supervisors expectations, not yours. Periodic meetings with your supervisor to get any “course adjustments” are helpful. Employees too often write their own job description not realizing they are failing to deliver on important goals. Consequently, build on a clear set of expectations. Exceed those expectation. Don’t try to change them. On the other hand your ideas, creativity and extra effort are genuinely appreciated. Your skills and versatility could significantly increase your value. And that’s important, especially these days.

Respond quickly and efficiently to assignments. Procrastination can infuriate a supervisor. If they have to chase you and get frequent updates, and nag you for progress, that’s bad. But, do the job, do it well, and do it quickly. That’s good.

Look beyond the job. Try to understand how you and the job connect with others both within a department and outside the department.

One of the major principles and challenges of good management is getting all the components to work effectively with each other. It is really a simple idea. With each manager working to maximize their own fiefdoms, it is often forgotten that the more critical measure of efficiency and productivity is based on how well cross-functional areas mesh. The fact is the literature is full of examples of companies that fail because they cannot integrate an acquisition with the firm.

That principle applies up and down the organization. Figure out how you can work more effectively with others on the team or other departments, and your value increases.

Finally, it is very important to take the long view and invest in yourself as a long term employee. Assume you will be in the organization for years and plan that way. That means participating in activities, taking advantage of in-house training opportunities and even taking courses outside of work that help enhance your knowledge and skills.

There is misconception that the holiday season is an inappropriate time to go job hunting, or that people are simply not available. However, the holidays may be just the right time and, if managed right, can lead to uncovering opportunities.

Consulting reports buttressed by discussions with HR managers suggest that taking off for the holidays is wasting what could be a fruitful time to meet the right people. What the HR managers told me was a surprise. Unemployment is still too high, but companies are hiring and recruiters are still recruiting. Although December is a month of holidays, it is still an excellent month to look for and find a job.

I have been told that recruiter commissions increase as the year progresses. They receive more from their companies on contracts that close at the end of the year, so it makes sense for them to get their candidates hired in December rather than in January. Many managers and internal recruiters feel pressure to hire now for budgetary reasons — they have the money now but future dollars are uncertain. They don’t want to wait until next year to hire. In some cases, managers may have spent the yearly budget but know that as of January 1, they have more funds available. As a result, they want to make an offer that includes a January 2nd hire date.

It is also true that people tend to give notice just before the holidays, use their vacation time to get through the holidays, and then start their job hunt in January. This opens up additional opportunities. Executives and senior managers are often easier to reach and in a better mood during the holidays so may be more willing to speak with you informally. The fact is while managers may be more cheerful, they still have to manage their organizations, plan for the future, and invest accordingly. The pressure does not stop, but, since many put off addressing some problems until the new year, they may be very happy to discuss opportunities with the right person.

The fact is networking is easier during the holidays. Here is a perfectly legitimate reason for connecting and re-connecting with all of the folks on your holiday list, and to use your contact list to meet new people. This is a great time to update them on what is happening with you both personally and professionally. Competition is reduced because so many job hunters drop out during the holidays, dramatically reducing your competition.

Finally, the main reason to keep your job search active during the holidays is staying active in December gives you a head start on all of the January openings. There is nothing more depressing than having to restart your job search from scratch after the New Year. I understand job seekers often need a respite, and the holiday season is a good time to relax a bit. But, it may also be bad strategy, because the challenges of the job search do not go away.

I believe it is important to attend as many holiday events as you can during the next few weeks. And,
if you are planning to attend holiday events, you should treat it them as serious networking. When else can you meet so many new people who can potentially contribute to your job search in such a short period of time? Prepare to promote yourself in a more relaxed environment, anticipate the kind of questions you are likely to be asked at these events and develop a strategy for dealing with them. You want to appear relaxed, friendly, interesting and interested.

Draft a warm, personal holiday networking letter to everyone in your network. At this time of year people often expect you to be in touch so do not disappoint them. Include a seasonal greeting, a brief update on your job or career, your intentions for the future, and a request for suggestions or referrals.

Since you get only one chance to make a first impression with new introductions, plan your networking as though it were an interview. Preparation generally means five golden rules: Know the group/company with which you are engaging; do some research into any openings; know how your skills, experience and accomplishments fit the organization; know why you are qualified; and know why this firm has unique qualities, values or culture that make it a particularly good fit for you. This is the necessary strategy any time of the year and is just as important now.

Develop and rehearse a short pitch. Make it simple and interesting. It should invite questions and make people want to talk with you. Finally, skip the alcoholic beverages. If you appear out-of-control, you will be remembered for all the wrong reasons and will never be recommended for anything.

Do not put your job search on the back burner during the holidays. You never know who might show up at your next holiday networking event.