Monday, May 4, 2015

Jobs

Have you noticed all the “now hiring” signs plastering retail windows?
It’s bound to happen eventually: You’ll get into an argument with someone at work, whether it’s over a project, a lost stapler or a parking spot.
You know the feeling: that moment in the interview when you realize the opportunity has passed you by. Or perhaps you think you're interviewing well, but you aren't getting any results.
It’s so easy to do Google, Facebook and LinkedIn searches on people. And that’s just a start. The Internet gives multiple ways to dig into backgrounds, memberships, interests and behavior. Everybody does it, right?
I’m no fan of buzzwords. I dislike them so much I created my own buzzword to describe the fight against overused workplace gibberish: dynamic jargon disruption.
William Dinauer, president of laser maker LasX Industries, had no doubts about hiring Chinese-born Yahui Zhang this year.
If you're having a difficult time finding a job, and it seems like it's taking forever, don't despair. Here are some suggestions for keeping your spirit positive.
To me, feeling engaged means you feel like your work really matters, that you’re making progress toward bigger goals.
Part of the problem of the problem with piracy in the arts, says Michael Barnes, head of the Philadelphia local of the stagehands union, is that it's hard to visualize the consequences when bootleg copies of movies, television shows and music are sold outside their normal channels.
Sweatworking, the growing practice of meeting clients for a walk, a run or a fitness class, is elbowing networking out of bars and restaurants and into boutique fitness studios.
The job market today is characterized by short-term employment and frequent job change, sometimes by choice, sometimes not.
It's got to be tough to the chief executive of a company that prides itself on helping other companies help their employees achieve full potential in line with company strategies. Setting a good example is key. So, imagine how it would feel for someone like Stephen Kaye, chief executive of the Hay Group, to discover that Hay's own employees weren't 100 percent in line with changes he made in the organization when he took over the helm in March 2013.
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